## 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                         |             |
| Red                               | Amber       |
| Better                            |             |
| Community Stadium                 |             |
| Green                             | Green       |
| Same                              |             |
| Outer ring road (A1237)           |             |
| Amber                             | Amber       |
| Same                              |             |
| Housing Delivery Programme        |             |
| Amber                             | Amber       |
| Same                              |             |
| The Beehive                       |             |
| Green                             | Green       |
| 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                         |             |
| Amber                             | Green       |
| Better                            |             |
| Future Library Investment         |             |
| Programme (FLIP)                  |             |
| Pay on Exit                       |             |
| Amber                             | Amber       |
| Same                              |             |
| Mental Health Housing and Support |             |
|                                   | Green       |
| New                               |             |
This period (RAG) 
Direction of travel 
Amber 
Amber 
Same  
Amber 
Amber 
Same  
Amber 
Amber 
Same 
Amber 
Amber 
Same 
Green 
Green 
Same 

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

Reporting period 
December 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 (Dec)                                 |                                                                         | Overall status previous period (Nov)    |
|------------------------------------------------------------------|-------------------------------------------------------------------------|-----------------------------------------|
|                                                                  |                                                                         |                                         |
| Financial                                                        | Non                                                                     | Tasks                                   |
|                                                                  | Scope                                                                   | Quality                                 |
|                                                                  |                                                                         |                                         |
| Benefits                                                         |                                                                         |                                         |
|                                                                  |                                                                         |                                         |
| Milestones                                                       |                                                                         |                                         |
|                                                                  |                                                                         |                                         |
| Dec                                                              |                                                                         |                                         |
|                                                                  |                                                                         |                                         |
|                                                                  |                                                                         |                                         |
| Nov                                                              |                                                                         |                                         |
|                                                                  |                                                                         |                                         |
|                                                                  |                                                                         |                                         |
| Costs                                                            |                                                                         |                                         |
| Status                                                           |                                                                         |                                         |
| Explanation                                                      |                                                                         |                                         |
| -                                                                |                                                                         |                                         |
|                                                                  | Lincoln Court final project costs are still to be completed. Additional |                                         |
| costs have been incurred due to the pandemic, asbestos works and |                                                                         |                                         |
| diverted drainage.                                               |                                                                         |                                         |
| -                                                                |                                                                         |                                         |
|                                                                  | All other projects are operating within agreed budgets.                 |                                         |
|                                                                  |                                                                         |                                         |
| Resources                                                        |                                                                         |                                         |
| Status                                                           |                                                                         |                                         |
| -                                                                |                                                                         |                                         |
|                                                                  | We were unable to appoint from the internal advertisement of a          |                                         |
| Housing Development Manager post. Agreement is being sought to   |                                                                         |                                         |
| advertise this post externally.                                  |                                                                         |                                         |
| Explanation                                                      |                                                                         |                                         |
| -                                                                |                                                                         |                                         |
|                                                                  | To make the changes needed to create flexible and supportive extra      |                                         |
| care services will need additional staff time and expertise.     |                                                                         |                                         |
 
Financial 
Status 
- 
Work is continuing to ensure that costs of CYC extra care are in line with other extra care schemes. This work will be included in the process for mobilisation of the extension of Marjorie Waite Court. 
Explanation 
- 
The ongoing operation of Haxby Hall care home due to the delayed 
transfer continues to put pressure on the programme's financial benefits. 
Tasks & 
Milestones 
- 
Procurement of an extra care development on the Lowfield Green site has been delayed but is now underway. 
Status 
Explanation 
- 
Transfer of Haxby Hall care home has been delayed following the COVID restrictions but is due to be completed early in 2021. 

## Current Status Older Persons Housing

1. There has been strong interest in the shared ownership and market sale 
bungalows in the first phase of Lowfield Green. 
2. The Housing delivery programme is working to include intergenerational 
accommodation on future development sites.  

## Burnholme Health & Wellbeing Campus

1. The care home is now complete with all planning conditions signed off. 2. The formal Overriding lease for the site has now been issued. 3. Plans are well progressed for marketing the site and for the council to 
begin making placements to the home early in 2021. 

## Marjorie Waite Court Extra Care Scheme

1. Work on the extension building is progressing well, and the project is 
scheduled for completion in early July 2021. 
2. Discussions about the operation of extra care on the site have begun, to 
ensure that residents get the support they need to live well 
independently. 
3. Designs for the commercial kitchen have been drawn and work is 
underway to ensure residents have access to warm nutritional meals. 
4. A specification for the refurbishment of the existing MWC buildings is 
being drawn up to ensure that there is consistency between the 2 buildings. A fire safety audit of the existing building has been completed. 

## Lincoln Court

1. New tenants are continuing to move into Lincoln Court. 

2. Minor snagging is continuing to be addressed. 3. Marketing / information leaflets have been produced to show people the 
facilities available. This is being promoted on the North Yorkshire Home Choice website, through which people will apply for the new apartments. 

## Haxby Hall

1. Yorkare homes have now submitted their planning application for the 
redevelopment of Haxby Hall care home. This has now been validated and is available to view on the council's planning portal. 
2. Yorkare Homes and the Council are aiming for a transfer date early in 
2021. 

## New Independent Sector Provision

1. Early works towards the procurement of a social landlord to develop 
extra care accommodation on the Lowfield Green site has begun. Early soft market testing has been completed. 
2. Interest in developing older person's accommodation in the city remains 
high. New developers continue to come forward to discuss the demand 
for accommodation. 
 The procurement of extra care accommodation on Lowfield Green will be 
launched. 
 A date for the transfer of Haxby Hall will be published.  Plans for catering options at MWC will be progressed.  Procurement of a contractor for refurbishment work at MWC will be 
progressed. 

Reports to 
Executive, CMT, Project Board, DMT 
Exec member 
Cllr. Carol Runciman and Cllr Denise Craghill Neil Ferris - Corporate Director of Economy and Place 
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 
Executive October 2015 -  Grove House and Oakhaven Older Persons' Homes 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=88 42&Ver=4 
Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee) 
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 December 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 (Dec) 
 
Overall status previous period (Nov) 
 

|                                                                          |                                                                          |         |       |           | Financial    | Non       | Tasks    |       |        |
|--------------------------------------------------------------------------|--------------------------------------------------------------------------|---------|-------|-----------|--------------|-----------|----------|-------|--------|
|                                                                          | Scope                                                                    | Quality | Costs | Resources | Benefits     | Financial | &        | Risks | Issues |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| Benefits                                                                 |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| Milestones                                                               |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| Dec                                                                      |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| Nov                                                                      |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| 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 MHCLG awarded. The conditions on award now awaited.           |                                                                          |         |       |           |              |           |          |       |        |
| CYC supported scheme off plot infrastructure detailed design and         |                                                                          |         |       |           |              |           |          |       |        |
| Reserved Matters Planning Application and IP1 Infrastructure.            |                                                                          |         |       |           |              |           |          |       |        |
| Risks                                                                    |                                                                          |         |       |           |              |           |          |       |        |
| Status                                                                   |                                                                          |         |       |           |              |           |          |       |        |
| -                                                                        |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| Risks associated with the project are complex and interdependent.        |                                                                          |         |       |           |              |           |          |       |        |
| Active risk management is ongoing.                                       |                                                                          |         |       |           |              |           |          |       |        |
| Explanation                                                              |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| -                                                                        |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| Planning RMA submission April 2020, committee date November 2020         |                                                                          |         |       |           |              |           |          |       |        |
| -                                                                        |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| Partnership Agreement to be signed,                                      |                                                                          |         |       |           |              |           |          |       |        |
| Issues                                                                   |                                                                          |         |       |           |              |           |          |       |        |
| Status                                                                   |                                                                          |         |       |           |              |           |          |       |        |
| -                                                                        |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| S106 signed                                                              |                                                                          |         |       |           |              |           |          |       |        |
| Explanation                                                              |                                                                          |         |       |           |              |           |          |       |        |
| -                                                                        |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| MHCLG funding award, conditionally awaited                               |                                                                          |         |       |           |              |           |          |       |        |
| -                                                                        |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| Pricing with Contractor under way - submission November 2020.            |                                                                          |         |       |           |              |           |          |       |        |

 Stage 4 Design shifting to Contractor Design on Award of IP2  Infrastructure delivery partner for Phase 1 Infrastructure pricing IP2 
packages 
 The WY+TF Full Business Case has been conditionally approved by 
WYCA FBC Conditions submitted. 
 Phase 1 Infrastructure RMA approved  
 Funding was awarded in the March 2020 Budget. 
 Stage 4 Design is progressing.  IP1 Contract Award and Mobilisation  Infrastructure delivery partner for Phase 1 Infrastructure pricing IP2 
package price review and recommendation 
 The WY+TF Full Business Case has been conditionally approved by 
WYCA, FBC Conditions submitted. 

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 
Executive July 2020 - Update 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=12 295&Ver=4 

## Project Title Castle Gateway Reporting Period December 2020 Description

City of York Council (CYC) is 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 (Dec)                                                |       | Overall status previous period (Nov)    |
|---------------------------------------------------------------------------------|-------|-----------------------------------------|
|                                                                                 |       |                                         |
| Financial                                                                       | Non   | Tasks                                   |
|                                                                                 | Scope | Quality                                 |
|                                                                                 |       |                                         |
| Benefits                                                                        |       |                                         |
|                                                                                 |       |                                         |
| Milestones                                                                      |       |                                         |
|                                                                                 |       |                                         |
| Dec                                                                             |       |                                         |
|                                                                                 |       |                                         |
|                                                                                 |       |                                         |
| Nov                                                                             |       |                                         |
|                                                                                 |       |                                         |
|                                                                                 |       |                                         |
|                                                                                 |       |                                         |
|                                                                                 |       |                                         |
| 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 Executive have       |       |                                         |
| revised the delivery plan in response to COVID-19, but the new actions          |       |                                         |
| remain within the scope of the existing budget and the project remains on       |       |                                         |
| target to be delivered within that budget. There is still uncertainty as to the |       |                                         |
| impact of COVID-19 on elements of the project affecting the cost of             |       |                                         |
| delivery, including the timescales and 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.                |       |                                         |
|                                                                                 |       |                                         |
| 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 remain under review. 

Castle Mills - On the 3rd December, Planning Committee approved the residential led mixed use scheme on the old Castle Mills car park site. Securing planning approval marks a significant milestone in the delivery of the first phase of the Castle Gateway masterplan. 

Castle Mills Procurement - The procurement process to identify a contractor to undertake the detailed (RIBA 4) design and provide a price for construction for the Castle Mills scheme went live on the 6th November through the YorBuild Framework, with the closing date for tender returns being the 4th January 2021. Officers will continue to respond to clarification requests from contractors on the framework as they complete their tender returns. 

St George's Field - On the 19th November Planning Committee deferred the consideration of the multi storey car park application for St George's Field. The decision to defer the application was so that additional information could be provided to committee regarding the need for parking in the area, and also to ensure that the conservation architect could present his view to the committee. The application will be reconsidered in 2021. 

Castle and Eye of York - The first phase of the design work for the Castle and Eye of York scheme has commenced. This design work is based on the public brief which has been written for the area, with further engagement with key stakeholders. At various points through the decision phase, the design options will be tested through the My Castle Gateway project. 

West Yorkshire Transport Fund - Work continues to progress on the funding bid to outline and full business case stages, led by the council's consultants WSP. 

Castle Mills - Officers will continue to respond to clarification requests from contractors on the framework as they complete their tender returns. 

Tower Gardens - The feedback received from the public consultation on the Draft open brief for Tower Gardens will inform the longer term plans for the area. A number of small scale improvements will be implemented in December, including the installation of the new benches that have been ordered. These short term measures are being funded by some outstanding section 106 funding. 

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 –Phase One Delivery Strategy 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11 115&Ver=4 
Executive October 2020 - Update and Business Case Review 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=12 297&Ver=4 

## Project Title Local Plan Reporting Period December 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 (Dec)                                         |       | Overall status previous period (Nov)    |
|--------------------------------------------------------------------------|-------|-----------------------------------------|
|                                                                          |       |                                         |
| Financial                                                                | Non   | Tasks                                   |
|                                                                          | Scope | Quality                                 |
|                                                                          |       |                                         |
| Benefits                                                                 |       |                                         |
|                                                                          |       |                                         |
| Milestones                                                               |       |                                         |
|                                                                          |       |                                         |
| Dec                                                                      |       |                                         |
|                                                                          |       |                                         |
|                                                                          |       |                                         |
| Nov                                                                      |       |                                         |
|                                                                          |       |                                         |
|                                                                          |       |                                         |
| 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                                                              |       |                                         |
| Resources                                                                |       |                                         |
| Status                                                                   |       |                                         |
| Explanation                                                              |       |                                         |
| The Forward Planning Team has reduced in size following the loss of      |       |                                         |
| members of staff. Resourcing needs to be sufficient to ensure the timely |       |                                         |
| completion of work for submission to the Inspectors and to enable        |       |                                         |
| preparation for phase 2 hearing matters in detail.                       |       |                                         |
|                                                                         |       |                                         |
|                                                                          |       |                                         |
| Inspectors issued their letter on phase 1 hearing sessions on 12 June    |       |                                         |
|                                                                          |       |                                         |
|                                                                          |       |                                         |
| 2020 setting out three options to proceed.                               |       |                                         |
 Officers responded with an initial letter on 22 June 2020 with the 
Tasks & 
intention to provide a more detailed response as to how to proceed asap. 
Milestones 
 The Inspectors also issued a letter on 9 July 2020 regarding whether 
Status 
Explanation 
there had been a meaningful change in York's housing requirement following the release of the 2018 based household projections. 
 The Council responded to the Inspectors letters to confirm that we 
are satisfied we can continue with the housing need and requirement as previously discussed. The Inspectors response confirmed that we will need to consult on the evidence base recently submitted, subject to their confirmation following receipt of all documents. 
 Further phase 2 hearing sessions on the remainder of the Plan will 
then be requested by the Inspector subject to their conclusions on phase 1 matters. 
Risks 
Status 
Risks associated with examination of Local Plan by Planning Inspectorate. Delay to examination process as a result of resourcing. 
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. The majority of this is now submitted. Officers are prioritising the completion of outstanding work. The Inspectors wrote to CYC on 12 June 2020 outlining their conclusions in relation to the first phase examination hearing sessions. Focus of the letter was on the Green Belt approach, which was in general conformity with the saved RSS policies. However concerns were raised regarding the GB methodology used to assess the inner boundaries. Three options of how to proceed were presented by the inspectors. Officers sent an initial letter on 22 June 2020 welcoming the conclusions thus far and setting out their intention to seek to justify the boundaries through clarification of the evidence base. Following the release of the 2018 based sub-national Household Projections, the Inspectors wrote to the council on 9th July 2020 asking whether this would lead to a material change in York's proposed housing requirement. The Council have commissioned technical advice from consultants and on 6th October provided written confirmation to the Inspectors that the Council would continue to support an OAN of 790 dpa and a housing requirement of 822 dpa. 

 Submission of the Habitat Regulation Assessment.  Modifications schedule and clarified Green Belt Addendum is 
anticipated. 

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 December 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 (Dec)                                         |                                                                          | Overall status previous period (Nov)    |
|--------------------------------------------------------------------------|--------------------------------------------------------------------------|-----------------------------------------|
|                                                                          |                                                                          |                                         |
|                                                                          |                                                                          |                                         |
|                                                                          | Scope                                                                    | Quality                                 |
|                                                                          |                                                                          |                                         |
| Dec                                                                      |                                                                          |                                         |
|                                                                          |                                                                          |                                         |
|                                                                          |                                                                          |                                         |
| Nov                                                                      |                                                                          |                                         |
|                                                                          |                                                                          |                                         |
|                                                                          |                                                                          |                                         |
|                                                                          |                                                                          |                                         |
|                                                                          |                                                                          |                                         |
| Costs                                                                    |                                                                          |                                         |
| Status                                                                   |                                                                          |                                         |
| -                                                                        |                                                                          |                                         |
|                                                                          | 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.                                         |                                                                          |                                         |
| Explanation                                                              |                                                                          |                                         |
| -                                                                        |                                                                          |                                         |
|                                                                          | Covid-19 delays and restrictions may increase costs of facility          |                                         |
| mothball depending upon the length of time restrictions are in place.    |                                                                          |                                         |
|                                                                          |                                                                          |                                         |
|                                                                          |                                                                          |                                         |
|                                                                          |                                                                          |                                         |
| Tasks &                                                                  |                                                                          |                                         |
| -                                                                        |                                                                          |                                         |
|                                                                          | Build delay confirmed which moves the summer 2019 completion and         |                                         |
| subsequent handover to an end of 2020 opening. This is due to a          |                                                                          |                                         |
| number of build factors as well as the impact of covid and the extent is |                                                                          |                                         |
| still to be fully determined.                                            |                                                                          |                                         |
| Milestone                                                                |                                                                          |                                         |
| Status                                                                   |                                                                          |                                         |
| -                                                                        |                                                                          |                                         |
|                                                                          | Licensing, commissioning, testing and certification of the site is now   |                                         |
| complete.                                                                |                                                                          |                                         |
| Explanation                                                              |                                                                          |                                         |
|                                                                          |                                                                          |                                         |
| -                                                                        |                                                                          |                                         |
|                                                                          | Buildings now fully complete.                                            |                                         |
| -                                                                        |                                                                          |                                         |
|                                                                          | Clearly covid restrictions are a major issue to time and delivery and    |                                         |
| the full impacts of this are unknown at present.                         |                                                                          |                                         |
| -                                                                        |                                                                          |                                         |
|                                                                          | Highways and drainage are the final elements due for completion end      |                                         |
| of 2020.                                                                 |                                                                          |                                         |
| Risks                                                                    |                                                                          |                                         |
| Status                                                                   |                                                                          |                                         |
| -                                                                        |                                                                          |                                         |
|                                                                          | Covid-19 restrictions are affecting all progress on site and continue to |                                         |
| impact completion.                                                       |                                                                          |                                         |
| Explanation                                                              |                                                                          |                                         |
| Issues                                                                   |                                                                          |                                         |
| Status                                                                   |                                                                          |                                         |
| -                                                                        |                                                                          |                                         |
|                                                                          | Issue of the highways and drainage works is significant but is now       |                                         |
| being progressed to completion.                                          |                                                                          |                                         |
| Explanation                                                              |                                                                          |                                         |
| -                                                                        |                                                                          |                                         |
|                                                                          | Covid-19 restrictions are affecting all sites and potential for further  |                                         |
| disruption depending upon length of time restrictions are in place. This |                                                                          |                                         |
|            | Financial    | Non    | Tasks    |        |
|------------|--------------|--------|----------|--------|
| Benefits   | Financial    | &      | Risks    | Issues |
|            |              |        |          |        |
| Benefits   |              |        |          |        |
|            |              |        |          |        |
| Milestones |              |        |          |        |
|            |              |        |          |        |

is a current issue affecting site but has further risk implications as captured in the risk log. 

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. 
 Confirmation of full delay and completion is awaited from GLL. 
 Build main structures are all complete, and commissioning and testing 
programme is now complete. 
 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. 
Signage complete and in place. 
 Cinema complete and open as of December 2019.  Starbucks restaurant complete and open as of December 2019.  Bowling and golf open as of August 2020.  External highways site works and drainage to complete by end of 
2020. 
 Building control sign off and certification of all buildings September 
2020. 
 PC expected end of 2020 in line with the above works. 
The next steps for the project are as follows: 

 Completion of the road and connections by end of November 2020.  Drainage works to complete by December 2020.  Snagging for all stadium and leisure areas ongoing through 2020.  Confirmation of tenants for the commercial unit by April 2021.  Lantern tenant now confirmed with additional tenant now progressing.  Stadium and leisure site build completion including highways by end 
of autumn 2020. 
 Commercial and community tenants fit out July 2019 to end of March 
2021. 
 Stadium, Leisure and Hub Tenant fit out expected from January 2021 
onwards dependent upon covid regulations in place at that time. 
 Commercial site Cinema opened December 2019, rest to follow in 

2021 due to covid. 

 Final building checks and sign offs now complete. 
 Systems checks and certification now complete.  Full handover now expected by end of 2020. 
All of the above is impacted and delayed due to covid restrictions on gatherings, sports events, workforce and materials supply. Site is working on a reduced workforce at present. Materials supply is also restricted due to suppliers not having stocks, reduction in workforce, unable to source certain specific supplies. Factory and production centres being closed or working on reduced staff numbers and therefore greatly reduced output. All sports testing and licensing activities are subject to covid restrictions on gatherings and events and the latest guidance. Awaiting Government confirmation on events and crowds and also an improvement in the supply chain. Buildings are complete and commissioned end of August 2020. Sporting restrictions and public gatherings will need to be lifted for traditional test events. At present systems testing and certification of the buildings is complete, external highways works and drainage are the final works to completion and expected by end of 2020 with handover and opening to follow after the Xmas period in line with the GLL statement. Preparations are now ongoing with all tenants on final handover. 

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 - Chief Operating Officer 
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 December 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 (Dec) 
 
Overall status previous period (Nov) 
 

 
Scope 
Quality 
Costs 
Resources 


Dec 


Nov 


 
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. 
Costs Status 
 
The discovery of ancient remains in the north range excavations generated an archaeological investigation which has now been completed, this event has further extended the contract. 
Explanation 
 
Further archaeological remains have been discovered in the basement of the retained section of the annexe this has resulted in 5 weeks excavation up to 2 weeks may affect the critical path of the 
project the contractors flexibility has greatly reduced the full impact. 
 
Resources 
Status 
Explanation 
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: 
 
Steel erectors labour 
 
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. 
 
The re roofing of the Guildhall has commenced, erection of the protective scaffold has enabled the oak structure to be examined closely, the oak structure was found to be in very good condition, he final operation of re sheeting the roof has now commenced. 
Tasks & 
Milestones 
Status 
 
The scaffold to the riverside has been erected with a view to commencing the reroofing of the council chamber block and the external facade works. 
Explanation 
|            | Financial    | Non    | Tasks    |        |
|------------|--------------|--------|----------|--------|
| Benefits   | Financial    | &      | Risks    | Issues |
|            |              |        |          |        |
| Benefits   |              |        |          |        |
|            |              |        |          |        |
| Milestones |              |        |          |        |
|            |              |        |          |        |
 
The north range substructure is advancing well and will be completed on time for the steel structure erection planned to commence in mid- January. 
 
The glazed arcade design to the slype space has received listed 
building consent work can now proceed in this area. 
Risks 
Status 
 
On completion of the piling, the risk of finding obstructions has now been overcome, the risk was significant contributing to the red status. 
Explanation 
 
The ongoing risk of river levels rising above 2m above average summer level remain in place until the use of the river declines. 
Issues 
Status 
 
Supply chain is reporting difficulties in certain areas, full list in resources field. 
Explanation 
 
Additional archaeological discoveries may impact progress. 
 
Progress has been made with access agreements. 

## Current Status Statutory Consents / Approvals

 Executive approval February 2019 to advance to the construction stage.  Planning and LBC approvals granted 16 Feb 2017.  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.  All piling completed and the ground beams to the north range are under 
construction. 
 The re-roofing of the main hall and the south range are advancing well. 
 External stonework repairs have now commenced. 
 Completion of all major substructure works.  Preparing for the new build steelwork superstructure.  Ongoing refurbishment of the existing building. 

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 December 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 (Dec) 
 
Overall status previous period (Nov) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Dec 


Nov 


Tasks & 
Milestones 
The pre-planning consultation process has now ended. 
Status 
Explanation 
Risk Status 
Risks are being monitored daily. 
Explanation 
Issues 
Status 
Explanation 
Landowners are not content about the level of improvements proposed for frontage to their site.  They are canvassing support to have their case 
heard. 

1. The initial pre-planning consultation for the scheme finished on 16th 
November 2020.  Approximately 3,500 responses were received. 

2. Negotiations continue to attempt to acquire land for the scheme. 3. A contract for Ground Investigation work was awarded and this 

commenced in late November 2020. 

4. An invitation to tender for the Land Agent role is being evaluated. 5. A report is being drafted for consideration by WYCA's Portfolio 
Assessment Team to agree the details for a single assurance process for governance of the junctions and dualling scheme. 
6. A programme of noise surveys is being prepared.  
1. Gathering in and collation of responses from the consultation process. 2. Planning the review and assessment of the consultation responses. 
3. Supervision of the Ground Investigation contract. 4. Award of a commission for the land agent role. 5. Prepare tender documents for a planning consultant. 6. Undertake noise surveys. 7. Award a commission for detailed design and technical services. 

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 W Yorkshire Transport Fund - 24 Nov 16 
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 - 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 
Executive June 2020 - Phase 1 Dualling - Procurement Strategy, Approach to Public Engagement and Landscaping 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId =12293&Ver=4 


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

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

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


Benefits 
Milestones 
Dec 


Nov 


Financial 
Status 
Explanation 
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

 Construction work continues to programme with Show Homes 
completed and handed over. 

 The properties are being 'dressed' and will be open for viewings in the 

New Year. 

## Burnholme

 Planning application submitted and under consideration - queries 
being addressed. 
 Stage C cost plan finalised. 

## Duncombe Barracks

 Planning application submitted and under consideration - queries 
being addressed. 
 Stage C cost plan finalised. 

## Ordnance Lane

 Now in stage C.  Designs being finalised for planning submission in early 2021. 

 Lowfields - show homes being 'dressed' and will be open for viewings 
in the New Year. 

 Duncombe Barracks - comments on planning application.  Burnholme - comments on planning application.  Ordnance Lane - ongoing engagement and finalisation of designs for 
planning submission. 

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 Neil Ferris - Corporate Director of Economy and Place 
Director responsible 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 
Programme 
Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny 
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

October 2020 Executive Meeting - Phase 2 of the Housing Delivery Programme https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=12298 

## Project Title The Beehive Reporting Period December 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 (Dec) 
 
Overall status previous period (Nov) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Dec 


Nov 

## 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. 
 Furniture and equipment and additional fit-out costs have been priced 
and orders raised. 
 Expenditure closely monitored against budget.  Final construction contract and project costs awaited. 

## Risks

 Delay due to cessation of work on construction site due to health & 
safety concerns relating to Corona virus pandemic. 
 The Beehive is now complete and operational. There are no further risks 
to the design and construction element of the project. 

## **Programme**

 Works on site ceased 23rd March and recommenced (phased) 27th April 
2020. 
 Extension of Time was claimed and agreed as Force Majeure due to 
Covid-19. 
 Further Extension of Time to 30th October 2020 requested by the 
contractor. 
 Practical Completion achieved 30th October 2020.  Service opened to children short break overnight stays from 23rd 
November 2020. 

## Communication And Engagement

 Regular residents newsletter agreed and circulated, both in paper form 
to residents and electronically to stakeholders. 
 New name selected by children who use the service "The Beehive" and 
press release issued. 
 Graphic/logo for The Beehive is in use.  Filming to take place in early December 2020 for staff, children and 
families familiarisation purposes as well as to share with partners and stakeholders. 

## Governance

 Risks and decisions are being monitored, recorded and agreed through 
quarterly Project Board. 
 Delay reported to Corporate Management Team.  System established for decisions to be made outside of meetings.  Snagging and defect monitoring in place and actively tracked. 
Post project evaluation of the design and construction elements of the project is to be undertaken with particular emphasis on design matters, the learning from which might be of assistance to Council colleagues and other public sector bodies. 

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 Amanda Hatton - Corporate Director of People 
Director responsible 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 December 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 (Dec) 
 
Overall status previous period (Nov) 
 
Financial 
Non 
Tasks 
 
 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Dec 


Nov 


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

 Work continues this period to ascertain from schools' responses to the 
Net Capacity Survey, whether any changes have been made to buildings or building use that could impact on the net capacity of schools. 

## Communication

 There has been continued communication with developers of some 
proposed and forthcoming housing sites and with those officers overseeing the draft Local Plan and future infrastructure plan for the city, as well as with the impacted MATs. 
 Communication has also taken place with another Local Authority this 
period to discuss the potential education implications of their proposed Local Plan. 
 Communication is also ongoing to discuss solutions to address the 
pressures around secondary school place requirements in the south east of the city. 
 Communication continues around plans to increase secondary school 
places in the west of the city. Meetings have taken place with affected MATs this period, to discuss changes seen in the forecasting data, the implications of these changes and potential solutions. 
 Discussions have taken place with the Department for Education, around 
the need for school places in September 2021. 
 A paper outlining the current position of the Provision of School Places 
project, was made available on the YorkEducation website this period. 

## Data Modelling

 Due to the immediate pressures schools are experiencing responding to 
the global pandemic, reporting of feedback from SCAP 2019 to the YSAB School Organisation sub-group has taken place through a paper published on the YorkEducation website. 

## Forecasting

 The forecasting process has continued to be updated this period, in 
preparation for the release of the forecasts to schools early next year. 
 The method by which the reception age cohort is determined has been 
re-examined this period. 

## Policy

 Work has continued this period on the admissions consultation, which 
has now closed, for the school year beginning in September 2022. 
 The project risks were reviewed during this period.  A school services Covid 19 risk register continues to be monitored to 
stay aware of potential risks that might affect school places as a result of the global pandemic. 
The main focus of this period: 

## Capacity

 Continue to reassess the requirement for net capacity assessments and 
complete net capacity assessments at identified schools. 
 Continue to update the Planning Area Action Plans ready for release 
early in 2021. 

## 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 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. 

## Forecasting

 Continue to monitor school in-year admission requests to explore any 
changes seen in net migration as a result of the global pandemic. 
 Continue preparation of new forecasts ready for release in early 2021. 

## Policy

 Continue work on the admissions consultation for the school year 
starting September 2022. 
 Continue to work with colleagues in other departments to update the 
Viability Assessment to determine the impact of alternative pupil yields. 
 Complete work to determine an appropriate pupil yield for the 16 - 19 
age range. 

## 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 People 
Director responsible Dependencies 
Local Plan Policy, Economic Strategy, City Transport Policy 
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 
Link to paper if it has been to another member meeting (e.g. executive, council, a 

## Scrutiny Committee)

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 
Executive May 2020 Fulford School Remodelling Phase 1 & Access 
Improvements by Highways  
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=122 88&Ver=4 


## Project Title Housing Ict Programme Reporting Period December 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 (Dec) 
 
Overall status previous period (Nov) 
Scope 
Quality 
Costs 
Resources 


Dec 


Nov 


Scope 
Status 
Explanation 
 
Due to the impact of Covid a re-timelined roadmap to deliver the programme has been produced by the Programme Team this was agreed by Programme Board 6th November.  This work included a full review of all modules, interfaces and integrations, workloads, resources and business readiness to develop a realistic, measurable and achievable plan to ensure successful delivery. 
 
Work has commenced at reviewing the contractual and financial positions, this will be progressed by the new interim Programme Management Team.  
 
All non-essential work has been removed from the initial Go Live phase of the programme. 
 
Work to align Data Migration activity to the revised timelined roadmap is underway. 
 
Quality 
 
The programme has identified significant pressure against the current timeline which has resulted in moving certain modules into Phase 2. 
Status 
Explanation 
 
A full review of the programme timeline has been completed and key risks to successful delivery have been identified. 
Cost Status 
Explanation 
 
The new Project Sponsor has reviewed the financial position of the programme and has gained agreement from CMT for the work to continue to deliver the system.  Work is ongoing with Finance to establish full costs the programme extension.  This work was stalled by Civica issuing notice that they were not accepting our request to rescind the notice served on them to cease use of Servitor and DRS on 31st March 2021 and requesting £250k to upgrade both systems and recontract.  Work to identify and cost options for delivering the programme in two phases initial phase to be completed by 31st March, for manual operation of the service without Servitor /DRS etc were explored to avoid this spend on legacy systems.  Civica were contacted to express our dissatisfaction with their approach given the delay to programme delivered was caused by Covid, this resulted in them offering a significantly lower price for CYC to maintain the 
|            | Financial    | Non    | Tasks    |        |
|------------|--------------|--------|----------|--------|
| Benefits   | Financial    | &      | Risks    | Issues |
|            |              |        |          |        |
| Benefits   |              |        |          |        |
|            |              |        |          |        |
| Milestones |              |        |          |        |
|            |              |        |          |        |
systems, £114k, which was accepted by Programme Board on 25th November.  Contract to cover this was signed on 30th November 2020. 

 
Work is ongoing with supplier to resolve some contractual issues around technological platforms and impacts on extension to timelines. 
 
Initial costs have been received for rolling out Capita's mobile working 
offer, these are to be developed and presented to Board. 

 
 
Programme now has new Sponsor, Interim Director of Place, backed Interim Assistant Director Housing & Community Safety and the Programme Manager role has now been filled  
Resources 
Status 
 
Absent member of the Programme Team has returned to work on a phased basis. 
Explanation 
 
Team still working remotely, supplier consultants are also available 
remotely. 
 
Options to explore resource gaps on the programme are being looked into including re-allocation of and overtime for existing team members. 
Tasks & 
Milestones 
Explanation 
 
Once the re-timelined plan has been agreed and ratified by Board it will form the basis of negotiations with Capita to amend the milestone payments to reflect the revised programme timescales. 
Risks 
Status 
 
Full risk review across the programme to be completed based on retimelined plan. 
Explanation 
Issues 
Status 
 
Discussions on future governance options being held with Director of Place and Interim Assistant Director of Housing & Community Safety. 
Explanation 

The programme continues in the first stage of implementation, in configuration. The go-live date was set for Monday 23rd November 2020 but the programme status moved to Red due to technical challenges and amount of work required by the Programme Team for configuration of all modules. Plus COVID affecting availability of resources as the service areas respond to the pandemic and the Programme Team continues to work from home. 

## Discussion Have Commenced With Supplier About Current Status Of Project And Impacts Of A Go-Live Extension. Future Outlook

 Work to continue to establish contractual and financial challenges.  Continued detailed configuration activity and planning.  Testing and Training Strategy and Plan development and sign-off.  Identification and costing of mobile working offer from Capita.  Continued mapping of core business processes. 

## 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 Neil Ferris - Corporate Director of Economy and Place 
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 December 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 (Dec) 
 
Overall status previous period (Nov) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Dec 


Nov 

 Data platform procurement clarification process completed. 
Submission deadline for tenders 18th Dec 2020. 
 Real time model test system set up and CoYC officers starting to 
familiarise with software. 

 GLOSA supplier started work on system build. 
 Systems and data testing started between real time model and 
prototype data platform continued. 
 Strategic Transport Base Model Validation submitted by contractors 
and review under way by CoYC. 
 Current work on building GLOSA system and Variable Demand Model 

continues. 

 Christmas break for most contractors.  Data Platform tender evaluation process begins. 

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 December 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 (Dec) 
 
Overall status previous period (Nov) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Dec 


Nov 


 
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 
 
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. 
Status 
Explanation 
 
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. 

 A number of flood cells have construction complete/almost complete.  Further flood cells at planning determination stage.  Working with CYC planners to identify the route through COVID 
restricted planning processes. 
 Installation of property flood resilience measures has progressed. 
 Planning permissions have been confirmed for a number of flood cells 
this period. 
 Conditions and pre-commencement works are ongoing and schemes will 
progress on site in the New Year. 
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 December 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 (Dec) 
 
Overall status previous period (Nov) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Dec 


Nov 
 
Temporary covid-19 transport recovery measures have changed the city centre footstreet operation affecting priorities for delivery of this project. 
Scope 
Status 
Explanation 
 
Phase one/Phase three currently under review with a permanent TRO change to be advertised. 
 
Design of phase 3 measures to be taken forward. 
 
Phase 1 measures may not be progressed other than at Parliament Street and Spurriergate. 
Costs 
Status 
Explanation 
Changing the scope of the project will increase survey and design costs by effectively bringing forward the phase 3 project.  Capital costs of phase one and phase three are similar, delivering both would significantly increase costs. 
Resources 
Status 
Current lack of CYC engineering support risks progress/increases support costs. 
Explanation 
Tasks & 
 
Work ongoing to refine programme plan - numerous uncertainties relating to the continuing impact of COVID-19 and the scope of the project. 
Milestones 
Status 
Explanation 
 
Bringing forward the design of the phase 3 measures whilst the permanent footstreets restrictions are finalised saves some time however implementation of hostile vehicle mitigation measures will be delayed to 2022. 
Risk Status 
Risks associated with successful and timely implementation. 
Explanation 
Issues 
Status 
Phase one / phase three currently under review. 
Explanation 

 City centre detailed design completed for phase one scheme and stage 
2 road safety audit carried out for Parliament Street and Spurriergate.  
 The temporary extension of the city centre footstreets for COVID-19 
recovery has been extended until September 2021 and a permanent change to the area will be advertised/consulted on.  The extension to the core area coincides with the phase 3 area of the CCA project. 
 Executive approval has been given to bring forward the design of the 
HVM measures for the phase 3 area of the project to reduce delays to implementation should the TRO changes be made permanent. 
 Racecourse project is under construction. 
 Procurement of survey work and the design of measures for the phase 3 
area to be initiated. 
 Racecourse construction to be substantially completed. 

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 
December 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 (Dec) 
 
Overall status previous period (Nov) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Dec 


Nov 


Costs 
Status 
 
May need to look at extra resource for data entry both during the development of testing and post implementation. 
Explanation 
 
Changes to some of the configuration of the new system will likely be required, that may attract further costs. 
 
Resources 
Status 
 
Current resource issues are impacting on testing.  As this is within Business Support we are working with them to help with resourcing and prioritising BAU and SLA agreements to free up resources. 
Explanation 
 
As of the 30th November Business Support have increased resources to this project but the effectiveness of this is still under review. 

 
Following the configuration stages, all other stages such as user acceptance testing will likely be delayed due to the Covid19 

Tasks & 
Milestones 
disruption.  Timescales, risks and issues will be revised and key decision dates will be added. 
Status 
Explanation 
 
While the above statement is still valid WSP seem confident we may be able to stick to the schedule for the UAT stage and an autumn 
implementation but this remains to be seen.  
 
Resourcing issues to test the system are having impacts on project timescales and milestones, which are having to be revised and the implementation of the system put back to early in the New Year. 
 
There are a number of defects that have been found through the UAT stage that currently sits with WSP to find solutions for.  As a result this will impact on further UAT timescales and may impact on the go live date for the system. 
Risks Status 
Explanation 
 
Risks are being monitored daily. 
 
Issues 
Status 
 
Our current proposed process for offline customers to obtain their visitor vouchers in West Offices now needs to change based on Covid. 
Explanation 
 
Resources. 

 Signed off on the manual approach to updating UPRN's and zone data 

within Taranto post go live. 
 Decided on an SFTP approach from the proposal and associated costs 
from WSP to allow CYC access to a data warehouse for reporting purposes. 
 Further continuation across the PCN portal and handhelds and defects 
added to the supplier's system for resolution. 
 Reviewed the first cut of data migrated into Taranto from Parking 
Gateway linked to PCN's. 
 Started the re-mapping process for permits however, now on hold as 
UAT has aired some further questions around the most efficient processes for certain permit types based on what the system allows. 
 Further UAT on the customer facing permit portal and defects fed back 
to the supplier - due to the number of defects found the UAT on the back office has been postponed until later in December. 
 Decision made at the November board to re-visit virtual staff permits post 
go live due to the current process not being as water tight as we would have hoped due to the system limitations. Change requests needed.   
 Customer services UAT the offline customer processes based on 
training and documentation guides - this is ongoing throughout December. 
 Residents Vehicle Checker web application delayed from the supplier 
but also may be released post go live based on it being a standalone system and the other high priority tasks left on the project. 

## Future Outlook Key Progress For December ( Most Staff On Leave From 18Th December To 4Th **Jan)**

 Single sign-on defect found. Priority is to fix this before the end of 

December. 

 Supplier to work through the defects raised based on user interface, 
accessibility, configuration and simple development fixes. 
 Supplier to work with CYC to review all permits and processes based 
on what the system can offer and issues found during UAT. 
 UAT continues across both PCN and Permit portals and will continue 
throughout December and a second round in January. 
 Testing to take place on 2 change requests (once per person per 
address and permit workflow renewal). 

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 December 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 (Dec) 
 
Overall status previous period (Nov) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Dec 


Nov 


Scope 
Status 
- 
The timeline for the conversion of Danesgate has been extended until January 2022 to ensure that all statutory processes linked to the 
Inclusion review proposals can be concluded. 
Explanation 
- 
Work id continuing to broaden the alternative provision offer to develop a commissioning approach with schools. This will reduce the number of commissioned places in the PRU strand at Danesgate. 
Quality 
Status 
Explanation 
- 
Panel arrangements have been looked at and a plan is in place to revise and refresh them in January 2021. This will result in more evidence based decision making and will tackle drift and delay. 
Costs 
- 
The cost pressures within the DSG have been shared with Schools Forum and a detailed paper will be taken to the February forum meeting which will outline proposals for mitigating actions. 
Status 
Explanation 
- 
Work is taking place to identify actions to reduce the pressure on the High Needs DSG, these will be factored into the 2021-22 budget proposals. 
- 
Work is continuing to identify and implement mitigating actions to reduce pressure on the High Needs DSG. 
 
- 
The development of the 14-16 vocational project with York College has been impacted by Covid. This means that the project start date has been postponed from September 2020 to January 2021. 
Resource 
Status 
- 
Caseloads for the SEN co-ordination team are continuing to increase which is impacting on capacity. 
Explanation 
- 
Work has taken place to identify immediate action to address capacity issues in the SEN services team and to develop proposals to address 
this through developing a new structure. 
Financial 
Status 
Explanation 
- 
Demand in the system is continuing to rise. The work to address current place pressures will create a short term financial pressure which will be addressed through the planned changes to panel arrangements and admissions criteria. 
Non 
- 
There has been an increase in fixed term exclusions since September. 
Financial 
Status 
Explanation 
Tasks & 
Milestones 
Explanation 
- 
The pandemic is continuing to impact on workstreams. However, the findings from the Inclusion Review will be presented to Schools Forum in February 2021. 
Risk Status 
Explanation 
- 
The impact on Covid 19 on inclusion in schools is yet to be fully understood, however, there is a risk of an increase in fixed term and permanent exclusions as the schools return to full provision in the autumn. There is also a risk that there is an increase in requests for statutory assessments in the autumn term due to the Covid lockdown being lifted. 
Issues 
Status 
- 
The first monitoring visit has taken place and judged that good progress has been made. 
Explanation 
Current status 
 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. 

 Secondary phase transfers have been completed and gaps in provision 
identified.  
 This will inform the report to Schools Forum in February 2021. 

Reports to 
CEC, DMT 
Exec member 
Cllr Ian Cuthbertson Amanda Hatton - Corporate Director of People 
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 December 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 (Dec) 
 
Overall status previous period (Nov) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Dec 


Nov 
Cost Status 
Explanation 
The cost of kit for the control room operators has been confirmed and added to the project budget sheet. This accounts for a thin client set up with additional equipment for monitors, keyboards, mouse, and webcam. The Mitel phone set up with wireless headsets has also been purchased 
from Pinacl. Thin clients will be provided as a FOC interim solution for control room operators working from home to reduce cost. The service area will need to confirm their permanent work from home solution for these staff members when returning the kit back to ICT. 
Risks Status 
Explanation 
Current infrastructure has a range of risks identified which are impacting on the efficiency of the service. 
 
Issues 
Status 
Issues remain under review. 
Explanation 
Current status 
 Live testing sessions can now resume due to having solutions (one of 

which being an interim solution). Live testing sessions have been carried out over the last 2 weeks.  In the coming weeks in the lead up to go live (aimed for mid Jan 2021 / Q1 2021) further and longer sessions are scheduled to resume. 
 Display issues have been resolved and linked to the non-refresh issue of 
the application.  
 A GSM unit has been sent to Tunstall to investigate the protocol issue 
and that it will not connect to its own PNC system - awaiting feedback and outcome from Tunstall. 
 The second run of data has been uploaded on the demo system for 
further data checking before going live. 
 A number of change requests to the system are being implemented and 
requested by BI before go live.  
 Further live testing sessions, for longer periods of time.  Get outcomes from Tunstall investigation on GSM unit.  Data checking on second run of data that has been uploaded to identify 
if any further issues are present. 
 Accounts created for business support to access demo system and 
practice to ensure a seamless go live. 
 Check all system change requests actioned by UMO and confirm with BI 
project champions that all is suitable before going live.  

Reports to 
Head of ICT/Director level/CMT/Executive 
Exec member 
Cllr Carol Runciman 
Amanda Hatton - Corporate Director of People 
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 Reporting Period December 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 (Dec) 
 
Overall status previous period (Nov) 
 
Financial 
Non 
Tasks 
 
 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Dec 


Nov 


Scope 
Status 
Explanation 
Internal review ongoing to optimise the process to ensure that the best outcome/value is achieved and that the key milestones for mobilising the contract are met next year. 
Resources 
Status 
Explanation 
The delay caused by project stoppage due to COVID 19 pandemic means the project timescales and therefore the commitment of resources to this 
project has been impacted. 
Financial 
Status 
The market response from the bids suggests that the project may not be able to deliver expected savings. 
Explanation 
Tasks & 
Milestones 
- 
Due to the stop in the project as a result of Covid 19 the timetable for the procurement was delayed by a number of months. 
Status 
Explanation 
- 
Additionally there has been a delay in the evaluation phase timeline partly due to providing extra time for clarification responses. 
- 
Change to procurement process has caused some delay. 
Risks Status 
Explanation 
Project delay due to Covid 19 stopping the project in March has had some knock on impact on risks identified around project timeline and 
project resourcing. 

 The Chef Operating Officer approves the change in procurement 

process following a recent revisit of a Gateway Review decision and recommendation of the MSA Project Board.  The change is from a Competitive Procedure with Negotiation (CPN) to an 'Open Procedure'. 
 Revisions required to the specification as a result of the change in 
procurement process. 
 Revision to business case to reflect change in procurement process and 
any change in scope in the requirements. 
 Further recommendations due at interim project board scheduled for the 
17th of December. 
 Post Christmas holidays completion of any changes to specification due.  Further analysis of budgets to be completed if any further descoping 
agreed at board. 
 New timetable for ITT publication to be completed. 

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 - Chief Operating Officer 

## 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 
December 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 (Dec) 
 
Overall status previous period (Nov) 
 
Financial 
Non 
Tasks 
 
 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Dec 


Nov 


Risk Status 
Risks updated to reflect most significant current risks to the project. 
Explanation 
 

Issues Status Explanation Amendments to the Monks Cross lease continue to be delayed as First York's legal team are working through a backlog of work following the COVID-19 disruption. 

## Current Status Monks Cross:

 North York's Fire service consulted re: safety cut outs and emergency 
access. 
 Construction starts Jan 2021.  

## Poppleton Bar:

 Test centre has completed its reorganisation and the construction 
area is now clear for surveys. 
 Construction planned for April 2021. 
Webinars delivered for OLEV and IET covering our EV Charging Strategy and Hyperhub project. 

## Future Outlook Poppleton Bar Surveys:

 Topographical Survey - 21/12/2020  Utilities Survey - 07/01/2021 - 08/01/2021  Geotechnical Survey - 11/01/2021 

## Planning Application For Signage To Be Submitted

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 
 
Decision session Sept 2020: Approval to award the contract for the delivery of Hyper Hubs Project https://democracy.york.gov.uk/mgIssueHistoryHome.aspx?IId=60718&Opt=0 

## 

 

## 

 

## Project Title Future Library Investment Programme (Flip) Reporting Period December 2020 Description

To deliver the library vision for Library Learning Centres with investment of over £4m for Acomb and Clifton. 

| Overall status this period (Dec)                                        |         | Overall status previous period (Nov)    |          |
|-------------------------------------------------------------------------|---------|-----------------------------------------|----------|
| Financial                                                               | Non     | Tasks                                   |          |
|                                                                         |         |                                         |          |
| Resources                                                               |         |                                         |          |
| Scope                                                                   | Quality | Costs                                   | Benefits |
|                                                                         |         |                                         |          |
| Benefits                                                                |         |                                         |          |
|                                                                         |         |                                         |          |
| Milestones                                                              |         |                                         |          |
|                                                                         |         |                                         |          |
| Dec                                                                     |         |                                         |          |
|                                                                         |         |                                         |          |
| Nov                                                                     |         |                                         |          |
|                                                                         |         |                                         |          |
| Costs                                                                   |         |                                         |          |
| Status                                                                  |         |                                         |          |
| Explanation                                                             |         |                                         |          |
|                                                                         |         |                                         |          |
| Early feedback on the first cost estimates done for the Acomb site are  |         |                                         |          |
| indicating development costs of over £3m, so work is underway to reduce |         |                                         |          |
| this by reducing the size of the development to within a £2m budget.    |         |                                         |          |
|                                                                         |         |                                         |          |

This period saw the project start the assessment of the shortlisted sites, by commissioning the property team to develop a high level feasibility study to assess space requirements and create initial site development plans.  The high level feasibility will include a number of strands of work over the coming months from all the property and legal implications, early costings, through to starting the process of building an outline business case.  Stakeholder engagement will commence, firstly by exploring and documenting 'Expressions of Interests' from those potential co-location partners who have showed interest to ensure the right mix of building users in line with the library vision. 

 
An important part of this stage is allowing Explore to document base line costs/service measures so expected benefits (financial and non-financial) can be estimated in the outline business case.  

Work streams will continue on the short listed sites, seeking options for development and drawing up initial plans and cost estimates to feed into the outline business case. Stakeholder engagement will commence with Explore and CYC officers meeting with potential co-location partners for Acomb in December to discuss the vision for the site and service and how future partnerships could be formed.  Expressions of interested will be worked up with those partners who are interested in co-location, so these can be assessed in January. Preparation will also start for the Acomb library user consultation. 

Reports to 
A programme board made up from senior officers from both Explore and the Council will lead the Programme, reporting will follow the corporate project management approach.  
Exec member 
Cllr Darryl Smalley Amanda Hatton - Corporate Director of People 
Director responsible 
Dependencies 
 
Link to paper if it has been to 
another member  
Executive October 2019 - Future Libraries Investment Programme  
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11111& Ver=4 


## Project Title Pay On Exit Reporting Period December 2020

Working with YorkBID, this project will see the implementation of Pay on Exit technology at Piccadilly Car Park that will allow users to pay upon exiting the car park rather than the traditional pay and display method currently in use.  A Pay on Exit system is in place at Marygate, however it frequently suffers major faults; therefore the Pay on Exit systems at Marygate will be reviewed and, if required, replaced. In addition cashless system is desired by both CYC and YorkBID.  The feasibility study will review and consider a cashless payment system and, if appropriate, this project will see the implementation such payment system at both Marygate and Piccadilly. Finally, the user experience at Piccadilly is to be enhanced in order to improve user satisfaction and occupancy levels. The £430,000 budget is sourced via: £330k through Corporate (£180k 2019/2020 budget and £150k 2020/2021 budget) and £100k through YorkBID. 

Overall status this period (Dec) 
 
Overall status prev period (Nov) 
 
Financial 
Non 
Tasks 
 
 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Dec 


Nov 


Quality 
Status 
Explanation 
Due to the uncertainty as to cost, the quality of the project is at risk. 
However, by delivering this project over two phases, this risk should be 
reduced. 
 
Costs 
Status 
- 
As additional civils works may be required at Piccadilly Car Park to ensure the site compliance with DDA regulations, the project budget may need to be reviewed and additional funds sourced. 
Explanation 
- 
Estimates are currently awaited for these additional works and appropriate approvals will be sought before any further works commence. 
Tasks & 
Milestones 
Status Milestones may be at risk due to Covid working restrictions and/or any 
further Covid spike causing further localised/national lock down. 
Explanation 
 
Risks  
- 
Due to Covid lockdowns nationwide, it is now envisaged that completion of the works at Marygate will be in January 2021. 
Status 
Explanation 
- 
More extensive CIVILS works are probable at Piccadilly/Coppergate car park to ensure that all equipment installed complies with DDA legislation.  Further quotations and drawings are currently awaited and delays and further expenditure are anticipated in this regard. 

## Current Status Marygate

 Installation is set for early January 2021 and should take no longer than 
2 days.  Whilst the installation is taking place, car parking charging systems will need to be off line, however customers will still be able to access the site for parking purposes. 
 New shelters have been ordered and are expected to be delivered and 
installed before Christmas 2020 

## Piccadilly/Coppergate Shopping Centre Car Park

 We have encountered minor delays at Piccadilly to ensure that the site 
becomes DDA compliant after installation of the new pay machines.  The current payment stations are not wheelchair accessible therefore civils works will be required before any PoE works can commence.  A multiteam site meeting was undertaken last week and whilst we are awaiting confirmation of the results, it has been suggested that the works required are not as extensive as originally suggested. 
 It is envisaged that works will start at Piccadilly early January with PoE 
installation by early February.  However, this will be confirmed upon receipt of the site visit report and any required civil work procurement exercise. 
 We may need to close the site during civils works/PoE installation, but 
where possible night time working will be undertaken to reduce disruption. 
 Dependent upon the outcome of the above, a basic refresh of the 
internal wall paintwork at Piccadilly will be undertaken during March. 
 Planning permission has been requested for the tariff signage and halo 
illuminated name signage (from Piccadilly to Coppergate Centre Car Park) and this is expected to be before Planning Committee in December.  Subject to approval, the signs will be erected on site during January. 

## General

 The websites and systems which link to SATNAV systems have been 
amended to reflect the change of name at Piccadilly/Coppergate. 
 Work continues in relation to the creation of a white list for permit 
holders.  This is a temporary measure until the new Toranto system is launched in February 2021. 
 In addition, the retailer discount offer is being developed and CYC's 
teams are in discussions with Orbility as to how this will fit within our 
systems.  Once CYC teams are in place, we will launch this offer to retailers/hoteliers. 

 CYC's Comms Team are working alongside us and have a timeframe for 
the launch of comms. 
 Installation of the tech at both sites.  Implementation of back office systems.  Implementation of retailer voucher offer. 

Reports to 
The project reports to the Transport Board. 
Exec member 
Cllr Andy D'Agorne Neil Ferris - Corporate Director of Economy and Place 
Director responsible Dependencies 
Virtual Permit Back Office System 
 
Link to paper if it has been to another member  

 

## Project Title Mental Health Housing And Support Reporting Period December 2020 Description

The high level aim of the project is to develop an improved housing and support pathway for people with mental ill-health that will enable them to access the right type of accommodation, with the right level of support, at the right time to meet their needs, regardless of diagnosis. At present in York we often struggle to do this as we do not have the full range of housing and support options we need.  As a result, people sometimes stay in hospital longer than they need to, or they are housed in accommodation that doesn't properly meet their needs, or they are placed in accommodation outside of York away from family and friends and support networks, often at significant expense. The biggest gap in our current provision is for people with multiple and complex needs, and this project has a particular focus on addressing this gap. Working with a wide range of stakeholders, the project has developed some proposals which would deliver almost double the current capacity within the city (from 48 mental health housing places to 90) with a significant proportion of the extra capacity being in new, specialist mental health housing and support - delivered through both supported housing and Housing First. It is proposed that two supported housing projects (with 24/7 on-site staffing) be developed within the city, each containing 10 places, and each providing support to another 6 satellite flats within a 1-2 mile radius of the project. This represents a total of 32 specialist supported housing placements. With Housing First the idea is that people are provided with permanent housing with no requirement to prove that they are 'housing ready'  and then personalised, intensive 'wrap around' support is provided to help them develop and retain their independence, and maintain a tenancy. The project's proposal is to employ three Housing First support workers each of whom would eventually build up to a caseload of seven cases - that is 21 Housing First places in total. 

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


Benefits 
Milestones 
Dec 

Costs Status Project Manager capacity stretched with other competing demands on his time. 

Explanation 

## Current Status  After Delays Caused By The Pandemic, Our Project Proposals Went To Cyc

Executive on 27/08/20 and were approved. 
 A first meeting of the reconvened Project Board - with revised 
membership to reflect the shift to project implementation - was held on 11/11/20. 
 A Prior Information Notice (PIN), advertising this opportunity for both 
Housing providers and Mental Health Support providers, was published 
in OJEU on 06/11/20. The PIN also included details of an on-line market engagement event booked for 07/12/20. 
 Initial meeting between CYC and CCG colleagues on 15/11/20 to 
discuss best approach to joint commissioning agreement. 
 Changing Lives interviewed (with CYC Housing and TEWV colleagues) 
for the first Mental Health Housing First Worker post on 25/11/20 and the successful appointment will start in post late January 2021. 
 CYC Asset Management to arrange independent valuations of the 
Crombie House and Woolnough House sites, needed for the tender documentation. 
 On-line market engagement event planned for Housing Providers and 
Mental Health Support Providers on 07/12/20 with follow-up 
questionnaire survey (and possibly 1:1 discussions) designed to elicit 
feedback from providers on our proposals to help us shape and plan our procurement approach. 
 Continue work with CYC/CCG legal colleagues on putting in place a 
S.75 joint commissioning agreement ahead of planned procurement exercise. 
 The first Mental Health Housing First Worker will start in post with 
Changing Lives/Making Every Adult Matter (MEAM) in late Jan 2021. This post will support the very gradual implementation of extra Housing First places (3-4 places initially). 

Reports to 
The Project Board is chaired by the Head of Commissioning - Adult Social Care which reports to Health, Housing and Adult Social Care DMT, and then through to CMT.  

The project also reports into the York Mental Health Partnership, which is independently chaired. The Partnership has identified delivery of the project as one of its top four priorities.  The Partnership is a delivery group of York's Health and Wellbeing Board and is charged with delivery of the All Age Mental Health Strategy for York 2018-2023. 

Exec member Cllr Carol Runciman Amanda Hatton - Corporate Director of People 

## Director Responsible Dependencies

 
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