## 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                        |             |
| Green                            | Green       |
| Same                             |             |
| Community Stadium                |             |
| Green                            | Green       |
| Same                             |             |
| Adult Social Care - Future Focus |             |
| Green                            | Green       |
| Same                             |             |
| Outer ring road (A1237)          |             |
| Amber                            | Amber       |
| Same                             |             |
| Housing Delivery Programme       |             |
| Amber                            | Amber       |
| Same                             |             |
| Centre of Excellence             |             |
| Green                            | Green       |
| Same                             |             |
| Provision of School Places 2017- |             |
| 2023                             |             |
| Housing ICT Programme            |             |
| Amber                            | Amber       |
| Same                             |             |
| Smart Travel Evolution Programme |             |
| (STEP)                           |             |
| Flood Risk                       |             |
| Green                            | Green       |
| Same                             |             |
| City Centre Access Project       |             |
| Amber                            | Amber       |
| Same                             |             |
| Parking Review                   |             |
| Green                            | Green       |
| Same                             |             |
| Children in Care Residential     |             |
| Commissioning                    |             |
| Inclusion Review                 |             |
| Green                            | Green       |
| Same                             |             |
| Be Independent                   |             |
| Amber                            | Amber       |
| Same                             |             |
| Procurement of MSA and Strategic |             |
| Engagement Technology Partner    |             |
| Hyperhubs                        |             |
| Amber                            | Green       |
| Better                           |             |
This period (RAG) 
Direction of travel 
Green 
Green 
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 
March 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 (Mar)                               |                                                                     | Overall status previous period (Feb)    |
|----------------------------------------------------------------|---------------------------------------------------------------------|-----------------------------------------|
|                                                                |                                                                     |                                         |
| Financial                                                      | Non                                                                 | Tasks                                   |
|                                                                | Scope                                                               | Quality                                 |
|                                                                |                                                                     |                                         |
| Benefits                                                       |                                                                     |                                         |
|                                                                |                                                                     |                                         |
| Milestones                                                     |                                                                     |                                         |
|                                                                |                                                                     |                                         |
| Mar                                                            |                                                                     |                                         |
|                                                                |                                                                     |                                         |
|                                                                |                                                                     |                                         |
| Feb                                                            |                                                                     |                                         |
|                                                                |                                                                     |                                         |
|                                                                |                                                                     |                                         |
| -                                                              |                                                                     |                                         |
|                                                                | The date for the transfer of Haxby Hall has now been agreed and the |                                         |
| transfer is now scheduled for 31 May 2020.                     |                                                                     |                                         |
|                                                                |                                                                     |                                         |
|                                                                |                                                                     |                                         |
|                                                                |                                                                     |                                         |
|                                                                |                                                                     |                                         |
| Tasks &                                                        |                                                                     |                                         |
| Milestones                                                     |                                                                     |                                         |
| -                                                              |                                                                     |                                         |
|                                                                | The Oakhaven scheme has not progressed since the initial            |                                         |
| procurement. Work is now being undertaken to establish how to  |                                                                     |                                         |
| ensure the delivery of older person's accommodation through an |                                                                     |                                         |
| alternative route.                                             |                                                                     |                                         |
| Status                                                         |                                                                     |                                         |
| Explanation                                                    |                                                                     |                                         |
| -                                                              |                                                                     |                                         |
|                                                                | Lowfield care home procurement did not secure a developer. Work is  |                                         |
| now underway to establish how the site can best deliver Older  |                                                                     |                                         |
| Person's Accommodation.                                        |                                                                     |                                         |
| -                                                              |                                                                     |                                         |
|                                                                | All other elements of the programme are on schedule.                |                                         |

## Current Status Programme Wide

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

## Burnholme Health & Wellbeing Campus 1. Care Home Construction Progressing Well. Marjorie Waite Court Extra Care Scheme.

1. The switch over of the power supply has been completed. Both the 
existing and the new parts of the building are now connected to the new plant room. 
2. Bathroom and communal space detail has been agreed to support those 
living with dementia and cognitive impairments to live well independently.  
3. Residents continue to be kept informed of the work programme, 4. Improvements to the existing building being agreed with contractor and 
tenants. 

## Lincoln Court

1. Work is progressing well on site. Topping out celebrations were held on 
19th February. 
2. The connection to the electricity substation is underway. 3. Adverse weather led to some work rescheduling and some internal 
works being carried out early. 

## Haxby Hall

1. The executive have agreed to acquire properties on York Rd and lease 
these and Haxby Hall to Yorkare Homes. 
2. Legal negotiations with Yorkare Homes are progressing well. 3. A programme of meetings with staff and residents has begun. 4. Operational arrangements are being put in place for the handover to 
Yorkare in the spring.  

## New Independent Sector Provision

1. The partnership working with JHRT for nominations to apartments at 
New Lodge is going well. 
2. Work is progressing well on site to construct a new care home on the 
former Fordlands care home site. 
3. The Council's planning department is working on applications for extra 
care properties on Shipton Rd and a 60 bed care home in Strensall. 
4. A commercial developer held a public open day showing their proposals 
for an extra care scheme on Tadcaster Road on 19th February. This was very well attended. 
- Burnholme Care Home Topping Out ceremony will take place on 11th 
March/11 June. 
- A report on the options for the Lowfield Green Older Person's 
Accommodation site will be discussed by the executive on 18th March. 
- Lincoln Court electricity supply connection will be complete. - Lincoln Court roofing will be completed. - Marjorie Wait Court residents and neighbours newsletter will be 
distributed. 
- The post of extra care change manager to support the development of 
the CYC extra care model prior to the opening of MWC extension will be advertised. 

Reports to 
Executive, CMT, Project Board, DMT 
Exec member 
Cllr. Carol Runciman and Cllr Denise Craghill Corporate Director of Health, Housing and Adult Social Care: Sharon Houlden 
Director responsible 
Dependencies 
Burnholme Health & Wellbeing Campus 
Capital Programme Executive July 2015 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=88 40&Ver=4 
Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee) 
Executive October 2015 -  Grove House and Oakhaven Older Persons' Homes 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=88 42&Ver=4 Executive May 2016 - Delivery of Community Facilities at 
the Burnholme Health & Wellbeing Campus 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8884& Ver=4 Executive July 2016 Demonstrating Progress on the Older Persons Accommodation Programme 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=93 03&Ver=4 
 
Executive November 2016 (Willow house OPH) 
http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MI d=9307&Ver=4 
Executive December 2016 - Older Persons' Accommodation Programme Update / Burnholme Health & Wellbeing Campus: Key Decisions to further progress this development / Lowfield Green Development: Moving forward to deliver a care home, health facility and housing / Haxby Hall Older Persons' 
Home: A Sustainable Future 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=93 08&Ver=4 
Executive Feb 2017 - Sale of Land at Fordlands Road as Part of the Older Persons' Accommodation Programme  
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=93 10&Ver=4 Executive March 2017 - Oakhaven Extra Care Facility: the sale of land to facilitate the development  
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=93 11&Ver=4 
Executive March 2017 - Burnholme: the sale of land to 
facilitate the development of a Care Home; agreement 
to management arrangements for the Community & Library facilities; disposal of the Tang Hall Library site  
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=93 11&Ver=4 
Executive August 2017 - Investment in New Extra Care Accommodation for Older People at Marjorie Waite Court Following the Closure of Burton Stone Lane Community Centre  
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 190&Ver=4 
Executive August 2017 - A Further Phase of the Older Persons' Accommodation Programme Deciding the Future of Woolnough House Older Persons' Home . 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 190&Ver=4 
Executive September 2017 - Demonstrating Delivery of the Older Persons' Accommodation Programme 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10
191&Ver=4 Executive October 2017 - Disposal of Willow House, Walmgate, York  
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 192&Ver=4 
Executive December 2017 - A Further Phase of the 
Older Persons' Accommodation Programme: Deciding 
the Future of Windsor House Older Persons' Home 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 194&Ver=4 
Executive January 2018 - Securing a Sustainable Future for Haxby Hall Older Persons' Home 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 195&Ver=4 
Executive February 2018 - Disposal of Willow House 
http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=101 96&Ver=4 
Executive March 2018 - Investment at Lincoln Court to Create an Independent Living with Support Facility 
http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=101 89&Ver=4 
Executive April 2018 - Deciding the Future of Morrell 
House Older Persons Home 
http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=101 97&Ver=4 
Executive July 2018 - Delivering Improved Sports and Active Leisure Facilities at Burnholme 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 470&Ver=4 
Executive September 2018 - Demonstrating Delivery of the Older Persons' Accommodation Programme and Preparing for Further Action 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 472&Ver=4 
Executive November 2018 - A Further Phase 

https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 474&Ver=4 
Executive March 2019 - Investment in the Redevelopment of Lincoln Independent Living Scheme https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11 469&Ver=4 
Executive January 2020 - The Transfer and Transformation of Haxby Hall Care Home (by way of long lease) and associated land transactions. 

https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11 115&Ver=4 
Executive March 2020 - Lowfield Green: Responding to Older Persons' Accommodation Needs. 

https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11 117&Ver=4 

## Project Title York Central

Reporting period March 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 (Mar) 
 
Overall status previous period (Feb) 
 

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

 The Outline Planning Application was approved by Planning Committee 
in March 2019. The Reserved Matters Application for phase 1 off plot infrastructure is being prepared and will be submitted in March 2020. 
 Public Engagement on the RMA commenced in February 2020.  John Sisk Ltd have been appointed as infrastructure delivery partner for 
Phase 1 Infrastructure, they have reported on Buildability issues and these have been approved by Board for development into the Stage 4 Design. 
 The WY+TF Full Business Case has been conditionally approved by 
WYCA. 
 The Outline Planning Application was approved by Planning Committee 
in March 2019. 
 The Reserved Matters Application for phase 1 off plot infrastructure is 
being prepared and will be submitted at the end of March 2020. 
 Public Engagement on the RMA will continue through March 2020.  John Sisk Ltd have been appointed as infrastructure delivery partner for 
Phase 1 Infrastructure, they have reported on Buildability issues and 
these have been approved by Board for development into the Stage 4 Design which is underway. 
 The WY+TF Full Business Case has been conditionally approved by 
WYCA. 
 TCF SOC for accessible Western Station Entrance being 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 


## Project Title Castle Gateway Reporting Period March 2020 Description

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

| Overall status this period (Mar)                                          |       | Overall status previous period (Feb)    |
|---------------------------------------------------------------------------|-------|-----------------------------------------|
|                                                                           |       |                                         |
| Financial                                                                 | Non   | Tasks                                   |
|                                                                           | Scope | Quality                                 |
|                                                                           |       |                                         |
| Benefits                                                                  |       |                                         |
|                                                                           |       |                                         |
| Milestones                                                                |       |                                         |
|                                                                           |       |                                         |
| Mar                                                                       |       |                                         |
|                                                                           |       |                                         |
|                                                                           |       |                                         |
| Feb                                                                       |       |                                         |
|                                                                           |       |                                         |
|                                                                           |       |                                         |
|                                                                           |       |                                         |
| 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. A detailed risk workshop        |       |                                         |
| was facilitated by Veritau in September and the risk register has         |       |                                         |
| been fully overhauled and updated. Whilst mitigation and monitoring of    |       |                                         |
| these risks is being undertaken, the project is likely to remain at risk  |       |                                         |
| throughout delivery.                                                      |       |                                         |
| Issues                                                                    |       |                                         |
| Status                                                                    |       |                                         |
| Explanation                                                               |       |                                         |
|                                                                           |       |                                         |
| Issues remain under review.                                               |       |                                         |
|                                                                           |       |                                         |

Delivery strategy - Work is progressing on preparing the tender documents to procure construction partners for the projects in phase one. The successful contractors will undertake the RIBA stage 4 design of St George's Field and Castle Mills and provide a tender price for the build phase. These tender submissions will then enable the Executive to make an informed decision based on actual costs before drawing down the full budget in late 2020. 

A further report will also be brought back to Executive in the summer of 2020, setting out the proposed delivery model for 17-21 Piccadilly, and the business case and funding strategy for phase two of the masterplan - the new public realm to replace Castle Car Park. 

Castle Mills - The planning application was submitted in November. Due to the proximity of the new riverside park to the flood zone, the Environment Agency have requested further technical information to allow them to formally comment on the application. A meeting with the Environment Agency was due to take place in February but was postponed until March due to their capacity being taken up by responding to the recent floods. Due to that delay it is anticipated that the application will now be considered at May 2020's planning committee.   
St George's Field - The planning application for the multi-storey car park was submitted in mid-September. The majority of issues with the application have now been resolved. However, as the application is to be considered at the same planning committee as Castle Mills it is expected to be determined in May 2020. 

West Yorkshire Transport Fund - the strategic outline case to the West Yorkshire Transport Fund for the junction improvements and other highway interventions in the Castle Gateway was approved in February. This is a key funding source for the delivery of the Castle Gateway masterplan and work can now proceed to outline and full business case stages. 

Public engagement - The public brief which will shape the new public space at Castle car park has now been published and is open to public comment. This brief is the result of the events that took place in 2019. 

Castle Gateway events - a lease has been agreed for the Cbeebies roadshow to take place on Castle Car Park in September 2020. The announcement has attracted significant positive publicity and again showcases the potential of the space to be used in the future for events. 

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

Phase one delivery - the tender documents will be finalised to allow the procurement of contractors to undertake the detailed design and provide a final price for the construction of St George's Field and Castle Mills. 

17-21 Piccadilly - the RIBA stage 2 design work will commence to ascertain the development capacity of the site and allow a decision as to whether the council should proceed with development or dispose to the market to deliver. A proposed 2 year extension of Spark: York's lease - subject to planning - was approved in February by the Executive Member for Finance and Performance to allow the site to remain in use until it is ready for redevelopment. This extension will only commence once they have complied with all outstanding planning issues relating to the site. 

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

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


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

## Risks Status

 Risks associated with examination of Local Plan by Planning Inspectorate. 

## Explanation Current Status

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

 legal compliance  housing need and  the York Green Belt. 
The inspectors took into account the comments submitted to-date, as far as they related to soundness considerations such as whether the plan is justified, effective and consistent with national policy. 

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

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

 

Project title 
The Guildhall 
Reporting period 
March 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 (Mar) 
 
Overall status previous period (Feb) 
 

|                                                                            |       |         |       |           | Financial    | Non       | Tasks    |       |        |
|----------------------------------------------------------------------------|-------|---------|-------|-----------|--------------|-----------|----------|-------|--------|
|                                                                            | Scope | Quality | Costs | Resources | Benefits     | Financial | &        | Risks | Issues |
|                                                                            |       |         |       |           |              |           |          |       |        |
| Benefits                                                                   |       |         |       |           |              |           |          |       |        |
|                                                                            |       |         |       |           |              |           |          |       |        |
| Milestones                                                                 |       |         |       |           |              |           |          |       |        |
|                                                                            |       |         |       |           |              |           |          |       |        |
| Mar                                                                        |       |         |       |           |              |           |          |       |        |
|                                                                            |       |         |       |           |              |           |          |       |        |
|                                                                            |       |         |       |           |              |           |          |       |        |
| Feb                                                                        |       |         |       |           |              |           |          |       |        |
|                                                                            |       |         |       |           |              |           |          |       |        |
|                                                                            |       |         |       |           |              |           |          |       |        |
|                                                                            |       |         |       |           |              |           |          |       |        |
|                                                                            |       |         |       |           |              |           |          |       |        |
| Tasks &                                                                    |       |         |       |           |              |           |          |       |        |
| Milestones                                                                 |       |         |       |           |              |           |          |       |        |
| Status                                                                     |       |         |       |           |              |           |          |       |        |
| Explanation                                                                |       |         |       |           |              |           |          |       |        |
| Obstacles encountered during the jack piled section of the underpinning    |       |         |       |           |              |           |          |       |        |
| have delayed the operation requiring alternative approach to core          |       |         |       |           |              |           |          |       |        |
| through the obstructions, initial coring of the first of the three pile    |       |         |       |           |              |           |          |       |        |
| locations on the critical path has been successful the jack piling through |       |         |       |           |              |           |          |       |        |
| the cored hole was also successful the remaining 2 piles will be           |       |         |       |           |              |           |          |       |        |
| attempted on Monday the 9th of March, we are reasonably confident that     |       |         |       |           |              |           |          |       |        |
| these piles will be successfully completed allowing the north range        |       |         |       |           |              |           |          |       |        |
| demolition to proceed.                                                     |       |         |       |           |              |           |          |       |        |
|                                                                           |       |         |       |           |              |           |          |       |        |
|                                                                            |       |         |       |           |              |           |          |       |        |
| The construction budget is now set.                                        |       |         |       |           |              |           |          |       |        |
|                                                                            |       |         |       |           |              |           |          |       |        |
|                                                                            |       |         |       |           |              |           |          |       |        |
|                                                                            |       |         |       |           |              |           |          |       |        |
| Risks Status                                                               |       |         |       |           |              |           |          |       |        |
|                                                                           |       |         |       |           |              |           |          |       |        |
|                                                                            |       |         |       |           |              |           |          |       |        |
| The contract has now moved into the construction phase, a                  |       |         |       |           |              |           |          |       |        |
| collaborative risk workshop has been undertaken and a revised risk         |       |         |       |           |              |           |          |       |        |
| register has been agreed.                                                  |       |         |       |           |              |           |          |       |        |
| Explanation                                                                |       |         |       |           |              |           |          |       |        |
|                                                                           |       |         |       |           |              |           |          |       |        |
|                                                                            |       |         |       |           |              |           |          |       |        |
| The underpinning of the north range is well advanced and this risk         |       |         |       |           |              |           |          |       |        |
| should hopefully be removed by the next reporting date.                    |       |         |       |           |              |           |          |       |        |
|                                                                           |       |         |       |           |              |           |          |       |        |
|                                                                            |       |         |       |           |              |           |          |       |        |
| The river conditions posed a high level of risk for crane erection, the    |       |         |       |           |              |           |          |       |        |
| levels are less critical for daily use of the river hence the lowering of  |       |         |       |           |              |           |          |       |        |
| the risk to amber.                                                         |       |         |       |           |              |           |          |       |        |

## Current Status Statutory Consents / Approvals

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

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

 Complete the North Range Underpinning, Demolish the North Range 
Annexe, and commence the south range substructure. 

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 Community Stadium Reporting Period March 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 (Mar)                                          |                                                                        | Overall status previous period (Feb)    |
|---------------------------------------------------------------------------|------------------------------------------------------------------------|-----------------------------------------|
|                                                                           |                                                                        |                                         |
|                                                                           |                                                                        |                                         |
|                                                                           | Scope                                                                  | Quality                                 |
|                                                                           |                                                                        |                                         |
| Mar                                                                       |                                                                        |                                         |
|                                                                           |                                                                        |                                         |
|                                                                           |                                                                        |                                         |
| Feb                                                                       |                                                                        |                                         |
|                                                                           |                                                                        |                                         |
|                                                                           |                                                                        |                                         |
| Costs                                                                     |                                                                        |                                         |
| Status                                                                    |                                                                        |                                         |
| Explanation                                                               |                                                                        |                                         |
| -                                                                         |                                                                        |                                         |
|                                                                           | Adoption and design issues with the site road and drainage could lead  |                                         |
| to delay and increased cost. Outcome of any claim for time and delay      |                                                                        |                                         |
| could result in additional cost. Commercial land receipt awaiting         |                                                                        |                                         |
| confirmation of further tenants.                                          |                                                                        |                                         |
|                                                                           |                                                                        |                                         |
|                                                                           |                                                                        |                                         |
|                                                                           |                                                                        |                                         |
|                                                                           |                                                                        |                                         |
|                                                                           |                                                                        |                                         |
| Tasks &                                                                   |                                                                        |                                         |
| Milestone                                                                 |                                                                        |                                         |
| Status                                                                    |                                                                        |                                         |
| -                                                                         |                                                                        |                                         |
|                                                                           | Build delay confirmed which moves the summer 2019 completion and       |                                         |
| subsequent handover to an early 2020 opening. This is due to a            |                                                                        |                                         |
| number of build factors and the extent is still to be fully determined.   |                                                                        |                                         |
| Delay confirmed by the construction company, this means the               |                                                                        |                                         |
| previously reported summer 2019 opening can no longer be achieved.        |                                                                        |                                         |
| Full testing and commissioning programme to be completed early            |                                                                        |                                         |
| 2020. This is now ongoing.                                                |                                                                        |                                         |
| Explanation                                                               |                                                                        |                                         |
|                                                                           |                                                                        |                                         |
| -                                                                         |                                                                        |                                         |
|                                                                           | Licensing, commissioning, testing and certification of the site is     |                                         |
| ongoing and opening will follow the certificated completion of these      |                                                                        |                                         |
| requirements.                                                             |                                                                        |                                         |
|                                                                           |                                                                        |                                         |
|                                                                           |                                                                        |                                         |
|                                                                           |                                                                        |                                         |
|                                                                           |                                                                        |                                         |
| Risks                                                                     |                                                                        |                                         |
| -                                                                         |                                                                        |                                         |
|                                                                           | Build completion is behind schedule with mitigation measures and       |                                         |
| impacts still being assessed by the consortium. Completion and            |                                                                        |                                         |
| opening is now early 2020. Full extent of the delay is still to be        |                                                                        |                                         |
| confirmed. Commissioning and testing period through early 2020 now        |                                                                        |                                         |
| ongoing and started 6 January 2020.                                       |                                                                        |                                         |
| Status                                                                    |                                                                        |                                         |
| Explanation                                                               |                                                                        |                                         |
| -                                                                         |                                                                        |                                         |
|                                                                           | The commercial development has made a number of changes to the         |                                         |
| build and fit out of the structure. This has meant a re-timed opening for |                                                                        |                                         |
| the commercial element from July 2019 to December 2019 onwards            |                                                                        |                                         |
| with several units opening through 2020.                                  |                                                                        |                                         |
|                                                                           |                                                                        |                                         |
|                                                                           |                                                                        |                                         |
| -                                                                         |                                                                        |                                         |
|                                                                           | Issue of the highways works is significant but is now being progressed |                                         |
| to completion.                                                            |                                                                        |                                         |
|            | Financial    | Non    | Tasks    |        |
|------------|--------------|--------|----------|--------|
| Benefits   | Financial    | &      | Risks    | Issues |
|            |              |        |          |        |
| Benefits   |              |        |          |        |
|            |              |        |          |        |
| Milestones |              |        |          |        |
|            |              |        |          |        |

Issues 
Status 
- 
Site is subject to delay, however, testing and commissioning is now ongoing, started 6 January 2020 with site delivery early 2020. 
Explanation 
- 
NHS design and build is progressing to completion. 
In the last six months of the project progress has been made as follows:  

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

 Completion of the road and connections early 2020.  Completion of the commercial build early 2020.  Snagging for all stadium and leisure areas ongoing through early 
2020. 
 Confirmation of tenants for the commercial unit early 2020.  Lantern tenant now confirmed with additional tenant now progressing.  Stadium and leisure site build completion early 2020.  Commercial tenants fit out July 2019 to June 2020.  Stadium, Leisure and Hub Tenant fit out expected early/ mid 2020.  Stadium and Leisure Site predicted open and operational early 2020. 
 Commercial site Cinema opened December 2019, rest to follow in 
2020. 

Reports to 
Project team report to the Director of Finance and prepare reports to the project Board. The project Board Chair updates Exec and Full Council when needed. Subject to Audit and Governance scrutiny. 
Exec member 
Cllr. Nigel Ayre Ian Floyd - Deputy Chief Executive & Director of Customer & Corporate Services 
Director responsible 
Dependencies 
Yearsley review. The continued operation of Yearsley is 
Potentially linked to the DBOM contract proposed. 
Full Council March 2016 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=331&MId=8836&
Ver=4 Executive December 2016 - Update report 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9308& Ver=4 
Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny 
committee) 
Executive March 2017 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9311& Ver=4 
Executive July 2017 - Community Stadium & Leisure Facilities Report  
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10406 &Ver=4 
Executive October 2017 - Project Report  
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10192 &Ver=4 
Executive September 2018 - Project Update 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10472 &Ver=4 


## Project Title Asc - Future Focus Reporting Period March 2020 Description

Demand for Adult Social Care rises each year. People are living longer into old age requiring support, there are more people living longer with complex long term conditions and there are increasing numbers of young adults in transition to adult services with complex needs. This increased demand for services coincides with significant financial pressure arising from reduced Local Authority funding, legislative changes driven by the Care Act and an increased public expectation of Adult Social Care and rightly an expectation of high quality, personalised and flexible support for those who are eligible for care. The goal of health and care services is to help older, vulnerable or disabled adults who have ongoing support needs to live well and have a good life. A "good life" means living independently at home wherever possible, with opportunities to spend time with other people and to do things which are meaningful to that individual. Current ways of supporting adults do not consistently result in everyone achieving all of their goals and living well where they want to live. People and families are not always helped enough to look after themselves and each other. Services can be overly paternalistic and lack the choice and control that services users rightly demand. 

Social care is often a vital part of enabling people to live independent lives but it is far from being the only component to enable people to live fulfilled lives. We must be ready to have different conversations which take full account people's assets, strengths, knowledge and skills to build and harness the contributions of people, their personal networks, social capital and their local communities. This will support greater wellbeing and independence. The nature and scale of these challenges requires a fundamental shift in how Adult Social Care is delivered to ensure financial sustainability and to help those with social care needs, their families and carers have a better quality of life. There is an emerging consensus that community based models of social work based on Asset Based Conversations that will support a collaborative approach alongside communities, families and carers are the most effective way to approach the challenges outlined above. A review of national best practice and emerging evidence to identify the elements of such approaches that are likely to be of key importance for any operating model that seeks achieve both improved lives and financial sustainability for Adult Social Care. To be successful this will entail: Changing culture and reducing bureaucracy, with an emphasis on having deeper and more specific conversations based upon what people, their families and carers want in terms of their outcomes; Focussing on maximising the Assets, Skills Knowledge and Strengths of individuals and their communities in maintaining health, wellbeing and independence and thereby helping people develop and maintain skills that will maximise their independence in the long term; Reaching people earlier and being more accessible in local communities; Helping people access community solutions and improve their connections with others to reduce isolation and loneliness; Emphasising the importance of being highly responsive when people are in crisis and developing a plan that helps them to regain as much independence as possible; Making the best use of digital and technological solutions to support employees to be more effective and efficient in their work, and help people lead independent lives. Working closely with Community and Health Partners to make best use of resources and ensure that people receive the right care, in the right place at the right time. 

Overall status this period (Mar) 
 
Overall status previous period (Feb) 
 

|            |       |         |       |           | Financial    | Non       | Tasks    |       |        |
|------------|-------|---------|-------|-----------|--------------|-----------|----------|-------|--------|
|            | Scope | Quality | Costs | Resources | Benefits     | Financial | &        | Risks | Issues |
|            |       |         |       |           |              |           |          |       |        |
| Benefits   |       |         |       |           |              |           |          |       |        |
|            |       |         |       |           |              |           |          |       |        |
| Milestones |       |         |       |           |              |           |          |       |        |
|            |       |         |       |           |              |           |          |       |        |
| Mar        |       |         |       |           |              |           |          |       |        |
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 The project has continued to prepare for moving to a business as usual 
footing.  
 Benefits realisation work has begun through a Strength Based / Holistic 
review of all cases.  
 Resources have been agreed to manage ongoing requirements and 
benefits post project.  
 The project will move to a business as usual footing by the end of the 
month.  
 Resources are planned to move into BAU to manage ongoing changes 
and to support the delivery of planned benefits.  
 Project closure report will be delivered to project sponsor and project 
owner by 31 March 2020.  

Reports to 
The Programme uses existing Management Structures in the HHASC Directorate and uses DMT as its Programme Board. 
Exec member 
Cllr. Carol Runciman Sharon Houlden:  Corporate Director of Health, Housing and Adult Social Care 
Director responsible Dependencies 
Market development, Comprehensive Information, Advice and Guidance for ASC Executive Sept 2016 - Progress toward a new Operating Model for Adult Social Care 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9305& Ver=4 
Additional Adult Social care Support and Resources Executive May 2018 
http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10198&Ve
r=4 
Link to paper if it has been to another member meeting (e.g. executive, council, a 
scrutiny 
committee) 

 

## Project Title Outer Ring Road (A1237) Reporting Period March 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 (Mar) 
 
Overall status previous period (Feb) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Mar 


Feb 


Tasks & 
Milestones 
Status 
The combined scheme is now being addressed in various disciplines however there is slight slippage on the programme presented in autumn 2019. 
Explanation 
Risk Status 
Risks are being monitored daily. 
Explanation 
Issues 
Status 
Explanation 
The project is to be amalgamated with the proposals for dualling the 
A1237.  This issue means that the most efficient manner of joining the 
two schemes is being considered. 

1. The report about combining the Dualling with the Junction Improvement 

Scheme was accepted by CYC Executive in Feb 2020. 

2. As a consequence of 1 above, the two schemes are being amalgamated 
and re-organised to proceed in the most efficient manner. 
3. Negotiations with landowners to attempt to purchase land continue. 4. Development of a new procurement strategy and working with 
Procurement and Legal Depts to ensure compliance. 
5. A meeting took place with funding partners (WYCA & DfT) to co-ordinate 
governance on the joint scheme. 
6. Developing public engagement strategy. 7. Met with Earswick Parish Council & J Sturdy MP about the proposed 
dualling. 
8. Held a meeting about overarching design issues e.g. speed limits and 
drainage. 
1. Continue to attempt to purchase land by private agreement. 2. Prepare report to April CYC Executive about procurement and public 
engagement strategy. 
3. Prepare and develop statutory undertaker engagement plan. 4. Make preparations for undertaking a tree survey to incorporate the 
combined scheme. 
5. Liaise with CYC Planning Authority about pre Planning Application 
process. 

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

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

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

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


Benefits 
Milestones 
Mar 


Feb 


Financial 
Status 
Explanation 
High level financial modelling has been undertaken to inform the delivery programme. Risks remain around build costs for the remainder of the programme as well as sales receipts from open market and shared ownership homes. 
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. 

 Construction work continues at Lowfield. The site set-up is complete and 
initial infrastructure work and housing foundation works are underway. Brickwork on the first few homes is now up to damp proof course. 
 Design work has continued at Burnholme, Duncombe Barracks and the 
Ordnance Lane sites. Regarding the Ordnance Lane site, two public 
engagement events have taken place and been very well attended. This consisted of a full day design workshop and an evening follow up event. At Duncombe Barracks an evening event has taken place to keep residents up to date on progress and to obtain views. 
 A procurement process to appoint external conveyance support has 
taken place and is close to completion. 
 A public engagement event will take place at Burnholme to update local 
residents and stakeholders on the development of the plans for the site and to obtain their views. 
 Design work will continue at Burnholme, Duncombe and Ordnance Lane. 
Discussions with key stakeholders will increase as plans start to be firmed up and plans are made for preparing planning applications. 
 Business case work will increase as the financial and social implications 
of the proposed developments are brought together in advance of preparing a report for Executive. Risks will be re-assessed and mitigated 
where possible. 
 A contract will be signed with the conveyance company following the 
recent procurement process. 

Reports to 
Project team consisting of officers at the council who will advise on specialisms such as legal, housing, finance, and procurement. This project team feeds into the Housing Delivery Programme Board, which consists of senior officers and managers. The board guides 
decisions shaping the programme, setting objectives, scope, and timelines for projects. The board reports into the HCA as part of the partnership arrangement as well as One Public Estate. When milestones are met the programme will report into 'Capital and Asset Board' and 'Health, Housing and Adult Social Care' and 'Employment and Place' Management Teams for coordination and major project issues. Decisions taken by the Council Management Team followed by Executive. 
Exec member 
Cllr. Denise Craghill 
Director responsible 
Sharon Houlden:  Corporate Director of Health, Housing and Adult Social Care 
Dependencies 
None March 2017 Executive Meeting 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=93
11&Ver=4 
December 2017 Executive Meeting - Delivering Health and Wellbeing facilities for York - Establishing a Delivery Model and the Scope of the 
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


## Project Title Centre Of Excellence Reporting Period March 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 (Mar) 
 
Overall status previous period (Feb) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Mar 


Feb 

## 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. 

## Risks

 Substation risk has been closed. Legal agreement between all parties 
has been resolved and planning application is agreed. 
 There is certainty to drainage risk. Additional costs have been agreed 
and plans put in place to mitigate the programme delays. 
 Ground risks highly unlikely to materialise.  Inclement weather remains a risk to the construction timetable until 
the development is watertight 

## **Programme**

 Project end date has been updated to reflect finish when new service 
is open 
 Push to mitigate delay to programme caused by drainage redesign, all 
other elements of programme are on or ahead of schedule 
 Substructure; steel frame system installed; underfloor heating and 
floor screed in place; roof to be sealed early March 
 Delay to roof installation due to inclement weather has not affected 
completion date 

## Communication And Engagement

 First brick was laid by children who will use the new centre  Regular residents newsletter agreed and circulated 
 Email address promoted for public to contact the project team 

## School Playing Fields

 Development of the school playing fields at the back of the school as 
a mitigation measure for playing fields used at the front has been completed on time and budget. 

## Legal

 All outstanding legal issues have been agreed. 

## Governance

 Risks and decisions are being monitored, recorded and agreed 
through quarterly Project Board. 
 System established for decisions to be made outside of meetings 

 Building to be sealed and watertight in early March and first fix due to 
complete in mid-April 

 Liaison between Service and contractor to identify items of furniture 
and equipment which are a) within the contract; b) to transfer or c) to be purchased 
 Finalise specifications and costs for Provisional Sum items  Continued robust monitoring of budgets for construction and fit-out 
elements of the project 

 Partnership to collaborate with children and parents to develop arts 

proposal and bid to Arts Council for delivery funding 

Reports to 
 The project is accountable to a Project Board chaired 
by Amanda Hatton - Director CEC. 
 The project Board contains representation from 
Children's Social Care, Health, Education, Adult Services and Finance. 
 The project Board is accountable to CEC DMT 
chaired by Amanda Hatton, Director of Children, Education and Communities. 
 The project Sponsor is Amanda Hatton.  
Exec member 
Cllr Ian Cuthbertson 
Director responsible 
Amanda Hatton - Corporate Director of Children, Education and Communities 
Dependencies 
None Executive August 2017 - Re-Commissioning a Short Break Service for Adults with a Learning Disability 
based at Flaxman Avenue, York  
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 190&Ver=4 
Link to paper if it has been to 
another 
member meeting (e.g. executive, council, a scrutiny 
committee) 
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 March 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 (Mar) 
 
Overall status previous period (Feb) 
 
Financial 
Non 
Tasks 
 
 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Mar 


Feb 


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

 Identification and prioritisation of schools requiring a review of net 

capacity has been assessed and visits have now been completed for those schools in the highest 2 priority categories, with assessments fed back to schools. Of those schools in the lowest prioritisation 
category, there remains only one assessment to finalise.  

## Communication

 There has been continued communication with developers of some 
proposed and forthcoming housing sites this period, and with those officers overseeing the draft Local Plan and future infrastructure plan for the city. 
 Communication is also ongoing to discuss solutions to address the 
pressures around secondary school place requirements in the south east of the city and put plans in place. Communication continues 
around plans to increase secondary school places in the east and west of the city. 
 Communication has taken place this month with a number of primary 
schools to discuss the implications of the newly released forecasts on 
their schools.  

## Data Modelling

 Formal sign off of the annual SCAP process has not yet been 
received and is expected later in the year. 
 Work continues to improve the forecasting process.  

## Policy

 The review of the S106 Policy is under way with more work completed 
this period. 
 The Capital Programme for 2020/21 is going through the approval 
process. 
 The admission arrangements for the school year 2021/22 have now 
been reported to the Executive and the determination notice published. 
The main focus of this period:  

## Capacity

 Following the initial submission of the annual 'SCAP' return, await and 
respond to any further queries from the Department for Education.  This process continues for 2019 in coordination with the DfE, with final submission expected to take place imminently. 
 Feedback net capacity assessments for the final identified school.  

## Communication

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

## Forecasting

 Forecasts will continue to be reviewed and released.  

## Policy

 Continued work around a refined planning policy approach re: 
Housing Developer Contributions (HDCs) for current and future developers is in review with colleagues in Planning to ensure 
compliance with wider CYC policy and agreements re: Local Plan. 
 Work will continue on the admission arrangements for the school year 
starting September 2021.  

## Project Plan

 Further develop, communicate and agree the project plan. 

## 

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

## Project Title Housing Ict Programme Reporting Period March 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 (Mar) 
 
Overall status previous period (Feb) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Mar 


Feb 


Quality 
Status 
Explanation 
 
The programme has identified significant pressure against the current timeline around the quality of the programme. A full detailed review of the current programme timeline and impact assessment against the quality that the programme will deliver based on the current timeline will be completed as soon as possible. 
 
All business requirements, ICT and BI requirements validated, signed off and ITT issued. 
Risks 
Status 
Explanation 
 
Increased risk profile on the programme now we are in intricate and complex implementation activity.  Lots of risks around the pressure on the current timeline and programme team are being reviewed. 

The overall programme status has remained at amber this month.  The risk profile of the programme remains high now that the programme is well underway with an ambitious implementation plan.  The programme is running at full capacity to deliver on time with minimal contingency around timeline or programme resources and has identified significant pressures on the current timeline and programme team. Although running at full capacity and the delivery risk remains high, the programme is making good progress towards the implementation date.  The programme remains on track to deliver the Capita Open Housing system on Monday 23rd November 2020. A full impact assessment of the current timeline and resources is being carried out. 

In the next month the programme will: 

 Continue detailed configuration activity.  Plan and progress detailed actions following Data Cut 1 (first 
migration of data into new test system). 
 Start to plan out detailed training and testing activity.  Carry out full detailed impact assessment of the programme timeline 
and resources. 

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

## Project Title Smart Travel Evolution Programme - Step Reporting Period March 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 (Mar) 
 
Overall status previous period (Feb) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Mar 


Feb 


Resources 
Status Internal strategic modelling resource not in place.  Modeller being appointed and should be with team in 3 months. 
Explanation 
- 
Public Transport Fare and Patronage data required for model build but requires the bus operators to co-operate in a timely manner. 
Risk Status 
- 
Internal Modelling resource required to ensure models can be 
adequately accepted and used going forward. 
Explanation 
- 
GLOSA is a project deliverable but is not deployed outside of research within the UK. Research has been carried out and solution is now identified, but it still presents a risk as it's new to UK. 

## Current Status In The Last Reporting Period:

 GLOSA tender awarded.  Real-time Time Speed Data (RTSD) quotes obtained and data put 
together from CYC traffic counters for comparing accuracy in next period. 
 Data platform specification worked on further. 
 RTSD contract to be appointed. 
 Data platform specification to be ready in draft.  GLOSA inception meeting and contracts to be signed. 

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 March 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 (Mar) 
 
Overall status previous period (Feb) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Mar 


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

 CYC continue to work closely with the EA on the delivery of the York 
Flood Alleviation Scheme as part of the York Five Year Plan. 
 CYC are members of the Programme Board and EA continue to attend 
quarterly Executive Member for the Environment Decision Sessions and Economy & Place Overview and Scrutiny bi-annually. 
 19 flood cells have been identified and schemes to improve existing or 
build new defences are in varying stages of development in a prioritised manner across the city to deliver the projects stated required outcomes, as determined by Defra, to better protect 2000 homes and businesses in the city. 
 The Outline Business Case has been agreed by the EA Large Project 
Review Group for all 19 flood cells. 
 Planning applications are being submitted for a range of cells, 
construction has begun on two flood cells - North Street/Memorial 
Gardens and St Peters School. Planning permissions are being considered for Clementhorpe and Clifton Ings. 

 Several key flood cells are lined up for planning approvals in April/May, 
works will commence in the Clifton Ing's cell in the new financial 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 March 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 (Mar) 
 
Overall status previous period (Feb) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Mar 


Feb 


Scope 
Status 
Explanation 
Scope has been extended to include support for HVM measures for Xmas Market and Xmas Lights Switch on and this impacted on the progress of the project. 
Resources 
Current lack of CYC engineering support risks progress. 
Status 
Explanation 
Tasks & 
Work ongoing to refine programme plan. 
Milestones 
Status 
Explanation 
Risk Status 
Explanation 
Risks associated with successful implementation - Trial holes will assist in firming this up. 
Issues 
Status 
Clarity of scope of principal designer has been improved but is still an issue and timescales remain challenging. 
Explanation 

 Trial hole information with designers  Detailed design continuing utilising trial hole information  Procedures and protocols for city centre access being developed  Racecourse design substantially completed and tender documents 
prepared 
 Tender issue for Racecourse  Tender issue for city centre 
 Procedures and protocols development 

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 March 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 (Mar) 
 
Overall status previous period (Feb) 
 
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Feb 

There is potentially some delay to the implementation of this system partly due to finalising some detailed points to allow the contract to be signed with WSP and officers being asked by Members to investigate in more detail pay monthly options for resident parking permits.  This may likely be a direct debit option but this will be finalised prior to Exec Member approval at the next March project board. 

## Key Progress From Last Month:

 Decisions presented to board and guidance received  Continued exploration for offline user options  Further definition of UAT scripts to be shared with supplier for 
feedback 
 Integration investigations began  Identification of key business change areas for Parking to begin 
scoping 
 Further definition of internal and external communications plans  Initial budget for scoped changes received, further information 
required 
 Review of test strategy from supplier  Contract finalisation and signed  Initial scoping of key priority business change elements and handover to 
Parking for completion 
 Finalise configuration documents  Finalise the detailed scope for this phase of implementation 

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 Children In Care Residential Commissioning Reporting Period March 2020 Description

City of York Council utilises many placement options in order to look after children and young people who are not able to live within their immediate birth family.  City of York Council's mainstream and short break foster carers are recruited and trained to look after York's most vulnerable children and young people. To deliver on our commitment to the Making York Home vision and the aims of the Child in Care Strategy our priorities are; 

 The recruitment of new foster carers  The retention of the current fostering workforce, and  Increasing the options and flexibility of other placement provisions 
including residential. 

Overall status this period (Mar) 
 
Overall status previous period (Feb) 
 
Financial 
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& 
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Benefits 
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Mar 


Feb 


Tasks & 
Milestones 
Status 
The rating is amber to account for some property related issues that will impact on the project plan 
Explanation 
 
Current focus is on the Supported Living Accommodation due to the fact that the contract for the current provider ends in December 2020 
and cannot be extended. 
Risk Status 
Explanation 
 
Lots 1 and 2 will come on line as the properties are identified and until then existing placement commissioning frameworks are in place. 
 
Nonetheless, searches of properties for Lots 1 and 2  have only identified one suitable property to date and so new criteria is being trialled to see if this reveals more choice.  Any increase in costs will need to be agreed via the project board. 
 
Foster care recruitment campaign is on track. 

## Current Status Foster Care Recruitment

 Project implementation plans developed with agreed milestones and 
KPIs 

 Website and Facebook Channels now live  Recruitment campaign has gone live and data is now being received 
and reviewed to identify themes, trends and respond quickly if required 

## Residential - Property

 The property identified for Lot 1 is no longer progressing following the 
consultation with the local community 
 Property searches are continuing for Lots 1 and 2.  No other suitable 
properties have been identified 
 Property Services are trialling searches based on an increase in the 
property values in order to see if this reveals more suitable properties. This will also broaden the geographical range 

## Residential - Procurement

 Market engagement completed with 16 suppliers  Specifications drafted for residential and supported accommodation  
 Procurement timetable developed 
 Review Procurement Timetable  Develop procurement documentation for Supported Living 
accommodation 
 Review Supported living specification, identify evaluation criteria for 
bidders and agree costs/pricing 
 Children's Services lead to visit the existing accommodation to 
consider layout/adaptations required 

Reports to 
CEC DMT and Project Board 
Exec member 
Cllr Ian Cuthbertson Amanda Hatton - Corporate Director of Children, 
Education and Communities 
Director 
responsible 
Dependencies 
None Executive July 2019 - Children in Care Residential Commissioning Plan 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11 107&Ver=4 
Link to paper if it has been to another member 
meeting  

 

## Project Title Inclusion Review Reporting Period March 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 (Mar) 
 
Overall status previous period (Feb) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
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& 
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Benefits 
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Mar 


Feb 


- 
The actions to reduce the financial pressures are underway but are at an early stage. Detailed financial modelling will need to take place to 
cost the provision pathways being developed through the Steering Group meetings. This work is progressing at a slow pace due to pressures of year-end close down of accounts. 
Quality 
Status 
Explanation 
- 
The work that has started with IMPOWER and the commissioning contract being established with Danesgate will identify opportunities to reduce financial pressures. An element of the work with IMPOWER will be to benchmark the current financial model underpinning the SEN banding to identify opportunities to reduce costs. 
- 
Demand management is key to the management of financial pressures, currently there are increasing requests for statutory assessment and costs associated with the SEMH cohort. 
- 
Work with IMPOWER is being used to review opportunities for earlier intervention and to ensure that all processes are financially efficient. 

- 
The IMPOWER review has identified 4 fast forward projects which can be linked to managing cost pressures - these are being shared with stakeholders and a forward plan is being established. 
- 
The findings from the Local Area SEND Inspection will also be aligned 
with the Inclusion Review through the Written Statement of Action which needs to be submitted to Ofsted by 3rd June. 

 
Costs 
Status 
Explanation 

- 
The reduction in costs to the high needs DSG will need to be profiled over time as the changes to provision and processes will require a period of transition, particularly related to the development of capacity in mainstream settings and schools. The development of 
commissioning specifications for alternative provision will be developed as part of this work as will a review of ERP contracts. 
- 
Work with IMPOWER will focus on the financial models linked to current banding to identify whether York's financial banding is too generous when compared with other LAs. 
- 
IMPOWER and the SEN transport consultant have identified areas for potential savings - these will need to be brought in to the programme and will deliver opportunities in the medium to longer term. 
- 
The development of project plans needs to align closely with the Council's governance and decision making processes to ensure that capital works can take place. This needs to be carefully mapped to align with the school year. 

 
Risk Status 
Explanation 
- 
An internal planning group has been established to manage the capital programmes - this meets monthly and will keep an overview of all school capital projects including the SEND projects. 
- 
The Millthorpe satellite has been approved. 

- 
Developing the SEMH pathway needs to take place to begin to inform earlier intervention and better use of the MSP to meet need and 
reduce pressure for statutory assessment. 
- 
Further work to respond to findings in the LA SEND inspection needs to take place particularly in relation to co-production and joint commissioning. 

Issues 
Status 
Explanation 
- 
There is a need to ensure that a single plan is developed to incorporate the outcomes from the SEND inspection and the IMPOWER review. 

- 
The Written Statement of Action needs to focus on the four priority areas for improvement identified by Ofsted - some of these areas are not consistent with the IMPOWER review. 
 Phase 3 of the Inclusion Review has started and a steering group 
appointed. The programme plan will be developed by this group using the recommendations from phase 2 of the review.  
 The strategic principles developed in stage 2 have been agreed and 
shared with the Council's Executive, Schools forum and members of the York Schools and Academies Board. 
 Capital works have taken place at Hob Moor Oaks primary special 
school (August 2018) and capital works have been agreed to support the development of the post 19 local education offer at Blueberry academy and Askham Bryan College. 
 Expressions of interest for secondary satellite provision have been 
received and a project plan is in the early stages of development. 
 A feasibility study is taking place with a primary school to support the 
development of a proposed primary ERP provision. 
 Preliminary work to review the Behaviour and Attendance Partnership 
protocols and processes is underway. 
 A steering group has been established to oversee the academy 
conversion of the Danesgate Community. This will put in place a commissioning agreement with the South Partnership Multi-Academy Trust which will define the future relationship between the local authority and Danesgate when it becomes an alternative provision academy. 
The provision plan for implementation in September 2021 has been drafted and will be presented to the DCS and shared with headteachers in March 2020. The draft plan has been formed using the following principles: 

 Value for Money: managing pressures on the High Needs block 
although accepting this may be impacted by the guarantee of high 
quality, full provision for all. 
 Right students in the right settings through early and secure 
identification with a flexibility for those in more specialist settings to return to mainstream. 
 Meeting parental and student need for changes in specialist provision 
on offer and responding to our identified gaps in provision for CYP with C&I Needs (with and without a diagnosis) and SEMH (including ADHD). 
 Clarity and transparency of entry and exit routes to specialist 
provision and their funding arrangements. 
 Developing independence and preparation for adulthood - mapping 
the 'what next?' at each key stage to prevent future gaps in provision. 
 The mainstream settings improving their offer and their expertise and 
'owning' their CYP more. 
 The provision plan maps strategic routes for adapting provision within the city in two areas of need - Communication and Interaction and SEMH. 

 The draft proposals that are very much needs led and these proposals will form the basis of the paper to be presented to Schools Forum in May 2020. 

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


## Project Title Be Independent Reporting Period March 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 (Mar) 
 
Overall status previous period (Feb) 
 
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Feb 


Costs 
Status 
Explanation 
A significant cost is involved with upgrading new servers and software with current systems in place. This needs to be evaluated and reviewed against alternative solutions in line with the vision of the service area. - 
The main focus of the project is to review the software system in place 
to enable a mobile workforce in line with the vision and direction of the service area to ensure it is future proof and fit for purpose. 
- 
Participants for the Internet of Things (IoT) trials will be included as part of wider research to consolidate the vision internally.  
Tasks & 
Milestones 
- 
Devices have been ordered, some delays with expected delivery times.  
Status 
Explanation 
- 
Mosaic user access will be live upon completion of training by all staff members.  
- 
Ongoing proof of concepts with assistive technology to further grow and develop Be Independent's ability to offer more choice for residents. 
Risk 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 

 Call handling system upgrades have been put on hold due to review of 
the server hardware age and cost implications of upgrading both hardware and software 
 Survey questions are live with Age Friendly York Citizen group as part of 
wider research around how people view technology in social care their expectations and whether they feel it can help people live more independently. 
 Mosaic user access has completed the user acceptance phase. Training 
and plan moving forward will be established with the support of adult social care teams and feedback for the use cases. 
 "Internet of Things" trials are actively being progressed  Paper forms are being reviewed ahead of mobilising the workforce on 
laptops 
 Review current position and progress 

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

## Project Title Procurement Of Msa And Strategic Engagement Technology Partner Reporting Period March 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 (Mar) 
 
Overall status previous period (Feb) 
 
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Scope 


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& 
Issues 
 
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Benefits 
Mar 


Feb 

1. A decision taken by Project Sponsor and team to ensure separation of 
roles around Business as Unusual (BAU) issues with the incumbent. There is a clear lead for BAU issues which sits outside of the core project team. For any BAU issues which might impact the procurement there is a lead within the core group. 
2. Expression of Interest (selection questionnaire) phase of the 
procurement completed 2nd of March 2020. 
3. Project team assessed the selection questionnaires to ensure that they 
can proceed to ITT stage and there are no issues, this will be presented to the Project Board on the 17th March 2020. 
4. Further refinements to the draft specification and the associated 
documentation continue to take place. Also work on the financial modelling for the MSA continues. 
1. Next Project Board 17th March 2020 will have completed, this will 
include a review of all project risks and an assessment of progress so far. 
2. ITT stage begins on 20th March. 3. Deadline of 8th April for all clarification questions to be submitted by 
suppliers. The project team will answer these questions and ensure circulation to all suppliers. 

4. ITT submission deadline 17th April. 
Reports to 
 Project Board chaired by a Project Sponsor and 
meets on a monthly basis. 
 Project Steering Group chaired by the Project 
Manager meets weekly. 
 Project Sponsor and Project Manager meet weekly.  Legal and Finance/Procurement are represented at 
both meetings at both strategic and operational levels. 
 Oversight is provided by the Council's Corporate 
Project & Programmes' manager. 
 Independent assurance provided by an external 
adviser/consultant. 
Exec member 
Cllr Nigel Ayre 

## Ian Floyd - Deputy Chief Executive & Director Of Customer & Corporate Services Director Responsible Dependencies

Link to paper if it has been to another member  
Exec Dec 2017 - Procurement of ICT Managed Services https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId= 10194&Ver=4 

## Project Title Hyperhubs Reporting Period March 2020 Description

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 (Mar) 
 
Overall status previous period (Feb) 
 
Financial 
Non 
Tasks 
 
 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Mar 


Feb 


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

 Tender assessment has been completed. 

 Tender report has been produced.  Draft contract variations completed.  ERDF and OLEV progress report made. 
 Feedback will be issued to all tenderers during second week of March 
and standstill period will begin. 
 Contract award 25th March.  Project plan to be updated following inception meetings with 
appointed contractor. 

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