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

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

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


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

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

Reporting period 
October 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 (Oct)                                            |                                                                        | Overall status previous period (Sep)    |
|-----------------------------------------------------------------------------|------------------------------------------------------------------------|-----------------------------------------|
|                                                                             |                                                                        |                                         |
| Financial                                                                   | Non                                                                    | Tasks                                   |
|                                                                             | Scope                                                                  | Quality                                 |
|                                                                             |                                                                        |                                         |
| Benefits                                                                    |                                                                        |                                         |
|                                                                             |                                                                        |                                         |
| Milestones                                                                  |                                                                        |                                         |
|                                                                             |                                                                        |                                         |
| Oct                                                                         |                                                                        |                                         |
|                                                                             |                                                                        |                                         |
|                                                                             |                                                                        |                                         |
| Sep                                                                         |                                                                        |                                         |
|                                                                             |                                                                        |                                         |
|                                                                             |                                                                        |                                         |
|                                                                             |                                                                        |                                         |
| Resources                                                                   |                                                                        |                                         |
| Status                                                                      |                                                                        |                                         |
| -                                                                           |                                                                        |                                         |
|                                                                             | A project manager for the programme has now left the council. If the   |                                         |
| resources are not available to fill this post then projects will be delayed |                                                                        |                                         |
| and risk of project issues arising will increase.                           |                                                                        |                                         |
| Explanation                                                                 |                                                                        |                                         |
| -                                                                           |                                                                        |                                         |
|                                                                             | To make the changes needed to create flexible and supportive extra     |                                         |
| care services will need the support of a change manager.                    |                                                                        |                                         |
|                                                                             |                                                                        |                                         |
| Financial                                                                   |                                                                        |                                         |
| Status                                                                      |                                                                        |                                         |
| -                                                                           |                                                                        |                                         |
|                                                                             | Work still needs to be done to ensure that costs of CYC extra care are |                                         |
| in line with other extra care schemes. This work will be included in the    |                                                                        |                                         |
| process for mobilisation of the extension of Marjorie Waite Court.          |                                                                        |                                         |
| Explanation                                                                 |                                                                        |                                         |

- 
The ongoing operation of Haxby Hall care home due to the delayed transfer continues to put pressure on the programme's financial benefits. 

Tasks & 
Milestones 

- 
Procurement of an extra care development on the Lowfield Green site 
has been delayed due to the COVID 19 outbreak. 

Status 

- 
Transfer of Haxby Hall cannot be completed until it is safe to do so. 

Explanation 
Current status 

## Programme Wide

1. The first phase of new bungalows are now on the market at Lowfield 
Green. This includes market sale, shared ownership and social rented properties. 
 

## Burnholme Health & Wellbeing Campus

1. Construction work on the care home is progressing well. 2. Plans are well progressed for marketing the site and for the council to 
begin making placements to the home early in 2021. 
3. Discussions are now underway to move forward the site earmarked for a 
health centre in partnership with the CCG. 

## Marjorie Waite Court Extra Care Scheme.

1. Work on the extension building is progressing well, and the project is 
scheduled for completion in July 2021. 
2. Discussions about the operation of extra care on the site have begun, to 
ensure that residents get the support they need to live well independently. 
3. Designs for the commercial kitchen have been drawn and plans for 
procurement of a caterer have begun, to ensure that hot meals are 
available for residents and that there is a food offer available for the wider community. 

## Lincoln Court

1. Final snagging work is now underway, with handover scheduled for 9 
October. 
2. Marketing / information leaflets have been produced to show people the 
facilities available. This is being promoted on the North Yorkshire Home Choice website, through which people will apply for the new apartments. 
3. Work is underway to develop a safe moving process for the previous 
tenants who will be returning to Lincoln Court. 
4. Furniture for the communal areas has been ordered and will be delivered 
to site on 12 October. 

## Haxby Hall

1. Legal negotiations with Yorkare Homes are ongoing. 
2. Yorkare homes have submitted their planning documents to the Council 
for landlord approval before the documents are submitted. 

## New Independent Sector Provision

1. Discussions have taken place with a number of social landlords and 
commercial developers about proposals to develop Older Person's independent living properties in the city. 
2. Planning colleagues have received additional requests for pre planning 
advice for extra care accommodation in the city. 
3. A number of developers have sought support with local data, supporting 
evidence for the need for older person's accommodation and local contact. 
 The next period will see the completion and hand over of Lincoln Court.  The first new lettings of Lincoln court apartments will be agreed 
and previous tenants will be supported to return to the development. 
 A timetable will be produced for the procurement of an extra care 
developer for Lowfield Green. 
 A date will be set for the transfer of Haxby Hall care home to Yorkare 
Homes 

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

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

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

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

## Project Title York Central

Reporting period October 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 (Oct) 
 
Overall status previous period (Sep) 
 

|                                                                          |                                                                          |         |       |           | Financial    | Non       | Tasks    |       |        |
|--------------------------------------------------------------------------|--------------------------------------------------------------------------|---------|-------|-----------|--------------|-----------|----------|-------|--------|
|                                                                          | Scope                                                                    | Quality | Costs | Resources | Benefits     | Financial | &        | Risks | Issues |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| Benefits                                                                 |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| Milestones                                                               |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| Oct                                                                      |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| Sep                                                                      |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| Tasks                                                                    |                                                                          |         |       |           |              |           |          |       |        |
| &                                                                        |                                                                          |         |       |           |              |           |          |       |        |
| -                                                                        |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          | The programme is driven by partner organisational delivery               |         |       |           |              |           |          |       |        |
| imperatives and funding availability. The programme indicates            |                                                                          |         |       |           |              |           |          |       |        |
| that milestones are achievable but there is very little float/ scope for |                                                                          |         |       |           |              |           |          |       |        |
| slippage and the project is complex with many communities of             |                                                                          |         |       |           |              |           |          |       |        |
| interest.                                                                |                                                                          |         |       |           |              |           |          |       |        |
| Milestones                                                               |                                                                          |         |       |           |              |           |          |       |        |
| Status                                                                   |                                                                          |         |       |           |              |           |          |       |        |
| -                                                                        |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          | The project remains on target to deliver infrastructure works to funding |         |       |           |              |           |          |       |        |
| deadlines and housing/economic benefits to City.                         |                                                                          |         |       |           |              |           |          |       |        |
| Explanation                                                              |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          |                                                                          |         |       |           |              |           |          |       |        |
| -                                                                        |                                                                          |         |       |           |              |           |          |       |        |
|                                                                          | City of York Council and WYCA have released additional funding           |         |       |           |              |           |          |       |        |
| whilst the MHCLG the conditions on award now awaited. In the interim     |                                                                          |         |       |           |              |           |          |       |        |
| CYC are supporting scheme off plot infrastructure detailed design and    |                                                                          |         |       |           |              |           |          |       |        |
| Reserved Matters Planning Application and IP1 Infrastructure.            |                                                                          |         |       |           |              |           |          |       |        |
| Risks                                                                    |                                                                          |         |       |           |              |           |          |       |        |
| Status                                                                   |                                                                          |         |       |           |              |           |          |       |        |
| Risks associated with the project are complex and interdependent. Active |                                                                          |         |       |           |              |           |          |       |        |
| risk management is ongoing.                                              |                                                                          |         |       |           |              |           |          |       |        |
| Explanation                                                              |                                                                          |         |       |           |              |           |          |       |        |
| Issues                                                                   |                                                                          |         |       |           |              |           |          |       |        |
| Status                                                                   |                                                                          |         |       |           |              |           |          |       |        |
| Explanation                                                              |                                                                          |         |       |           |              |           |          |       |        |
| Planning RMA submission April 2020, Partnership Agreement to be          |                                                                          |         |       |           |              |           |          |       |        |
| signed, S106 signed, and MHCLG funding award, conditionally awaited.     |                                                                          |         |       |           |              |           |          |       |        |
| Pricing with Contractor underway autumn 2020.                            |                                                                          |         |       |           |              |           |          |       |        |

 Stage 4 Design is progressing.  Infrastructure delivery partner for Phase 1 Infrastructure pricing IP1 and 
IP2 packages 
 The WY+TF Full Business Case has been conditionally approved by 
WYCA. 
 Funding was awarded in the March 2020 Budget. 
 Progressing stage 4 Design.  Infrastructure delivery partners for Phase 1 Infrastructure are pricing IP1 
and IP2 packages. 
 The WY+TF Full Business Case has been conditionally approved by 
WYCA, working through programme of condition discharge. 
 Funding was awarded in the March 2020 Budget to HE/NR JV. 

Reports to 
York Central government structures and the Executive. 
Exec member 
Cllr Keith Aspen Neil Ferris - Corporate Director of Economy and Place 
Director 
responsible 
Dependencies 
Local Plan Policy, Economic Strategy, City Transport Policy and external funding bids. Executive December 2015 - York Central and Access Project 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8844& Ver=4 
Executive July 2016 - York Central 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9303& Ver=4 
Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny 
committee) 
Executive November 2016 - Consultation on access options / Third party acquisitions 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9307& Ver=4 
Executive July 2017: Project and Partnership Update 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10188 &Ver=4 
Executive November 2017 - Preferred Access Route and Preparation for Planning 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10193 &Ver=4 
Executive March 2018 - York Central Access Construction 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10189 &Ver=4 
Executive June 2018 - Masterplan and Partnership Agreement 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10469 &Ver=4 
Decision Session August 2018 - York Central Design Guidelines 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=875&MID=10847
#AI49619 
Executive August 2018 York Central Update - Western Access 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10471 &Ver=4 
Executive November 2018 - York Central Enterprise Zone investment Case 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10474
&Ver=4 
Executive January 2019 York Central Partnership Legal Agreement 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10476 &Ver=4 
Executive July 2019 - York Central Partnership Update 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11107 &Ver=4 
Executive October 2019 - Update 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11111 &Ver=4 
Executive July 2020 - Update 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=12 295&Ver=4 


## Project Title Castle Gateway Reporting Period October 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 4560 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 (Oct)                                               |       | Overall status previous period (Sep)    |
|--------------------------------------------------------------------------------|-------|-----------------------------------------|
|                                                                                |       |                                         |
|                                                                                |       |                                         |
|                                                                                | Scope | Quality                                 |
|                                                                                |       |                                         |
| Oct                                                                            |       |                                         |
|                                                                                |       |                                         |
|                                                                                |       |                                         |
| Sep                                                                            |       |                                         |
|                                                                                |       |                                         |
|                                                                                |       |                                         |
|                                                                                |       |                                         |
|                                                                                |       |                                         |
| Costs                                                                          |       |                                         |
| Status                                                                         |       |                                         |
| Explanation                                                                    |       |                                         |
| The Executive approved a further budget of £2.15m to take the project          |       |                                         |
| through to the next decision point at the end of 2020. The project remains     |       |                                         |
| within that budget but it should be noted that the budget was predicated       |       |                                         |
| on the anticipated delivery timescales which may be impacted by                |       |                                         |
| COVID_19 leading to an increase in overheads and huge uncertainty as           |       |                                         |
| to the impact on future build costs.                                           |       |                                         |
| Financial                                                                      |       |                                         |
| Benefits                                                                       |       |                                         |
| Status                                                                         |       |                                         |
| Explanation                                                                    |       |                                         |
| A GVA assessment of the proposed masterplan has been undertaken by             |       |                                         |
| WYCA. They assess the GVA benefits of the proposals to be £360m for            |       |                                         |
| the Leeds City Region. However, realising these benefits is dependent on       |       |                                         |
| the successful delivery of the whole masterplan which will require             |       |                                         |
| significant investment from the council and other public bodies.               |       |                                         |
| Tasks &                                                                        |       |                                         |
| Milestones                                                                     |       |                                         |
| Status                                                                         |       |                                         |
| The report to Executive in January 2020 represented a key milestone in         |       |                                         |
| delivery and provided a new series of milestones and targets. However,         |       |                                         |
| all of these will need to be reviewed in light of the impact of COVID_19.      |       |                                         |
| Explanation                                                                    |       |                                         |
|                                                                                |       |                                         |
| Risks Status                                                                   |       |                                         |
| Explanation                                                                    |       |                                         |
| This is a complex project to deliver an ambitious masterplan, and as such      |       |                                         |
| it has significant risks to its delivery.  Whilst mitigation and monitoring of |       |                                         |
| risks is being undertaken, the project is likely to remain at risk throughout  |       |                                         |
| delivery.                                                                      |       |                                         |
| Issues                                                                         |       |                                         |
| Status                                                                         |       |                                         |
| Explanation                                                                    |       |                                         |
|                                                                                |       |                                         |
| Issues remain under review.                                                    |       |                                         |
|                                                                                |       |                                         |

## Current Status Delivery Strategy

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

The Executive considered a report on the delivery strategy for phase 1. Reaffirming that the aims and objectives of the masterplan are still relevant, the Executive took the decision to proceed with procuring a contractor for the Castle Mills scheme, and bring forward the design of the public realm on the Castle and Eye of York site. This public realm would be designed to a world class standard, with options identified within the design to delivery lower costing alternatives to give flexibility depending on the funding pressures. In summer 2021, the Executive will review the costed detailed design of the Castle Mills scheme, and the costed design of the public realm at Castle and Eye of York. The requirement for parking in the area will be reviewed and the decision as to how to proceed. A decision on the delivery strategy for 17-21 Piccadilly, and the procurement of a construction partner for St George's Field, will remain on hold until this point. 

COVID_19 
The impact of COVID_19 continues to be seen in a number of the Castle Gateway work streams, with a number of the Major Projects and Regeneration Team supporting the economic recovery of the city. The approval to proceed with the procurement of a contractor for Castle Mills, and to design the public realm on Castle car park will re-focus the majority of the team to delivering these projects. Castle Mills and St George's Field  
Officers continue to respond to comments relating to the planning applications and will continue to work with planning officers to resolve any issues to ensure the successful achievement of planning permission. A 
number of updated planning documents and drawings have been submitted to Planning. These respond to the comments made by statutory consultees including the Environment Agency, Yorkshire Water and City of York Council technical officers. Officers will continue to respond to any further comments relating to the planning applications. 

## West Yorkshire Transport Fund Work Continues To Progress On The Funding Bid To Outline And Full Business Case Stages, Led By The Council'S Consultants Wsp.

Tower Gardens The public consultation on the Draft open brief for Tower Gardens has closed. The feedback received from this consultation will inform the longer term plans for the area, whilst in the short term identifying elements that can be delivered by section 106 funding. 

Castle Mills and St George's Field  
Officers will continue to respond to any further comments where required with a view to finalising a revised planning committee in November.  
 
Castle and Eye of York Officers will commence work with the consultants commissioned to design the world class public realm on the current surface level car park, and the surrounding area. 

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

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

Procedure Rules. Any decisions that are outside the remit of previous recommendations from the Executive are taken to the appropriate decision making route as set out by the council's governance and decision making framework. Dependent on the nature and scope of the issue this may be an officer decision, Executive Member decision, or require a full Executive decision. 

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

https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=12 297&Ver=4 

## Project Title Local Plan Reporting Period October 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 (Oct)                                         |       | Overall status previous period (Sep)    |
|--------------------------------------------------------------------------|-------|-----------------------------------------|
|                                                                          |       |                                         |
| Financial                                                                | Non   | Tasks                                   |
|                                                                          | Scope | Quality                                 |
|                                                                          |       |                                         |
| Benefits                                                                 |       |                                         |
|                                                                          |       |                                         |
| Milestones                                                               |       |                                         |
|                                                                          |       |                                         |
| Oct                                                                      |       |                                         |
|                                                                          |       |                                         |
|                                                                          |       |                                         |
| Sep                                                                      |       |                                         |
|                                                                          |       |                                         |
|                                                                          |       |                                         |
| Scope                                                                    |       |                                         |
| Status                                                                   |       |                                         |
| Take the Local Plan through examination in public (EIP) and to adoption  |       |                                         |
| as statutory development plan for York.                                  |       |                                         |
| Explanation                                                              |       |                                         |
| Costs                                                                    |       |                                         |
| Status                                                                   |       |                                         |
|                                                                          |       |                                         |
| Cost associated with EIP, modifications consultation and adoption.       |       |                                         |
| Explanation                                                              |       |                                         |
| Resources                                                                |       |                                         |
| Status                                                                   |       |                                         |
| Explanation                                                              |       |                                         |
| The Forward Planning Team has reduced in size following the loss of      |       |                                         |
| members of staff. Resourcing needs to be sufficient to ensure the timely |       |                                         |
| completion of work for submission to the Inspectors and to enable        |       |                                         |
| preparation for phase 2 hearing matters in detail.                       |       |                                         |
|                                                                          |       |                                         |
| Inspectors issued their letter on phase 1 hearing sessions on 12 June    |       |                                         |
| 2020 setting out three options to proceed. Officers responded with an    |       |                                         |
Tasks & 
Milestones 
Status 
Explanation 

initial letter on 22 June 2020 and intend to provide a more detailed response as to how to proceed asap. The Inspectors also issued a letter on 9 July 2020 regarding whether there had been a meaningful change in York's housing requirement following the release of the 2018 based household projections. The Council is preparing evidence to respond to this question. Further phase 2 hearing sessions on the remainder of the Plan will then be requested by the Inspector subject to their conclusions on phase 1 matters. 

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

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

 legal compliance  housing need and  the York Green Belt. 
The inspectors took into account the comments submitted to-date, as far as they related to soundness considerations such as whether the plan is justified, effective and consistent with national policy. The Forward Planning Team are currently completing a number of 'Homework' items requested by the inspectors' for their consideration in conjunction with the Phase 1 hearing sessions. The majority of this is now submitted. Officers are prioritising the completion of outstanding work. The Inspectors wrote to CYC on 12 June 20 outlining their conclusions in relation to the first phase examination hearing sessions. Focus of the letter was on the Green Belt approach, which was in general conformity with the saved RSS policies. However concerns were raised regarding the GB methodology used to assess the inner boundaries. Three options of how to proceed were presented by the inspectors. 

Officers sent an initial letter on 22 June 2020 welcoming the conclusions thus far and setting out their intention to seek to justify the boundaries through clarification of the evidence base. Following the release of the 2018 based sub-national Household Projections, the Inspectors wrote to the council on 9 July 2020 asking whether this would lead to a material change in York's proposed housing requirement. The Council have commissioned technical advice from consultants and will respond in due course. 

Future outlook We anticipate;  

 Receipt of the commissioned technical evidence. 

 Replying to the Inspectors letter of 12 July regarding the 2018-based 
household projections. 
 Submission of the Habitat regulation Assessment. 

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

## Project Title Community Stadium Reporting Period October 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 (Oct)                                         |                                                                          | Overall status previous period (Sep)    |
|--------------------------------------------------------------------------|--------------------------------------------------------------------------|-----------------------------------------|
|                                                                          |                                                                          |                                         |
|                                                                          |                                                                          |                                         |
|                                                                          | Scope                                                                    | Quality                                 |
|                                                                          |                                                                          |                                         |
| Oct                                                                      |                                                                          |                                         |
|                                                                          |                                                                          |                                         |
|                                                                          |                                                                          |                                         |
| Sep                                                                      |                                                                          |                                         |
|                                                                          |                                                                          |                                         |
|                                                                          |                                                                          |                                         |
|                                                                          |                                                                          |                                         |
|                                                                          |                                                                          |                                         |
| Costs                                                                    |                                                                          |                                         |
| Status                                                                   |                                                                          |                                         |
| -                                                                        |                                                                          |                                         |
|                                                                          | Adoption and design issues with the site road and drainage could lead    |                                         |
| to delay and increased cost. Outcome of any claim for time and delay     |                                                                          |                                         |
| could result in additional cost. Commercial land receipt awaiting        |                                                                          |                                         |
| confirmation of further tenants.                                         |                                                                          |                                         |
| Explanation                                                              |                                                                          |                                         |
| -                                                                        |                                                                          |                                         |
|                                                                          | Covid-19 delays and restrictions may increase costs of facility          |                                         |
| mothball depending upon the length of time restrictions are in place.    |                                                                          |                                         |
|                                                                          |                                                                          |                                         |
|                                                                          |                                                                          |                                         |
|                                                                          |                                                                          |                                         |
| Tasks &                                                                  |                                                                          |                                         |
| -                                                                        |                                                                          |                                         |
|                                                                          | Build delay confirmed which moves the summer 2019 completion and         |                                         |
| subsequent handover to an autumn 2020 opening. This is due to a          |                                                                          |                                         |
| number of build factors as well as the impact of covid and the extent is |                                                                          |                                         |
| still to be fully determined.                                            |                                                                          |                                         |
| Milestone                                                                |                                                                          |                                         |
| Status                                                                   |                                                                          |                                         |
| Explanation                                                              |                                                                          |                                         |
|                                                                          |                                                                          |                                         |
| -                                                                        |                                                                          |                                         |
|                                                                          | Licensing, commissioning, testing and certification of the site is       |                                         |
| ongoing and opening will follow the certificated completion of these     |                                                                          |                                         |
| requirements.                                                            |                                                                          |                                         |
| -                                                                        |                                                                          |                                         |
|                                                                          | Buildings now fully complete.                                            |                                         |
| -                                                                        |                                                                          |                                         |
|                                                                          | Clearly covid restrictions are now the major issue to time and delivery  |                                         |
| and the full impacts of this are unknown at present.                     |                                                                          |                                         |
| Risks                                                                    |                                                                          |                                         |
| Status                                                                   |                                                                          |                                         |
| -                                                                        |                                                                          |                                         |
|                                                                          | Covid-19 restrictions are affecting all progress on site and continue to |                                         |
| impact completion.                                                       |                                                                          |                                         |
| Explanation                                                              |                                                                          |                                         |
|                                                                          |                                                                          |                                         |
| -                                                                        |                                                                          |                                         |
|                                                                          | Issue of the highways works is significant but is now being progressed   |                                         |
| to completion.                                                           |                                                                          |                                         |
| Issues                                                                   |                                                                          |                                         |
| Status                                                                   |                                                                          |                                         |
| Explanation                                                              |                                                                          |                                         |
| -                                                                        |                                                                          |                                         |
|                                                                          | Covid-19 restrictions are affecting all sites and potential for further  |                                         |
| disruption depending upon length of time restrictions are in place. This |                                                                          |                                         |
| is a current issue affecting site but has further risk implications as   |                                                                          |                                         |
| captured in the risk log.                                                |                                                                          |                                         |
|            | Financial    | Non    | Tasks    |        |
|------------|--------------|--------|----------|--------|
| Benefits   | Financial    | &      | Risks    | Issues |
|            |              |        |          |        |
| Benefits   |              |        |          |        |
|            |              |        |          |        |
| Milestones |              |        |          |        |
|            |              |        |          |        |

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

 Internal fit outs are ongoing.  Tenant now secured for the lantern unit with legal agreements ready 
for execution. 
 Additional tenant for the lantern remainder area now being 
progressed as well as gym usage. 
 Confirmation of full delay and completion is awaited from GLL.  Original deadline of May 2019 for build completion has passed.  Build main structures are all complete, and commissioning and testing 
programme is almost complete. 
 Pitch construction now complete.  Floodlights all in and complete.  All 3 pools complete.  Seats now complete in all stands.  Sponsorship and naming rights contract complete and approved.  Cinema complete and open as of December 2019.  Starbucks restaurant complete and open as of December 2019.  External highways site works to complete autumn 2020.  Building control sign off and certification of all buildings September 
2020. 
 PC expected autumn 2020 in line with the above works. 
The next steps for the project are as follows: 

 Completion of the road and connections by October 2020.  Snagging for all stadium and leisure areas ongoing through 2020.  Confirmation of tenants for the commercial unit by end of 2020.  Lantern tenant now confirmed with additional tenant now progressing.  Stadium and leisure site build completion including highways by 
autumn 2020. 
 Commercial and community tenants fit out July 2019 to end of 2020.  Stadium, Leisure and Hub Tenant fit out expected from October 
onwards 2020. 
 Commercial site Cinema opened December 2019, rest to follow in 
2020. To reopen July/ August 2020. 
 Final building checks and sign offs now complete.  Systems checks and certification now complete.  Full handover now expected autumn 2020. 
All of the above is impacted and delayed due to covid restrictions on gatherings, sports events, workforce and materials supply. Site is working on a reduced workforce at present. Materials supply is also restricted due to suppliers not having stocks, reduction in workforce, unable to source certain specific supplies. Factory and production centres being closed or working on reduced staff numbers and therefore greatly reduced output. Site continues with snagging, items that can be done and M&E testing and commissioning are almost complete. All sports testing and licensing activities are subject to covid restrictions on gatherings and events and the latest guidance. Awaiting Government confirmation on events and crowds and also an improvement in the supply chain. Buildings are complete and commissioned end of August 2020. Sporting restrictions and public gatherings will need to be lifted for traditional test events. At present systems testing and certification of the buildings is complete, external highways works are the final works to completion and expected Autumn 2020 handover and opening. Preparations are now ongoing with all tenants on final handover. 

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

&Ver=4 
Executive October 2017 - Project Report  
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10192 &Ver=4 
Executive September 2018 - Project Update http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10472 &Ver=4 

## 

Project title 
The Guildhall 

## Reporting Period October 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 (Oct) 
 
Overall status previous period (Sep) 
 

 
Scope 
Quality 
Costs 
Resources 


Oct 


Sep 
Costs Status 
 
The project board were advised on the 5th May 2020, based on a number of estimates/assumptions (requiring validation), there are potential future Budget risks. Further analysis is ongoing. 
Explanation 
 
The discovery of ancient remains in the north range excavations generated an archaeological investigation which has now been completed, this event has further extended the contract. 
Resources 
Status 
Site is currently advancing as planned however we may face delay in the near future as the contractor is reporting that their supply chain is becoming fragile due to staffing difficulties and forced closures 
specifically for: 
Explanation 
 
Steel erectors labour 
 
Loss of key staff due to living with at risk family members 
Financial 
Status 
Explanation 
The business case for delivery was agreed by Executive in February 2019 - where the project costs and the financial benefits were approved by Executive in parallel with the final project costs. 
 
The archaeological investigation to the North Range has been completed and piling can now continue. 
 
The piling to the main building was completed in early August. 
Tasks & 
Milestones 
 
The re roofing of the Guildhall has commenced, erection of the protective scaffold has enabled the oak structure to be examined closely, the oak structure was found to be in very good condition. 
Status 
Explanation 
 
The scaffold to the riverside has been erected with a view to commencing the reroofing of the council chamber block and the external facade works. 
 
The north range substructure is advancing well and will be completed on time for the steel structure erection planned to commence in late December. 
|            | Financial    | Non    | Tasks    |        |
|------------|--------------|--------|----------|--------|
| Benefits   | Financial    | &      | Risks    | Issues |
|            |              |        |          |        |
| Benefits   |              |        |          |        |
|            |              |        |          |        |
| Milestones |              |        |          |        |
|            |              |        |          |        |
 
A collaborative risk workshop has been undertaken and a revised risk register has been agreed. 
 
Active risk management is ongoing. 
Risks 
 
The potential for Covid 19 to disrupt the supply chain / site activity 
and cause delay to the project completion is a major risk at this time. 
Status 
Explanation 
 
A further risk register revision is circulating in draft following the completion of the piling to the north range. 
 
Archaeological discoveries in the excavation for the north range substructure have delayed the works for circa 6 weeks, a plan of investigation and protection of the discoveries was implemented and completed in advance of the piling the research and recording is being completed off site to avoid further disruption of the work. 
 
On completion of the piling, the risk of finding obstructions has now been overcome, the risk was significant contributing to the red status. 
 
The ongoing risk of river levels rising above 2m above average summer level remain in place until the use of the river declines. 
 
 
Supply chain is reporting difficulties in certain areas, full list in Resources field. 
Issues 
Status 
 
Additional archaeological discoveries may impact progress. 
Explanation 
 
Progress has been made with access agreements. 

## Current Status Statutory Consents / Approvals

 Executive approval February 2019 to advance to the construction stage.  Planning and LBC approvals granted 16 Feb 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.  All piling completed and the ground beams to the north range are under 
construction. 
 The re-roofing of the main hall and the south range are advancing well.  External stonework repairs have now commenced. 
 Complete the greater part of the north range ground works to be ready 
for steel erection in late December 2020. 
 Complete the greater part of the reroofing to the main hall and south 
range. 
 Install new sump pumps and flood resilience installation. 

Reports to 
The Guildhall board reports to Economy and Place DMT and PM updates Executive member and Executive when required for updates and approvals. 
Exec member 
Cllr Nigel Ayre 
Neil Ferris - Corporate Director of Economy and Place 
Director responsible Dependencies 
Local plan Executive October 2015 - The Future of York's Guildhall & Riverside 
http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=884 2&Ver=4 
Scrutiny - 13 June 2016 
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=144&MId=9420& Ver=4 
Link to paper if it has been to another 
member meeting (e.g. executive, council, a scrutiny committee) 
Exec July 2016 - Detailed Designs & Business Case  
http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=930 3&Ver=4 
Executive March 2017 - The Development of the Guildhall Complex 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=93 11&Ver=4 
Executive May 2018: The Development of the Guildhall Complex 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 198&Ver=4 
Executive February 2019: Redevelopment Tender 
Evaluation & Project Business Plan Appraisal 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11 007&Ver=4 


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


Benefits 
Milestones 
Oct 


Sep 


Tasks & 
Milestones 
Status 
The impact of Covid-19 has caused some slippage in various activities of up to 12 weeks in the worst cases. 
Explanation 
Risk Status 
Risks are being monitored daily. 
Explanation 
Issues 
Status 
Lack of an agreed governance system between the two funding organisations. 
Explanation 

1. Scoping opinion for the EIA submitted to the Local Planning Authority 
(CYC). 
2. Continuing to attempt to purchase land for the scheme. 3. Drafting direct award tender and contract documents for designer. 4. Finalising details and preparation of materials for the public engagement 
process. 
5. Finalising documents for an Invitation to Tender for a Land Agent/valuer. 6. Held a meeting with Network Rail about proposed new bridge over the 
York - Scarborough line at Haxby. 
7. Held an initial meeting with the Internal Drainage Board to discuss the 
proposed scheme. 
1. Finalise publicity materials for wider engagement process. 
2. Schedule the detailed stages of the engagement process. 3. Continue to attempt to purchase land. 4. Progress procurement of Designer. 5. Progress procurement of Land Agent. 6. Progress noise and air quality reports. 7. Plan meeting with DfT to discuss FBC approach. 8. Develop new project plan as YORR Ph1 Dualling scheme becomes live. 

Reports to 
Project reports into the Transport board, Project 
Board and Lead Members Board 
Exec member 
Cllr Andy D'Agorne 
Director responsible 
Neil Ferris - Corporate Director of Economy and Place 
Dependencies 
LTP4, Local plan Executive W Yorkshire Transport Fund - 24 Nov 16 
http://democracy.york.gov.uk/documents/s110381/WYTF%20Exec %20Nov%202016%20v5.pdf 
Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny 
committee) 
Executive July 2017 - Proposed York Outer Ring Road Improvements / Approach to Deliver 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId =10188&Ver=4 
Executive December 2018 -  
A1237 Outer Ring Road - Dualling Update 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId =10475&Ver=4 
Executive September 2019 - Improvements Update  
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId =11109&Ver=4 
Executive February 2020 - Dualling from A19 Rawcliffe to A64 Hopgrove 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId =11116&Ver=4 
Executive June 2020 - Phase 1 Dualling - Procurement Strategy, Approach to Public Engagement and Landscaping 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId =12293&Ver=4 

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

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

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


Benefits 
Milestones 
Oct 


Sep 


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

## Current Status Lowfield

 Construction work and sales programme is continuing 

## Burnholme

 Planning application submitted 
 Stage C cost plan finalised 

## Duncombe Barracks

 Planning application submitted  Stage C cost plan finalised 

## Ordnance Lane

 Now in stage C  The SI and Asbestos surveys have now been undertaken  Parking strategy has been refined 

## Future Outlook Lowfield

 Continue to progress works on site including preparation of the show 
village 

## Burnholme

 Support planning application process 
 Installation of display boards outside sports centre to promote public 
feedback on planning application 
 Executive to consider business case 

## Duncombe

 Support planning application process  Installation of display boards outside site to promote public feedback on 
planning application 
 Executive to consider business case 

## Ordnance Lane/Hospital Fields Road

 Organise public engagement stage C.  Refine cost plan to include updated design in light of newly issued SI.  

Reports to 
Project team consisting of officers at the council who will advise on specialisms such as legal, housing, finance, and procurement. This project team feeds into the Housing Delivery Programme Board, which consists of senior officers and managers. The board guides decisions shaping the programme, setting objectives, scope, and timelines for projects. The board reports into the HCA as part of the partnership arrangement as well as One Public Estate. When milestones are met the programme will report into 'Capital and Asset Board' and 
'Health, Housing and Adult Social Care' and 
'Employment and Place' Management Teams for coordination and major project issues. Decisions taken by the Council Management Team followed by Executive. 
Exec member 
Cllr. Denise Craghill 
Director responsible 
Sharon Houlden:  Corporate Director of Health, Housing and Adult Social Care 
Dependencies 
None March 2017 Executive Meeting 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=93 11&Ver=4 
December 2017 Executive Meeting - Delivering Health and Wellbeing facilities for York - Establishing a Delivery Model and the Scope of the 
Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny 
Programme 
committee) 
- Delivering the Lowfield Scheme 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 194&Ver=4 
July 2018 Executive Meeting - Proposals 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 470&Ver=4 
October 2018 Executive Meeting - Duncombe Barracks, Burton Stone Lane 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 473&Ver=4 
January 2019 Executive Meeting- Building More Homes for York - removal of the HRA borrowing cap 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10 476&Ver=4 
September 2019 Executive Meeting - Housing Delivery Programme Update  
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11109& Ver=4 
October 2020 Executive Meeting - Phase 2 of the Housing Delivery Programme 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=12298 


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


Benefits 
Milestones 
Oct 


Sep 


Tasks & 
 Delay due to Corona virus pandemic confirmed via contractual 
Milestones 
Extension of Time request. 
Status 
 Practical Completion on 18th September will not be achieved as 
Explanation 
previously reported. 
 Extension of Time submitted, giving new Practical Completion date of 
30th October 2020. 
Risks Status 
 
Construction handover date of 18th September will not be achieved. 
Explanation 
 
New Practical Completion date 30th October 2020. 
 
Continued risk of further delay due to Covid 19. 
 
Likely impact on Covid-19 has been quantified. 
Issues 
Status 
 
Delay to 18th September handover has been reported. 
Explanation 
 
Further delay to Practical Completion has been requested (30th October 2020). 

## Current Status Finance

 Client contingency is being monitored closely to ensure risk items and 
provisional sums remain within contingency budget. 
 There is an agreed payments schedule, linked to build milestones to 
draw down NHSE Transforming Care Capital Grant. 
 Cash flow impacted due to amendment to construction programme.  Furniture and equipment and additional fit-out costs have been priced 
and orders raised. 

## Risks

 Delay due to cessation of work on construction site due to health & 
safety concerns relating to Corona virus pandemic. 
 Construction materials and sub-contractor resource may be at 
risk during pandemic. 
 Covid-19 spike or second wave. 

## **Programme**

 Works on site ceased 23rd March and recommenced (phased) 27th 
April 2020. 
 Extension of Time has been claimed due to Force Majeure.  Weekly telephone progress meetings.  "Countdown to Completion" meetings recommenced.  Furniture and fit-out orders being rescheduled  Further Extension of Time to 30th October 2020 has been requested 
by the contractor. 

## Communication And Engagement

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

## Governance

 Risks and decisions are being monitored, recorded and agreed 
through quarterly Project Board 
 Recent delay reported to Corporate Management Team  System established for decisions to be made outside of meetings.  Action Tracker between contractor and client parties is being 
maintained. 
Clerk of Works snagging and witnessing of systems to commence. Training to be arranged for service staff and Council technical colleagues. Client fit-out, deliveries and removals are being rescheduled. Exploring opportunities for some fit-out items to be undertaken prior to handover to reduce mobilisation period. Date of new service commencement to be confirmed (provisionally 20th November). Main Contractor to evidence reasons for further delay, for full investigation and resolution between the parties. 

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

## Executive January 2018

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

## Project Title Provision Of School Places Reporting Period October 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 (Oct) 
 
Overall status previous period (Sep) 
 
Financial 
Non 
Tasks 
 
 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Oct 


Sep 


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

  All schools and academies have been contacted this period to ascertain 
whether any changes have been made to buildings or building use that could impact on the net capacity. Many schools have already responded and some small adjustments have been made to net capacities. Those schools where a full net capacity will be required, have been noted. 
 A full net capacity has been carried out at a school in the east of the city. 

## Communication

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

 Communication is also ongoing to discuss solutions to address the 
pressures around secondary school place requirements in the south east of the city. 
 Although outside the scope of this project, the main body of the work 
required to increase the number of secondary school places available in the east of the city, has now been completed. 
 Communication continues around plans to increase secondary school 
places in the west of the city. 

## Data Modelling

 It has been necessary to further delay the reporting of feedback from 
SCAP 2019 to the YSAB School Organisation sub-group, due to the immediate pressures schools are experiencing responding to the global pandemic. 
 The early planning stages for SCAP 2021 have now begun, with 
confirmation sent to the DfE that planning areas will remain the same for this academic year. 

## Forecasting

 The forecasting process has continued to be updated this period and 
new forecasts have been produced for internal use. 

## Policy

 Work has continued this period on the admissions consultation for the 
school year beginning in September 2022. 
 The work required to reassess updates to primary and secondary pupil 
yields, the introduction of a specialist educational needs pupil yield and the formal approval of an operational capacity and minimum clawback period has continued this period. 
 A school services Covid 19 risk register continues to be monitored to 
stay aware of potential risks that might affect school places as a result of the global pandemic. 

## Future Outlook Capacity

  All schools and academies have been contacted this period to 
ascertain whether any changes have been made to buildings or building use that could impact on the net capacity. Many schools have already responded and some small adjustments have been made to net capacities. Those schools where a full net capacity will be required, have been noted. 
 A full net capacity has been carried out at a school in the east of the 
city. 

## Communication

 There has been continued communication with developers of some 
proposed and forthcoming housing sites and with those officers overseeing the draft Local Plan and future infrastructure plan for the city, as well as with the impacted MATs. 
 Communication is also ongoing to discuss solutions to address the 
pressures around secondary school place requirements in the south east of the city. 
 Although outside the scope of this project, the main body of the work 
required to increase the number of secondary school places available in the east of the city, has now been completed. 
 Communication continues around plans to increase secondary school 
places in the west of the city. 

## Data Modelling

 It has been necessary to further delay the reporting of feedback from 
SCAP 2019 to the YSAB School Organisation sub-group, due to the immediate pressures schools are experiencing responding to the global pandemic. 
 The early planning stages for SCAP 2021 have now begun, with 
confirmation sent to the DfE that planning areas will remain the same for this academic year. 

## Forecasting

 The forecasting process has continued to be updated this period and 
new forecasts have been produced for internal use. 

## Policy

 Work has continued this period on the admissions consultation for the 
school year beginning in September 2022. 
 The work required to reassess updates to primary and secondary 
pupil yields, the introduction of a specialist educational needs pupil yield and the formal approval of an operational capacity and minimum clawback period has continued this period. 
 A school services Covid 19 risk register continues to be monitored to 
stay aware of potential risks that might affect school places as a result of the global pandemic. 

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

## Project Title Housing Ict Programme Reporting Period October 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 (Oct) 
 
Overall status previous period (Sep) 
Scope 
Quality 
Costs 
Resources 


Oct 


Sep 


 
All modules are being revisited in order to establish levels of configuration and whether they are core/non-core to the process.  
Scope 
Status 
 
Work commenced at reviewing the contractual and financial positions, with work being led on by members of the board due to lack of programme manager. 
Explanation 
 
All board members asked to produce papers on core issues and outstanding work connected to programme that their services need to undertake. Papers to be used by incoming programme manager to establish full suite of work to be undertaken  
 
Some of the non-core optional scope may be at risk to maintain the original delivery date. 
 
Quality 
 
The programme has identified significant pressure against the current timeline around the quality of the programme. 
Status 
Explanation 
 
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. 
Cost Status 
 
Guidance from the Project Sponsor received in July about taking actions if possible to not exceeding current programme budget or extending timeline. Work ongoing with Finance to establish options for extensions to project timeline. 
Explanation 
 
Work ongoing with supplier to resolve some contractual issues around technological platforms and impacts on extension to timelines. 
 
Work with CMT/Director/AD in order to establish if future monies are available. 
 
Recognition that various members of project team worked on Covid related activities for a number of months at start of financial year. 
Resources 
 
One member of the team remains absent. 
Status 
Explanation 
 
Team still working remotely and supplier consultants are also remotely available, but this style of working has curtailed efficient progress. 
 
Project has at time of writing; no programme manager, no project sponsor and no strategic lead in AD for Housing and Community Safety. 
|            | Financial    | Non    | Tasks    |        |
|------------|--------------|--------|----------|--------|
| Benefits   | Financial    | &      | Risks    | Issues |
|            |              |        |          |        |
| Benefits   |              |        |          |        |
|            |              |        |          |        |
| Milestones |              |        |          |        |
|            |              |        |          |        |
Tasks & 
Milestones 
 
All current milestones remain the same despite pressure of recent Covid-19 disruption. 
Explanation 
Risks 
Status 
 
Full risk review across the programme to be completed based on 
recent Covid-19 disruption. 
Explanation 
 
Issues 
Status 
 
Internal recruitment to replace the programme manager has taken place, but no successful candidate has been found. External recruitment now taking place and will complete during October. 
Explanation 
 
No candidate found via external recruitment so programme management responsibilities temporarily split across 3 x senior members of project. Discussions on future governance options being 
held with Director of Place and Interim Assistant Director of Housing. 

The programme continues in the first stage of implementation, in configuration. The go-live date was set for Monday 23rd November 2020 but the programme status moved to Red due to COVID affecting workshops, supplier and configuration. Other technical challenges have been identified around configuration of all modules. Programme mangers are to work with board stakeholders to identify activity that remains to be completed and construct a new timeline. 

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

 Work amongst board members to establish contractual and financial 
challenges. 
 Continued detailed configuration planning and activity.  Testing and Training Strategy and Plan development and sign-off.  New programme governance implemented  Replacement of Housing ICT Programme Manager.  Development of Total Mobile process maps and user stories.  Development of core business processes to support testing plan. 

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 October 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 (Oct) 
 
Overall status previous period (Sep) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Oct 


Sep 

In the last reporting period: 

 Data platform tender: contract being complied by legal team.  Real time model test system set up and CoYC officers starting to 
familiarise with software. 
 GLOSA supplier Systems Architecture Definition completed and 
approved. 
 GLOSA corridors detailed CAD drawings completed.  Systems and data testing started between real time model and prototype 
data platform. 
 3rd party Real Time Speed Data t integrated with real time model. 
 Real time model - roadworks & events entry process by CoYC officers to 
be agreed and documented. 
 Data platform contract to be complete ready for tender.  Integration options for model and UTC to be investigated in more detail. 

## 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 October 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 (Oct) 
 
Overall status previous period (Sep) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Oct 


Sep 


 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. 
 Value engineering and robust challenge of all solutions is 
Costs 
being carried out across all flood cells but delivery of the core outputs with the available funding will continue to be challenging. 
Status 
 Existing cells being taken to planning or where construction 
Explanation 
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. 

 Planning permission has been granted for a cell in the last month.  Further flood cells at planning determination stage.  Working with CYC planners to identify the route through COVID 
restricted planning processes. 
 Construction phase has continued on the St Peters Site. 
 Works commencing on site on two further flood cells.  Continued work on planning approvals across further cells.  
 Property flood resilience installation continuing. 

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 October 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 (Oct) 
 
Overall status previous period (Sep) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Oct 


Sep 


 
Scope extended to include support for HVM measures for the Christmas Market as temporary measures will be needed in 2020. 
Scope 
Status 
Explanation 
 
Temporary covid-19 transport recovery measures have changed the city centre footstreet operation which could affect priorities for delivery of this project. 
Costs 
 
Funding for the permanent measures was approved at the February 2020 Executive meeting but the impact of COVID-19 may increase costs due to on-going market uncertainty and consequent delays. 
Status 
Explanation 
 
Changing the scope of the project will increase survey and design costs by effectively bringing forward the phase 3 project.  Capital costs of phase one and phase three are similar, delivering both would significantly increase costs. 
Resources 
Status 
Current lack of CYC engineering support risks progress/increases support costs. 
Explanation 
Tasks & 
Milestones 
Status 
Work ongoing to refine programme plan - numerous uncertainties relating to the continuing impact of COVID-19 and the scope of the project. 
Explanation 
Risk Status 
Risks associated with successful and timely implementation. 
Explanation 
Issues 
Status 
 
Phase one / phase three currently under review. 
Explanation 
Current status 

 City centre detailed design completed for phase one scheme.  

 Uncertainty in relation to COVID-19 has led to review of the procurement 
process, supply and completion of some tasks as resources are utilised elsewhere. 
 Extension of city centre footstreets for COVID-19 transport recovery has 
resulted in a review (on-going) of the phase one area relative to the phase three area - the area of the current extension. 
 Racecourse detailed design on-going following ground investigation. 
 Racecourse detailed design and contract documents to be issued to 
contractor. 
 Topographical surveys of phase 3 areas.  GPRS surveys to be procured for phase 3 areas. 

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 
October 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 (Oct) 
 
Overall status previous period (Sep) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Oct 


Sep 


Costs 
 
Uncertainty of Covid19 and its financial impacts. 
Status 
Explanation 
 
Possibility of increased spend due to additional functionality realised during configuration stage. 
 
5 weeks have been lost on configuration due to the DSA not being signed, discussions are ongoing regarding provision of an additional resource to claw back time. However all has now been signed so work is progressing. 
Resources 
Status 
Explanation 
 
Based in the delays caused by the contract signing and DSA the resource required to migrate data over to the new system may not be available until later in August.  Discussions have started to provide extra resource. 
Tasks & 
Milestones 
 
The Exec Member Decision has been completed and recommendations accepted.   
Status 
Explanation 
 
The delay in signing the contract and DSA has caused up to 5 weeks delay for the WSP team. New revised project plan will be developed 
after the project board on the 24th September. 
Risks Status 
Explanation 
 
Risks are being monitored daily. 
Issues 
Status 
Explanation 
 
Issues remain under review. 

 Finalised all detail for Pay Point bar codes - now ready for WSP to start 
testing and creating bar codes. 

 Revised the scope for phase 2 based on business needs with Direct 
Debits being prioritised for 2021 - contract variation pending. 
 PCN user acceptance begun with CEO's using their new handhelds and 
Parking back office staff processing new tickets. 
 Review of permit configuration commenced to enable permit user 
acceptance testing to begin before the end of September. 
 The fist cut of data was loaded into Taranto from Parking Gateway - 
staff preparing for any fall out from this. 
 Managed to hook up Civica into Taranto to allow testing on permit and 
PCN payments to begin. 
 Brought a number of project issues and risk relating to the LLPG feed 
and UPRN/Zone, resource and go live updates to the board to create a POA or paper to review. 
 Solutions for the reported issues and risks linked to a go live date and 
LLPG/Zone updates. 
 Completion of Permit and PCN user acceptance testing both back end 
and CEO handheld devices. 
 Full review of data migrated into Taranto from Parking Gateway.  Supplier resolve most defects found during UAT.  Completion of the Civica Icon upgrade to version 17.7.  Review and start creating content for changes to the CYC website and 
web pages/links. 
 Finalise training plans to roll out the new system to the wider CEO and 
CSR teams. 
 Supplier starting development on 2 change requests (once per person 
per address and permit workflow renewal). 
 Supplier provides CYC with the branded version of the Residents 
Vehicle Checker web application for review. 

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

## Project Title Inclusion Review Reporting Period October 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 (Oct) 
 
Overall status previous period (Sep) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Oct 


Sep 


- 
A draft commissioning plan has been produced and shared with the trustees of South York MAT. 
Scope 
Status 
Explanation 
- 
The timeline for the conversion of Danesgate has been extended until January 2022 to ensure that all statutory processes linked to the Inclusion review proposals can be concluded. 
Quality 
Status 
- 
Work on the SEND JSNA is making progress and will inform the development of the joint commissioning strategy. 
Explanation 
Costs 
Status 
Explanation 
- 
Work is taking place to identify actions to reduce the pressure on the High Needs DSG, these will be factored into the 2021-22 budget proposals. 
Resource 
Status 
- 
Due to the experience of Covid 19 there could be an increase in requests for statutory assessment in the autumn term. Post 19 provision is also likely to be impacted as there are increasing requests to repeat years due to time lost during the Covid lockdown. 
Explanation 
- 
The development of the 14-16 vocational project with York College has been impacted by Covid. This means that the project start date has been postponed from September 2020 to January 2021. 
Financial 
Status 
Explanation 
- 
The work currently taking place to review panel processes and practice models will provide opportunities to reduce costs in some areas, however, Covid19 is impacting on the ability to move forward. Progress is being made on developing the modelling of provision to 
prepare for consultation with stakeholders in late summer/early autumn. 
- 
The impact of Covid-19 in terms of an increase in requests for statutory assessment remains a key risk. 
Non 
Financial 
Status 
The SEMH banding has been re-written and commissioning contracts are being sharpened. 
Explanation 
Tasks & 
Milestones 
Consultation with parents has delayed the report to Schools Forum which will be presented in November 2020. 
Explanation 
Risk Status 
Active risk management is ongoing. 
Explanation 
Issues 
Status 
Explanation 
The written statement has been judged fit for purpose and the programme of DfE monitoring visits has been agreed with the first monitoring visit taking place on 25th September. 

 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 current provision map has been reviewed and an increase in demand for provision linked to communication and interaction and SEMH has been identified. 

This is creating pressures on existing provision and has led to more children being placed in out of area provision or spending longer waiting for suitable school places. This is being fed into the consultation on options to conclude phase 3 of the inclusion review. Parents are being consulted with options and this consultation will inform the final proposals to be shared with the Schools Forum and the Council's Executive.  

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 October 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 (Oct) 
 
Overall status previous period (Sep) 
 
Financial 
Non 
Tasks 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Oct 


Sep 
Cost Status 
Explanation 
The cost of kit for the control room operators has been confirmed and added to the project budget sheet. This accounts for a thin client set up with additional equipment for monitors, keyboards, mouse, and webcam. The Mitel phone set up with wireless headsets has also been purchased 
from Pinacl. Thin clients will be provided as a FOC interim solution for control room operators working from home to reduce cost. The service area will need to confirm their permanent work from home solution for these staff members when returning the kit back to ICT. 
 
Tasks & 
- 
Training modules have been completed by staff for the new system, with refresher courses to be complete in October. 
Milestones 
- 
Live testing has been put on hold until the issues are resolved. 
Status 
- 
Display issues need to be resolved before going live. 
Explanation 
- 
Data migration and testing is the largest piece of work in the project plan with the replacement of the call handling system.  
- 
Control operator kit to wfh has been put on hold until a plan of action is confirmed by the service area on next steps forward.  
Risks Status 
Explanation 
- 
Current infrastructure has a range of risks identified which are impacting on the efficiency of the service. 
Issues 
Status 
- 
Issues remain under review. 
Explanation 
Current status 
 Live testing has been put on hold due to a range of issues identified and 
logged with the supplier. These are being investigated and tested before live testing resumes. This has an impact the original go live date of the new system. 

 Display issues reported are likely due to a switch in server, an update on 
this is due 6 October. 
 Issues with lifelines and different GSM units have also been identified 
and the supplier is working on resolving. 
 Project champions are creating and will communicate new business 
processes to staff before going live. 
 Kit for control room operators has been put on hold until the service area 
has confirmed a way forward. 
 Business continuity processes have been facilitated for the service area 
to continue to develop, implement and communicate to their teams. 
 A number of change requests have been put through for the supplier to 
implement. 
 Refresher training is scheduled for business support, responders and 
control operators beginning - mid October.  
 Second run of the database to be sent on a new RDS Link on a new 
server, ready for data checking with historical data from service manager. 
 Confirm change requests on reporting groups / characteristics.  Outcome of GSM unit tests and way forward. 
 Outcome of display issues linked with server issues.  Confirmation from supplier to continue live testing sessions with 
operators. 

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 
October 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 (Oct) 
 
Overall status previous period (Sep) 
 
Financial 
Non 
Tasks 
 
 
Scope 
Quality 
Costs 
Resources 
Benefits 
Financial 
& 
Risks 
Issues 


Benefits 
Milestones 
Oct 


Sep 


Resources 
Status 
Explanation 
The delay caused by project stoppage due to COVID 19 pandemic means the project timescales and therefore the commitment of resources to this 
project has been impacted. 
Financial 
Status 
The market response from the bids suggests that the project may not be able to deliver expected savings. 
Explanation 
Tasks & 
Milestones 
Status 
Due to the stop in the project as a result of Covid 19 the timetable for the 
procurement was delayed by a number of months. 
Explanation 
Risks Status 
Explanation 
Project delay due to Covid 19 stopping the project in March has had some knock on impact on risks identified around project timeline and 
project resourcing. 

 ITT bids received on 18th September 2020.  Evaluation Panel in place and now evaluating bids. 

 Evaluation expected to complete by 15th October 2020.  Clarification questions to be drafted as a result of evaluation panel 
reading and scoring bids. 
 Procurement consultants reviewing bids for negotiation phase.  
 Negotiation will commence with bidders.  Expected that final version of tenders received after negotiation phase. 

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 
Exec Dec 2017 - Procurement of ICT Managed 

has been to another member  
Services https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId= 10194&Ver=4 

Project title 
Hyperhubs 
Reporting period 
October 2020 

## Description

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

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

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


Benefits 
Milestones 
Oct 


Sep 


Risk Status 
Explanation 
Risks updated to reflect most significant current risks to the project. 
 
Issues 
Status 
Explanation 
- 
Poppleton Bar Park & Ride will be used as a COVID-19 super testing 
centre for an estimated 6 months. We aim to gain limited site access to perform technical surveys which are essential to completing the detailed design work. 

- 
Amendments to the Monks Cross lease continue to be delayed as First York's legal team are working through a backlog of work following the COVID-19 disruption. 
 Contract Signed and Sealed 
 POs Raised  Tesla BESS system ordered  Negotiations started with Deloitte to allow construction of Poppleton 
Hub alongside COVID-19 test centre. 
 Technical surveys  Finalised Design  Planning permission for Totem signs 

Reports to 
The project will report to the Transport board. This is an internal board that is chaired by the Assistant Director for Transport, Highways and Environment. The members also include the Head of Transport, who 
acts as the City of York Council client for the project and the Head of Programmes, who is responsible for 
the delivery of projects within the Economy and Place Directorate. The Project Manager will report to the Sustainable Transport Manager (who reports to the Head of Transport) and will be held to account for delivery by the Head of Programmes, who will also provide Project assurance. Finance also are members of the board to provide any technical input. 
Exec member 
Cllr Andy D'Agorne Neil Ferris - Corporate Director of Economy and Place 
Director responsible Dependencies 
 
Link to paper if it has been to 
another member  
Executive March 2019 - A Sustainable Future for York with Hyper Hubs 
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11469&

Ver=4 

## Executive Sept 2019 - Reducing York'S Carbon Footprint With Electric Vehicles Https://Democracy.York.Gov.Uk/Ielistdocuments.Aspx?Cid=733&Mid=11109& Ver=4 Executive March 2020 - Electric Vehicle Charging Strategy Https://Democracy.York.Gov.Uk/Ielistdocuments.Aspx?Cid=733&Mid=11117 &Ver=4 Decision Session Sept 2020: Approval To Award The Contract For The Delivery Of Hyper Hubs Project Https://Democracy.York.Gov.Uk/Mgissuehistoryhome.Aspx?Iid=60718&Opt=0

Project title 
Future Library Investment Programme (FLIP) 
Reporting period 
October 2020 

## Description

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

| Overall status this period (Oct)    |         | Overall status previous period (Sep)    |
|-------------------------------------|---------|-----------------------------------------|
|                                     |         |                                         |
| Financial                           | Non     | Tasks                                   |
|                                     |         |                                         |
| Resources                           |         |                                         |
| Scope                               | Quality | Costs                                   |
|                                     |         |                                         |
| Benefits                            |         |                                         |
|                                     |         |                                         |
| Milestones                          |         |                                         |
|                                     |         |                                         |
| Oct                                 |         |                                         |
|                                     |         |                                         |
| Sep                                 |         |                                         |
|                                     |         |                                         |

The project working group considered the long list of site options for Clifton and Acomb library and agreement was reached on the next stage of the project. The short list of sites will now move into high level feasibility work streams working with Explore and potential co-location partners in terms of what is actually possible at each location.  

 Work will commence on the high level feasibilities for each short listed 
site.  This will involve site feasibility studies, initial concept designs, high level cost estimates and working with Explore to understand the 
business case. 
 To develop a high level business case, Explore as the operating agent 
will need to forecast levels of income based on initial concept designs and help the Council identify co-location partners for each site. 
 Consultation will commence with potential co-location partners, to 
evaluate their organisations needs and how this could fit into a new Explore Learning Centre. 

Reports to 
A programme board made up from senior officers from both Explore and the Council will lead the Programme, reporting will follow the corporate project management approach.  
Exec member 
Cllr Darryl Smalley Amanda Hatton - Corporate Director of Children, Education and Communities 
Director responsible Dependencies 
 
Link to paper if it 
Executive October 2019 - Future Libraries Investment 
 

has been to another member  
Programme  
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11111& Ver=4 

## Project Title Pay On Exit Reporting Period October 2020

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

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


Benefits 
Milestones 
Oct 


Sep 


Quality 
Status 
Explanation 
Due to the uncertainty as to cost, the quality of the project is at risk. 
However, by delivering this project over two phases, this risk should be 
reduced. 
 
Costs 
Status 
Explanation 
Due to the reduced project budget given the impact of COVID, this project may now have to be delivered across two phases, dependent upon the cost of the pay on exit technology.  The budget will be monitored throughout the project lifetime and any negative changes to cost will be 
brought to the Transport Board's attention for further approvals. 
Tasks & 
Milestones 
Status Milestones may be at risk due to COVID working restrictions and/or any 
further COVID spike causing localised/national lock down. 
Explanation 
Current status 

 Appointment of pay on exit supplier has been confirmed following a 
successful tender.  We are in the final stages of contract negotiation which should be completed by the end of next week.  Upon signature of contract, it is envisaged that within 10 weeks pay on exit systems will be installed at both Piccadilly and Marygate car parks.  As the contractor is 
able to install the systems without closing either site, there is no anticipated loss of service.    

 A planning application has been submitted for the tariff boards at 
Piccadilly and we are awaiting the outcome. 
 Designs have been received for the external name signage with both 
illuminated and unilluminated versions.  I am liaising with our planning team as to the best solution which will meet planning requirements before we submit the final application - which is expected within the next 2 weeks.  
 CYC controlled websites have been updated with the change of name 
from "Piccadilly" to Coppergate Centre Car Park" and these also link into 
SatNav Systems.  Our road signage team have been updated and where 
necessary any historic physical road signage for Piccadilly car park will be updated with the new name change.  
 Work is being undertaken with the supplier and our internal CYC parking 
team as to how we will implement and maintain the new parking permit systems which will be used by any permit holders. 
 Again, as above, we are exploring with the supplier how CYC will 
manage the "voucher/retail offer" element of this project.  These discussions include our website teams as this will necessitate our website to be updated and maintained.  
 Once the contract has been signed, we can finalise the figures and look 
to how extensive internal redecoration at Piccadilly can be.  At the very least a complete refresh of internal paintwork for the walls (which can 
vary in colour on each floor) and a removal of old signage will be 
undertaken.  

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

##