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Executive
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22 November 2022
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Report of the
Chief Operating Officer
Leader and
Portfolio Holder Policy, Strategy and Partnerships
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10 Year Strategies
Summary
1.
The country is experiencing
significant change. Difficult international issues, emerging
from the pandemic, the impact of Brexit, responding to the war in
Ukraine, the rising cost of fuel and energy, adapting to ever
increasing extreme weather events, we are facing issues not
experienced for generations, if at all.
2.
Nationally, just as the pandemic
accelerated changes to our high street economies and hybrid working
technologies, the cost of living and changing weather is
accelerating adoption of energy saving measures and renewable
technologies. Although locally we cannot pre-empt outcomes,
we do know that over the decade ahead the way we live, work and
co-exist together may change in ways we cannot yet
imagine.
3.
Now, more than ever, we need to work
together across the city to consider how best to enhance our way of
life, adapting to regional opportunities, learning and building on
our response to the pandemic whilst mitigating the ongoing effects
of Climate Change to achieve net zero carbon by 2030.
4.
Following an extensive 18 month
programme of resident, business and stakeholder engagement, the
council has developed three interdependent 10 year strategies which
have been informed by existing or emerging national and local
policies.
5.
By following a sustainable
development approach to set out the strategy for the decade ahead,
the council drafted three interdependent 10 year strategies
(Economy, Climate Change and Health and Wellbeing), with all
subsequent council strategies informed by the priorities set by
these 10 year strategies.
6.
These interdependent 10 year
strategies are designed to engage partners, city leaders,
businesses, stakeholders and residents to work together on key
agreed priority areas that aim to actively improve the quality of
life for all our residents.
Recommendations
7.
Executive is asked to
a)
Note
the strategy and policy framework that shows how different related
strategies, policies and plans will deliver the ambitious goals
articulated in the 10 year strategies.
b)
Make
recommendations to Council to adopt the 10 year Strategy and Policy
framework which is comprised of the Climate Change, Economic and
Health and Wellbeing 10 year strategies and the emerging 10 year
City Plan.
c)
Approve the
recommendations from the Climate Emergency Policy and Scrutiny
Committee.
d)
Approve the
Climate Change Action Plan.
e)
Review the
Climate Change Strategy 2022-2032, Economic Strategy 2022-2032 and
the Health and Wellbeing Strategy 2022-2032.
f)
Approve
establishment of the Economic Partnership.
g)
Endorse the 10
year strategies implementation plan.
National Policy Context
Integrated Health and
Care
8.
The Government has legislated within
the Health and Care Act 2022[i]
to establish Integrated Care Systems
whilst at the same time abolishing Clinical Commissioning Groups
(CCGs). The Act also allows the health and care system to create
local place-based committees to plan care where
appropriate.
9.
In July 2022 the Humber and North
Yorkshire Integrated Care Board (ICB) was established as the
statutory body replacing the six CCGs in our region, and an
Integrated Care Partnership (ICP) was formed on the same geography
with representation from a wide range of health and care
organisations to set the strategic direction for the
ICB.
10.
In York, a place-based committee
known as the York Health and Care Partnership, has been established
and is comprised of the council, health and care and community
partners. The Partnership has developed a prospectus that
sets out the challenge and opportunities for health and care
services in response to the Health and Wellbeing
Strategy.
Levelling Up
11.
The Government has published the
Levelling Up White Paper and is currently taking the Regeneration
and Levelling Up Bill through Parliament.
12.
The Levelling Up White Paper sets an
expectation that the devolution deal for York and North Yorkshire
will progress, leading to the establishment of a Mayoral Combined
Authority. The proposed deal has been agreed by Government
and was reviewed by Council on 6 October 2022 with public
consultation launched on 21 October 2022.
13.
If devolution is approved, it is
hoped the Council will have more access to government to be able to
access more funding. By articulating York’s priorities now,
York will be better placed to identify future opportunities to
potentially increase funding.
Climate Change
policy
14.
The Climate and Ecological Emergency
Bill is a private member’s Bill currently in it’s
2nd reading. It seeks to ensure the
Government fulfils its Paris Agreement to limit global temperatures
to 1.5C, conserve the natural world by protecting and restoring
ecosystems.
15.
The Net Zero Strategy Build Back Greener[ii]
responds to the Climate Change Act
2008 and sets out the government’s ambition.
16.
In tandem the Environment Act 2021
sets out targets, plans and policies to improve the natural
environment and protect air quality, nature and biodiversity and
reduce waste.
The Council’s Strategy and
Policy Framework
17.
To ensure the 10 year strategies
steer delivery over the decade ahead, the council has developed a
strategy and policy framework which shows how different strategies,
policies and plans will achieve ambitious goals articulated in the
10 year strategies.
18.
The Strategy and Policy Framework is
comprised of the three interdependent 10 year strategies (ie.
Climate Change, Economic and Health and Wellbeing Strategies
2022-2032), supporting strategies that respond to different aspects
of these three core strategies, policies setting out objectives and
the policy context and action plans describing the actions that
will deliver the ambitions set by the three 10 year
strategies.
19.
The Constitution sets out the policy
framework and those plans and strategies that are required to be
considered by Executive, who can than make recommendations and
invite Council to approve the strategies. The Climate Change
Strategy and Health and Wellbeing Strategy are required to have
regard to the recommendations of Executive. The Economic Strategy
is part of the framework because the three strategies are so
interdependent.
Local Policy Context
20.
The local policy context informed
the 10 year strategies.
The Council Plan
The Council Plan
– City of York Council
21.
The Council Plan, Making History
Building Communities 2019-2023 articulates the priorities for the
administration and sets out the actions the council will take to
achieve these.
22.
The development of the 10 year
strategies was informed by actions already being delivered in
response to The Council Plan.
The Local Plan
The Local Plan – City of York Council
23.
The emerging City of York (CYC)
Local Plan sets out a strategy for the future development of homes,
employment, education and community and other infrastructure of
York to 2032/33 and provides capacity to meet development needs to
2037/38. It recognises that in response to extensive resident
consultation which informed the Local Plan, there is a requirement
for the Planning Authority to preserve York’s unique setting,
heritage and character. It is being developed in accordance with
the National Planning Policy Framework (2012) and currently in the
4th phase of examination which will explore individual development
policies such as sustainable development.
Local Transport Plan
Local Transport Plan
2011-2031 – City of York Council
24.
York’s Local Transport Plan
(2011 to 2031) sets out how the city will configure its transport
to (a) meet York’s wider social, economic and environmental
objectives (b) efficiently manage the city’s extensive
transport asset base of roads, cycle tracks, footways and
footpaths, park and ride sites, bus infrastructure, streetlights,
bridges, highway drains etc.
25.
City of York Council are developing
a York “chapter” of a new Local Transport Plan
(LTP). This LTP will respond to new government guidance to be
released next year and reflect the proposed change in those
transport powers that could, if approved, transfer to the Mayoral
Combined Authority, together with input from the associated
transport committee, through devolution. This guidance will
ask local transport authorities to set out the transport policies
and measures which will contribute to the city’s economic
prosperity, whilst meeting challenging national and local targets
for reducing emissions.
Strategy
development
26.
The development of the Climate
Change Strategy and Economic Strategy was informed by three
processes.
a.
Evidence collation and analysis:
published as a technical annex, these have been shared with
Scrutiny Committees, in part, in different meetings. The
technical annex brings the full evidence set together and provides
a baseline for the strategies’ Action Plans going
forward.
b.
Resident, business, partner and
stakeholder insight and intelligence which has been gathered in
line with the Resident Engagement Strategy (approved by Executive
in April 2021) over the last 18 months. The council set out
to understand what is important to citizens, what changes they
would like to see and whether they support the
strategies.
c.
Equalities impact assessments (EIAs)
were produced to better understand the positive and potentially
detrimental impacts of climate, economic or health ambitions on
different groups of residents. These EIAs both
informed the strategies and identified requirements for action
plans.
27.
This process is similar to the
development of the Health and Wellbeing Strategy and where
engagement has informed the development of all strategies, it is
noted below.
Consultation and engagement
process
28.
The 10 Year Strategies were
developed over 18 months by speaking to residents, businesses,
community groups and partners. They also took into account
feedback gathered during delivery of the Covid Recovery and Renewal
Strategy.
29.
The Our Big Conversation attitudinal
survey helped us understand what’s important for the people
who live, work and study in our city. Over 2,000
participants, including residents and businesses, took part to tell
us about different aspects of living in the city. The survey
was available online and via Our City, the resident newsletter.
30.
We helped shape the strategies and
covered different aspects of climate change through a mixture of
technical and industry roundtable meetings, focused stakeholder and
partner discussions and through business groups, and health and
wellbeing workshops.
31.
The York Big Question took place
during winter 2021 to 2022, engaging residents and third sector
groups in what good health and wellbeing looks like to
them.
32.
Several key co-production projects
fed into the development of the Health and Wellbeing Strategy, such
as the Community
Mental Health Transformation Programme.
33.
Through the summer of 2021, we held
stakeholder roundtable workshops covering the main themes of the
Climate Change Strategy. These workshops, attended by experts from
academia and industry, explored the local barriers and
opportunities to delivering change at the pace and scale required
to meet our ambition. A summary of the response is presented in the
Stakeholder Perspective of the Technical Annex.
34.
In May 2022 the Health and Wellbeing
Board members held a workshop to agree the outline contents,
building on this engagement and on the
statutory Joint
Strategic Needs Assessment, recently refreshed by the Public Health
Team.
35.
Independently facilitated focus
groups to explore strategic themes with target demographics took
place throughout May and June 2022. These targeted focus groups
invited participation from residents who did not engage in Our Big
Conversation to bring a blend of perspectives to help shape the
strategies. The groups were:
• Students in York
• 16-24-year-olds in
York
• Members of York’s
LGBTQIA+ community
• Blue-collar workers in
York
• Parents of children aged
0-10 in York
• Disabled people in
York
• Members of York’s BAME
community
• People in York who are
currently not in education, employment or training
36.
We invited residents, businesses,
community groups, city partners, regional policy leads and city
stakeholders to review the draft 10 Year Strategies and tell us
what they think about what it will be like to live in the city in
2032 through the Our Big
Conversation: 10 Year Strategies
Consultation, held during
summer 2022. The survey was available online or in print in
libraries. There were approximately 500 participants engaged
with this survey who completed either some or all of the sections,
providing valuable feedback. These included individual
residents, stakeholder and partner groups and organisations.
37.
We held four discussion days at York
Explore. The Climate Corners were attended by officers from
the carbon reduction team to answer resident questions about the
strategies through the prism of climate change. Over 150
residents engaged through the climate corner and were invited to
complete printed surveys or respond online.
38.
To understand perspectives from the
business community, key stakeholders such as large employers and
business networks were approached directly for their views on the
draft Economic Strategy. The invitation was extended to other
businesses and interested parties through the weekly CYC Business
Bulletin and the Council website. Twenty detailed responses
were received, and the views and insights provided informed
development of the Economic Strategy.
39.
During the above consultation
process, members, community groups and partners were invited to
provide feedback and this has been collated together with the rich
feedback gathered through the consultation.
40.
Throughout the last 18 months,
thematic cross-party scrutiny committees explored different aspects
and influenced each of the 10 year strategies, for example the
Climate Emergency Policy Scrutiny Committee influenced the Economic
Strategy.
41.
Feedback gathered throughout this
consultation process is now informing the development of the 10
year City Plan and the Local Transport Strategy.
42.
Feedback is also the start of the
budget consultation process and provided early sight of aspects
York residents are most concerned about.
43.
A summary of the resident feedback
is included in Annex A.
44.
In October, the Climate Emergency
and Policy Committee reviewed the Climate Change Strategy and
following a presentation from York Civic Trust about transport
proposals, made the following recommendations for Executive to
consider:
I.
to undertake all necessary
investigations leading to the adoption of the transport actions set
out in the Climate Change Strategy Action Plan, that sets out clear
targets for each sub group, eg: public transport, electric
vehicles, active travel etc;
II.
to adopt an analytical approach to
the implementation of the adopted Climate Change Strategy and
Action Plan which demonstrates the amount of carbon reduction which
will be achieved year by year;
III.
to develop a longer list of
interventions to consider in relation to the implementation of the
adopted Climate Change Strategy and Action Plan so that if any one
strand of action becomes less feasible, other actions can be
identified which can achieve the same pace of reduction, noting
that successive administrations would take the necessary political
decisions.
IV.
to invite large organisations
operating in the city to provide an annual update on their climate
impact using measurable indicators;
V.
in future consultations on Climate
Change with residents that the Council ask respondents for how they
would like to see York in the future;
VI.
to consider amends to the Climate
Change Strategy as outlined below:
a)
That the Executive Summary to be
amended to remove ‘in York, we lead the way’ with
‘York is committed to address this’ (The Climate
Emergency);
b)
That the Executive Summary provide
greater detail on 39% emissions reduction from 2005 with a range of
reasons for this;
c)
That the five core principles within
the Climate Change Strategy note the importance to delivering a
strategy that delivers fairness and social justice and that a focus
be noted on working with local and regional partners.
VII.
that Executive request that all
Councillors sign the Climate Change Strategy if it is approved by
Council.
45.
It is recommended these
recommendations are enacted in full and the Climate Change Strategy
updated as above.
The 10 year strategies
46.
The council is following a
sustainable approach to developing the city’s ambitions for
the decade ahead. The goal of sustainability is to,
“create and maintain conditions, under which humans and
nature can exist in productive harmony, that permit fulfilling the
social, economic, and other requirements of present and future
generations.” or put simply - ‘Enough, for all,
forever’ – a concept first developed by Charles
Hopkins ERIC -
EJ868704 - Enough, for All, Forever: The Quest for a More
Sustainable Future, Education Canada, 2009.
47.
This means that sustainable
approaches need to consider the interdependencies between actions
that might affect the environment, society, and the economy. To
this end, the council is developing three strategies to inform
city-wide direction over the next decade. These strategies
cover health and wellbeing, economic growth and climate change and
will be reviewed in five years.
48.
The draft Climate Change Strategy
(Annex Bi) and draft Economic Strategy (Annex Ci)
have been produced by the council in consultation with different
stakeholders and following extensive resident engagement.
The Climate Change (Annex Biii) and Economic
(Annex Cii) technical annexes set out the evidence base used
to inform the strategies. The Equalities Impact Assessments
have informed development of the strategies (Annex Biv and
Annex Ciii) and inform the development of the related Action
Plans.
49.
The Health and Wellbeing Strategy
has been developed through the independent partnership of the
Health and Wellbeing Board with the Health and Wellbeing Strategy
(Annex D) available for Executive to review and in
particular note the inherent interdependencies.
50.
The Health and Wellbeing Strategy
was endorsed by the Health and Wellbeing Board on 14 November 2022
with Executive now invited to review it as a key part of the
Strategy and Policy Framework.
51.
The Local Transport Strategy is an
enabling strategy that underpins and facilitates delivery of the
strategic ambitions articulated in the 10 year strategies. It is
currently in development and will align to the priorities published
in the 10 year strategies. Executive will be invited to
consider this Strategy once the three 10 year strategies are
approved, whilst needing to support the central government
priorities which will be set out in the new Local Transport Plan
guidance.
The 10 year Plan
52.
The 10 Year Plan is part of the
Strategy and Policy Framework and is being developed by city
partners in response to the resident and stakeholder feedback which
informed the development of the 10 year strategies.
53.
It will be comprised of an
overarching vision with agreed priorities for the decade
ahead. In addition, it will confirm those areas city partners
will work together on.
54.
The 10 Year Plan is currently being
developed and will be presented to Council as part of the approval
process of the Strategy and Policy Framework.
The Climate Change
Strategy
55.
The Climate Change Strategy
(Annex Bi with technical annex, Annex Biii) and
Equalities Impact Assessment (Annex Biv) follows a Council
Motion in 2019 that declared a Climate Emergency and set a city
wide target for net zero by 2030.
56.
For York to be net zero by 2030, in
keeping with the limitation of global temperature rising to 1.5
degrees, requires reducing net carbon emissions by 13% each
year. The council is on course for its own operations to be
carbon neutral by 2030, setting an example for the city.
57.
The Climate Change Strategy is a
city-wide ambition that requires a city-wide approach, encouraging
us all to work together to deliver our shared vision. The
evidence base for the Climate Change Strategy (the technical annex,
Annex Biii) has been shared in different Scrutiny and
decision making sessions.
58.
We have already made an ambitious
start to refocus our economy creating green jobs, for example
refocusing local skills in the council’s Housing Delivery
Programme Caddick contract which mandates the creation of
apprentices in green building skills, working with partners to
create clean air zones, developing zero-carbon homes (which also
have virtually no heating bills), and welcoming a fleet of electric
Park & Ride buses and waste collection vehicles.
59.
To help implement the Climate Change
Strategy, York’s Climate Commission draws together the
expertise of academics, and the private sector providing advice to
support the city’s largest carbon emitters reduce carbon and
York’s Sustainability Lead Group ensures people whose job is
to reduce carbon work together to develop common approaches and
look for opportunities – both groups actively secure support
across York’s key institutions to make the biggest impact
possible.
Climate Change Action
Plan
60.
The Climate Change Action Plan
(Annex Bii) contains a list of 160 potential actions that
support our net zero ambition by 2030. The actions identified cover
the eight priority themes of the Climate Change Strategy and are
based on the previous work done by Leeds University (Net Zero
Roadmap for York), pathway modelling by Anthesis, best practice
guidance from the Local Government Association, recommended actions
for Local Authorities by Friends of the Earth, stakeholder
workshops, consultation feedback and officer engagement.
61.
The Action Plan provides high level
estimates covering carbon impacts, cost implications, timescales,
co-benefits, constraints, level of council influence and current
stage of implementation.
62.
Through ongoing work, we will
provide further comprehensive and quantified implementation
information that considers the actions and levers to achieve net
zero to add to the annual Action Plan.
63.
The Action Plan will be a live
document reviewed annually. It will change over time in response to
the reporting and feedback mechanisms that track progress against
our ambition.
64.
The Action Plan contributes to the
strategy objectives to track action, monitor progress, report
annually and assign responsibility.
65.
Executive are invited
to
a.
Approve the recommendations of
the Climate Policy and Emergency Scrutiny Committee
b.
Review the Climate Change
Strategy (Annex Bi) and make recommendations to Council to approve
it
c.
Approve the Climate Change Action
Plan (Annex Bii)
The Economic
Strategy
66.
The Economic Strategy (Annex
Ci, technical annex, Annex Cii and Equalities Impact
Assessment Annex Ciii) has been developed through
comprehensive engagement and builds on York’s
strengths. It builds on previous strategies, continuing to
seek growth in high value employment and aiming to increase
productivity and wages in York.
67.
The new strategy also seeks to build
on our high employment sectors – retail, hospitality and
social care – through supporting growth in the productivity
of those industries and seeking to help them become even better
employers.
68.
In addition, the Economic Strategy
reflects co-benefits of the Climate Change Strategy and Health and
Wellbeing Strategy by highlighting the additional 4.900 green jobs
the city is forecast to attract through the sustained efforts to
reach net zero. In addition, by encouraging businesses to
thrive means reduced energy use, more sustainable journeys and
warmer, healthier buildings to help improve health and
wellbeing.
69.
The evidence base for the Economic
Strategy has been shared in different Scrutiny and decision making
sessions and has been published as a technical annex (Annex
Cii).
70.
Executive are asked to approve
establishment and terms of reference of the Economic Partnership
who were invited to approve the Economic Strategy on 2 November
2022. The partnership approved the strategy and discussed
several detailed actions, including:
a.
Present all the
exciting developments taking place across the city over the next 10
years
b.
Prepare
a short narrative to promote the city to potential
investors/developers
c.
Explore
how to promote the city’s safe night time economy
71.
The Partnership will meet
bi-annually and continue to identify actions for an Economic Action
Plan that will be shared with the Executive Member in due
course.
72.
Executive are invited
to
a.
Review the Economic Strategy
(Annex Ci) and make recommendations to Council to approve it as
part of the Strategy and Policy Framework.
b.
Approve the establishment of
York’s Economic Partnership, including the terms of reference
(Annex Civ)
The Health and
Wellbeing Strategy
73.
There is a statutory requirement for
every local authority to have a Health and Wellbeing Board, and for
that Board to produce a Health and Wellbeing Strategy (Annex
Di).
74.
The Board in York is made up of many
partners, from NHS bodies to the council and third sector
representatives, and so although the Health and Wellbeing Strategy
(2022-2032) is one of the city’s 10 year strategies, it is
developed through a slightly different process, led between the
partners within the health and care system rather than by the
council.
75.
The Health and Wellbeing strategy is
based on extensive consultation with the health and care
sector. It recognises that nationally rising health
inequalities are replicated in York, and so sets out how York can
be a healthier city and what would need to be in place to support
this.
76.
The Health and Wellbeing Strategy
was publicly approved at the Health and Wellbeing Board on 14
November 2022.
77.
Executive are invited
to:
a.
Review the Health and Wellbeing
Strategy (Annex Di) noting the Equalities Impact Assessment (Annex
Dii) and make recommendations to Council to adopt it as part of the
Strategy and Policy Framework.
Implementation Plan
78.
A decade of action, significant
funding opportunities, current and emerging challenges, and ongoing
support and engagement requires a joined up implementation approach
which supports Executive decision making.
79.
Learning from the success of the
city-wide Outbreak Management Advisory Board which was established
to steer the city’s response during the pandemic, it is
recommended that the 10 year strategies are implemented drawing on
the expertise of thematic advisory boards and following the below
outline approach:
1. Share expertise
a.
Three independent advisory boards
– the Health and Wellbeing Board, Economic Partnership and
Climate Change Commission provide specialist knowledge to help
shape policy and understand complexity.
b.
It is recommended chairs are invited
to consider how to achieve the objectives articulated in the 10
year strategies, providing broader expertise at a local level and
considering wider co-benefits.
2.
Build momentum
c.
To address feedback in the
consultation that residents would like more involvement in
supporting actions going forward, it is recommended the ongoing
programme of engagement to shape and inform delivery includes a
focus on climate action.
d.
To share progress and support
residents engage, updates will be shared through council channels
and with city partners, clearly showing when activities respond to
the 10 year strategies.
3. Align action
e.
City partners will be encouraged and
supported to work together on shared priorities identified through
the 10 year city plan which respond to the 10 year strategies
ambitions.
f.
To support Executive decision
making, the decision report will be revised to include information
about climate change, health and wellbeing and economic evidence
and/or impacts when relevant.
4. Inspire action
g.
To inspire action and encourage
ongoing support, it is recommended that progress is reported to
Executive bi-annually, with the Chairs of the independent advisory
boards invited to present at Executive. The city partners
group will be developed to facilitate this.
h.
The Health and Wellbeing Board will
be extended to cover the health impacts of growing the economy and
climate change and continue to be a public meeting sharing progress
as per the usual agenda items.
80.
Executive are
invited to endorse the recommended implementation plan
above.
Council
Plan
The council plan is at the heart of
the strategies which responds to the priorities Well paid Jobs
and an inclusive economy and a cleaner and greener city
and Good health and
wellbeing.
Implications
·
Financial
Funding the
strategies will be explored through successive Council Plans, with
gaps in funding identified through action plans. The
strategies help set out ambition to negotiate additional funding
from alternative sources.
·
Human Resources
(HR) (none
·
Equalities
Equalities Impact Assessments have
been completed for the individual strategies and are included in
the annex. They will be published online with the 10 year
strategies once approved. Actions from the EIAs will be/are
included in the relevant 10 year strategy Action Plans.
·
Legal There is no legal requirement
to consult on the strategies. The Constitution (Appendix 1)
confirms that the Climate Change and Health and Wellbeing
Strategies are required to have regard to recommendations by
Executive. Any issues requiring legal support will be addressed as
and when they arise.
·
Crime and
Disorder none
·
Information
Technology (IT) none
·
Property
none
·
Other Communications and engagement
remains a core element of the implementation of the
strategies
Risk Management
Under-representation: There was a risk
that seldom heard voices were not given the opportunity to
contribute. To mitigate this risk, community groups were invited to
take part and focus groups have been held with individuals with
protected characteristics or those who did not engage in the
original survey. This should be viewed as an ongoing process
with more discussions to follow.
Complexity: Three different strategies introduces complexity
and could result in a confusing and disjointed narrative.
By bringing them together and explaining
how they will be delivered through Policy and Plans in the strategy
and policy framework, it will appear simpler for audiences to both
engage and contribute. A summary of the
Strategies will also be published and website updated.
Conflicting
feedback: there are multiple opportunities for residents,
experts and Executive members to feedback about the
strategies. This feedback has helped refine the strategies,
although in some cases feedback conflicts and cannot be
incorporated. A summary of the feedback has been collated
with the recommended response discussed with the relevant Executive
member.
Contact
Details
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Author:
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Chief Officer Responsible for the
report:
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Claire Foale
Assistant Director Policy and Strategy
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Ian Floyd
Chief Operating Officer
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Specialist
Implications Officer(s)
Shaun Gibbons,
Head of Carbon Reduction
Simon Brereton,
Head of Economic Growth
Peter Roderick,
Consultant in Public Health
Julian Ridge,
Sustainable Transport Manager
Eddie
Coates-Madden, Head of Communications
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Wards Affected:
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All
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For further information please contact the
author of the report
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Annexes
Annex A: Our
Big Conversation 10 year strategies: summary of feedback
Annex Bi:
Climate Change Strategy 2022-2032
Annex Bii:
Climate Change Action Plan
Annex Biii:
Climate Change Strategy Technical Annex
Annex Biv:
Climate Change Strategy Equalities Impact Assessment
Annex Ci:
Economic Strategy 2022-2032
Annex Cii:
Economic Strategy Technical Annex
Annex Ciii:
Economic Strategy Equalities Impact Assessment
Annex Civ:
Economic Partnership Terms of Reference
Annex Di:
Health and Wellbeing Strategy 2022-2032
Annex Dii:
Health and Wellbeing Strategy Equalities Impact
Assessment
Background papers
Covid Recovery and Renewal Strategy
Agenda for Executive on Thursday, 25 June 2020, 5.30 pm
(york.gov.uk) – item 5
Strategy and policy framework
examples
York 10-Year Skills Strategy.pdf
Yorks-Creative-Future-York-Culture-Strategy-2020-2025.pdf
(makeityork.com)
Agenda for Executive on Thursday, 18 November 2021, 5.30 pm
(york.gov.uk) – item 52
Agenda for Decision Session - Executive Member for Environment and
Climate Change on Wednesday, 11 May 2022, 3.00 pm (york.gov.uk)
– item 22
Agenda for Decision Session - Executive Member for Transport on
Tuesday, 19 July 2022, 10.00 am (york.gov.uk) item
15
Agenda for Executive on Monday, 7 February 2022, 5.30 pm
(york.gov.uk) – item 91
Agenda for Decision Session - Executive Member for Housing and
Safer Neighbourhoods on Thursday, 14 July 2022, 10.00 am
(york.gov.uk) – item 4
Agenda for Decision Session - Executive Member for Housing and
Safer Neighbourhoods on Thursday, 17 November 2022, 10.00 am
(york.gov.uk) – Retrofit Action Plan
code-of-corporate-governance (york.gov.uk) – Principle C:
defining outcomes in terms of sustainable economic, social and
environmental benefits
Devolution
Agenda for Customer and Corporate Services Scrutiny Management
Committee on Monday, 5 September 2022, 5.30 pm (york.gov.uk)
– item 4
Agenda for Executive on Thursday, 6 October 2022, 10.00 am
(york.gov.uk) – item 5
Agenda for Council on Thursday, 6 October 2022, 6.30 pm
(york.gov.uk) – item 17
Resident engagement strategy
Agenda for Executive on Thursday, 22 April 2021, 5.30 pm
(york.gov.uk) item 123
Climate Change
Agenda
for Decision Session - Executive Member for Environment and Climate
Change on Wednesday, 16 December 2020, 11.00 am
(york.gov.uk) item
13
Scrutiny Report - Climate Change
Engagement Plan - July 2021.pdf (york.gov.uk)
Agenda for Climate Change Policy and
Scrutiny Committee on Tuesday, 12 October 2021, 5.30 pm
(york.gov.uk) –
item 22 and 23
Agenda for Climate Change Policy and
Scrutiny Committee on Wednesday, 12 January 2022, 5.30 pm
(york.gov.uk) –
item 30
(Public Pack) Agenda Document for
Economy and Place Policy and Scrutiny Committee, 10/02/2022 17:30
(york.gov.uk) item
4
Agenda for Climate Change Policy and
Scrutiny Committee on Tuesday, 8 March 2022, 5.30 pm
(york.gov.uk) –
item 5
Agenda for Climate Change Policy and
Scrutiny Committee on Tuesday, 12 April 2022, 5.30 pm
(york.gov.uk) –
item 4
Agenda for Climate Emergency Policy
and Scrutiny Committee on Tuesday, 4 October 2022, 5.30 pm
(york.gov.uk) item
5
Health and Wellbeing
Agenda for Health and Wellbeing
Board on Wednesday, 16 November 2022, 4.30 pm
(york.gov.uk)
Agenda for Health and Wellbeing
Board on Wednesday, 20 July 2022, 4.30 pm (york.gov.uk)
– item 100
Agenda for Health and Wellbeing
Board on Wednesday, 19 January 2022, 4.30 pm
(york.gov.uk) - Item
75
Economy
Agenda for Decision Session -
Executive Member for Economy and Strategic Planning on Tuesday, 28
June 2022, 10.00 am (york.gov.uk) – item 5
Inclusive Growth Update report EMDS
April 2022.pdf (york.gov.uk) item 59
January 2022 Quarterly Economic
Update.pdf (york.gov.uk) item 46
Agenda for Decision Session -
Executive Member for Economy and Strategic Planning on Wednesday,
20 October 2021, 3.00 pm (york.gov.uk) – item 20
Report to Executive Member for
Economy & Strategic Planning Decision Session - 27th April
2021
Report to Executive Member for Economy & Strategic Planning
Decision Session - 26th Jan 2021
Scrutiny report - Economy &
Place Scrutiny - 24th November 2020
Report to Executive Member for
Economy & Strategic Planning Decision Session - 21st October
2020
Report to Executive Member for
Economy & Strategic Planning Decision Session - 16th March
2020
Scrutiny report - Economy &
Place Scrutiny - 12th Feb 2020
Scrutiny committees that were cancelled or
postponed
Agenda for Customer and Corporate
Services Scrutiny Management Committee & Economy and Place
Policy and Scrutiny Committee - Commissioned Joint Committee on
Tuesday, 12 July 2022, 1.00 pm (york.gov.uk)
Agenda for Customer and Corporate
Services Scrutiny Management Committee & Health and Adult
Social Care Policy and Scrutiny Committee - Commissioned Joint
Committee meeting on Wednesday, 13 July 2022, 1.00 pm
(york.gov.uk)
Agenda for Climate Emergency Policy
and Scrutiny Committee on Wednesday, 14 September 2022, 5.30 pm
(york.gov.uk) –
item 5
Agenda for Health and Wellbeing
Board on Wednesday, 14 September 2022, 4.30 pm
(york.gov.uk)– item
4
