CD011 - West London Orbital 2026-28 contributions

1.1  The West London Orbital (WLO) is a strategic west-London transport scheme 
proposed by Transport for London (TfL) in West London which would deliver a new
passenger railway line between Hounslow and Barnet. The route would utilise
existing rail lines, some of which already operate passenger services and some of 
which are currently solely used for rail freight. Upgrades are required to the lines 
and signalling to run modern passenger services, new and enhanced rail stations 
are needed and there are other targeting infrastructure upgrades including new 
crossings and bridges. 
 

1.2 Over the past few years, feasibility work has been ongoing to look into the 
constructability, cost, funding and financing and cost benefits for the scheme. The 
scheme is now ready to move into the next phase of work, which would see the 
scheme developed further to identify a final preferred option which would then be 
submitted for approval through a Transport and Works Act Order (TWAO) before 
entering project delivery phases.

2.1 This stage of study work comprises the identification and selection of a preferred 
design, outline business case development and concept design phase completion 
ready for the submission of a Transport and Works Act Order (TWAO), which 
would comprise a subsequent phase of work. 

2.2 This phase of study work is projected to cost £6,650,000. TfL will fund 50% of the 
costs with the remainder being made up by contributions from OPDC and other 
west London Boroughs through which the WLO route will pass. All boroughs have 
now given approval in principle their contributions and are securing financial sign 
off. OPDC’s contribution of £394,000 represents approximately 5.93% of the 
overall costs for the next stage of works. 

2.3 OPDC’s contribution would be formalised through a grant funding agreement with 
TfL, and the required budget provision for this contribution is already included in 
the approved 2026-27 OPDC budget. 

2.4 TfL will manage all contracts and consultancy appointments for the next stage of 
works, with consultancy support procured in accordance with TfL’s procurement 
procedures and framework.

3.1 The next stage of scheme development will identify a preferred option for delivery 
of the WLO scheme. This stage will produce a suit of documents and studies that 
would form the technical basis for a future application for approval of the scheme 
through a WLO. 

3.2 The next stage of work is therefore critical in the progression of the WLO scheme 
towards delivery.

4.1 The WLO scheme is identified as a priority in the Mayor’s London Plan and 
Transport Strategy and OPDC’s Local Plan also recognises the importance of 
safeguarding the route to support the WLO scheme’s delivery. 

4.2 This stage of work will progress the WLO scheme to the point at which the 
technical outputs could support the development of a future TWAO application. 
Subject to additional funding and approvals, subsequent stages would then move
the WLO scheme towards delivery.

5.1 TfL will act as client for this stage of work, with ongoing involvement from OPDC 
and other affected west London Boroughs (Hounslow, Ealing, Brent and Harrow) 
throughout delivery through a Partners Oversight Group comprising senior officers 
and a Partners Working Group comprising technical officers. Both the Partners 
Oversight Group and Partners Working Group have Terms of Reference which 
have been agreed by OPDC and the other affected west London Boroughs. OPDC 
is a member of both groups. 

5.2 External consultancy services will be procured via a competitive procurement
process using TfL’s procurement procedures and frameworks. Consultancy 
services are required for the following topics. The below list is not exhaustive and 
may change. 

• Strategic Growth Study interim reports, interactive online mapping, and a final report that articulates the public intervention needed to deliver the vision with the Project as a catalyst including public investment and supportive policy frameworks 
• Funding Strategy report and accompanying funding model spreadsheets produced by the funding advisory supplier
• Economic assessment report and accompanying spreadsheet model in a format allowing interrogation and testing of assumptions
• Option Selection Case version of the business case
• Model enhancement report setting out the technical improvements made to the robustness of the Railplan model for forecasting the impacts of the Project
• Validation report setting out an improved representation of orbital public transport demand in the Railplan model
• Revenue methodology report setting out an enhanced approach for assessing the impacts of the Project on revenue including consideration of fares options
• Model outputs presented in suitable formats to allow the easy interpretation of impacts
• Model outputs in the required format to inform the assessment of the economic impacts of the Project as part of Workstream C
• Technical notes and a timetable assessment report produced by Network Rail, and timetable outputs in a suitable format to be used as an input to performance modelling
• Performance modelling report and associated outputs
• 1:200 scale topographical surveys of key areas of the Project’s route and an accompanying Technical Survey Report
• Assessments of existing infrastructure (e.g. signalling equipment) to determine the ability to meet the Project’s requirements
• Updated Fleet Strategy fully integrated with electrification options
• Assessment of structures (e.g. buried culverts) to ensure compliance with standards and the Project’s requirements
• Option Selection Reports for all elements of the Project infrastructure
• Royal Institution of British Architects (RIBA) Stage 2 reports for each new station and each existing station requiring major enhancements
• Pedestrian modelling assessments of stations where congestion issues may arise
• Line speed assessments of sections of sections of the Project’s route that are currently freight only to inform the delivery of faster journey times
• • Impact assessments covering environmental matters including biodiversity, climate adaptation and sustainability
• All PACE 1 Event Stage 3 deliverables required for review as part of Network Rail’s assurance
• Updated Estimated Final Cost of the Project in TfL’s standard format
• • Delivery model Option Assessment Report

5.3 All resulting contracts would be managed by a designated TfL officer lead.

5.4 TfL will maintain four-weekly records of expenditure which will be shared with 
OPDC and the other affected west London boroughs. These will be sent to 
OPDC’s Chief Operating Officer/Chief Finance Officer and Director of Planning.
Payments will be made quarterly on an arrears basis but OPDC’s contributions will 
be front-loaded to fall wholly within the 2026-27 financial year, for which OPDC has 
approved budget. 

7.1 Under Section 149 of the Equality Act 2010, as a public authority, OPDC must
have ‘due regard’ to the need to eliminate unlawful discrimination, harassment and
victimisation as well as to the need to advance equality of opportunity and foster 
good relations between people who share a protected characteristic and those who 
do not.

7.2 The protected characteristics and groups are: age, disability, gender reassignment, 
pregnancy and maternity, race, gender, religion or belief, sexual orientation and 
marriage/ civil partnership status. Fulfilling this duty involves having due regard to: 
the need to remove or minimise any disadvantage suffered by those who share a 
protected characteristic or one that is connected to that characteristic; taking steps 
to meet the different needs of such people; and encouraging them to participate in 
public life or in any other activity where their participation is disproportionately low. 
Compliance with the Equality Act may involve treating people with a protected 
characteristic more favourably than those without the characteristic. The duty must 
be exercised with an open mind and at the time a Decision is taken in the exercise 
of the OPDC’s functions.

7.3 Consultancy services will be selected via a competitive process and following
evaluation against set criteria, including their approach to equity, diversity and
inclusion. 

7.4 An Equalities Impact Assessment has been undertaken for the project as a whole 
which will continue to be developed as the project progresses.

8.1 OPDC will work with TfL to ensure that any briefs for studies require that each
tender submission should set out clearly the social value benefit that each 
proposed consultant team would offer. This should not only consider the social 
value that would come from the technical work the consultant team would carry out 
but also additional, short-term social value offerings to the west London
community. Social Value commitments would be discussed and confirmed in 
coordination with the west London boroughs at the Partners Oversight Group and 
Partners Working Group as appropriate.

9.1 None applicable.

10.1 No one involved in the preparation or clearance of this Form, or its substantive 
proposal, has any conflict of interest.

11.1 The contribution of £394,263.61 represents additional funding provided directly 
through the Greater London Assembly Mayoral Budget 2026/27. This allocation 
has been made to the OPDC to support further development of WLO.

11.2 OPDC’s contribution will be paid in 2026/27 but covers activities and delivery 
timeline across the two financial years 2026/27 and 2027/28. Payments would be 
made in instalments on an arrears basis. 

11.3 Any further expenditure is subject to the Corporation’s decision-making process

12.1 The foregoing sections of this report indicate that the decisions requested of the 
Director of Planning concern the exercise of the Authority’s general powers; falling 
within the Authority’s statutory powers to do such things considered to further or 
which are facilitative of, conducive or incidental to the promotion of economic 
development and wealth creation and the improvement of the environment in 
Greater London and in formulating the proposals in respect of which a decision is 
sought, officers have complied with the Authority’s related statutory duties to:

• Pay due regard to the principle that there should be equality of opportunity for all people; consider how the proposals will promote the improvement of health of persons, health inequalities between persons and to contribute towards the achievement of sustainable development in the United Kingdom; and consult with appropriate bodies. 
• In taking the decisions requested, the Director of Planning must have due regard to the Public Sector Equality Duty; namely the need to eliminate discrimination, harassment, victimisation and any other conduct prohibited by the Equality Act 2010, and to advance equality of opportunity between persons who share a relevant protected characteristic (age; disability; gender reassignment; marriage and civil partnership; pregnancy and maternity; race; religion or belief; sex; sexual orientation) and persons who do not share it and foster good relations between persons who share a relevant protected characteristic and persons who do not share it (section 149 of the Equality Act 2010). To this end, the Director of Planning should have particular regard to section 7 (above) of this report. 

12.2 OPDC has had regard to the requirements of the Subsidy Control Act 2022 in 
relation to the proposed grant funding, and officers consider that the funding is 
compliant with those requirements.

12.3 The proposed grant funding is within OPDC’s general powers, as it supports 
activities that are considered conducive to, or in furtherance of, OPDC’s statutory 
objectives and functions. The funding will be formalised through a grant funding 
agreement between OPDC and TfL, which will set out the terms of the funding, 
reporting requirements, and any conditions attached to the grant. Appropriate legal 
documentation must be completed and executed by both parties before any grant 
funding is released.

12.4 As TfL will be responsible for procuring and managing all consultancy services 
required for this stage of work, OPDC will not be procuring works, services or 
supplies under this decision. TfL will undertake all procurement activity in 
accordance with its own statutory obligations and procurement governance.