CD21 - Unlocking Access Along the Grand Union Canal

1.1 The GLA has awarded OPDC £500,000 of grant funding through its Strategic Greening and Climate Adaptation Programme to deliver improvements to the Grand Union Canal towpath as part of the “Unlocking Access along the Grand Union Canal” project.

1.2 The funding will support upgrades that improve accessibility, safety and usability along sections of the Grand Union Canal towpath within the OPDC area and contribute to the Mayor’s recently announced Clean Rivers and Waterways Plan, a 10-year strategy to improve access to, and the environmental quality of, London’s waterways.

1.3 The proposed improvements support the delivery of a continuous active travel and green infrastructure corridor between Paddington and West Drayton. The funding will enable design development, community engagement and the delivery of capital improvements to the Grand Union Canal towpath within the current Mayoral term.

Decision History
1.4 MD3384 (approved): Adopted the Delivery Plan for Delivering a Greener, More Climate-Resilient London, including a commitment to strategic investment in greening and climate adaptation.

1.5 MD3413 (approved): Approved the detailed scope and delivery of the strategic greening and adaptation investment programme.

1.6 CD14 (approved): Old Oak and Park Royal Inclusive Growth and Regeneration Projects Programme 2026-2027 approved spend on early-stage feasibility for public realm and greenspace improvement projects on the OPDC pipeline.

2.1 The proposal is to utilise the £500,000 GLA funding to develop and deliver improvements to substandard sections of the Grand Union Canal towpath within the OPDC area. The project is expected to include resurfacing, targeted widening and public realm improvements to enhance accessibility, inclusivity, safety and biodiversity along the canal corridor.

2.2 OPDC has committed £25,000 from the Regeneration Public Realm budget for FY26/27 as approved in CD14, to undertake an initial scoping study. The study is expected to conclude in December 2026 and will identify the package of interventions that can be delivered within the available £500,000 GLA funding and programme, providing the evidence base for defining the preferred project scope, budget and delivery programme.

2.3 The proposal is to utilise the £500,000 GLA funding to develop and deliver improvements to substandard sections of the Grand Union Canal towpath within the OPDC area. The project is expected to include resurfacing, targeted widening and public realm improvements to enhance accessibility, inclusivity, safety and biodiversity along the canal corridor.

2.4 OPDC has committed £25,000 from the Regeneration Public Realm budget for FY26/27 as approved in CD14, to undertake an initial scoping study. The study is expected to conclude in December 2026 and will identify the package of interventions that can be delivered within the available £500,000 GLA funding and programme, providing the evidence base for defining the preferred project scope, budget and delivery programme.

2.5 If the back-to-back agreement cannot be concluded on terms acceptable to OPDC, the project will not proceed. In those circumstances, any GLA grant funding received but not properly incurred would be returned to the GLA in accordance with the Grant Funding Agreement, and OPDC would not take on ongoing project delivery, management, maintenance or operational obligations.

2.6 Following completion of the works and handover to CRT, CRT will retain responsibility for the ongoing management, maintenance and operation of the improved towpath and associated assets. Subject to the terms of the final Grant Funding Agreement and back-to-back agreement, OPDC will have no residual management, maintenance or operational obligations or liabilities in respect of the completed works.

2.7 Separately, a Collaboration Agreement between OPDC and CRT is under development to establish a framework for collaborative working between the parties. Any specialist support will be procured in accordance with OPDC’s Contracts and Funding Code.

2.8 The funding is expected to support:
•Funding strategy and business case development
•Design development and technical input
•Capital delivery of improvements
•Community engagement and activation

3.1 The objectives and expected outcomes set out below will guide project development. As the final scope will be informed by the initial scoping study, these may be refined as the project progresses.

3.2 Key project objectives include:
• Improve safe and equitable access to green and blue space.
• Improve accessibility along the Grand Union Canal corridor
• Support active travel and access to waterways.
• Enhance biodiversity and ecological resilience along the canal corridor.
• Support community participation and long-term stewardship

3.3 Key outcomes include:
• Increased use of the canal corridor for walking, cycling and wheeling.
• Improved quality and accessibility of the towpath.
• Increased volunteering and community involvement.
• Improved environmental quality and biodiversity.

3.4 Indicative indicators (subject to feasibility and funding):
• Area of towpath improvements delivered (m2).
• Number of access points and connections to the canal improved
• Increased community participation, including:
• Number of volunteers engaged.
• Number of volunteer hours contributed.
• Number of placemaking and wayfinding interventions along priority sections delivered.
• Additional funding leveraged (£) to support further phases of delivery.

3.5 Final outputs and targets will be refined following completion of the scoping study and agreed with the GLA.

Oversight and management

3.6 OPDC will act as accountable body and oversee project delivery, expenditure, risk management and stakeholder engagement. Governance arrangements are summarised in Section 4.

Monitoring and Reporting

3.7 Progress will be monitored through regular project reviews and reporting to the GLA against agreed outputs, programme milestones, expenditure and risks. Performance indicators will be confirmed during project development and incorporated into ongoing monitoring arrangements.

Longer-term impact and legacy

3.8 The project represents one phase of a wider ambition to create a high-quality canal corridor within west London. It will establish a foundation for future investment, improve access to nature and support long-term community stewardship of the canal environment.

Background

4.2 The project builds on OPDC's wider programme of work along the Grand Union Canal, including the Canal Placemaking Study developed with the Canal & River Trust (CRT), whose findings provide the strategic direction for the project's development. It also complements the Canal Greenspace Volunteering Programme by providing additional capital investment to support long-term stewardship, community participation and care of the canal corridor.

Corporate Strategy

4.3This project supports OPDC's objectives to care for and protect the local area, support net zero and nature positive regeneration, and deliver positive changes and local enhancements now. Improving access to the canal corridor supports wider regeneration aims across the Old Oak and Park Royal Opportunity Area.

OPDC Values and Pillars

4.4 The project aligns with OPDC's values by delivering improvements to canal infrastructure, enhancing accessibility, supporting environmental stewardship, and working collaboratively with partners to deliver long-term benefits for local communities.

The project also supports the following OPDC pillars:
• Delivery – improving access and connectivity along the canal.
• Community – creating a more inclusive and welcoming public space.
• Innovation – promoting sustainable and resilient infrastructure improvements.
• Core Functions – ensuring effective governance and management of project funding.

4.5 The project directly supports:
• OPDC’s Local Plan – which identifies the Grand Union Canal as a key asset and prioritises improving access, connectivity and environmental quality.
• Old Oak Masterplan Framework – which recognises the canal as a central green and blue corridor within the regeneration area.
• OPDC’s Public Realm and Green Infrastructure SPD – by enhancing green infrastructure and supporting inclusive, safe and accessible movement.
• OPDC’s Sustainability Charter – by enhancing equal access to green and blue infrastructure and pollution-free public realm and eliminating barriers to active travel

Mayoral strategies

4.6 The project supports the implementation of key Mayoral strategies, including:

• Delivering a Greener, More Climate-Resilient London (MD3384) – by improving equitable access to green and blue space and supporting climate adaptation
• London Green Infrastructure Framework – by addressing identified deficiencies in access to green infrastructure
• Clean Rivers and Waterways Plan – by improving access to waterways, enhancing towpath quality, and supporting community engagement
• The London Plan (current version) – by delivering high-quality green infrastructure, supporting active travel, and promoting inclusive growth.

Oversight and governance

4.7 OPDC will act as the lead delivery partner and accountable body, with overall responsibility for ensuring the project is delivered in line with the agreed scope, budget, programme and strategic objectives.

4.8 Governance will comprise fortnightly project progress meetings, fortnightly design team meetings and monthly stakeholder meetings involving OPDC/CRT, the GLA and relevant boroughs as required. Progress will also be reported through the GLA’s quarterly monitoring arrangements and OPDC’s internal programme governance process.

4.9 OPDC will retain control over key decisions relating to scope prioritisation, procurement, delivery sequencing and allocation of resources, informed by technical advice and partner input. This ensures OPDC can actively influence outcomes and intervene where required to maintain delivery confidence.

Contract/grant management

4.10 OPDC will be responsible for the management and assurance of all grant-funded expenditure, including procurement, contract management and compliance with GLA funding conditions.

OPDC will:
• Enter into a formal grant agreement with the GLA, setting out conditions, outputs, reporting requirements and assurance arrangements
• Procure consultants and contractors in line with OPDC’s financial regulations, procurement code and public sector best practice
• Manage consultant and contractor performance through clearly defined briefs, milestones, and deliverables

Roles and Responsibilities
• Assistant Director – Executive oversight, stakeholder management and strategic decision-making.
• Head of Design – Design leadership, stakeholder management and financial oversight.
• Senior Urban Design Officer – Scheme development, design coordination and consultant management.
• Senior Infrastructure Project Officer – Project management, governance, programme management, risk management and reporting.
• Project Support Officer –Project support, programme monitoring, governance coordination, reporting support and financial administration.

5.1 The overall level of risk attached to this proposal is assessed as medium. The project is strategically aligned, builds on previous successful investment, and has strong delivery partners. However, there are material risks associated with feasibility constraints, multiparty coordination, and funding dependency which require active management.

Risk management approach

5.2 Project risks will be monitored through a live risk register and reviewed regularly through project governance arrangements.

6.1 In developing this proposal, OPDC has had due regard to its duties under the Equality Act 2010 to eliminate discrimination, advance equality of opportunity, and foster good relations between people who share protected characteristics and those who do not.

6.2 The project aligns with the Mayor’s Equality, Diversity and Inclusion Strategy and OPDC’s Equality Duty by improving equitable access to green and blue spaces, particularly in an area where deficiencies in access have been identified. Evidence shows that access to high-quality green space is not evenly distributed across London, with barriers often experienced by groups including disabled people, older people, lower income communities, and some ethnic minority groups.

6.3 Expected benefits include improved accessibility for disabled people, older people, children and young people, and communities experiencing limited access to quality green space. Improvements to surfacing, access and wayfinding will support a wider range of users.

6.4 To address potential barriers and maximise inclusive outcomes, OPDC will:
• Embed inclusive design principles (e.g. accessible gradients, surfacing and clear wayfinding) within all feasibility and design stages
• Undertake targeted and inclusive engagement, working with community organisations to reach underrepresented groups
• Align with the existing volunteering programmes to encourage participation from groups who may face barriers to engagement
• Ensure safety and accessibility considerations are integrated into all interventions

7.1 The project will deliver social and environmental benefits through:
• Improved green and blue infrastructure.
• Enhanced biodiversity and climate resilience.
• Increased opportunities for active travel.
• Greater community involvement through volunteering and engagement activities.
• Delivery of high-quality and inclusive public realm improvements
• Where external consultants are commissioned, social value requirements will be incorporated into procurement processes in line with OPDC policy.

8.1 There are no other considerations that need to be considered in the taking of this decision.

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

10.1 OPDC in kind contribution of project management and officer resource over two Financial Years will be provided by existing team members and is a noncash contribution. The £25,000 for the initial scoping study is funded by the Public Realm budget approved under CD14.

10.2 Grant funding received from GLA will be released in 4 instalments across financial years 2026-27 and 2027-28, totalling £250,000 each year, paid in advance. Capital works are currently programmed for completion by March 2028.

10.3 Grant funding may be carried forward between financial years 2026 - 27 and 2027- 28 where required to support the agreed project programme, with the grant funding to be expended and the project completed by 31 March 2028 in accordance with the Grant Funding Agreement. The finance team will work with the Design Team to monitor expenditure against the grant agreement and allocation of the funding.

11.1 The foregoing sections of this form indicate that the decisions sought concern the OPDC’s general powers under Section 201 of the Localism Act 2011, falling within the OPDC’s statutory powers to do such things which it considers appropriate for the purposes of its object to secure the regeneration or development of its area or for purposes incidental to those purposes.

11.2 If the Chief Executive Officer makes the decisions sought in this form, officers must ensure that a funding agreement between the GLA and OPDC is executed before any commitments are made in respect of the grant funding and that any contracts or on-grants made to deliver the objectives of the grant funding are made in accordance with OPDC’s Contracts and Funding Code.

An appropriate back-to-back agreement with CRT will be executed before commencement of the GLA-funded project or commitment of substantive GLA-funded delivery expenditure. The agreement will reflect the relevant obligations contained in the GLA Grant Funding Agreement, including delivery, monitoring, reporting, ongoing management and maintenance requirements and appropriate grant clawback provisions.

OPDC currently holds public liability insurance of up to £15 million and employers’ liability insurance covering activities undertaken within its statutory remit. On the current understanding, these arrangements would cover OPDC should it be required to deliver the works directly, subject to confirmation once the final delivery route and scope are agreed. Where CRT undertakes delivery and assumes ongoing management, maintenance and operational responsibilities, the back-to-back agreement will set out the respective insurance responsibilities of OPDC and CRT and ensure that relevant insurance requirements under the GLA Grant Funding Agreement are appropriately addressed.

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