CD6 - Old Oak and Park Royal Strategic Delivery Programme 2025-26

1.1 On 27 March 2025, the OPDC Board approved £8.939m expenditure on the OPDC Directorate Programme to be funded from the 2025-26 revenue budget. This revenue budget is funded from GLA grant and rental income from OPDC’s land and property assets.

1.2 The Delivery Directorate Work Programme covers the following activities; Old Oak Development Programme: Progressing plans for Old Oak (OO), including development of the Interim Business Plan (IBP), procurement of preferred partners for development and investment, full business case development work, further development of the illustrative masterplan along with the Infrastructure Delivery Plan and technical studies including planning, legal and development advice.

1.3 Old Oak Land Acquisition: Continuing work on private land assembly at OO, including work on the Compulsory Purchase Order workstream, due diligence activities to support site acquisition and progression of a relocation strategy for those affected.

1.4 Strategic Delivery Programme: A package of supporting activities that encapsulates work across the entire OPDC area. This includes early sites and project development, public realm projects, infrastructure, sustainability and decarbonisation as well as Meanwhile Use scoping and development; and programme management support.

1.5 Inclusive Growth Programme: In line with the Mayor’s Growth Plan and local economic development ambitions, the programme will include commissioning employer-led skills programmes, careers-based work with schools, Creative Enterprise Zone and work with SMEs in Park Royal and surrounding areas.

1.6 Asset Management: Asset and property management of land and property purchased by OPDC.

1.7 This decision seeks approval for the expenditure for the package of work, detailed above, to support the Old Oak Strategic Delivery Programme 2025-26.

2.1 The Strategic Delivery programme will be delivered by the OPDC Delivery Directorate under direction from the Development Director who will also oversee and manage a pipeline of activities that have been developed for this programme.

2.2 There will need to be some flexibility between the workstream allocations which will be managed at a budget holder level. The total agreed budget for the programme will not be exceeded without further approval put in place by the relevant approver via the scheme of delegation.

2.3 Table 1 Strategic Delivery and indicative 2025-26 budget allocations:

Workstream 1: Early sites and project development

2.4 To help compliment the OO Development project, OPDC will undertake project design and development work in priority locations. An indicative budget allocation of £700,000 has been identified for this workstream. The workstream will include architectural and engineering design work relating to infrastructure delivery, such as the design development and coordination of the East West Bridge, Old Oak Common Lane highways and public realm, and the North Acton station upgrade and public realm improvements to North Acton station square. This workstream will also include technical energy and infrastructure site survey work, topographical and ground investigations for priority projects.

Workstream 2: Sustainability and decarbonisation

2.5 Following publication of OPDC’s Sustainability Strategy and our Sustainability Charter, £240,000 is identified to continue the development of OPDC’s Sustainability Strategy and to support decarbonisation opportunities as they arise. The work will include implementation of the strategy, monitoring of projects, communication, working with stakeholders and funding to support the design, feasibility, set up and delivery of projects.

Workstream 3: Public realm

2.6 This workstream includes an indicative allocation of £80,000 to enable and progress public realm projects within the Old Oak and Park Royal development area. This workstream will work closely with local boroughs and partners to lever in as much funding as possible to support OPDC’s investment, including the utilisation of any Section 106 funding and Community Infrastructure Levy funding that becomes available .

Workstream 4: Meanwhile Use scoping and development

2.7 An indicative allocation of £220,000 has been identified for the development and delivery of the Meanwhile Use Strategy which is currently being finalised. Once approved, this strategy will help provide structure and a pipeline of potential projects to be delivered across the OO area. This budget will support the design, and scoping and delivery of Meanwhile Use projects in line with the approved Strategy.

Workstream 5: Project and programme management

2.8 The final workstream includes an indicative allocation of £100,000 to support project and programme management activities within the Delivery Directorate. This will include work to develop our approach to project assurance, monitoring and evaluation, benefits realisation, risk management and to support the preparation of business cases and funding applications should such opportunities arise.

3.1 The objectives for the Strategic Delivery programme of work for the financial year 2025-26 are as follows:
• To design and develop a package of meanwhile use projects within the OPDC area.
• To progress technical work on early sites and project development to inform the future OO development and progress strategic transport, energy and public realm projects.
• Finalise the OPDC Sustainability Strategy and further develop decarbonisation plans for Park Royal. Implement the Sustainability Strategy to support the delivery of projects within the OPDC area.
• Ensure that the Delivery Directorate has the structures and processes in place to support effective delivery through developing the approach to project assurance, monitoring and evaluation, benefits realisation and risk management.

4.1 Work on OO supports OPDC’s strategic objectives by helping to deliver 25,000 new and affordable homes and 56,000 new jobs, in line with our Local Plan. The Old Oak development within OPDC’s Opportunity Area is one of the largest single regeneration projects in London, with the potential to deliver circa 8,000 homes and significant amounts of commercial space.

4.2 The Delivery Directorate has a remit across the Old Oak development and wider Old Oak and Park Royal Opportunity Area to support economic development and regeneration. The proposed work set out in this Decision Form will deliver focused activities to support OPDC’s wider objectives to transform the area into a well-connected location, with new housing and commercial development surrounded by sustainable and thriving neighbourhoods.

5.1 All contracts will be procured in accordance with OPDC’s Contracts and Funding Code utilising the agreed Contract Management Process.

5.2 Appointed consultants will report to a nominated Contract Manager in the OPDC Delivery Directorate. The Executive Director Delivery will maintain senior oversight across all contracts with support from the Programme Management Office. OPDC Contract Managers will provide regular monthly updates on progress, expenditure, risk and variations which will be managed in accordance with OPDC’s change control process and reported at the Delivery Programme Board. All new scopes of work, variations and call off agreements will be discussed and approved by the Director of Development or Executive Director Delivery.

5.3 Regular updates will be provided to the Delivery Programme Board as well as to OPDC Board and the Development Investment and Sustainability Committee.

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 GLA Group Responsible Procurement Policy sets out the GLA Group’s plans, ambitions and commitments for ensuring socially, environmentally, and economically sustainable procurement to delivery improved quality of life and better value for money for Londoners.

7.3 As part of its procurement strategy, OPDC will ensure that bidders set out how they will embed EDI and enhance the social value outcomes in their delivery by submitting an EDI statement and action plan. Compliance and performance against the EDI action plan will then be monitored as part of the monitoring and reporting process.

7.4 Under Public Sector Equality Duty it is a legal requirement for OPDC to have due regard in how their policies and decisions might impact affect EDI.

8.1 This budget will allow for the continued development of strategic delivery across the wider OO area, this will help support OPDC’s strategic objectives in: sustainability, inclusive growth, and design quality. OPDC will use best practice in social value delivery to ensure that the funding is used as a mechanism for delivering benefits to local communities and businesses.

8.2 Individual procurements that stem from this budget will have their own social values assessed as appropriate.

8.3 The key principles, processes and technical requirements needed to embed the highest standards of design and place-making into the area will be achieved through the master developer procurement process.8.1 

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

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 OPDC Board approved the gross expenditure of £1,340,000 for FY25/26 for the Old Oak Strategic Delivery Programme workstreams. This decision form sets out more detail on how this £1,340,000 budget will be utilised and managed.

11.2 Individual workstreams will require the appropriate decisions, approvals, detailed scope and outcomes. Given the nature of the Old Oak Strategic Delivery Programme, flexibility will be required within these budget amounts and across the full Delivery Directorate budget to support OPDC’s objectives. Finance will work closely with the Development Director and her team to track, monitor, challenge spend and ensure that total budgets are not exceeded.

11.3 The CFO is a member of the Programme Board which provides regular oversight.

12.1 The report above indicates that the decision requested of the Chief Executive Officer falls with the OPDC’s object of securing the regeneration of the Old Oak and Park Royal area and its powers to do anything it considers appropriate for the purpose of its objects or purposes incidental to those purposes, as set out in the Localism Act 2011.

12.2 In taking the decisions requested, the Chief Executive Officer 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 (race, disability, gender, age, sexual orientation, religion or belief, pregnancy and maternity and gender reassignment) 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).

12.3 Any services the subject of the expenditure should be procured in accordance with the OPDC’s Contracts and Funding Code. OPDC Officers should ensure that appropriate contractual documentation is to be executed by any service provider engaged by OPDC before the commencement of any services subject to the expenditure requested under this decision form.

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