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    Appendix A Annual Report 2015-2016 Monitoring Period asd


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    Statement by the Chief Executive Officer In its first year of operation, the Old Oak and Park Royal Development Corporation has made significant progress towards the regeneration and development of London’s largest Opportunity Area. As we begin our second year, I am pleased to report that the organisation is in a strong position to play a key role in delivering the Mayor of London’s manifesto priorities. The OPDC Board has been established and, together with the OPDC’s 46 staff, forms an accountable and strategic body that has engaged local boroughs, Government, businesses and the local community in Old Oak and Park Royal. A key achievement for the organisation was the Chancellor’s announcement in November 2015 that all publicly-owned land around the Old Oak station would be Victoria Hills, Chief Executive Officer of the Old brought into single control. By March 2016, OPDC Oak and Park Royal Development Corporation secured an agreement on land transfer between itself and the Government. The Mayor has made clear that following the review of OPDC in 2016 the principle is sound but a better deal for London must me secured. Setting out a sound planning framework is key to driving forward the delivery of homes and jobs and, in October 2015, the Opportunity Area framework was adopted, setting the early foundations for this. An extensive Local Plan public consultation programme was undertaken in spring of 2016, resulting in 2,600 respondents providing over 8,000 individual comments. As Old Oak is the only point at which the High Speed 2 rail line will meet with Crossrail, it was significant that OPDC succeeded in securing an in-principle decision on the future of the Crossrail depot with Transport for London, and separately an agreement with HS2 to explore the potential for over-station development opportunities in and around the future HS2 station. With 10 years until a new station opens in 2026 there is much to do but we have time to carefully plan to capitalise on the significant rail investment the area will receive. There is a golden opportunity to deliver thousands of new homes and jobs in one of London’s largest brownfield sites over 40 years. Straddling three London boroughs – Ealing, Brent, and Hammersmith & Fulham – Old Oak has the potential to make this part of London the gateway to the North of England and a model of smart city engineering. With over 10,000 new homes already at the pre-application stage with OPDC, there is a clear imperative for the organisation to move quickly to seek the maximum level of affordable housing and contribution to the substantial infrastructure requirements at Old Oak. We concluded our first year of operation in a sound financial position and with the groundwork laid for the new Mayor to use his strategic oversight and planning powers to create a vibrant new area of North West London with capacity for 25,500 new homes and 65,000 new jobs. I am pleased to commend this report to the Mayor, the Board and all Londoners. XXX Victoria Hills Chief Executive Officer


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    Table of Contents Executive Summary 1 1 Introduction 3 2 Achievement in 2015-16 by 5 Planning 5 Strategy and Programmes 6 Corporate Operations 8 Maps and Facts 9 3 Summary of Accounts 11 Comprehensive Income and Expenditure Statement 11 Balance Sheet 11 Movement in Reserves Statement 12 Statement of Cash Flows 12 Appendix A: Planning Authority Monitoring Report 13 2


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    Executive Summary The Old Oak and Park Royal Development Corporation (OPDC) has made strides towards its goal of creating a thriving new area in West London since it was established on 1 April 2015 as London’s second Mayoral development corporation and the Mayor’s fourth functional body. The future arrival of HS2 and Crossrail presents a golden opportunity to deliver thousands of new homes and jobs in one of London’s largest brownfield sites. Its regeneration will create a vibrant new area with capacity for 25,500 new homes and 65,000 new jobs. The OPDC Board has been established with all three borough Leaders (Brent, Ealing and Hammersmith & Fulham), key stakeholder partners at a senior level from HS2, Network Rail, Department for Transport, Department for Communities and Local Government, TfL and local community and business representatives, alongside planning, development and regeneration experts. The Committee structure has been established with a statutory planning committee, including elected members from the three boroughs. With over 140 planning applications received within the OPDC boundary, and the development of the local planning policy framework, the Committee has had to hit the ground running. An Audit Committee and an Appointments and Remuneration Committee have also been established, and the Corporation, as a statutory entity, has met its obligations during its first year of existence and reports regularly in an open and transparent way. The local planning framework has been developed significantly during the year, with the adoption of the Opportunity Area Planning Framework on 4 November 2015 and the Local Plan out to first stage consultation on 4 February 2016, with nearly 3,000 responses received. The Chancellor’s 2015 Autumn Statement announced that all publicly-owned land around the Old Oak station would be brought into single control. By March 2016, OPDC had secured a MoU on the principle of the transfer of Government land holdings at Old Oak to OPDC. The organisation succeeded in securing an in-principle preferred option on the future Crossrail depot with TfL, and separately an agreement with HS2 to explore the potential for over-station development opportunities at the future Old Oak Common HS2 station. OPDC, via TfL, has attracted £3 million of European Investment Bank funding towards the technical design work required for two new Overground stations on the North London and West London lines at Old Oak. The organisation is engaged in seven pre-application discussions, with the first major planning application of 605 homes now approved by Committee on 13 July 2016. OPDC is on track to have around 7,000 units permitted consent by 2018/19, with nearly 300 starts within the first 5 years of operation. OPDC has committed to prepare a Business Plan for Park Royal, the UK’s largest industrial park, appointing a Park Royal Business Manager, supported by an intern, to lead this work to focus on improvements to Park Royal and ensuring local businesses are well placed to share in the future opportunities afforded by the significant transport investment An outlineSocio-Economic Regeneration Strategy has been prepared to set out the strong foundations required to ensure local communities can benefit from the future employment opportunities, and are able to participate in and take ownership of the emerging community A coordinated approach to communications across the partner organisations has been driven forward by OPDC, with the establishment of the Old Oak and Park Royal Communications Group. Convened by the 1


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    OPDC, with membership from the local boroughs, central Government, HS2, Network Rail, TfL and local business organisations and employers, the group is aiming to set off as we mean to go on, with a collaborative and coordinated approach to communications with a variety of audiences across the geographical area. OPDC’s role, as lead collaborator and coordinator across a complex group of delivery and partner organisations, is starting to pay dividends with the three boroughs, Government bodies including HS2 and Network Rail and the HS2 Local Growth Partnership all meeting monthly to discuss the wider delivery programme. 2


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    1 Introduction Content 1.1 The Old Oak and Park Royal Development Corporation’s (OPDC) Annual Report provides an overview of the Corporation’s activities and achievements throughout the proceeding financial year. The report outlines how each directorate has worked to implement the overall mission of the OPDC, and also includes a summary of annual account and financial performance. 1.2 Included as appendices to the Annual report is the Planning Authority Monitoring Report, which provides an overview of the performance and activities of the OPDC as a planning authority within the monitoring period. This includes information on OPDCs progress towards adopting a new Local Plan and CIL Charging Schedule, and on residential development within the Corporation area. Delivering a new District for London 1.3 Old Oak and Park Royal is the only place where HS2 meets Crossrail. In 10 years’ time, a new station, 90% the size of London Waterloo, the largest new build station to have been constructed in the UK for over a century, will open its doors at Old Oak and Park Royal. The Development Corporation will use this opportunity to create a thriving new area in the city, through strategic planning, with clear direction and governance. Overall, the aim is to capitalise on the significant transport investment to ensure London and Londoners secure the maximum growth benefits. 1.4 In the year since it was created the OPDC has already made significant progress. The Old Oak Planning Framework was adopted on 4 November 2015. The draft Local Plan was published for consultation on 4 February 2016 and saw over 2,800 responses, following the delivery of leaflets to local residents and businesses, 16 local meetings and events, and dedicated social media sessions before the consultation closed on 31 March. Significantly, the Department for Transport has agreed in principle to the transfer of 97 hectares of Government land and air rights to the OPDC. 1.5 Old Oak and Park Royal offers the Mayor the opportunity to showcase transformative ideas – from bold design policies to entrepreneurialism, smart technology and new green spaces. 1.6 Park Royal, the UK’s largest industrial park, falls within the OPDC boundary and OPDC is preparing a Business Plan to set out the future strategy to ensure businesses are ready to benefit when the HS2 station opens in 2026. 1.7 It is the mission of the OPDC to secure the maximum benefits for London and Londoners in the area, by achieving the following:  transforming one of London’s most inaccessible areas into a well-connected, world-class transport interchange;  providing new housing and commercial development, surrounded by sustainable and thriving neighbourhoods and valued amenity space  protecting and improving Wormwood Scrubs 1.8 With a current staff of 46 people, OPDC’s interim structure includes three Directorates to ensure the Corporation will deliver the Mayor’s objectives in a structured manner. These Directorates are:  Planning 3


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     Strategy and Programmes (including Regeneration, Engagement, Delivery Programme, Infrastructure and Land)  Corporate Operations Housing and jobs for Londoners 1.9 This exciting and ground-breaking regeneration project aims to create more than 25,500 new homes and 65,000 jobs. That is around 14 per cent of London’s employment needs up to 2031. The development of the area could boost the UK economy by an estimated £7 billion a year and create a place for Londoners and the wider UK to live, work and enjoy. The OPDC area can play a critical role in meeting London’s need for homes and jobs. It will create a mixture of different neighbourhoods with individual characters and land uses. 4


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    2 Achievements in 2015-2016 by Directorate Planning 2.1 The Director of Planning was the first established Director Role within the OPDC. Two teams have been established within this Directorate: Planning Policy and Development Management. 2.2 The Mayor of London adopted the Old Oak and Park Royal Opportunity Area Planning Framework (OAPF) on 4 November 2015. The OAPF sets a strategic vision for the area and provides guidance on how development should be shaped. The OAPF does not set detailed planning policy. Detailed planning policy will be developed and included in OPDC’s emerging Local Plan, Community Infrastructure Levy, Supplementary Planning Documents and site briefs. 2.3 An extensive first round of public consultation on the Local Plan was undertaken in spring 2016 with nearly 3,000 responses received. The closing date for submissions was 31 March 2016. Our intention is to run a second stage of public consultation on a revised Local Plan in early 2017 leading to adoption later in 2017. 2.4 Alongside this first stage of public consultation on the Local Plan, OPDC has also completed a public consultation on a proposal to establish a new Conservation Area, called Cumberland Park Factory, covering a series of properties along Scrubs Lane. Should OPDC decide to designate this Conservation Area, it would assist OPDC in managing development whilst preserving and/or enhancing the character and appearance of the area. 2.5 OPDC is the Community Infrastructure Levy (CIL) setting and charging authority for its area. The first round of public consultation on our Preliminary Draft Charging Schedule (PDCS) is due to commence in Autumn 2016, followed by a second stage of public consultation in early 2017, with an aim to adopt later in 2017. 2.6 OPDC’s Local Development Scheme (LDS) was adopted in summer 2015. The LDS was prepared in accordance with the requirements of section 15 of the Planning and Compulsory Purchase Act 2004 (as amended). The LDS is the OPDC’s two-year project plan for the production of the Local Plan, it includes aspects like: a) A brief description of the local planning documents to be prepared by OPDC; b) Timetable for the Local Plan; c) Project Plan for the preparation of non-development plan documents which will support the Local Plan; d) Project plan for the preparation of the Community Infrastructure Levy Charging Schedule. 2.7 OPDC has produced and published a Statement of Community Involvement (SCI), which sets out how OPDC will involve the community in deciding planning applications and preparing planning policy and how it will effectively utilise the rich wealth of knowledge that the existing communities have, in and around the OPDC area. 2.8 A Planning Committee was established to lead on determining planning applications submitted to OPDC and is responsible for advising the OPDC Board on emerging planning policy. 5


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    2.9 As a Local Planning Authority the OPDC has statutory powers to determine planning applications. The Planning Committee has been set up to undertake these functions. The Committee will support the physical, social, economic and environmental regeneration at Old Oak and Park Royal, through high-quality, sustainable development and investment for the benefit of the area and the communities that surround it. 2.10 The OPDC Planning Committee consists of 8 members: a) The Chair of the Planning Committee (who is also a Board Member); b) Four elected Councillors, one from each of the local Councils of Brent and Ealing and two from the local Council of Hammersmith & Fulham; and c) Three independent members. 2.11 To ensure that OPDC can focus its resources on strategic planning, OPDC has delegated certain planning functions to the local borough councils. This includes for example the determination of minor and householder planning applications, and all applications in North Acton 2.12 OPDC has procured the services of Design Council CABE to run a PLACE Review Panel for the Old Oak and Park Royal area. This panel has been established to support and independently advise OPDC officers, Planning Committee and Board on the design quality of planning applications, draft planning policy and infrastructure proposals. OPDC’s PLACE Review Panel will also work with HS2’s design panel to assess the quality of the emerging HS2 station design. In addition, OPDC has also established three advisory panels that include industry experts, officers from the local authorities and other key stakeholders, in the areas of environment, utilities, transport and housing. These panels provide further critical analysis of emerging planning policy. 2.13 OPDC is currently in active pre-application discussions on a number of potential development sites across the area. Pre-application discussions are treated in confidence. At the time of writing OPDC has: a) Received 146 planning applications; b) Delegated 135 planning applications to the local authorities to determine on its behalf; c) Determined 6 planning applications; and d) Received 1 significant major planning application for 605 homes on the Oaklands site within the core development area. 2.14 Finally, the Planning Directorate is progressing an Article 4 Direction for Old Oak and Park Royal. This will restrict the ability to convert industrial and office space on strategic industrial land to residential uses. Strategy and Programmes 2.15 An interim Director of Strategy and Programmes was appointed at the end of September 2015. Four teams have been established in this area: a) Socio-economic Regeneration and Engagement b) Land c) Infrastructure d) Delivery Programme. 2.16 Most recently, additional capacity has been secured to; develop a comprehensive business plan for Park Royal, to lead the development of a robust master plan for Old Oak South, and to aid discussions with Government on Old Oak. 6


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    2.17 Within the Greater London Authority website, a space has been specifically created for the OPDC. This space was created so residents, businesses and other stakeholders could transparently see the remit of the OPDC and its statutory functions and policies. 2.18 A draft Community Charter was published to demonstrate the OPDC’s commitment to meaningful and transparent community engagement that will help to shape the regeneration of Old Oak and protection of Park Royal. The Charter sets out how the community will be consulted: a) letters or emails to those on the contact database; b) local publications; c) OPDC website updates; and d) other relevant media, for example: Twitter and Facebook. 2.19 A secondee was secured from Public Health England to act as the OPDC’s Health Advisor to actively embed health and well-being into all of OPDC’s activities. 2.20 Interim Heads of Land and Socio-economic Regeneration were appointed in August 2015 to lead on these workstreams and to develop strategies for their respective areas. Outline strategies were published and approved by the OPDC Board in January 2016. Regeneration and engagement officers were appointed in early 2016 to support these work areas. 2.21 Work continues to develop relationships with local borough officers, GLA colleagues and other key partners to take forward development of the OPDC’s Socio-economic Regeneration strategy, programmes and projects. A full Socio-economic Regeneration Strategy and work programme is due to be completed by Spring/Summer 2017. 2.22 Throughout the course of 2015/16 the OPDC has had an active presence at key profile-raising events including the London Real Estate Forum, MIPIM UK and The London Property Summit, leading to the development of many useful contacts, as well as participating in many local and regional events related to Old Oak and Park Royal, hence informing OPDC’s strategies. 2.23 The Old Oak and Park Royal Communications Steering Group has been established with attendees from HS2, TfL, the boroughs of Brent, Ealing and Hammersmith & Fulham, Imperial College and the London Legacy Development Corporation. 2.24 Open dialogue has been developed with key landowners and parties with an interest in the future development of Old Oak and Park Royal to inform land and investment strategies. 2.25 A Growth Strategy for Old Oak and Park Royal has been developed, setting out the key infrastructure requirements, funding and financing avenues, and asks from Government to support the development and creation of jobs and homes in the area. This strategy has led to subsequent, positive discussions about the role OPDC can play in the development of the area. 2.26 Programme Management Advisors have been appointed and joined the team in January 2016 to work with the OPDC to deliver a programme management office that allows the Corporation to deliver on its programme of work effectively and within compliance guidelines. 2.27 In 2015, the OPDC arranged sponsorship of the West London Business Awards. The Director of Planning sat on the judging panel and the CEO presented a number of awards. 7


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    Corporate Operations 2.28 This Directorate was set up to implement the OPDC business infrastructure to mitigate any risks to performance and manage compliance issues, Human Resources and Finance. This team is also responsible for managing the shared service arrangements with: GLA, MOPAC and TfL. Examples of the team’s accomplishments include: a) Three teams form this Directorate: Operations, Human Resources and, more recently, the Programme Assurance Office. b) The OPDC relocation to Fire Brigade Head Office at Union Street in June 2015. c) Technical expertise was also acquired from September 2015 where an ICT strategy has been mapped out and ICT systems are being reviewed to ensure the OPDC is working in the most effective way possible. d) Ernst and Young were appointed as the OPDC’s external auditors. e) A comprehensive risk register was developed and regular meetings with the GLA were set up to provide the GLA with oversight of the OPDC’s delivery and management of risks. f) A financial reporting system has been created in SAP for the OPDC. This means finances can be monitored, reviewed and reported efficiently and effectively, giving budget holders full visibility of spend and income. g) ‘The Hub’ was launched in January 2016 acting as a centralised knowledge base for staff. The Hub is home to all OPDC processes, procedures and strategies. h) Working relationships have been established with all the OPDC shared services, resulting in a training session for managers at the OPDC (procurement, finance and inductions), transparent working practices and more effective ways of working. i) A Programme Assurance Office (PAO) has been established, which provides a framework for the consistent approach to initiation, management and assurance of programmes & projects across the Corporation. ALL OPDC projects report progress through the PAO to enable oversight and risk management of all activities. j) The OPDC Board is the ultimate decision maker for all activity undertaken by the Corporation. Items outside OPDC’s delegated limits are submitted to the OPDC Board as set out in the approved Terms of Reference. 2.29 The OPDC Programme Board is responsible for supporting the CEO in developing the OPDC’s strategic direction; in ensuring the OPDC delivers its objectives and managing the Corporation’s resources effectively. The full responsibilities and members of the Programme Board are set out in the agreed Terms of Reference. 2.30 Once a project moves into the delivery phase it may be appropriate to set up a project-specific board. Prior to this point the Programme Board will act as the project board for all decision making and reporting. 2.31 The Board (Programme or Project) ensures adequate resources are available to deliver the project and the best possible approach is taken. It provides overall guidance and direction to the project, reviews and endorses progress or outputs at key points in the project lifecycle; reviews key risks and issues escalated to it, and assists with mitigating actions. 2.32 A Delivery Steering Group has been established comprising of senior stakeholders from Departments or bodies involved in or supporting the development of the vision at Old Oak. The Delivery Steering Group membership includes the Senior Management Team at OPDC and senior stakeholders from external organisations, including the Department for Transport, Transport for London, High Speed 2, Network Rail, Department for Communities and Local Government and representatives from the three local boroughs. 8


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    2.33 The key purpose of this steering group is to ensure transparency and communication between stakeholders, with a focus of supporting and enabling the delivery of economic growth and housing at Old Oak which has been catalysed by the investment in HS2 at Old Oak Common. The Steering Group looks to resolve blockages in delivery and ensure that activity undertaken within the Old Oak area is progressing positively, whilst also obtaining stakeholder buy-in and support. The Delivery Steering Group has no executive decision making authority but members can escalate issues through their own parent Department to resolve issues and support progress. Maps and Key Facts HS2  2026 Old Oak station scheduled to open  250,000 passengers per day  90% the size of Waterloo station  £1bn Government investment at Old Oak  5 new & improved stations  202 trains at peak across Old Oak  10 rail lines  8 min from central London  10 min from Heathrow  38 min from Birmingham 9


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    Key Facts: OPDC delivery area is approximately 650 hectares, of this:  The core development area of Old Oak is 134 hectares:  Public sector owns (or has an interest) in 97 hectares;  37 hectares is mix of private sector ownerships, 20 hectares has a single owner  The Park Royal industrial area is approximately 450 hectares and is in a mix of ownerships  Wormwood Scrubs is 67 hectares of protected Metropolitan Open Land. The area is spread across the London Boroughs of Brent, Ealing and Hammersmith & Fulham. 10 rail lines are already serving/passing through the area. The OPDC’s objective is to facilitate delivery of 25,500 new homes and 65,000 new jobs across this area. 10


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    3 Summary of Accounts 3.1 Below is a summary of the financial position of the OPDC in the year to 31 March 2016. The full Statement of Accounts for the organisation has been published separately. Comprehensive Income and Expenditure Statement Total Total General Usable Unusable Total Fund reserves reserves reserves Notes £000 £000 £000 £000 At 1 April 2015 0 0 0 0 Movement in reserves during 2015-16 0 0 0 0 Deficit on the provision of services 11 342 342 0 342 10 0 0 (22) (22) Other comprehensive income and expenditure Total comprehensive income and 342 342 (22) 320 expenditure Adjustments between accounting and funding (342) (342) 342 0 basis under regulations Transfer to reserves 0 0 0 Decrease/(Increase) in 2015-16 0 0 320 320 Balance at 31 March 2016 0 0 320 320 Balance Sheet 31 March 2016 Notes £000 Gross income 1 (3,766) Gross expenditure 3 4,093 Net cost of services 327 Financing and investment expenditure 6 7 Deficit on provision of services before tax 334 Corporation tax 7 8 Deficit on the provision of services after tax 342 Other comprehensive income and expenditure: Remeasurement of the net defined benefit asset 10 (22) Total comprehensive income and expenditure 320 11


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    Movement in Reserves Statement 31 March 2016 Notes £000 Current assets Short term debtors 8 1,478 Cash and cash equivalents 1,155 Total assets 2,633 Current liabilities Short term creditors 9 (2,647) Long term liabilities Retirement benefit obligation 10 (306) Total liabilities (2,953) Net liabilities (320) Reserves Usable reserves 12 0 Unusable reserves 12 320 Total reserves 320 Statement of Cash Flows 31 March 2016 Notes £000 (Deficit) on the provision of services (342) Adjustments to net (deficit) for non-cash movements 11 1,497 Adjustments for items included in the net (deficit) on the provision of services 0 that are investing and financing activities Net cash flows from operating activities 1,155 Investing activities 0 Financing activities 0 Net increase/(decrease) in cash and cash equivalents 1,155 Cash and cash equivalents at the start of the year 0 Cash and cash equivalents at the end of the year 1,155 12


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    Appendix A Planning Authority Monitoring Report


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    Authority Monitoring Report 2015-2016 Monitoring Period asd


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    The Opportunity


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    Table of Contents 1 Introduction 1 2 Local Plan and Planning Policy 3 Local Plan Timetable 3 Regulation 18 Consultation 4 Supplementary Planning Guidance 7 Community Infrastructure Levy 7 Evidence Base Studies 8 Neighbourhood Planning 12 Conservation Areas 12 3 Duty to Cooperate 13 4 Development within Monitoring Period 15 Housing Completions 15 Housing Starts 16 Housing Consents 18 Section 106 Agreements and Contributions 19 List of Tables Table 1: DPDs inforce within OPDC area 3 Table 2: Regulation 18 Consultation – Key Issues Summary 4 Table 3: Details of Proposed SPDs 7 Table 4: Local Plan Evidence Base Studies 9 Table 5: Harlesden Neighbourhood Plan Indicative Timetable 12 Table 6: Development within Monitoring Period 15 Table 7: Schemes Completed within Monitoring Period 16 Table 8: Schemes Started as of 31/03/2016 17 Table 9: Schemes with Consent but not Started as of 31/03/2016 18 List of Figures Figure 1: Context Map 2 Figure 2: Local Plan Timeline 3 Figure 3: Highlights of Regulation 18 Consultation 4 Figure 4: Timescale for Adoption of CIL Charging Schedule 8 Figure 5: Duty to Cooperate Relationships 13 Figure 6: Key Housing Statistics 15 Figure 7: Location of Housing Completions, Starts and Consents 20


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    1 Introduction 1.1 The Old Oak and Park Royal Development Corporation (OPDC) was established by the Mayor of st London on the 1 of April 2015. The mission of the Corporation is to ensure that the maximum benefits for London are achieved through the once in a generation opportunity presented by the development of a major new transport hub in the area which will connect the Elizabeth Line with High Speed 2 and national rail services. 1.2 The OPDC area covers the Old Oak Common and Park Royal Opportunity Areas in the Mayor’s London Plan (2015), which identifies the area as having a capacity to deliver a minimum 25,500 homes and 65,000 jobs. The London Plan identifies the Old Oak Common area alone, which will be the location of the new High Speed 2 and Elizabeth Line Station, as having the capacity to deliver a minimum 24,000 new homes and 55,000 jobs, making it the largest regeneration projection in the UK. Park Royal is Europe’s largest industrial estate and is a vital cog in the London economy, accommodating over 1,500 businesses employing over 36,000 people. The Mayor’s London Plan (2015) identifies that through redevelopment and intensification, it has the potential to deliver an indicative 10,000 additional jobs and a minimum of 1,500 additional homes. 1.3 Upon its establishment as a Mayoral Development Corporation, the OPDC also became the Local Planning Authority for the area, giving it responsibility for planning decisions, the preparation of a new Local Plan and the introduction of a Community Infrastructure Levy. 1.4 The Planning and Compulsory Purchase Act (2004) as amended and the Town and Country Planning (Local Planning) (England) Regulations 2012 require that local planning authorities produce and publish an “Authority Monitoring Report” annually. This report must include information on progress of preparation of any Local Plan, Neighbourhood Plan or Community Infrastructure Levy that is being prepared for its area. Where a Local Plan has been adopted, it must include monitoring information for that plan and in the case of an adopted CIL the amount of CIL monies collected and allocated/spent within that year. 1.5 As the OPDC was established in April 2015, this is the first annual Authority Monitoring Report that the Corporation has prepared in its role a Local Planning Authority. The Corporation is also preparing a new Local Plan, and CIL Charging Schedule, details of which are included in Section 2 of this document. 1.6 Once a new Local Plan and CIL Charging Schedule have been adopted by the Corporation, future AMRs will report on the performance of the Local Plan against predetermined Key Performance Indicators (KPIs) as well as details on the receipt and expenditure of CIL monies. 1


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    Figure 1: Future Spatial Vision for OPDC Area (As per Regulation 18 Draft Local Plan – Subject to Change) 2


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    2 Local Plan and Planning Policy Local Plan Timetable 2.1 The OPDC is currently progressing the development of a new Local Plan for its administrative area. Having published a Regulation 18 Draft Local Plan for consultation in February 2016, the Corporation is currently preparing a Regulation 19 Draft Local Plan, which is due to be published for consultation in Spring of 2017, with Examination in Public (EiP) in Autumn 2017 and final adoption due in Winter 2017. An updated Local Development Scheme (LDS) was published by the OPDC in September 2016, outlining the timetable for delivery of the new Local Plan. The timetable for delivery is outlined in Figure 2. Figure 2: Local Plan Timeline 2.2 Until OPDC adopts its own Local Plan for the OPDC area, Local Authority Development Plan Documents (DPDs), with the weight of the stage at which they had reached on 1st April 2015, will apply to the areas that they cover. These DPDs are outlined in Table 1. Table 1: DPDs inforce within OPDC area. Borough Development Plan Document London Borough of Brent  Core Strategy;  Site Specific Allocation DPD;  Draft Development Management Policies DPD;  Saved UDP Policies;  Policies Map;  West London Waste Plan; London Borough of Ealing  Development (Core Strategy) DPD;  Development Management DPD;  Development Sites DPD;  Draft Planning for Schools DPD;  Policies Map;  West London Waste Plan; London Borough of Hammersmith  Core Strategy Development Management Local Plan; and Fulham  Proposals Map;  Draft Local Plan; 3


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    Regulation 18 Draft Local Plan Consultation Figure 3: Local Plan Consultation Summary 2.3 OPDC consulted on a Regulation 18 Draft Local Plan from 4th February to 31st March 2016. The consultation included 11 separate workshops, and comprehensive social media and other online engagements. The consultation resulted in over 7,000 individual responses across 2,300 issue themes. As part of the Statement of Consultation for the Regulation 19 Draft Local Plan, OPDC will respond to each of these issues and identify whether or not the issue has resulted in an amendment to the Local Plan. To assist in summarising the consultation response, 28 “Key Issues” were identified, which are outlined in Table 2. Table 2: Regulation 18 Consultation – Key Issues Summary Theme Issue Integrating Communities Recognising existing communities and more clearly referencing the need to integrate existing and new communities in the spatial vision and strategic policies Additional Strategic Industrial Proposals to release additional strategic industrial land in Park Land Royal in order to create more of a buffer to existing residential communities and enable lower densities in Old Oak. Accessible and Inclusive Ensuring this new part of London is a network of accessible Neighbourhoods and inclusive neighbourhoods embedding the requirements for accessible and inclusive neighbourhoods throughout the Local Plan. Densities Respondents questioned if the homes and jobs targets have been appropriately tested with regards the impact on the quality of place. Concerns were expressed that the overall densities may be too high and may need to be reduced, there was also concerns expressed about how very high density development would manifest in sensitive locations. Balance between Jobs and Requests for the jobs target to be lowered and the homes Homes target increased. Heights Concerns over the proposed number, height and location of tall buildings and the impact on the surrounding area and ensuring that where tall buildings are acceptable that they achieve a high standard of design and a wider social benefit 4


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    Theme Issue New Places The boundary of the proposed places should be revised and a series of suggestions were made for new places as well as alterations to proposed Place boundaries Neighbourhoods and Strategic The Local Plan needs to be clearer on the relationship Site between neighbourhoods and strategic sites. Employment Need to be clearer about the role, type and location of employment space, the future of park royal and how local people and businesses can access opportunities in the future Sports Stadium Requests for the Local Plan to more explicitly support a sports stadium Open Space Being clearer about the quantum, location and function of open space provision. Wormwood Scrubs Concerns about more people using Wormwood Scrubs, what enhancements there might be and the visual impacts of development. Environmental Sustainability A need to promote exemplar environmental sustainability policies throughout the Local Plan. Willesden Junction The need to connect Willesden Junction station and Harlesden into its surroundings and the potential for over station development in this location Artists and SMEs Support for artists’ and creative workspace as well as other forms of SME workspace, particularly in Old Oak North. Heritage Assets Suggestions for potential heritage assets that warrant protection and support for OPDC identifying a local heritage list. Town Centres Comments on the town centre hierarchy and concerns raised about the designation of a major town centre in Old Oak in particular in relation to the impact on surrounding centres. North Acton Concerns about the overconcentration of student housing in North Acton and the general quality of environment in this area. Affordable Housing and Housing The importance of delivering much needed new affordable Mix housing that is genuinely affordable, it is also important to ensure an adequate mix of housing types. Micro-housing The opportunity to support some level of micro-housing schemes such as the recently completed ‘Collective’ scheme. Build-to-Rent The appropriateness of build-to-rent housing and the approach that should be taken to affordable housing contributions. Social Infrastructure The need for appropriate social infrastructure (education, health and community space) to be secured on-site to address the needs of future residents but also existing deficiencies in need, as well as the importance as to the timing of this social infrastructure. 5


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    Theme Issue Car Parking Concerns about the impact on the wider transport network, and therefore requests for more stringent controls of car parking. Modal Share Targets The potential need to introduce a transport mode share targets in the next draft Local Plan. Cycling The need for more cycle infrastructure and for this to connect into the wider cycle network. Waste The need for further clarity on OPDC’s approach to waste management Air Quality Further consideration of how OPDC can set exemplary standards for managing air quality issues Infrastructure and Phasing Comments relating to the phasing of sites, infrastructure provision, prioritisation and funding across both Old Oak and Park Royal 2.4 The Statement of Community Involvement (SCI) sets out how stakeholders and the community as a whole will be involved in the process of preparing the Local Plan, Supplementary Planning Documents, Neighbourhood Planning as well as outlining how they will be consulted on planning applications. The SCI has the status of a special (Non Development Plan) Local Development Document. In October 2016, OPDC Planning Committee agreed to the publication of a revised version of the OPDC SCI, subject to the approval of the OPDC Board. The SCI can be found at the following link: https://www.london.gov.uk/sites/default/files/sci_opdc_2016.pdf 6


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    Supplementary Planning Documents 2.5 OPDC may prepare Supplementary Planning Documents (SPDs) to support the implementation of Local Plan policies. OPDC is currently proposing to produce three SPDs, details of which are outlined in Table 3. Table 3: Details of Proposed Supplementary Planning Documents SPD Title Purpose Stage Date Section 106 SPD Provide guidance and a point of Public Autumn 2017 reference for negotiations of section Consultation 106 agreements relating to planning applications within the OPDC area. Adoption Spring 2018 Scrubs Lane SPD The document will set principles and Public Autumn 2017 guidance for the built form, public Consultation realm and appropriate land uses on Scrubs Lane. Adoption Spring 2018 Park Royal SPD This document will provide more Public Unknown detailed principles and guidance for Consultation development in Park Royal. Adoption Community Infrastructure Levy 2.6 The Planning Act 2008 and the Community Infrastructure Levy Regulations 2010 (as amended) provide local planning authorities with the power to prepare and adopt a Community Infrastructure Levy (CIL) for their areas. 2.7 The adoption of a CIL allows local authorities in England and Wales to raise funds from developers undertaking new build projects in their area. The money can then be used to help fund a wide range of infrastructure that is needed as a result of development including road schemes, flood defences, schools, hospitals and other health and social care facilities, park improvements, green spaces and leisure centres. 2.8 Although not formally part of the Development Plan for the area, CIL will be a key delivery mechanism, by helping to ensure that new infrastructure is provided in a timely way in order to support the level of growth that is being planned for. An Infrastructure Delivery Plan will also be prepared as part of the evidence base for the CIL and the Local Plan. 2.9 In London, the Mayor has already introduced a CIL which came into force on 1 April 2012, which will be used to provide finance towards the delivery of Crossrail. Once a CIL Charging Schedule has been adopted, OPDC CIL will be collected in addition to the Mayoral CIL. rd 2.10 The OPDC consulted on a Preliminary Draft Charging Schedule (PDCS) from the 3 October to the th 25 November 2016. Feedback from this consultation is being considered in an updated Charging Schedule, which will be consulted on alongside the Draft Local Plan in Spring 2017. OPDC’s programme for preparation of the CIL Charging Schedule is outlined in Figure 4. 7


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    Figure 4: Timescale for Adoption of CIL Charging Schedule Evidence Base Studies List 2.11 A number of studies have been undertaken by the OPDC to inform and support the emerging Local Plan. Many of these studies were consulted on as part of the Regulation 18 consultation (some in draft format) while other studies have been initiated in response to the issues raised as part of the consultation. Details of all studies which will support the Local Plan are outlined in Table 4: 8


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    Table 4: Local Plan Evidence Base Studies Title Description Consulted on in March Status Completion 2016 Community Infrastructure Levy To develop a Community Infrastructure Levy (CIL) charging schedule for No Work Underway Q4 2016 Charging Schedule the OPDC area Industrial Land Review A review of demand and supply of employment land within OPDC area Yes Complete Complete Integrated Water Management A review of existing water capacity and recommendations for how to Yes Work on revised draft underway Q4 2016 Study increase capacity to make most efficient use of water resources Local Plan Integrated Impact Fulfils the statutory obligation to undertake a Sustainability Appraisal for Yes Work On Reg 19 draft underway Q2 2017 Assessment the Local Plan Strategic Old Oak Energy Study Develop a strategy to provide energy requirements in a sustainable Yes Complete Complete manner OPDC SMART strategy A strategy to integrate the SMART cities concept across all planning, Yes Draft report consulted on as part Q4 2016 design and delivery work of the Local Plan public consultation. Work is now being delivered through development workstreams Park Royal Transport Study A study to assess the current transport network in Park Royal. To identify Yes Complete Complete interventions to address current transport issues and propose interventions (physical and policy) to mitigate future challenges Retail and Leisure needs study A retail and leisure impact assessment to assess the level of retail and Work on revised draft Revised draft complete Complete leisure floorspace that would be appropriate underway Waste Study To ensure Local Plan appropriately considers LBHF’s waste apportionment Yes Draft report consulted on as part Q4 2016 target, (Brent and Ealing’s apportionment requirements are dealt with of the Local Plan public through the West London Waste Plan) consultation. Air Quality Study To assess current air quality standards and to propose interventions Yes Work on revised draft underway Q4 2016 (physical and policy) to address current issues and mitigate future challenges Strategic Housing Market Assessment of housing need based on evidence pan London, west Yes Revised draft complete Complete Assessment London and across the local boroughs Affordable Housing Viability Modelling different affordable housing options No Work Underway Q4 2016 Assessment Gypsy and Traveller Assessment Assessment of existing and future Gypsy and Traveller needs within Yes Work on revised draft underway Q4 2016 OPDC area 9


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    Title Description Consulted on in March Status Completion 2016 Local Plan Viability Assessment A viability assessment of the proposed local plan policies to ensure the No Work Underway Q1 2017 (Whole Plan) proposed policies (including affordable housing policies) and masterplan work is viable and deliverable Environmental Standards Identification of environmental standards and targets. Early design and No Work Underway Q1 2017 costing Cultural Principles Setting the principles for how culture should be an important cornerstone Yes Complete Complete of the redevelopment of the OPDC area Scrubs Lane Development A more detailed plan for the long term regeneration of Scrubs Lane – No Work Underway Q1 2017 Framework looking at improvements for peds/cycles to transport corridor, and guidance on future development uses and height/massing. Victoria Road and Old Oak Lane A more detailed plan for the long term regeneration of Victoria Road and No Work Underway Q1 2017 Development Framework Old Oak Lane. Looking at improvements for peds/cycles to transport corridor, and guidance on future development uses and height/massing. Being delivered with Ealing and GLA Regen. Heritage assessment An assessment of heritage across Park Royal and Old Oak to No Work Underway Q4 2016 complement the work completed by HE for Old Oak and a clear set of recommendations Views and tall buildings An assessment into the appropriate location and design of tall buildings No Work Underway Q4 2016 Cumberland Park Factory Designation of a new Conservation Area along Scrubs Lane No OPDC Board to consider Q4 2016 Conservation Area designation designation in February 2017. Management Guidelines to be developed in 2017. Character Area Study An assessment of existing characters across the OPDC area No Work Underway Q1 2017 Wormwood Scrubs Questionnaire Develop a baseline understanding of wormwood scrubs and identify No Survey outputs being quantified Q4 2016 potential new access location from Old Oak into the Scrubs. Consider opportunities for sensitive enhancements. Catalyst Uses Setting the criteria for assessing the quality of any proposed catalyst No Work Underway Q1 2017 (anchor) uses (economic, placemaking, transport) Development Infrastructure Identification and costing of future infrastructure requirements Yes Complete Complete Funding Study Future Employment Growth Assessment of trends across London’s employment sectors and No Work Underway Q4 2016 Sectors Study recommendations of which sectors may wish to move to OPDC area Socio-Economic Baseline A detailed breakdown of the people that live and work within the OPDC No Complete Complete area and a comparison against the three London Boroughs and London averages 10


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    Title Description Consulted on in March Status Completion 2016 Development Capacity Study Study identifying the capacity of the Old Oak and Park Royal area to Yes Work on revised draft underway Q4 2016 deliver homes and jobs OPDC Growth Strategy Submission to DCLG/DfT to seek Government support of regeneration at No Complete Complete Old Oak Strategic Rail Study Study to investigate new rail connections to Old Oak and how these can be No Not started Not started achieved. Bus Strategy Investigates new and improved bus provision across OO and PR No Work Underway Ongoing advised by emerging conclusions Canal Strategy A strategy for movement along, adjacent and over the canal No Work Underway Ongoing Absorption rate study To understand a suitable market absorption rate for residential units, to No Complete Complete feed into the housing trajectory Old Oak Outline Historic Area Identifies buildings and structures with heritage value in Old Oak Yes Complete Complete Assessment Park Royal Intensification Study Study into intensifying use of sites in Park Royal and ways of increasing No Work Underway Q1 2017 job numbers overall Waste Technical Paper To identify the contribution that existing waste management sites and No Work underway. Will replace Q4 2016 facilities may make to meet the London Plan apportionment target and Waste Strategy managing other waste streams. Daylight, Sky Views, Shade and Review of environmental impact of buildings No Work Underway Q4 2016 Overheating Modelling Electricity Infrastructure Assessing supply and capacity by commissioning studies by Statutory No Work Underway Q1 2017 Undertakers. Considering early procurement requirements; identifying significant items if infrastructure and impact on development Energy Strategy Technology Options appraisal; propose a preferred energy network No Work Underway Q1 2017 strategy Gas Infrastructure Assessing supply and capacity by commissioning studies by Statutory No Work Underway Q1 2017 Undertakers. Sites wide strategy development. Water Infrastructure Network Assessments by CRT and TW. Development of delivery options No Work Underway Q1 2017 and proposal Education Updating education needs based on updated trajectory; develop options No Work Underway Q1 2017 for delivery of requirements in short, medium and long term Health Updating supply and demand based on current trajectory; identification of No Work Underway Q1 2017 locations for infrastructure and delivery mechanisms Infrastructure Delivery Plan To identify the infrastructure requirements and to plan for the delivery of No Work Underway Q1 2017 infrastructure, to support the planned growth identified in the Local Plan. 11


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    Neighbourhood Planning 2.12 The Localism Act 2011 amended the Town and Country Planning Act to make provisions for the preparation of Neighbourhood Plans by Neighbourhood Forums. These Plans can set planning policies to guide future development in a defined Neighbourhood Area and must be in general conformity with national policy as well as the London Plan and the Local Planning Authority’s Local Plan. A Local Planning Authority must adopt a Neighbourhood Plan as part of its development plan if it passes with a majority vote in a local referendum. 2.13 In September 2015, OPDC designated the Harlesden Neighbourhood Area and Forum covering part of the OPDC area, with the remainder within the London Borough of Brent. An indicative timetable for the production of the Harlesden Neighbourhood Plan, based on discussions with the Neighbourhood Plan Forum, is outlined in Table 5. Table 5: Harlesden Neighbourhood Plan Indicative Timetable Stage Date Pre-submission consultation November – December 2016 Submission January 2016 Consultation on Submission Version February – March 2017 Examination in Public April 2017 Referendum September 2017 2.14 OPDC are currently in discussions with two Interim Neighbourhood Planning Forums regarding the potential designation of Neighbourhood Plan Areas at Old Oak and Stonebridge. It is expected that applications to designate Neighbourhood Plan Areas and Forums will be submitted to OPDC by the Old Oak Interim Neighbourhood Forum, and to the LB of Brent by the Stonebridge Interim Neighbourhood Forum in early 2017, Conservation Areas 2.15 OPDC are currently in the process of seeking to designate a conservation area for 69 – 91 Scrubs Lane, known as the former Cumberland Park Factory Conservation Area. Consultation on the th st proposal to designate took place between 4 February and 31 March 2016. In October 2016, the OPDC Planning Committee resolved that the proposal to designate the Cumberland Park Factory Conservation Area be recommended to the OPDC Board. 12


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    3 Duty to Cooperate Summary Figure 5: OPDC and Duty to Cooperate Bodies 3.1 The Duty to Cooperate (DtC) is a legal requirement set out in the Localism Act. It requires local planning authorities and public bodies to engage constructively, actively and on an ongoing basis to maximise the effectiveness of Local Plan preparation in the context of strategic cross boundary matters. In accordance with the Duty to Cooperate, OPDC has been working closely with these authorities and bodies in the production of this draft Local Plan and in the preparation of other planning policy and development management and infrastructure delivery matters. 3.2 The OPDC holds a regular series of Project Team meetings to provide updates on emerging planning matters within the OPDC area. The meetings are attended by planning officers from the OPDC, the London Boroughs of Hammersmith and Fulham, Ealing, Brent (whose boundaries falls within the OPDC area) and Kensington and Chelsea (boundary adjacent to OPDC Area), the Greater London Authority (GLA) and Transport for London (TFL). In addition to this, the OPDC Planning Committee is comprised of three local councillors, each of whom has been recommended by the three boroughs whose boundaries fall within the OPDC area. 3.3 Within the monitoring period, OPDC worked alongside the six West London Boroughs of Brent, Ealing, Harrow, Hillingdon, Hounslow and Richmond upon Thames to produce the West London Waste Plan (WLWP), involving a regular series of project meetings. The WLWP was adopted in July 2015, and forms part of the evidence base for the emerging OPDC Local Plan. In addition to this, OPDC is working with the Western Riverside Waste Authority to produce a Waste Technical Paper, which will also form part of the evidence base for the OPDC Local Plan. OPDC officers also attend the London Waste Planning Forum, updating the forum on progress of development and other issues within the OPDC area. 13


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    3.4 In addition to regular Duty to Cooperate meetings and Waste matters, the OPDC pro actively consults with prescribed bodies on planning matters relevant to their policy areas. These bodies include:  Environment Agency  Historic England  Natural England  Mayor of London  Civil Aviation Authority  Homes and Communities Agency (covered by GLA)  NHS Brent CCG  NHS Ealing CCG  NHS West London (incl. RBKC) CCG  NHS England  Transport for London  Highways England  The Marine Management Organisation  The Office of Rail Regulation  London LEP 14


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    4 Development within Monitoring Period Figure 6: Key Housing Figures 4.1 The OPDC is the local planning authority for its administrative area, and major planning applications will typically be decided upon by the Corporation. However, a scheme of delegation has been agreed with the London Boroughs of Ealing and Brent, where some applications within the OPDC area are delegated to the Borough to determine on behalf of OPDC. In the North Acton area, all schemes regardless of scale are delegated to the London Borough of Ealing to determine. Additionally, as the OPDC was established at the beginning of the monitoring period, all recorded completions and starts within the monitoring period relate to schemes which were granted permission by the relevant Borough. Table 6 provides an overview of all housing completions, starts and consents recorded within the monitoring period across the OPDC Area. Table 6: Development within Monitoring Period Affordable Status Total Net Units Student Beds Units Units Completed 938 138 659 Started but not Completed 15 0 0 (Started within Monitoring Period) Started but not Completed 764 30 323 (Started prior to Monitoring Period) Units with Consent but not started as of st 164 0 0 31 March 2016 4.2 The location of all completed, commenced and consented schemes outlined in this section are identified in the Map 2. Housing Completions 4.3 Within the monitoring period of 1st April 2015 to 31st March 2016, there were 938 residential units completed within the OPDC area. The vast majority of these units were delivered as part of two major developments, at First Central (Blocks C and D) at Lakeside Drive, and Imperial College in North Acton. Details of schemes completed within the monitoring period are outlined in Table 7. 138 of all completed units were delivered as affordable housing, all as part of Block C of the First Central scheme. These units makes up the total affordable housing provision of the consented First Central scheme, of which Block A and B were started but still under construction at the end of the monitoring period. 15


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    Table 7: Schemes Completed within Monitoring Period Planning Decision Completion Gross Affordable Student Development Description Address Net Units Reference Authority Date Units Units Units PP/2014/3712 Second floor extension to create 3 x self-contained studio flats 63-65, Park Royal Road, LB Ealing May 2016 3 2 0 0 and associated roof garden. London NW10 7JJ PP/2015/0221 Conversion of loft into one studio flat, involving two rear roof 95a, Wells House Road, LB Ealing May 2016 1 1 0 0 extensions and installation of 3 No rooflights in front roofslope. London, NW10 6EA 10/3221 4 residential blocks up to a maximum of 9 storeys in height to First Central, Lakeside LB Brent March 2016 276 276 138 0 (Block C and provide a maximum of 545 residential units, consisting of a mix Drive D) of 1, 2 and 3 bedroom apartments for private, rented and Social. shared ownership, with associated landscaping, = 68 access/servicing, car and cycle parking. Inter. = 70 P/2012/2339 Mixed-use redevelopment (following the demolition of the The Woodward Buildings, LB Ealing September 659 659 0 659 office building) on the site to provide a grouping of buildings 1 Victoria Road, North 2015 rising from 3 storeys at the south, to 11, 16 and 19 storeys Acton W3 6BL (plus basement) at the northern end of the site with a lower 7 storey building linking the 11 and 16 storey buildings and a single storey linking these to the taller element - comprising 1,675sqm of office space (Use Class B1); student accommodation (Sui Generis) comprising 96 student cluster apartments (of between 5 and 8 units per cluster) providing 594 study rooms, and 65 students studios, and one rector studio (total number of units is 659); together with associated facilities 930sqm for retail/financial and professional/food and drink (use classes A1/A2/A3); 130sqm community space (use class D1); and cycle storage; public open spaces and alterations to the public realm; private amenity space; rooftop amenity space; rooftop plant, parking (24 spaces); cycle parking; access and associated works. Housing Starts st 4.4 As of the 31 March 2016, there were 779 units under construction within the OPDC area, across three schemes. Only one of these schemes, delivering 15 units, started within the monitoring period. Full details of schemes under construction are outlined in Table 8. 16


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    4.5 323 of the commenced units are student bed units from “The Collective” co-housing scheme. This scheme was completed in May 2016 and so has not been recorded as part of the housing completion figures for this monitoring period. An application for a change of use of this development to a co- housing scheme to be occupied by graduates and young professionals is currently being considered by Ealing Council. 4.6 30 of the units under construction are to be delivered as affordable housing, all as part of the Victoria Road/Chase Road Scheme. The affordable housing provision will be made up of 18 socially rented units and 12 shared ownership units. st Table 8: Schemes Started as of 31 March 2016 Planning Decision Gross Net Affordable Student Development Description Address Start Date Reference Authority Units Units Units Units PP/2011/4250 Development of site to provide a part four (4), part ten (10), Land at Junction of Chase LB Ealing February 172 172 30 0 part twelve (12), part fourteen (14), part eighteen-storey (18) Road and Victoria Road 2015 building, plus basement, comprising 673 square metres of W3 6AD Social. commercial floor space for flexible use for shops (within Use = 18 Class A1), Financial and Professional Services (Use Class A2), Restaurants and Cafes (Use Class A3), Hot Food Inter. Takeaway (Use Class A5), Business (Use Class B1) or non- = 12 residential Institution (Use Class D1) and 151 residential units above (83 x 1-bedroom, 65 x 2-bedroom and 3 x 3 bedroom flats); together with alterations to the existing access and provision of 30 car parking spaces (15 to a disabled standard) and 169 cycle storage spaces at basement level. P/2010/2215 Demolition of existing office building and redevelopment by a The Collective, LB Ealing June 2014 323 323 0 323 mixed use building of 13,824 sq m (Gross external area) Old Oak Lane, London comprising of 2,953 sq m (gross internal area) of business NW10 6DH space (B1 use class), 462 sq m (gross internal area) of retail space (A1 use class), 190 sq m (gross internal area) of community / business floorspace and 323 bedrooms of student accommodation with vehicle/pedestrian access from Old Oak Lane. PAN/2014/3571 Change of use from offices (B1a use class) to residential (C3 61, Gorst Road LB Ealing September 15 15 0 0 use class) to use as 15 residential units NW10 6LS 2015 10/3221 (Block 4 residential blocks up to a maximum of 9 storeys in height to First Central, Lakeside LB Brent June 2014 269 269 0 0 A and B) provide a maximum of 545 residential units, consisting of a mix Drive of 1, 2 and 3 bedroom apartments for private, rented and shared ownership, with associated landscaping, access/servicing, car and cycle parking. 17


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    Housing Consents 4.7 As of the 31st March 2016, there were 164 units across six schemes which have planning consent but had not yet commenced on-site. Of these, 103 units form part of an assisted living proposed development at Acton Lane, and 53 units from 3 schemes were granted consent under the prior approval process. 4.8 No affordable housing units are to be provided as part of any of the consented schemes. This results from the fact that all schemes fall below the threshold for affordable housing provision, have been granted under prior approval, or relate to the provision of specialist housing. 4.9 In February 2016 Ealing Council granted outline planning permission for a scheme at the Perfume Factory in North Acton providing 534 new homes, subject to a Section 106 agreement. At the time of writing, no Section 106 Agreement has been completed and so the application has not been included in the list of consented schemes. st 4.10 A number of large scale residential schemes have been granted approval within the OPDC area following the 31 March 2016. This includes Oaklands House in Old Oak, which received conditional approval for 604 units in July 2016, of which 40% are affordable. Subject to the satisfactory completion of Section 106 agreements, details of this and other major schemes will be included in the 2016-17 AMR. 4.11 Details of consented schemes are outlined in Table 9. st Table 9: Schemes with consent which had not commenced as of 31 March 2016 Planning Application Decision Decision Gross Net Affordable Students Development Description Address Reference Type Authority Date Units Units Units Units PAN/2014/5030 Prior Change of Use from Offices (Use Class B1a) to 28-30, Park Royal LB Ealing 28/11/2014 8 8 0 0 Approval Residential (Use class C3) to accommodate 8 Road residential units. (Class J, 56 Prior Approval NW10 7JW Process). PP/2013/3781 Full Conversion of single dwellinghouse into two self- 32, Wells House Road LB Ealing 11/04/2014 2 1 0 0 contained flats (two x one bedroom flats) NW10 6EE including first floor side extension and ground floor rear extension. PP/2014/4427 Full Construction of a four storey residential building 400, Western Avenue LB Ealing 10/11/2014 7 7 0 0 providing 7no. self contained flats (6 x 1 bed W3 0PL and 1 x 2 bed) with associated cycle storage, bin storage and landscaping. 18


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    Planning Application Decision Decision Gross Net Affordable Students Development Description Address Reference Type Authority Date Units Units Units Units 15/4496 Outline Outline planning permission for erection six Land East of Victoria LB Brent 17/03/2016 103 103 0 0 storey building comprising 103 self-contained Centre, Acton Lane, one bed apartments as supported housing units London NW10 (Use Class C2) with associated community facilities 15/0004/PRNO Prior Prior notification for change of use from B1 office 8-10 Pembroke OPDC 17/07/2015 7 7 0 0 PDC Notification to C3 dwelling houses Buildings, Cumberland Park, Scrubs Lane NW10 6RE 2014/05825/PD Prior Change of use of a five storey building from an Chandelier Building 8 LBHF 02/02/2015 38 38 0 0 56 Approval office use (Class B1a) to 38no. self-contained Scrubs Lane London residential units (comprising 12no. studio flats, NW10 6RB 2no. one bedroom flats and 24no. two bedroom flats). 4.12 The London Plan identifies the OPDC area as having the capacity to deliver a minimum 25,500 new homes. While current levels of consents, starts and completions fall short of delivering on this target, the OPDC are in pre-application discussions with a number of landowners/developers, and it is expected that there will be a significant increase in the number of large scale applications over the coming year, particularly in the North Acton, Scrubs Lane and Old Oak North areas. The Housing Trajectory and Development Capacity Study, which will be published as evidence base studies alongside the Draft Local Plan as part of the Regulation 19 Consultation, will provide further information on how the Corporation expects to deliver on its housing target. Section 106 Agreements and Contributions 4.13 Having only been established in April 2015, the OPDC did not enter any Section 106 Agreements, grant permissions subject to Section 106 agreements, or was not responsible for the spending of any Section 106 monies within the monitoring period. OPDC will begin to play a greater role in Section 106 agreements and in determining how contributions should be spent as more larger scale development begin to come forward in the area, and details of these agreements will be included in future AMRs. 19


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    Figure 7: Location of Completions, Starts and Consents within OPDC Area 20


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    OPDC 020 7983 573 City Hall www.london.gov.uk/opdc The Queen’s Walk @OldOakParkRoyal 23 SE1 2AA


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