London Borough of Brent One Public Estate Phase 4 Delivery Plan

Table of Contents

Executive Summary...... 3 Our OPE Vision ...... 6 Governance ...... 9 Governance Arrangements ...... 10 December 2016 Deliverables ...... 13 Public Sector Strategy & Health Review ...... 13 Projects ...... 17 Wembley ...... 19 Northwick Park ...... 24 Vale Farm ...... 36 Church End ...... 42 APPENDICES ...... 52 Appendix 1 Public Sector Ownership Maps ...... 53 Appendix 2 – Funding Expenditure Summary ...... 55 Appendix 3 – Programme Plan ...... 56 Appendix 4 - Forecast Benefits ...... 57 Appendix 5 - Letters of Support ...... 58 Appendix 6 Section 151 Officer Support ...... 66

Executive Summary

 Brent is committed to working with public and third sectors and there is a close alignment between OPE objectives and Brent Corporate objectives set in the Borough Plan, Property and Regeneration Strategies. Thus for Brent, OPE is all about delivering on our promises.  OPE Governance in Brent will be organised via a Brent Programme Board, answering to Partners for Brent, the Borough’s Local Strategic Partnership.  The programme will enjoy strong Senior Management and Member support, with both the Chief Executive and Leader of the Council represented on Partners for Brent. The Delivery Board will meet monthly and be chaired by Althea Loderick, Brent’s Strategic Director Resources, with representation from NHS Brent Clinical Commissioning Group, College of North West London, Metropolitan Police, and the OPE.  Brent’s identified projects are largely internal to Brent, but strong linkages and mutual reporting arrangements will be established with Barnet’s OPE Board, with continued work on cross boundary projects.  Project Groups reporting to the Delivery Board will include: Data Capture, and site specific project groups.  Initial data capture will be completed by December 2016 and will be followed by the development of a public sector strategy and health review.  Site specific projects are:  Wembley based around: . more co-operative public sector working in Wembley, including: single front of house service to support CNWL/Brent Start co-location; to facilitate a DWP move to Brent’s Civic Centre; feasibility work to examine the best means of integrating Brent Works into Brent’s contact centre; scoping of opportunities within Wembley Centre for Health and adjoining public sector ownerships; and a detailed general review of public sector accommodation in Wembley. . Current Partners: London Borough of Brent, College of North West London (CNWL), DWP, Metropolitan Police. . Anticipated future partners: London Fire Brigade, Territorial Army  Northwick Park based around: . The agglomeration of public sector ownership at Northwick Park delivering a wide variety of benefits including for example: growth via new homes and development; efficiencies via generation of capital receipts; and integrated services via a new energy centre. . Current Partners: London Borough of Brent, Northwick Park Hospital, University of Westminster, Network Homes Ltd. . Anticipated future partners: London Borough of Harrow, Transport for London, Greater London Authority, Care and Commissioning Group (CCG)  Vale Farm based around:

. A feasibility study for the regeneration of the site. . Current partners: Ealing Council and Brent Clinical Commissioning Group  Church End based around: . feasibility work for public sector cooperation to build on Brent’s current initiatives, including regeneration of the Church End car park . Proposed partners: Magistrates Court, DWP, Probation service

Our OPE Vision

Our OPE Vision - What does OPE mean to Brent?

Working with the public and third sectors is embedded at the very heart of Brent’s strategic framework. The Borough Plan identifies a number of key priorities of particular relevance in the context of the One Public Estate Programme:

 Better Locally - building partnership – between local service providers and between local services and residents – to find new ways of providing services that are more finely tailored to individual, community and local needs.  Better Place - increasing the supply of affordable, good quality housing – The Borough’s aim is to develop 5,000 additional homes by 2019  Better Lives - supporting local enterprise, generating jobs for local people, helping people into work and promoting fair pay

Brent’s Property Strategy 2015 to 2019 builds on these themes identified in the Borough Plan, and sets out four key objectives:

 Objective 1 – Support the Delivery of the Borough Plan - To use and maintain assets to enable and support service delivery and transformation in pursuit of Borough Plan priorities.  Objective 2 – Promote Community Resilience - To proactively explore the community transfer of assets in support of Borough Plan priorities.  Objective 3 – Value Generation - To maximise value generation in respect of the property portfolio, with a focus on increasing ongoing revenue generation.  Objective 4 – Support the Delivery of the Regeneration Strategy - To promote investment and acquisitions in areas of long term value growth in support of the Borough’s regeneration, housing agenda, and planning for new school places.

Brent has a proud track record in the field of regeneration as evidenced in particular by South Kilburn and Wembley. The Regeneration Strategy for Brent 2010 – 2030 looks to deliver transformational change in: Alperton, Burnt Oak, Chalkhill, Church End ,Harlesden, North Circular Road (including Brentfield and St Raphael’s), Stonebridge, South Kilburn, Wembley. The Strategy sees partnership as being central to regeneration, forming and developing strong partnerships with public, private and the third sector; and where necessary identifying areas for joint service planning and budgeting, and sharing of resource to build on strengths and avoid duplication; thus maximising benefits for local people.

A key priority for Brent is supporting the NHS Brent Clinical Commissioning Group in the delivery of their Brent Sustainability and Transformation Plan (STP). OPE is seen as playing a crucial role in providing this support, particularly in terms of lobbying for the retention of receipts generated locally.

There is a strong correlation between Brent’s Borough Plan, Property, and Regeneration Strategy objectives and the core objectives of the OPE programme, namely:

 Creating economic growth (new homes and jobs)  More integrated, customer-focused services  Generating capital receipts  Reducing running costs.

Thus for Brent, OPE is all about delivering on our promises.

The Wembley Project plan detailed below illustrates how Brent is already working with public sector partners, notably the DWP, and the College for North West London, and the appetite for accelerating and enhancing this co-operation via the OPE programme. Northwick Park represents a huge potential opportunity which to date has largely been neglected. Initial investigations for the purposes of this submission have already begun to unlock the door to this opportunity. OPE will pull the door wide open via initial funding and ensuring the co-operation of all public sector partners.

Our Vision:

Is that OPE will enable us to further strengthen existing partnerships, and open doors to new partners, complementing the aspirations of our Borough Plan and delivering on our promise of Better Locally, Better Place, and Better Lives for Brent residents with the aim of having a common Public Sector estates plan that is driven by each Public Sector Partner’s Service needs.

Governance

Governance Arrangements

Brent’s OPE programme will be put into effect via a Brent Delivery Board, with membership open to all locally represented public sector organisations.

The purpose of the board will be explicitly to oversee delivery of Brent’s OPE programme, with project groups reporting to the board at each meeting on progress made and signing off on next work phases. The group will lead on the development of a cross public sector strategy, which will in turn be used to develop new OPE projects going forward. The board will also sign off on communication to OPE using the OPE templates, and co-ordinate regular communication to other groupings in the Borough such as the Brent Clinical Commissioning Group.

The Board will report to 'Partners for Brent' which is the borough's Local Strategic Partnership (LSP) - a multi-agency partnership.

It brings together different parts of the public, private, community and voluntary sectors, working at a local level to improve services.

Partners for Brent is an advisory body which allows for wider involvement and engagement in the delivery of public services.

The Partners for Brent Strategic Forum is made up of the following organisations:

• Brent Council

• NHS Brent Clinical Commissioning Group – (Brent CCG is the GP-led organisation responsible for planning and buying (commissioning) many of the health services needed by the 325,000 people who live in Brent)

• College of North West London (CNWL) - The College of North West London (CNWL) is a further education college in North West London offering a wide range of full-time and part-time courses, from beginner level to degree level. 10,500 students aged 14 and above study at two campuses in Willesden and Wembley Park.

• The London Fire Brigade

• The Metropolitan Police Service

• CVS Brent and voluntary sector representatives - CVS Brent is an independent, capacity building organisation, supporting groups providing community services on a not- for-profit basis, on behalf of the local community; particularly those local to Brent.

• Network Housing Association - Formed in 1974 as Brent People’s Housing Association, and now managing over 19,000 homes, in 36 local authority areas, mainly in

London and the Home Counties, but remain the largest housing association (by homes managed) in the London Borough of Brent

The Group is chaired by the Council’s Leader, Councillor Cllr Muhammed Butt, and attended by the Council’s Chief Executive Carolyn Downs.

Brent’s identified key projects do not significantly impact on Barnet, and are thus best dealt with within a Brent based structure. There are however significant links to adjoining local authorities in terms of Harrow which borders Northwick Park, and Ealing who: are providing assistance at Vale Farm, and also draw upon services from Central Middlesex Hospital, a proposed future project. Both Councils will be involved in relevant project groups. However Brent very much recognises the value of Barnet’s established work programme. The Brent OPE Programme Board will thus also retain strong linkages to Barnet’s Delivery Board, with regular updates to the Barnet Board on the progress of the Brent Programme. Reciprocal reporting arrangements will be sought from Barnet to Brent’s programme board meetings, and Barnet’s board will remain the governing board for existing Brent/Barnet and Harrow cross border projects. A summary of Brent’s proposals was made to Barnet’s most recent Project Board.

Governance arrangements are summarised in the diagram below.

Core members of the Delivery Board will comprise the public sector partners from Partners for Brent:

 Althea Loderick, Brent’s Strategic Director Resources ([email protected] ) (chairperson)  Sarah Chaudhry, Brent’s Head of Property ([email protected])  OPE Project Manager (to be appointed)  NHS Brent Clinical Commissioning Group – Sue Hardy ([email protected]) or alternative nominee  London Borough of Brent – Sarah Chaudhry ([email protected])  College of North West London – Andy Cole ([email protected]), or alternative nominee.  Metropolitan Police – Mickey Gallagher ([email protected]), or alternative nominee  OPE representation – Craig Egglestone ([email protected])

Ad hoc membership, participating as and when required:

 Court Services  Department of Work and Pensions  Greater London Authority  London Borough of Barnet  London Borough of Ealing  London Borough of Harrow  London Fire Brigade  Network Homes Ltd  Northwick Park Hospital  Probation Service  Territorial Army  Transport for London  University of Westminster

Third Sector membership, participating as and when required:

 CVS Brent  Network Housing Association

The Group will meet on a monthly basis.

Funding is being sought via this bid for a Project Manager to run the programme and co- ordinate site specific projects. Such projects will operate via site specific project groups, with membership drawn from relevant public sector organisations with a specific interest in the project, reporting to regular monthly meetings of the Brent Programme Board.

Resources required for a project manager to run the programme will amount to £75,000.

December 2016 Deliverables

The project groups will include a Data Capture Group, comprising the appointed project manager and relevant staff from participating public sector organisations with access to the required property knowledge, and tasked with fulfilling Brent’s promise to OPE for assembling property data.

The data capture exercise will provide a complete picture of public sector ownership which will be uploaded to the ePIMS database. This data will provide the basic tool for analysis allowing the identification of opportunities within the public estate. A preliminary examination of information on public sector ownership has resulted in the maps at Appendix 1.

The Data Capture Group will meet on a fortnightly basis, whilst data is being assembled, over the period up to 31st December 2016. Thereafter the group will meet on a monthly basis to assist in developing an overarching public sector property strategy plan for Brent, based upon an analysis of partner organisations strategies, and drawing out common themes and opportunities, and thus ensuring decisions on property use in Brent are not made in isolation from other public sector partners.

Thereafter the Group will continue to meet on a six monthly basis to capture changes in the Public Sector estate.

The Data Capture Group will fulfil the OPE requirements in respect of data:

1. Record all property assets owned by partnership authorities (except social housing stock) and public sector partners on the ePIMS Lite system

2. Provide information on the estimated value of all local authority owned land and buildings within the partnership area

3. Make details of all land and property owned by the partnership publically accessible, including in authorities’ statutory annual reports

4. Provide details of current surplus land and land which is expected to become surplus or redeveloped as part of this programme.

Public Sector Strategy & Health Review

Brent proposes to take the data capture exercise a step further than the simple gathering of data. Brent will work together with its public sector partners to review the various strategies in order to identify common themes, and priorities, in order to draw together a common strategy

13 document. Such a common strategy will help to identify opportunities for common working or the release of development sites.

Initial discussions with Health Partners have already flagged up that there is a keen appetite for such an approach based around the Health Estate. This is a key priority for Brent particularly in terms of supporting the NHS Brent Clinical Commissioning Group in the delivery of their Brent Sustainability and Transformation Plan (STP). Brent will look to lobby via OPE for the retention of receipts generated locally, as without this Health Partners potentially will lose much of their motivation for co-operation in the programme.

A number of key projects have been identified in the health sphere which will be brought forward in imminent OPE phases:

 11-15, Brondesbury Road & Kilburn Square Clinic - These premises comprise 11-15 Brondesbury Road; which provides a home for mental health care teams. The site is Brent owned, but subject to shared usage with Central and North West London NHS Foundation Trust, (CNWL), (although current occupation circa 90% CNWL, 10% Brent). The model for the delivery of such services is under review, and is likely to result in a relocation of staff from the building.

The adjoining Kilburn Square clinic is again owned by Brent but subject to NHS occupation under user rights governed by Article 5 of the NHS (Transferred Local Authority Property) Order 1974. It is proposed that the services offered from this site will be relocated to the Willesden Centre for Health and Care.

The combination of these two sites would offer an 0.25 Hectare development site in a key location just off Kilburn High Road. In addition, the Council is the owner of the adjoining Kilburn Square estate, although this is locally managed by the Kilburn Square Co-op. Engagement with the Co-op may provide further opportunities to optimise development.

 Willesden Centre for Health and Care - these premises, located in Robson Avenue NW10, are currently tied up in a 30 year PFI contract, with less than 10 years expired. It is intended to move 4 to 5 wards of beds from Willesden to the Central Middlesex Hospital, and works to accommodate this move are currently underway, with an expected completion date in 2023. Such a move would free up the wards potentially for residential use and conversion, although this would necessitate agreement with the PFI provider, and possibly buying out the PFI contract. The PFI provider has expressed a willingness to negotiate, and legal advice will be required as to best approach.

 Central Middlesex Hospital (CMH) - as noted above, the Central Middlesex Hospital, Acton Lane, NW10, whilst currently having spare capacity, is now being used to house wards relocated from the Willesden Centre for Health and Care. The site is critical for serving demand from both Brent, and Ealing, where major residential development is

underway. However the location of the hospital within an industrial estate away from residential centres, means that good transport linkages are vital. This is particularly the case for Ealing, where the A40 provides a major barrier for North/South travel. A Brent/Ealing project based around improving these linkages is particularly attractive. There may also be some limited potential for bringing forward land within the hospital site for development.

The project delivery vehicle evolved for the Northwick Park project (as described below) fits well with progressing work on CMH, and it is likely that project progression on CMH will form part of the ongoing brief for the Northwick Park project team.

Resources required for co-ordination of the public sector and health review detailed below will amount to £30,000.

Future Health Opportunities

Projects

Brent’s OPE projects are set out in the sections below. Wembley and Northwick Park both offer significant potential for generating deliverables within a five year period, whilst Vale Farm and Church End seek funding for feasibility studies which will permit the submission of further OPE bids.

Deliverables are detailed at the commencement of each project brief and summarised in: Appendices 1 to 3.

Wembley Deliverables Summary

Funding Expenditure - £160,000

Programme Plan

Forecast Benefits

NOTE: Information regarding a possible move of the Wembley Job Centre Plus is released in confidence

Stakeholders/Partners

Current Partners London Borough of Brent, College of North West London (CNWL), DWP, Metropolitan Police.

Anticipated future partners London Fire Brigade, Territorial Army

Bid Summary

Wembley has a significant concentration of office accommodation for Local and National Government, particularly the DWP, other public sector organisations, and educational establishments. A further partner in Wembley is the College of North West London who jointly share Forum House (via a ground lease) with Brent.

With the continuing regeneration of Wembley, the area is likely to continue as an attractive business location. With reductions in staff numbers and more efficient use of office space Brent’s Civic Centre has space available, and there is a commitment to encourage other public sector partners to share this. The building offers high quality office accommodation with two wings let to Air France as a European contact centre.

There are active proposals in place for office moves which exploit this office resource as detailed below, and further detailed investigation of accommodation available and tenancy terms would build upon the Borough wide assembly of ePIMS data. Sharing of office accommodation will not only result in cost savings, but would also encourage co-operative working between different parts of the Public Sector. Buildings vacated would also present potential redevelopment opportunities.

On the fringe of the Wembley Regeneration Area there is a significant congregation of public sector ownership comprising the Wembley Centre for Health and Care (2.261 Ha), the Wembley Police Station (0.849 Ha), a Territorial Army site (0.236 Ha), and a short distance away, the Wembley Fire Station (0.495 Ha). The NHS Brent Clinical Commissioning Group and the Metropolitan Police are active participants in Partners for Brent and have expressed an interest in exploring the future potential of this site.

Detail

Brent Start is Brent’s Adult education provider, and have occupied premises at a multi let office building 1 Olympic Way as their Wembley base. An option to break has been exercised which will allow vacation as at September 2017. A move is being proposed to occupy vacant classrooms at CNWL’s Wembley Park Campus building. This will allow a seamless delivery of

20 college and adult education services from a single delivery point. OPE funding is being sought for developing design and processes for a single front of house service to support this.

Brent is actively engaged in discussions with the DWP regarding the relocation of the Wembley Job Centre plus from their current location at 6 St John’s Road Wembley to coincide with a break clause operable this year.

The Brent Civic Centre currently has 8th floor accommodation amounting to 926 square metres available, see: https://www.brent.gov.uk/business/property-and-land-for-sale-or-let/property- and-land-for-let/brent-civic-centre-office-space/. Whilst this is not itself suitable for a job centre use, it would be suitable for relocating staff housed in the first floor “Partner Space”, to which public access is readily available. Agreement is already in place with DWP for them to fund a feasibility study to examine this move, covering such issues as: accessibility, footprint, and security.

OPE funding is being sought for the following phase of work which will look to develop the design and processes to provide a combined front desk service to allow customers to have a single holistic journey within the Civic Centre. From a single point of contact they will be directed to: job centre services; housing benefits, housing options; customer services; Council tax etc, and any combination of these services. Brent is seeking match funding from DWP to deliver this work.

Further opportunities exist at Forum House where the ground floor office space is leased to the College of North West London and part sublet to Brent, operating as “Brent Works”, with a use for an employment brokering service, matching job seekers living in the Borough with new employment opportunities. An opportunity exists to bring this use into the Civic Centre, with staff occupying dedicated desks within Brent’s contact centre, thus further enhancing the Civic Centre as a single point of contact. The Forum House premises have significant potential for retail use, and a surrender of the existing CNWL ground lease at a premium is achievable to facilitate this move. OPE funding is being sought for feasibility work to examine the best means of integrating Brent Works into Brent’s contact centre, and provide a single seamless offer.

A wider detailed review of public sector accommodation needs will drive out further opportunities along similar lines to the above, in particular to pick up vacant or underutilised accommodation, lease termination dates, and options to break.

Longer term potential exists at The Wembley Centre for Health and Care, a low density site (PTAL rating 4/5), with buildings no more than one or two storeys, and significant areas of car parking. The opportunity thus exists to re-plan the site, and potentially to incorporate significant residential. The Police and NHS site alone comprise an area of 3.11 Ha. Incorporating the Fire Station and Territorial Army site gives a total site area of 3.841 Hectares. OPE funding is being sought to scope opportunities within this holding.

Resources and Funding

No. Item Delivery Cost Date

1 Developing design and processes for a single front 30/09/2017 £30k of house service to support CNWL/Brent Start co- location.

2 Funding for design and processes to provide a 30/09/2017 £30k combined front desk service for DWP and Brent services to allow customers to have a single holistic journey within the Civic Centre (to be match funded)

3 Funding for feasibility work to examine the best 01/01/2019 £30k means of integrating Brent Works into Brent’s contact centre, and provide a single seamless offer

4 Funding to scope opportunities within Wembley 01/08/2017 £40k Centre for Health and adjoining public sector ownerships.

5 Detailed review of public sector accommodation in 01/08/2017 £20k Wembley, in particular to pick up vacant or underutilised accommodation, lease termination dates, and options to break.

Total Funding Required: £150k

Wembley Location & Site Map

Northwick Park Deliverables Summary

Funding Expenditure - £500,000

Programme Plan

Forecast Benefits

Bid Summary

Working together to rationalise services and resources, and unlock development land to facilitate hospital redevelopment, new homes and improved services for the community.

Our bid is to fund:

Preparation of an integrated common master plan across The University of Westminster, Northwick Park & St Mark’s Hospital, Network Homes land and Northwick Park Open Space, to develop an integrated transport infrastructure across the site, unlocking surplus, previously undevelopable land for mixed use redevelopment, increasing its value, and enhancing access to the entire site.

Extensive study of services and resources across the four sites, to develop a strategy for rationalisation, generating revenue savings and freeing up further land.

Preparation of a feasibility study for a joint energy centre, serving all partners and exporting surplus energy to the grid, thereby bringing in revenue savings and generating an income.

Preparation of a feasibility study of short term, temporary residential accommodation, above existing surface level car parking, until such time as long term redevelopment for housing and other mixed uses is able to proceed.

Preparation of a landscape master plan, integrating the university, hospital and Network Homes land, together with the open space.

Stakeholders/partners

Current Partners London Borough of Brent, London North West Healthcare NHS Trust, University of Westminster, Network Homes Ltd.

Anticipated future partners London Borough of Harrow, Transport for London, Greater London Authority, Care and Commissioning Group (CCG)

Outputs

Year one

 Combined constraints/master plan and massing study, integrating all four sites to maximise what developable land can be generated from integrated transport infrastructure.  Examination of joint procurement of services and agreement for rationalisation of services and resources across the four sites.  Design of new vehicular and pedestrian access routes throughout the site.  Agreement to a joint parking strategy across the four sites.  Feasibility study for housing/other income generating development on surplus land, with a strategy on how new and existing accommodation may be developed and used to benefit the key partners.  Outline proposals for joint sports and social facilities.  Feasibility study for temporary accommodation above surface level parking.  Feasibility study for sharing of accommodation existing and proposed accommodation on site by key development partners.  Review of hard and soft landscaping over the entire site, in conjunction with master planning and other work, and preparation of master landscape plan for the site, improving integration with the hospital and University and Network Homes, ensuring views over the park are maximised.

Year Two

 Planning permission secured for a revised access road, serving the Hospital, University, Network Homes land and the Park.  Subject to feasibility, planning permission secured for temporary residential accommodation above surface level parking. Accommodation installed and occupied for short term use.  Planning permission secured for wider master plan including Network Homes land together with revised landscaping.  Interest secured from commercial tenants.

Years Three to Five

 Construction of revised road and footpath network serving and integrating all three sites.  Creation of energy centre serving the entire site, selling surplus energy back to the grid.  Revised and reduced parking provision and management shared between all four sites.  Planning permission secured and construction commenced on teaching rooms to be shared between London North West Health Care NHS Trust and University of Westminster.

 Planning permission secured and construction started on residential and mixed use development for Network Homes, the University, Hospital and Brent, with a strategy on how voids might be taken up by partners.  Planning permission secured for joint sport and social facilities, with a strategy for joint management.  Commercial tenants in place on site access road, serving all parts of the site  New Entrance to St Mark’s Hospital

Years Five to Ten

 Step free access from Northwick Park and South Kenton station and enhanced public transport gateway to entire site.  Commencement of hospital rebuilding as part of land sale/CIL obligations.

Beyond Year Ten

 Substantial completion of hospital regeneration programme.

These are indicative outputs based on initial discussions with partners. OPE funding will allow consultants to build on this work and we anticipate this will generate further benefits and outcomes, and may realign others.

It is intended that once initial consultants have been appointed and work has commenced at Northwick Park, the scope will be extended to cover Central Middlesex hospital, which is also located in the London Borough of Brent and also forms part of the London North West Healthcare NHS Trust. It is intended to draw from learning at Northwick Park to inform engagement with Central Middlesex Hospital and neighbouring public sector partners.

Benefits

Capital receipts  This is a unique site. It has close access to two tube stations, giving quick access to central London. It is very attractive for residential development, with very few overlooking issues. There is the opportunity to develop a landmark residential development of the highest quality, generating significant new housing supply, pushing planning density guidelines. This will support the hospital redevelopment and provide urgently needed key working accommodation and housing for London.

 Increased value of land due to improved conditions and higher PTAL rating. Increased value will either generate greater capital receipt, or enable more obligations under CIL conditions, land transfer or collaboration agreements.  Greater critical mass of development and integration of sites will attract commercial tenants (mini supermarkets, cafes etc.), generating a revenue.  Rationalisation and sharing of accommodation will generate further surplus land/capital receipt.

Reduced running costs  A new energy centre will be far more efficient than the existing arrangement, and exporting surplus energy to the grid will generate a revenue stream.  New buildings will replace thermally inefficient buildings in poor condition. They will be cheaper to maintain and heat, thereby saving considerably on running costs.  Sharing services will reduce running costs  If new homes were let to homeless families, this would significantly reduce the council’s costs of putting up families in bed and breakfast.

Jobs  The new access road and redevelopment of the site will attract larger commercial users (shops cafés dry cleaners, restaurants etc.). These will all create new jobs locally  Building work will generate jobs. Local labour and apprentice clauses can be written into planning permissions and building contracts.

Homes  Subject to feasibilities and master planning, with a new access road and improved PTAL rating, regeneration of the site is likely to generate significant areas of land suitable for residential development, which could be designed to higher density and enjoy views of the park.  In the short term, subject to feasibilities and surveys, there is the potential to create up to a thousand new temporary homes, which could be relocated elsewhere on the site as works progress, or elsewhere in the borough, or used to create more permanent housing on the site.  Reduced number of vacant properties, by working with partners to take up any surplus capacity.

Integrated services  The University, hospital, Network Homes and Brent Council have the potential to share services and resources on site. More efficient use of existing resources will reduce running costs and generate surplus land.  Creation of a new spine road with attractive street frontage will generate the opportunity for medical services currently within the hospital, to be more visible and more readily accessible to the local community.  Step free access from stations and buses entering the site, will open up the site to surrounding residents and the local community

Detail

The London North West Healthcare NHS Trust Estate has an ambitious Estate strategy, which would ultimately release circa 4.1 hectares of surplus land suitable for redevelopment in conjunction with the adjoining land owners, Network Homes. Redevelopment of this land is frustrated by an inadequate service road, serving only the hospital.

A revised access road with capacity to serve the Hospital, University, Network Homes land and the Park, with shared parking between the sites, will unlock the development potential of surplus land and facilitate the Hospital redevelopment.

Working together on a number of initiatives it is hoped to increase the area of land freed up for redevelopment, and reduce operating costs.

Road Network

The Hospital, University, Network Homes land and Park are all currently serviced by separate access roads, and separate parking. The hospital is served by a one way ring road which is at maximum capacity. It cannot take construction traffic, necessary to implement redevelopment. The northern part of the park is inaccessible by road, and the remainder of the park is only accessible to light traffic.

A revised access road will enable buses to access the site and serve the hospital, University, Park and housing. It will improve the PTAL of the developable areas released, increasing their value. It will also enable a new Entrance to St Mark’s Hospital which is currently accessed “through the back door”

The road could be funded through a section CIL obligation on any planning permission for residential development, or through a pre-condition of a land disposal.

Housing

There is the opportunity to develop a significant housing supply from surplus land. This will drive the hospital redevelopment and provide urgently needed housing for London.

Network Homes have a long leasehold interest in approximately 600 residential units on the site. Whilst relatively new, some of these no longer meet current requirements and future hospital accommodation needs.

The University require residential accommodation to offer staff. This ranges from single to family accommodation. The Hospital requires additional staff accommodation, and step down facilities to support early discharge. Brent Council requires temporary accommodation and new permanent housing provision generally (mixed tenure including affordable and market rent), and more permanent accommodation for users with medical needs who would benefit from close proximity to healthcare facilities. A degree of separation would be desirable amongst some potentially different types of residents. There is a fluctuating demand for staff accommodation for both the University and hospital, and Brent is in a position to take up any voids where this is sustainable for existing residents. A study into accommodation requirements and potential joint management and take up of spare capacity between partners should be carried out.

Temporary Housing

There are a number of areas of ground level parking over the three sites. These areas lend themselves to prefabricate “pod” accommodation on stilts, (see photo above) which could provide a short to medium term residential accommodation, without loss of car park space, until these areas are freed up for redevelopment. When the car park areas are needed for redevelopment, pods con be relocated either elsewhere on the site, or transported to other sites. They could be incorporated into a more permanent development, or reused as pod accommodation above car parks. Two storey pods would significantly increase the amount of accommodation that could be provided.

Each pod fits over two car park spaces, and provides accommodation for two people. A double pod provides family accommodation, and fits over four spaces. Each pod cost approximately £60K, with economies of scale being derived from larger numbers. There are approximately 1000 surface parking spaces. Subject to feasibility and surveys, this may generate 500 new homes within two years. If two storey pods were feasible the number would double.

Energy Centre

The hospital’s heat and hot water is supplied by an old energy centre, which is in need of replacement. It is inefficient, an eyesore and takes up a large area of the site. A new energy centre could supply energy to the entire development at far greater efficiency, and supply surplus energy to the grid, generating a revenue. The combination of hospital plus university

30 plus residential make a District heating and/or district cooling supply system potentially attractive, and this will be evaluated.

Sports and Social facilities

Brent, Westminster University and the Hospital all have sports and social facilities which are no longer fit for purpose. There is an opportunity to deliver social infrastructure and amenities somewhere near the “entrance” to the site for the benefit of all parties. A new access road will enable coaches to access the sports facilities and give opportunities for a greater range of activities, bringing in greater revenue streams.

Access from Northwick Park and South Kenton Stations

Northwick Park is the key access point for the Hospital, Network Homes land, the University and park. Access is down a steep flight of steps, through a narrow passage and a narrow unwelcoming path. It is very much a feel of coming in via the back door, and inaccessible to wheelchair users.

We would seek to work with Transport for London to provide step free access and open up the entrance to the Park, University, Network Homes land and Hospital, integrating the tube station with the adjoining facilities

In addition, pedestrian access to South Kenton station, which is also situated conveniently for the hospital and Network Homes land, could also be improved with better lighting and security measures, which would assist the overall redevelopment potential of the estate and desirability of access to the site from this station.

Teaching rooms

Both the hospital and the University have a need for new teaching rooms. There is an opportunity to provide shared facilities.

Key Asks From OPE

Central Government support in accelerating step free access to all tube stations, or prioritising Northwick Park and South Kenton would bring forward a key initiative.

Ring-fencing capital receipts for sale of hospital land, to be retained to be spent on this site.

Secretary of State Consent will be required for any changes to Metropolitan open space, which this scheme is likely to require.

Resources and Funding

No Cost Item Budget (est.)

Dedicated Project Manager, reporting to the Project Board, for one £75,000 year, to drive project forward. To appoint, brief, co-ordinate and monitor all consultants. Full time appointment for 1 year contract (renewable)

Architect/master planner consultancy £75,000 Preparation of integrated common master plan across The University of Westminster, Northwick Park Hospital and Northwick Park Open Space, building on from hospital master plan and work done by Network on Housing, to maximise development opportunity across the three sites.

Highways/transport Consultant £65,000 Pedestrian and vehicular analysis, master planning of road and footpath network, level access Northwick Park tube station and access from South Kenton tube station, capacity studies on Northwick park station. Design of road and pedestrian network. Securing planning consent for new road.

Planning consultant £35,000 Working with Architect/master planner determining planning strategy, advising on individual planning applications

Quantity surveyor/cost consultant. Cost advice on options. £35,000

Commercial property solicitor to draw up land collaboration £35,000 agreement between partners. Due diligence and title report and legal advice

Architect/Master planner £35,000 (analysis of accommodation and services and strategy for rationalisation and feasibility study of sharing resources between partners)

No Cost Item Budget (est.)

Environmental/Services engineer £70,000 Working with master planners and stakeholders, analysis of current and anticipated energy requirements, feasibility and design of new energy centre and potential district heating.

Commercial Property surveyor. To establish feasibility of introducing £35,000 commercial uses onto new access road (mini market/café/medical centre etc.), maximising revenue

Preparation of a feasibility study on provision of temporary £15,000 accommodation on surface level car parking

Preparation of a landscape master plan for the entire site, £25,000 integrating the University, hospital and housing with the open space

Total: £500,000

Northwick Park Location and Site Maps

Vale Farm Deliverables Summary

Funding Expenditure - £75,000

Programme Plan

Forecast Benefits

Given that funding at this stage is sought for a feasibility study only, it is not possible at this time to make a meaningful forecast of benefits deriving from the project.

Bid Summary

Phase 4 of the One Public Estate presents a big opportunity for Brent and its partners to accelerate plans for regenerating Vale Farm. The £75k OPE funding bid is critical to secure a dedicated project management resource and deliver a site feasibility study with supporting evidence by December 2016.

The feasibility study will identify opportunities for integration between the public service providers that are currently on site including the Metropolitan Police, Brent Clinical Commissioning Group and the Council. The study will also enable engagement with neighbouring authorities such as Harrow Council, Ealing Council and other government agencies/partners such as the Education Funding Agency (EFA), Greater London Authority (GLA), Sport England on how to deliver a new multi-purpose leisure centre, new homes and a new secondary free school in an area that requires regeneration and is predominantly public open space/metropolitan open land. The feasibility work will be a key enabler for securing.

Given the vastness and complexities of the Vale Farm site, a dedicated project management resource and feasibility study are required as the first steps to:

 Understand how the area can be regenerated to meet service user needs from a leisure, health, education and housing perspective.

 Generate opportunities for more public service integration so that Vale Farm can operate as a ‘public service campus’ for accessing a range of on-site services with appropriate sign- posting to other services where necessary.

 Articulate the socio-economic benefits that could be delivered

 Secure political and public support for regenerating Vale Farm and inform a Brent bid to future phases of the OPE programme from April 2017.

Stakeholders/Partners

Within Phase 4 of the OPE programme where we aim to deliver the site feasibility study, the following partners have signed up to support Vale Farm:

 Brent Council

 Ealing Council

 Brent Clinical Commissioning Group

Through delivery of the site feasibility study and subsequent buy in we aspire to bring in other partners/government agencies to overcome any barriers for maximising the potential for regeneration and service integration at Vale Farm.

One area where OPE support will be critical is how to engage in the context of planning with other partners to overcome the challenge of supporting growth and regeneration on a site is predominantly public open space/metropolitan open land.

Benefits

Through Phase 4 of the OPE programme, the following benefits are expected for Vale Form:

 A dedicated resource to accelerate plans for regenerating a constrained area.

 A feasibility study for Vale Farm outlining the opportunities for service integration between the Council, Brent CCG and Metropolitan Police.

 Greater clarity on the number of homes, new jobs and additional land/property value that could be generated at Vale Farm.

 An outline specification for a new multi-purpose leisure centre, new homes/tenures and secondary free school to address the health, housing and education needs of our residents.

 Buy-in from other public service providers, private sector and local residents for regenerating Vale Farm.

 Ability to engage with future phases of the One Public Estate programme and other government agencies on specific opportunities/constraints identified within the Vale Farm feasibility study.

Detail

Vale Farm is a large public asset that comprises in excess of 30 hectares of sports and recreational related facilities, centred on a leisure centre, including a swimming pool and athletics track. The surrounding playing fields and facilities provide a rich mix of leisure and recreational related uses. However there are number of issues that need to be addressed including; the leisure centre coming to the end of its useful life, significantly under-utilised or abandoned facilities, landlord and tenant issues, disrepair, and an ageing infrastructure which has led to anti-social behaviour and the detriment of the local area.

As highlighted in the Brent Borough Plan 2015-19, Brent’s population has grown significantly, with a marked increase in average family size and the numbers of children. Demand for homes is rising in consequence so we need more decent affordable homes to be built that can house our growing population.

A rapidly rising population has also put pressure on school places. Brent needs more primary, secondary and special places to make sure that there are places for all children in our schools as and when they need them. Free Schools are currently the most cost effective option for meeting the need for new secondary places and Vale Farm has been earmarked as a site that could accommodate this need. Through working with other Council services, external free school groups and the Education Funding Agency (EFA) there is an opportunity to deliver a new local secondary school on Vale Farm so that young people can maximise their life chances.

In Brent, obesity is an increasing concern and more people are experiencing mental health problems. Given that Vale Farm site has an ageing leisure centre owned by the Council and Sudbury Primary Care Centre which is run by Brent Clinical Commissioning Group (CCG) there is an opportunity to explore how long-term health and wellbeing needs could be better met. An immediate opportunity from an OPE perspective could be to relocate the office function from existing Sudbury Primary Care Centre and use this building in a different way to create greater capacity for delivering more front line health services and ensure service users have better access to appropriate treatment. Ealing Council have confirmed their support for Vale Farm given that residents from North Greenford would also be able to benefit from a new leisure facility. Through the OPE programme – we would also look to engage Harrow Council too and how their service users would benefit from this proposal.

The Metropolitan Police Authority (tenant) has a 10 year lease with the Council (landlord) that will expire in 2020 for a backup office facility. Through the OPE initiative – there is an opportunity to with the Metropolitan Police Authority to review whether this provision is required longer-term and whether it can be included scope of the new leisure centre to share back office support and/or a front line enquiries desk to improve service integration.

2016/17 Delivery Programme

July 2016 – Submit Vale Farm OPE Phase 4 Bid

 August 2016 – September 2016 – Education Funding Agency confirm successful Free School Provider(s) bids for Brent

 September 2016 – Cabinet Office/LGA confirm decision on Brent’s OPE submission

 September 2016 – December 2016: Complete vision, brief and delivery of Vale Farm Feasibility Study and supporting evidence base.

 January 2017 – March 2017 – Undertake Brent’s formal decision making process (1. Investment Panel, 2. Corporate Management Team and 3. Cabinet) and secure wider partnership sign up to the Vale Farm Feasibility Study and the opportunities it presents.

 April 2017 – Subject to formal approval - submit follow up Vale Farm bid OPE Phase 5

Resources and Funding

No. Item Cost

1 Project Management resource £15k

2 Business planning/socio-economic benefits of regeneration £10k

3 Planning consultant advice and consultation support £10k

4 Spatial planning and images for layout £20k

5 Housing marketing information, benefits and appraisal £5k

6 Initial cost plan estimates for works £5k

7 Legal advice, land searches and lease status review £10k

Total Funding Required: £75k

Vale Farm Location and Site Map

Church End

Funding Expenditure - £75,000

Programme Plan

Forecast Benefits

Bid Summary

Church End is a priority neighbourhood in Brent with overall indicators showing that vulnerability in the area is high. Church End is in the top 10% of deprived areas in England as a whole with 7% of the working age population in Church End is claiming JSA (compared to a national average of 3%) and almost a third of these have been claiming for more than a year. Claim rates for Disability Living and Attendance Allowances are both above average, as are the numbers of people across all age groups with a limiting long term illness. 60% of children live in lone parent households with 42% living in poverty, and 81% of pensioners live alone.

Church End is an area that is prone to antisocial behaviour, crime and social immobilisation. The council have a real opportunity with One Public Estate to reverse the negative tide and work with public bodies and businesses to bring positive change for the residents and visitors in Church End. Brent Council observe that Church End has a very strong community presence and this bid will aim to develop this to enable residents to access to positive amenities.

Considering that the socio economic factors in Church End is below national levels, Brent council aim to use One Public Estate to bring forward positive regeneration of the local centre, attract public services, encourage businesses to invest in the area and explore the use of public land to enable mixed use development.

This bid will enable the council to create a community hub which will attract public services and businesses to the local area. The key emphasis is ensuring that the public services and businesses provide positive services which will benefit the local community.

This bid will seek to identify key efficiencies in working with other public partners and enable the local area to thrive.

Vision

To facilitate public partners and businesses to invest in Church End in order to create a thriving community hub.

Brent Council’s commitment to Church End

Brent council obtained planning consent for the redevelopment of an existing car park in Church End which is jointly owned by Catalyst Housing.

Our plan is to create a 34 new homes, 1 commercial unit (Potentially be used to provide public services by one of our identified stakeholders) and a new market square. Catalyst Housing’s part of the site has planning consent to deliver 65 residential units.

Brent council is committed to delivering much needed homes in the borough and understand the importance of a broader focus in enabling key public services and businesses to operate in

43 the area. This will inadvertently change the perception of Church End and encourage local residents to make use of the available amenities. The new homes is expected to be delivered by the end of 2018.

As this development will be a council led project, officers will ensure that local jobs are secured through the procurement of a building contractor.

Stakeholders/ Partners

Identified stakeholders

- Department for Working Pensions - Ministry of Justice (Probation and Magistrates’) - DWP

Potential stakeholders

- NHS - Other stakeholders to be explored as part of the feasibility studies. - Supplementary educational providers - Businesses (Tesco, Lidl etc) - Other stakeholders to be explored as part of the feasibility studies.

Benefits

The following benefits are expected to be delivered in Church End through the OPE programme:

- Greater Cohesion between Public bodies within Church End. - Accessible amenities in the local centre. - Land Assembly to encourage other public partners/ businesses to work with the council to deliver services in the area. - Creation of a welcoming, diverse, distinct high street for residents, businesses and visitors. - Encourage commercial activity and investment in Church End to help boost the local economy. - To make use of vacant buildings in order to find suitable tenants. - Engage with existing public sector partners in order to explore mixed development opportunities

Summary on engagement with Public Bodies in Church End

Job centre Plus

The DWP was approached in order to explore their property strategy within the Church End area. However, due to the sensitives in relation to their property strategy, DWP were unable to disclose any information.

The Council aim to progress continue dialog with DWP in order to understand their future aspirations for the Church End and Brent in general.

The OPE initiative will enable the council to develop existing relationships with DWP.

Magistrate’s court

On 16 July 2015, the then Courts Minister, Shailesh Vara, announced a consultation into the future of courts and tribunals estates provision in England and Wales. The aim of the consultation was to close courts and tribunals that are unused or underused, or simply unsuitable for the services we provide to our customers. The outcome of the consultation saw the Minister announce that 86 courts and tribunals are to be closed. At this time Brent Magistrates Court is not a part of the closures list but we have discussed a proposal with HMCTS Property Directorate, which is non-binding and would be considered with other proposals, where it met the government’s key aims and objectives for the public purse.

Brent Council’s conceptual proposal triggered by the OPE initiative is to carry out an options appraisals on the land that forms the Brent Magistrates’ Court. Brent Councils proposals are:

 Proposal 1: Creation of new housing on the Brent Magistrates’ Land and Re-provide Magistrates’ Services onsite.

 Proposal 2: Creation of new housing on the Brent Magistrates’ Land and Re-provide Magistrates’ Services in another location in Brent.

Note: Any future proposal submitted by the council will be subject to Consultation by the HMCTS and will need the subject land to be part of a future disposals programme. All of the above proposals are exploratory in nature and are not binding to any party.

Probation Office

The probation office was approached in order to discuss a joint working arrangement where we can find communal efficiencies.

It has been observed by the Council that there may be an opportunity to approach the probation service to potentially discuss redevelopment of the existing land and then re-provide the service on site or off site. If these discussions together with conversations with the magistrates’ court

45 prove successful then all parties will be able to work towards agreeing a joint plan in order to redevelop the land between the magistrate’s court and the probation office.

One public estate will act as an enabler to encourage the probation office property department to engage with the council. The council will aim to explore development opportunities with the MOJ (Probation office and Magistrates’ in Church End).

Other discussions

Brent council is in contact with landowner who has a number of commercial units on the Church End High Street. These units could potentially act as space for public services or can be used to facilitate the release of public land for services seeking to decrease the size of the space they use.

Our Proposal for Church End

Start Completion Item Outcome Date Date

Delivery of 34 (65- Catalyst Start on site with a Building Mar-17 Sep-18 Housing) new homes Contract

To identify key public Secure commitment from public partners/ businesses who Partners and businesses to work Jan-17 Jun-17 will provide enabling with Brent in providing services in services in Church End. Church End.

Market Research and To have options for the High Feasibility for High Street street regeneration on the keys Jan-17 Apr-17 Regeneration focus areas to be considered.

Find available properties on the Identify properties on High High Street which could be used Street and Local area that Jan-17 Jun-17 to attract public services or an are vacant anchor tenant.

Approach landowners in Complete on identified properties relation to selling freehold and facilitate relocation of public Jun-17 Dec-17 interest or providing units sector partners or anchor tenant on long terms let. into these available units

Start Completion Item Outcome Date Date

Instruct Architect/ Planning To develop the designs of the Consultant to design new High Street Regeneration and Jun-17 Jan-18 High Street secure planning consent

Exploration of Development To agree on joint working Opportunities with Jan-17 Jun-17 arrangements with MOJ. established public partners in Brent

To carry out Feasibility Identify the density of mixed use studies on development development on Brent Jan-17 Sep-17 options Magistrates’ Court

Liaise with Landowners in To secure support for landowners Church End High Road to proceed in the High Street Sep-18 Mar-17 about proposals. Regeneration

Find Building Contractor to To start works to façade carry out works to High renovations in order to uplift the Mar-18 Sep-18 Street. High street

To let commercial units to Let units to public identified businesses and public Jan-17 Dec-18 Partners/ Businesses sector partners.

Risks and Issues

No. Risk/issue description Planned mitigation or Owner (inc. impact) resolution

Not securing buy in for Notify OPE of challenges AA public sector partners or in making contact with identified Businesses for Public bodies. Request Church End Hub that OPE facilitate a 1 meeting with the required partner

No. Risk/issue description Planned mitigation or Owner (inc. impact) resolution To relook at identified businesses and explore how Brent Council can facilitate their needs

Not being able to make Make arrangements with AA 2 contact with the necessary the landowners who are Landlords will to negotiate.

Not securing planning Early consultation with AA 3 permission for the key stakeholders Facades in the High Street including shop owners in order to secure support before planning permission is submitted.

Not securing support for Continue to discuss AA 4 MOJ in relation to mixed options that will be use development acceptable for all parties involved.

Resources and Funding

No. Item Cost

1 Project Management resource £15,000

2 Market Research and Feasibility for High Street £6,000 Regeneration

3 Instruct Architect/ planning consultant to design £30,000 facades for High Street

4 Planning Application £5,000

5 Options Appraisals for Housing £10,000

6 Land Assembly £20,000

No. Item Cost

7 Find an Anchor Tenant £10,000

Total Funding Required: £96,000

Church End and Location and Site Plan

APPENDICES

Appendix 1 Public Sector Ownership Maps Source - Land Registry ownership data

Source – Property in Brent recorded on epims

Appendix 2 – Funding Expenditure Summary

One Public Estate Expenditure

Partners for Brent

2016/17 365

Total Funding Funded item as per MOU Requirement Sep 16 Qtr Jan 17 Qtr Apr 17 Qtr Jul 17 Qtr Sep 17 Qtr Jan 18 Qtr 18/19 19/20 20/21

Appointment of Brent Co-ordinating Overall project manager £75,000 £75,000 co-ordination of data capture Data Capture/Public Sector/Health exercise and to undertake the public Review sector and health review £30,000 £ 30,000.00 Consultants as itemised in bid Project ID: (Northwick Park) sumisssion £500,000 £ 100,000 £ 135,000 £ 145,000 £ 75,000.00 £ 45,000.00

Project ID: (Vale Farm) Project management resource £15,000 £7,000 £5,500 £2,500 Business planning/socio-economic Project ID: (Vale Farm) benefits of regeneration £10,000 £10,000 Planning consultant advice and Project ID: (Vale Farm) consultation support £10,000 £6,000 £4,000 Spatial planning and images for Project ID: (Vale Farm) layout £20,000 £12,000 £5,000 £ 3,000.00 Housing marketing information, Project ID: (Vale Farm) benefits and appraisal £5,000 £5,000

Project ID: (Vale Farm) Initial cost plan estimates for works £5,000 £5,000 Legal advice, land searches and Project ID: (Vale Farm) lease status review £10,000 £10,000 Developing design and processes for a single front of house service to support CNWL/Brent Start co- Project ID: (Wembley) location. £30,000 £ 30,000.00

Funding for design and processes to provide a combined front desk service for DWP and Brent services to allow customers to have a single holistic journey within the Civic Project ID: (Wembley) Centre (to be match funded) £40,000 £ 40,000.00 Funding for feasibility work to examine the best means of integrating Brent Works into Brent’s contact centre, and Project ID: (Wembley) provide a single seamless offer £30,000 £ 30,000.00 Funding to scope opportunities within Wembley Centre for Health and adjoining public sector Project ID: (Wembley) ownerships. £40,000 £ 40,000.00 Detailed review of public sector accommodation in Wembley, in particular to pick up vacant or underutilised accommodation, lease termination dates, and Project ID: (Wembley) options to break. £20,000 £ 20,000.00 Project ID: (Church End ) Project Management resource £15,000 £ 2,142.86 £ 2,142.86 £ 2,142.86 £ 2,142.86 £ 2,142.86 £ 2,142.86 £ 2,142.86 Market Research and Feasibility Project ID: (Church End ) for High Street Regeneration £6,000 £ 3,000.00 £ 3,000.00 Instruct Architect/ planning consultant to design facades for Project ID: (Church End ) High Street £30,000 £ 7,500.00 £ 7,500.00 £ 7,500.00 £ 7,500.00

Planning Application Project ID: (Church End ) £5,000 £ 2,500.00 £ 2,500.00

Options Appraisals for Housing Project ID: (Church End ) £10,000 £ 2,500.00 £ 2,500.00 £ 2,500.00 £ 2,500.00

Land Assembly Project ID: (Church End ) £20,000 £ 10,000.00 £ 10,000.00

Find an Anchor Tenant Project ID: (Church End ) £10,000 £ 10,000.00

Project ID: (insert name of project) £0 Total £936,000 £ 392,142.86 £ 187,142.86 £ 165,642.86 £ 97,142.86 £ 69,642.86 £ 12,142.86 £ 12,142.86 £ - £ -

Appendix 3 – Programme Plan Revised Completion RAG Expected Date (use drop down) Project ID Project Milestone Description Completion date (To be agreed with your regional programme manager) Sep 16 Qtr Jan 17 Qtr Apr 17 Qtr Jul 17 Qtr Sep 17 Qtr Jan 18 Qtr 18/19 19/20 20/21 1. Record all property assets owned by partnership authorities (except social housing stock) and public 31/12/2016 sector partners on the ePIMS Lite system 2. Have in place an effective board, bringing together partnership members and wider public sector partners 31/12/2016 who will help to drive plans 3. Provide information on the estimated value of all local Data Capture authority owned land and buildings within your 31/12/2016 partnership area 4. Make details of all land and property owned by the partnership publically accessible, including in authorities’ 31/12/2016 statutory annual reports 5. Provide details of current surplus land and land which is expected to become surplus or redeveloped as part of 31/12/2016 this programme

Develop overarching public sector property strategy and 31/12/2017 health review.

Project ID Northwick Park Sep 16 Qtr Jan 17 Qtr Apr 17 Qtr Jul 17 Qtr Sep 17 Qtr Jan 18 Qtr 18/19 19/20 20/21 1. Preparation of an integrated common master plan across The University of Westminster, Northwick Park Hospital, Network Homes land and Northwick Park Open Space, to develop an integrated transport infrastructure 31/08/2017 across the site, unlocking surplus, previously undevelopable land for mixed use redevelopment, increasing its value, and enhancing access to the entire site. Extensive study of services and resources across the four sites, to develop a strategy for rationalisation, 31/10/2017 generating revenue savings and freeing up further land. Northwick Park Preparation of a feasibility study for a joint energy centre, serving all partners and exporting surplus 31/08/2017 energy to the grid, thereby bringing in revenue savings and generating an income. Preparation of a feasibility study of short term, temporary residential accommodation, above existing surface level car parking, until such time as 31/04/2017 long term redevelopment for housing and other mixed uses is able to proceed. Preparation of a landscape master plan, integrating the university, hospital and Network Homes land, 31/08/2017 together with the open space. Project ID Wembley Sep 16 Qtr Jan 17 Qtr Apr 17 Qtr Jul 17 Qtr Sep 17 Qtr Jan 18 Qtr 18/19 19/20 20/21 Brent Start move to CNWL building. 30/09/2017 DWP move to Civic Centre 30/09/2017 Forum House Staff relocate to Civic Centre 01/01/2019 Wembley Scoping of Wembley Centre for Health and Care 01/08/2017 Opportunities Detailed public sector accommodation review complete. 01/08/2017

Project ID Church End Sep 16 Qtr Jan 17 Qtr Apr 17 Qtr Jul 17 Qtr Sep 17 Qtr Jan 18 Qtr 18/19 19/20 20/21 Delivery of 34 (65- Catalyst Housing) new homes 30/09/2018 To identify key public partners/ businesses who will 30/06/2017 provide enabling services in Church End. Market Research and Feasibility for High Street 30/04/2017 Regeneration Identify properties on High Street and Local area that are 30/06/2017 vacant Approach landowners in relation to selling freehold 31/08/2017 interest or providing units on long terms let. Instruct Architect/ Planning Consultant to design new 31/01/2018 Church End High Street Exploration of Development Opportunities with 30/06/2017 established public partners in Brent To carry out Feasibility studies on development options 30/09/2017 Liaise with Landowners in Church End High Road about 31/03/2017 proposals. Find Building Contractor to carry out works to High 31/01/2018 Street. Let units to public Partners/ Businesses 31/12/2016

Project ID Vale Farm Sep 16 Qtr Jan 17 Qtr Apr 17 Qtr Jul 17 Qtr Sep 17 Qtr Jan 18 Qtr 18/19 19/20 20/21 Submit Vale Farm OPE Phase 4 Bid 29/07/2016 Education Funding Agency confirm successful Free School Provider(s)31/08/2016 bids for Brent Cabinet Office/LGA confirm decision on Brent’s OPE submission30/09/2016 Vale Farm Complete vision, brief and delivery of Vale Farm Feasibility Study31/12/2016 and supporting evidence base. Undertake Brent’s formal decision making process to approve 31/03/2017Vale Farm Feasibility Study including local consultation Subject to formal approval - submit follow up Vale Farm bid OPE30/04/2017 Phase

Appendix 4 - Forecast Benefits

One Public Estate Forecast Benefits

Partners for Brent

Cumulative total Year 1 Year 2 Year 3 Year 4 Year 5 Total: Yrs 1-5 Yrs 6-10 Total: Yrs 1-10 (2015/2016) (2016/2017) (2017/2018) (2018/2019) (2019/2020) (2020/2026) Capital Receipts (sales of central £ - £ - £ - £ - £ - £ - £ - £ - government land) Capital Receipts (sales of local £ - £ - £ - £40,000,000-125,000,000 (Note£ 1) - 40,000,000-125,000,000£ - 40,000,000-125,000,000 government land) Reduced Running Costs (£'s) £ - TBA TBA TBA TBA TBA TBA TBA

Jobs Created 3 3 - 50 50 106 200 306

New Homes - 99 - - 100-150 199-249 300-850 400-1000

Generated Inward Investment (from £ - £ - £ - £ - £ - £ - £ - £ - private sector i.e. not grants from other parts of government)

Project 1: Northwick Park Year 1 Year 2 Year 3 Year 4 Year 5 Total: Yrs 1-5 Yrs 6-10 Total: Yrs 1-10 (2015/2016) (2016/2017) (2017/2018) (2018/2019) (2019/2020) (2020/2026) Capital Receipts (sales of central £ - £ - £ - £ - £ - £ - government land) Capital Receipts (sales of local £ - £ - £ - £40,000,000-125,000,000 (Note£ 1) - 40,000,000-125,000,000£ - 40,000,000-125,000,000 government land) Reduced Running Costs (£'s) £ - TBA £115736.48 + £231472.96 + £231472.96 + £578682.4 + £ 1,157,364.80 £ 1,736,047.20

Jobs Created - - - 50 50 100 200 300

New Homes - - - 100-150 100-150 300-850 400-1000

Generated Inward Investment (from £ - £ - £ - £ - £ - £ - £ - £ - private sector i.e. not grants from other parts of government) Notes It is difficult to give accurate figures and dates for capital receipts ahead of feasibility work. It is estimated that between 400 and 1,000 new homes can be created on surplus land, with an estimated plot value of at least £100,000. This is dependant on feasibility work to establish how much surplus land can be generated, work with planners to establish densities and work with other cosnultants to maximise value/potential. It is likely that rather than generate a receipt, enabling constructioin works will be procured. Reduced running costs. Again this is difficult to estimate ahead of feasibility work. There is a significant backlog of maintainance work required on the hospital. There is an innefficient heating and hot water system feeding the building, and the fabric is expensive to heat and maintain.

Jobs created. Again difficult to estimate ahead of feasibilities. A new service road will generate new commercial and community facilities

Project 2: Church End Year 1 Year 2 Year 3 Year 4 Year 5 Total: Yrs 1-5 Yrs 6-10 Total: Yrs 1-10 (2015/2016) (2016/2017) (2017/2018) (2018/2019) (2019/2020) (2020/2026) Capital Receipts (sales of central £ - £ - £ - £ - £ - £ - £ - £ - government land) Capital Receipts (sales of local £ - £ - £ - £ - £ - £ - £ - £ - government land) Reduced Running Costs (£'s) £ - £ - £ - £ - £ - £ - £ - £ -

Jobs Created 3 3 - - 6 - 6

New Homes - 99 - - - 99 - 99

Generated Inward Investment (from £ - £ - £ - £ - £ - £ - £ - £ - private sector i.e. not grants from other parts of government)

Project 3: Wembley Year 1 Year 2 Year 3 Year 4 Year 5 Total: Yrs 1-5 Yrs 6-10 Total: Yrs 1-10 (2015/2016) (2016/2017) (2017/2018) (2018/2019) (2019/2020) (2020/2026) Capital Receipts (sales of central £ - £ - £ - £ - £ - £ - £ - £ - government land) Capital Receipts (sales of local £ - £ - £ - £ - £ - £ - £ - government land) Reduced Running Costs (£'s) Note £ - £ - £ 115,736.48 £ 231,472.96 £ 231,472.96 £ 578,682.40 £ 1,157,364.80 £ 1,736,047.20 expressed in terms of rental value of space occupied, otherwise lost to private sector Jobs Created ------

New Homes ------

Generated Inward Investment (from £ - £ - £ - £ - £ - £ - £ - £ - private sector i.e. not grants from other parts of government)

Project 4: Vale Farm Year 1 Year 2 Year 3 Year 4 Year 5 Total: Yrs 1-5 Yrs 6-10 Total: Yrs 1-10 (2015/2016) (2016/2017) (2017/2018) (2018/2019) (2019/2020) (2020/2026) Capital Receipts (sales of central £ - £ - £ - government land) £ - £ - £ - £ - £ - Capital Receipts (sales of local £ - £ - £ - government land) £ - £ - £ - £ - £ - Reduced Running Costs (£'s) £ - £ - £ - £ - £ - £ - £ - £ - Jobs Created - - - 0 0 0 0 0 New Homes - - - 0 0 0 0 0 Generated Inward Investment (from £ - £ - £ - private sector i.e. not grants from other parts of government) £ - £ - £ - £ - £ -

Please use the table below to record all wider programme benefits (i.e. those that are not yet attributable to specific projects) Wider Benefits: Year 1 Year 2 Year 3 Year 4 Year 5 Years 6-10 (2015/2016) (2016/2017) (2017/2018) (2018/2019) (2019/2020) Total: Yrs 1-5 (2020/2026) Total: Yrs 1-10 Capital Receipts (sales of central government land) £ - £ - £ - £ - £ - £ - £ - £ - Capital Receipts (sales of local government land) £ - £ - £ - £ - £ - £ - £ - £ -

Reduced Running Costs £ - £ - £ - £ - £ - £ - £ - £ -

Jobs Created ------

New Homes ------Generated Inward Investment (from private sector i.e. not grants from other parts of government) £ - £ - £ - £ - £ - £ - £ - £ -

Appendix 5 - Letters of Support

Appendix 6 Section 151 Officer Support