1. Craig Egglestone OPE Programme Manager Local Government Association
One Public Estate
Craig Egglestone
OPE Programme Manager
Local Government Association

2. We’re delivering better
One Public Estate: purpose
A partnership between the Office of Government Property and Local Government Association to support collaboration across central and local government and the public sector to deliver:
Local growth (homes and jobs)
Integrated, customer-focused services
Efficiencies (receipts and running costs)
We’re delivering better
outcomes together 2
One Public Estate

3. Its about partnerships
First, it is a partnership between central and local governments.
Second, those joining the programme must also form their own cross-public sector partnership, bringing together central and local government, alongside other national and local partners including the NHS, police, fire, Local Economic Partnerships and others.
Third, projects must be delivered in partnership by multiple public sector partners.  
Central to the One Public Estate approach is its focus on partnership.
The Office of Government Property and the Local Government Association act together as neutral brokers amongst partners. One Public Estate Regional Programme Managers also provide support and challenge to drive projects forward.

4. The OPE partnership model
Bringing Public Sector partners together
Funding and professional support
Inform policy to assist local delivery
Access to central government
Reporting on benefits
Opportunities workshops
Sharing best practice
Data support
Asset mapping
Generating ideas, a shared vision and programme
Set up and support a network of strategic cross-public sector partnerships to collaborate on locally-led asset-based efficiency and growth objectives
Targeted funding on early stage feasibility work / proof of concept / business case development – building a project pipeline which feeds other funding sources e.g. Homes England, NHS, etc. and policy priorities
Partner brokerage – act as ‘honest broker’ and route for central government engagement on projects

5. Programme scale
From 12 Pilot Areas in 2013 to…
326 Councils
78 Partnerships
13 Main Government Departments
600+ Projects
Dozens of Emergency Services and Many More
Hundreds of Health Bodies
These organisations have come together to achieve more than they could alone, and to make better use of public estate for public benefit.

6. Land released for 3,339 new homes
We are delivering
£163,912,602
capital receipts
£24,933,420
running cost savings
5745
new jobs
Land released for 3,339 new homes

7. Housing and Placemaking
Hubs
Regeneration
New Communities
Whitehill & Bordon, Hampshire
Corsham
Plymouth
St Georges, Rutland
Mildenhall
York

8. 79 projects across 41 authorities
Local Authority only
79 projects across 41 authorities
Capital activities funded
Land remediation activity - demolition, decontamination
Small scale infrastructure - link roads, sewer/drainage upgrades
Schemes funded will deliver between homes per scheme
Delivery
Land Released (Housing numbers)
Delivered To Date
811
2020 Target
7,083
Longer term aim
7,445

9. Mildenhall,West Suffolk
An innovative scheme to co-locate the majority of the public estate and services in a market town onto one site, radically improving services, achieving savings of over 50% and releasing 12 hectares for growth.

10. Regenerating Northwick Park, Brent
Large-scale residential-led redevelopment of surplus land around Northwick Park Hospital
Landowners: London North West Healthcare NHS Trust; University of Westminster; Network Homes; and LB Brent
One Public Estate revived this complex scheme following an aborted 2005 NHS Trust proposal to redevelop the hospital site in isolation
Current proposals include up to 1,600 homes across the assembled site - more than double that originally proposed
Involving Registered Provider Network Homes in the partnership has enabled homes for NHS staff to be included in plans
Northwick Park Ste Plan

11. The Future of OPE Phases 1-7 Sustainable grant - £4.8M
‘Patient’ investment
2019/20
LRF2/OPE8
Continuous improvement
Understanding and managing delivery risk
Intelligence gathering
2020/21+
SR19