Cabinet

_________________________________________________________________________ - Page 1 - Minutes & Decisions CABINET 7pm, Thursday, 13 February 2025 Meeting held at Committee Room 6 - Civic Centre, High Street, Uxbridge UB8 1UW Decisions Published on: 14 February 2025 Decisions come into effect, where stated, from: 5pm, 21 February 2025 Cabinet Members Present: Ian Edwards (Chair) Jonathan Bianco (Vice-Chair) Martin Goddard Susan O'Brien Jane Palmer Eddie Lavery Steve Tuckwell Members also Present: Peter Smallwood OBE Peter Curling Stuart Mathers June Nelson 1. APOLOGIES FOR ABSENCE All Cabinet Members were present. 2. DECLARATIONS OF INTEREST IN MATTERS BEFORE THIS MEETING No interests were declared by Members present. 3. TO APPROVE THE MINUTES OF THE LAST CABINET MEETING The minutes and decisions of the Cabinet meeting held on 9 January 2025 were agreed as a correct record. 4. TO CONFIRM THAT THE ITEMS OF BUSINESS MARKED PART 1 WILL BE CONSIDERED IN PUBLIC AND THAT THE ITEMS OF BUSINESS MARKED PART 2 IN PRIVATE It was confirmed that items of business marked Part 1 would be considered in public and those marked Part 2 in private. Public Document Pack _________________________________________________________________________ - Page 2 - 5. 2025/26 BUDGET AND FUTURE MEDIUM-TERM FINANCIAL STRATEGY & BUDGET MONITORING Consideration of this item was move d to the Cabinet meeting on 20 February 2025 at 7pm. 6. THE SCHOOLS BUDGET 2025/26 Consideration of this item was moved to the Cabinet meeting on 20 February 2025 at 7pm. 7. TEMPORARY ACCOMMODATION STRATEGY & ACTION PLAN RESOLVED: That the Cabinet: 1) Note the significant homelessness pressure in Hillingdon, in line with national and London wide trends, and the increasing use of temporary accommodation to meet this need. 2) Note the Temporary Accommodation Strategy and Action Plan in the Appendix. 3) Agree to receive quarterly updates, or at a frequency as determined by the Cabinet Member, on progress delivering the Strategy and Action Plan, aligned with the Homelessness Prevention and Rough Sleeping Strategy and the impact on the Medium -Term Financial Strategy, and to include details of actions being taken to bring empty homes across the Borough back into occupation. Reasons for decision The Cabinet Member for Planning, Housing & Growth presented a report on the Temporary Accommodation Str ategy and Action Plan, aimed at reducing costs and reliance on temporary accommodation in Hillingdon. As of January 2025, there were 1,275 households in temporary accommodation, with a significant increase in demand and costs. The Cabinet Member advised th at the strategy focused on homelessness prevention, increasing housing supply, and financial sustainability. Key objectives cited included reducing homelessness demand, increasing housing supply, reducing temporary accommodation costs, and delivering long -term housing solutions. The Cabinet Member noted that the projected spend for 2024 -2025 was £35.6 million, with a goal to reduce expenditure by £3.6 million in 2025 -2026. Progress would be monitored and reported to the Cabinet. It was welcomed that the Residents’ Services Select Committee was also reviewing homelessness, with a final report expected later in the year. The Cabinet noted the pressures, the strategy, and to agree to receive quarterly updates on progress. The Leader of the Council thanked the Cabinet Member and Officers for their efforts in addressing the national challenge of homelessness, which was particularly acute in London and by preparing a report that provided clarity in analysing the problem _________________________________________________________________________ - Page 3 - and outlining solutions locally. The Leader requested that officers work to strengthen the Action Plan, where the measures needed to be more specific to determine whether tar gets were being met, with tighter target setting and monitoring, acknowledging that some estimates would be broad. The Leader asked the Chief Executive to take this forward and included within the next quarterly report to Cabinet. Alternative options considered and rejected None. Relevant Select Committee Residents’ Services Select Committee Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Cabinet’s decisions on this matter can be called in by a majority of the s elect committee by 5pm, Friday 21 February 2025. If not called -in, Cabinet’s decisions can then be implemented. Officer(s) to action Dan Kennedy / Debbie Weller Directorate Homes and Communities Classification Public - The report and any background papers relating to this decision by the Cabinet are available to view on the Council's website or by visiting the Civic Centre, Uxbridge. 8. REVISED LOCAL DEVELOPMENT SCHEME RESOLVED: That the Cabinet endorse and recommend the revised draft Local Development Scheme for adoption by Full Council. Reasons for decision The Cabinet Member for Planning, Housing & Growth int roduced a report asking the Cabinet to endorse a revised local development scheme for adoption by the full Council. It was noted that this statutory requirement, under the Planning & Compulsory Purchase Act 2004, set out the Council's three -year programme for updating its planning policies. The update presented to the Cabinet was in response to the Deputy Prime Minister's request for all local planning authorities to publish a revised scheme by 6th March 2025, following changes to the National Planning Policy Framework. The Cabinet Member outlined the key objectives, which included ensuring compliance with national deadlines, introducing a three -stage local plan programme, and aligning local planning with the revised London Plan and housing targets. The sche me aimed to reduce legal challenges and delays, support sustainable development, growth, and high -quality housing and strengthen community engagement. It was noted that the cost would be met through existing budgets with minor additional expenditure for co nsultation and that failure to update the plan could result in Government or Mayoral intervention. _________________________________________________________________________ - Page 4 - Alternative options considered and rejected Cabinet’s options were limited to meet the Ministerial requirement, and to minimise additional risks if the current plan was not updated. Relevant Select Committee Residents’ Services Select Committee Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) This decision cannot be called -in and is referred to the full Council for determination. Officer(s) to action Julia Johnson / Gavin Polkinghorn Directorate Place Classification Public - The report and any background papers relating to this decision by the Cabinet are available to view on the Council's website or by visiting the Civic Centre, Uxbridge. 9. PUBLIC PREVIEW OF CONFIDENTIAL REPORTS RESOLVED: That Cabinet note the reports to be considered later in private and Part 2 of the Cabinet agenda and comment on them as appropriate for public information purposes. Reasons for decision The Leader of the Council introduced the report which provided a public summ ary of the matters to be discussed in the private part of the Cabinet meeting later, increasing the Council’s transparency. Alternative options considered and rejected These were set out in the public Cabinet report. Relevant Select Committee Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) This matter is not for call-in, as noting only. Officer(s) to action Mark Braddock Directorate Corporate Services Classification Public - The report and any background papers relating to this decision by the Cabinet are available to view on the Council's website or by visiting the Civic Centre, Uxbridge. _________________________________________________________________________ - Page 5 - 10. IMPROVEMENTS TO YEADING LANE ESTATE IN HAYES - EXTERNAL REPAIRS AND DECORATIONS 2024/25 RESOLVED: That the Cabinet: 1. Accept the tender from Greyline Builders Ltd for the provision of the External Repairs and Decorations – Phase 2 – Yeading Lane Estate, Hayes to the London Borough of Hillingdon for a period of 20 weeks at the value of £893k; 2. agree to the ca pital release of £1,027k inclusive of contingencies and fees from the External Repairs and Decorations – Phase 2 – Yeading Lane Estate, Hayes to the Lond on Borough of Hillingdon work -stream within the Works to Stock Programme 2024/25; Reasons for decision The Cabinet Member for Corporate Services & Property introduced a report, with recommendations that Cabinet approved, to accept a tender for external decorations and minor repairs at the Yeading Lane Estate, Hayes, following a competitive tender exercise. Alternative options considered and rejected Alternative options were considered by Cabinet as set out in the confidential report, primarily using mo re strategic contracts for such works, but these were discounted on value-for-money grounds. Relevant Select Committee Corporate Resources & Infrastructure Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Cabinet’s decisions on this matter can be called in by a majority of the select committee by 5pm, Friday 21 February 2025. If not called -in, Cabinet’s decisions can then be implemented. Officer(s) to action Merrick Knight Directorate Place Classification Private - Whilst the Cabinet's decisions above are always made public, the officer report relating to this matter is not because it was considered in the private part of the meeting and contained information relating to the financial or business affairs of any p articular person (including the Authority holding that information) and the public interest in withhold ing the information outweighed the public interest in disclosing it in accordance with Section 100(A) and paragraph 3 of Part 1 of Schedule 12 (A) to the Local Government Act 1972 (as amended). _________________________________________________________________________ - Page 6 - 11. HILLINGDON'S PARTICIPATION IN THE REGIONAL ADOPTION AGENCY RESOLVED: That the Cabinet agree: - 1. To continue the contract with the Regional Adoption Agency (Ambitious for Adoption) which is a mand ated requirement for local authorities, for the full extension period until 30th May 2029 at a cost of £2.35m; 2. Agrees that the Regional Adoption Agency contract be reviewed in line with the demand, ensuring timely permanency for our children and derisking the potential agency costs needed to meet the demand; 3. Any contract changes to be delegated to the Corporate Director for Children's Services, in consultation with the Cabinet Member for Children, Families & Education, who will also undertake regular contract monitoring. Reasons for decision The Cabinet Member for Children, Families & Education introduced a report, with recommendations that Cabinet approved, to continue the Council’s contract with the Regional Adoption Agency. The Cabinet Member noted that this would help improve local adoption services along with more efficient processes, and that there would be regular monitoring of the arrangements. Alternative options considered and rejected Cabinet considered the alternative options as set out in the confidential report, which were discounted due to their impact on the service and cost. Relevant Select Committee Children, Families & Education Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Cabinet’s decisions on this matter can be called in by a majority of the select committee by 5pm, Friday 21 February 2025. If not called -in, Cabinet’s decisions can then be implemented. Officer(s) to action Poppy Reddy / Alex Coman Directorate Children’s Services Classification Private - Whilst the Cabinet's decisions above are always made public, the officer report relating to this matter is not because it was considered in the private part of the meeting and contained information relating to the financial or business aff airs of any particular person (including the Authority holding that information) and the public interest in withholding the information outweighed the public interest in disclosing it in accordance with Section 100(A) and paragraph 3 of Part 1 of Schedule 12 (A) to the Local Government Act 1972 (as amended). _________________________________________________________________________ - Page 7 - 12. CORPORATE DISPOSALS PROGRAMME 2024/25 - DISPOSAL OF SITE AT PUMP LANE, HAYES RESOLVED: That the Cabinet: 1) Declares that the property at Pump Lane Hayes is now surplus to requirements; the property is shown edged red on the Land Registry title plan NGL411074 at Appendix 1. 2) Authorises the disposal of the freehold interest of the land and buildings at Pump Lane Hayes UB3 3NB, on the terms and conditions detailed in this Cabinet report. 3) Delegates all necessary future decisions regarding this disposal and the sale to the Corporate Director of Place, in consultation with the Cabinet Member for Corporate Services & Property. Reasons for decision The Cabinet Member for Corporate Services & Property introduced a report, with recommendations that Cabinet approved, to proceed with the disposal of the Council’s freehold interest in land at Pump Lane, Hayes, UB3 3NB to optimise the use of the Council’s assets and ensure best value for taxpayers. Cabinet noted that the site included the Civic Hall and the Civic Hall Car Park. Alternative options considered and rejected Alternative options were considered by Cabinet, including redevelopment or retaining and modernising the site, as set out in the confidential report. Relevant Select Committee Corporate Resources & Infrastructure Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Cabinet’s decisions on this matter can be called in by a majority of the select committee by 5pm, Friday 21 February 2025. If not called -in, Cabinet’s decisions can then be implemented. Officer(s) to action Julia Thompson Directorate Place Classification Private - Whilst the Cabinet's decisions above are always made public, the of ficer report relating to this matter is not because it was considered in the private part of the meeting and contained information relating to the financial or business affairs of any particular person (including the Authority holding that information) and the public interest in withholding the information outweighed the public interest in disclosing it in accordance with Section 100(A) and paragraph 3 of Part 1 of Schedule 12 (A) to the Local Government Act 1972 (as amended). _________________________________________________________________________ - Page 8 - 13. IRRECOVERABLE CORPORATE DEBT RESOLVED: That Cabinet approves writing off £55,495.32 in respect of Housing Benefit debt as set out in the report. Reasons for decision The Cabinet Member for Finance & Transformation introduced a report, with a recommendation which C abinet agreed, to write -off housing benefit debt which was deemed as having no possibility of recovery due to the particular circumstances of the case. Alternative options considered and rejected None. Relevant Select Committee Corporate Resources & Infrastructure Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Cabinet’s decisions on this matter can be called in by a majority of the select committee by 5pm, Friday 21 February 2025. If not called -in, Cabinet’s dec isions can then be implemented. Officer(s) to action Tiffany Boreham Directorate Finance Classification Private - Whilst the Cabinet's decisions above are always made public, the officer report relating to this matter is not b ecause it was considered in the private part of the meeting and contained information relating to the financial or business affairs of any particular person (including the Authority holding that information) and the public interest in withholding the information outweighed the public interest in disclosing it in accordance with Section 100(A) and paragraph 3 of Part 1 of Schedule 12 (A) to the Local Government Act 1972 (as amended). 14. ANY OTHER ITEMS THE CHAIRMAN AGREES ARE RELEVANT OR URGENT No further items were considered by Cabinet. The meeting closed at 7.16pm Internal Use only* Implementation of decisions & scrutiny call-in When can these decisions be implemented by officers? Officers can implement Cabinet’s decisions in these minutes only from the expiry of the scrutiny call -in period, unless otherwise stated in the minutes above, which is: 5pm, Friday 21 February 2025 _________________________________________________________________________ - Page 9 - However, this is subject to the decision not being called in by Councillors on the relevant Select Committee. Upo n receipt of a valid call -in request, Democratic Services will immediately advise the relevant officer(s) and the Cabinet decision must then be put on hold. Councillor scrutiny call-in of these decisions Councillors on the relevant Select Committee shown in these minutes for the r elevant decision made may request to call-in that decision. The call -in request must be before the expiry of the scrutiny call-in period above. Councillors should use the Scrutiny Call-in App (link below) on their devices to ini tiate any call -in request. Further advice can be sought from Democratic Services if required: Scrutiny Call-In - Power Apps (secure) Notice These decis ions have been taken under The Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012. This Cabinet meeting was also broadcast live on the Council’s YouTube channel here for wider resident engagement. Please note that these minutes and decisions are the definitive record of proceedings by the Council of this meeting. If you would like further information about the decisions of the Cabinet, please contact the Council below: democratic@hillingdon.gov.uk Democratic Services: 01895 250636 Media enquiries: 01895 250403 This page is intentionally left blank

Cabinet – 20 February 2025 (Part 1 Public) 2025/26 BUDGET AND FUTURE MEDIUM-TERM FINANCIAL STRATEGY Cabinet Member & Portfolio Cllr Martin Goddard, Cabinet Member for Finance and Transformation Responsible Officers Tony Zaman, Chief Executive Richard Ennis, Corporate Director of Finance Report Authors & Directorate Andy Goodwin, Head of Strategic Finance & Deputy Section 151 Matt Davis, Director Strategic & Operational Finance Papers with report Appendices A to G HEADLINES Summary Hillingdon Council has provided very good and value for money services for a number of decades. It has managed to keep its Council Tax lower than its neighbouring authorities and is the lowest council tax authority in its comparator group of 16 outer London boroughs. There have been significant national economic and health events and reductions in local government funding and in spite of this the Council has maintained many good services at a very low council tax. This report brings together the significant challenges that the Council has to deal with particularly in 2025/26, and beyond, and sets out the progress on developing and refreshing the Council’s Medium-Term Financial Strategy [MTFS] since the position set out in the consultation budget received by cabinet in December 2024. In building this budget, the options available included the Council asking Government to increase the Council Tax greater than the 4.99% prescribed referendum maximum, asking Government for permission to sell assets or borrow to fund day-to-day expenditure via a Capitalisation Direction (Exceptional Financial Support [EFS]); or running key services in a different way and generating efficiencies from non-universal services combined with looking to change the target operating model of the Council. Cabinet have already decided at its December Cabinet that it wishes to pursue the latter options of the above list, albeit that no reduction in key services is currently planned. Putting our Residents First This report supports our ambition for residents / the Council of: An efficient, well-run, digital-enabled council working with partners to deliver services to improve the lives of all our residents Cabinet – 20 February 2025 (Part 1 Public) Delivering on the Council Strategy 2022-2026 This report supports our commitments to residents of: A Digital-Enabled, Modern, Well-Run Council Financial Cost This report sets out a financial budget for 2025/26 and an outline medium-term financial strategy for a further four years. For the General Fund, available and usable reserves would fall from £35.1m at the start of 2024/25 to an expected £24.5m at the end of 2024/25 and thereafter to £20.3m by the end of 2025/26. The proposals set out in the Medium-Term Financial Strategy would, if all fully materialise as planned, see available and usable reserves rise to £43.7m by the end of 2029/30. The most important year in this plan is 2025/26. Select Committee All Ward(s) All RECOMMENDATIONS That the Cabinet approves for recommendation to Council: 1) The General Fund and Housing Revenue Account budgets and Capital Programme proposals for 2025/26 (as detailed in Appendices A, B and C) and beyond, having taken the consultation responses and select committees ’ comments conscientiously into account outlined in Appendix F Budget Consultation Feedback. 2) The Capital Strategy, Treasury Management Strategy Statement, Investment Strategy, and Minimum Revenue Provision Statement for 202 4/25 to 202 9/30 as detailed at Appendix D. 3) The proposed London Borough of Hillingdon Pay Policy Statement for 2025/26 set out at Appendix E. That Cabinet: 4) Request the Corporate Director of Finance to bring in capacity and capability to create and deliver a Financial Improvement Plan [FIP] with support from CIPFA, as outlined in paragraph 13.1 4, and to report back to Cabinet on progress on a quarterly basis. 5) Approves the land and property disposals target of £17m of Capital Receipts for 2025/26 to be used for transformation. Cabinet – 20 February 2025 (Part 1 Public) 6) Approve the transformation plan, as set out in Section 12, and the use of £17m of capital receipts for this purpose , subject to Government confirmation on utilising receipts for this purpose for a further year. 7) Authorise the Corporate Director of Finance, in consultation with the Cabinet Member for Finance & Transformation, to respond on behalf of the Council to the consultation on the Mayor of London’s budget consultation. 8) Authorise the Leader of the Council and Cabinet Member for Finance & Transformation to authorise all invest-to-save schemes as set out in Appendix A8i and other additions to the Capital Programme under the advice of the Corporate Director of Finance. 9) Note the Period 9 (December) monthly monitoring forecast, as set out in Section 3. 10) Agrees that all drawdowns from General Contingency, Contract Risk Contingency, Risk Provision against Savings Delivery or Reserves will require Cabinet approval under the advice of the Corporate Director of Finance. 11) Agrees the introduction of a new fee as part of the recent implementation of the Border Target Operating Model. 12) Approves acceptance of gift funding in relation to a Planning Performance Agreement in accordance with the provisions of Section 93 of the Local Government Act 2003 for i. Colt Campus - £142,750 ii. Colt Public Artwork - £12,500 iii. Rainbow and Kirby Industrial Estate - £96,000 iv. Hyde Park Hayes - £66,200 v. Unit 4 Silverdale - £28,500 vi. Land off Long Drive - £39,700 vii. Nestle Landscaping - £19,200 13) Accepts a grant of £934,446 from North West London Integrated Care Board to fund initiatives to support hospital discharge. 14) Agree that proposals to charge for green waste collection (provisionally included in the schedule of savings) be subject to consultation and authority be delegated to the Cabinet Member for Community & Environment, in conjunction with the Cabinet Member for Finance & Transformation, to decide on such matters after considering the outcome of that consultation. Cabinet – 20 February 2025 (Part 1 Public) Reasons for recommendation(s) The recommendations have been put forward in accordance with the Budget and Policy Framework Procedure Rules as set out in the Council's Constitution. They allow the presentation to Council of recommended budgets for 202 5/26. This includes the impact on Council Tax, alongside housing rents and service charges. The Council has powers only to approve revenue budgets and set Council Tax and housing rents for the following financial year. Medium term revenue budgets are presented to aid future financial planning and support good decision making, with this document outlining Cabinet’s budget strategy for the next five years. The Ca pital Programme is approved over a five -year period as the statutory framework provides greater freedoms under the Prudential Code to encourage a longer-term approach to capital financing and borrowing decisions. Alongside budget proposals for recommendation to Council, this report provides an update on the strategy and policy statements surrounding investment and borrowing activity for the forthcoming financial year. In line with guidance from the MHCLG / CIPFA in this area, the content of the Capital and Investment Strategies is provided in the four documents contained within Appendix D, with no substantive changes proposed for the new financial year. The Localism Act 2011 requires local authorities to publish a Pay Policy Statement annually. This Pay Policy Statement must set out the authorit y’s policies for the financial year relating to remuneration of its Chief Officers; remuneration of its lowest paid employees; and the relationship between the remuneration of its Chief Officers and the remuneration of those employees who are not Chief Officers. The proposed 2024/25 policy is included as Appendix E to this report. Recommendation 11 seeks approval to introduce a new fee for the Border Target Operating Model. Since the implementation of the Border Ta rget Operating Model on 30 April 2024 (with new controls on EU products), the Imported Food Office has experienced multiple consignments involving goods not remaining in Great Britain. There are two categories: i. A transit: goods arrive at one port in Great Britain and are then transferred to Heathrow for their onward flight out of Great Britain . ii. A transhipment: goods are flown into Heathrow prior to transferring to another flight from Heathrow out of Great Britain. As the Border Control Post of exit, the service is required to control these goods. Charging is currently based on the weight of the consignment (mirroring those for regular veterinary checks) but it is deemed more appropriate to levy a specific fee. The service has considered Official Controls Regulations to evaluate the cost of such consignments and proposes the following addition to the Council’s Fees and Charges schedule: POAO Transit / Transhipment Charge: £180 Cabinet – 20 February 2025 (Part 1 Public) Recommendation 12 Gift funding has been offered by developers which if accepted by Cabinet will be utilised to fund dedicated staff to support this pre -application and application work and seeks authority from Cabinet to approve the acceptance of £ 404,850k in relation to seven major developments. i. Colt Campus - £142,750 ii. Colt Public Artwork - £12,500 iii. Rainbow and Kirby Industrial Estate - £96,000 iv. Hyde Park Hayes - £66,200 v. Unit 4 Silverdale - £28,500 vi. Land off Long Drive - £39,700 vii. Nestle Landscaping - £19,200 Recommendation 13 seeks acceptance of a ringfenced grant that is intended to supp ort more complex discharges from hospital and to divert people away from care home placements where possible. A key focus of the funding is on schemes to address demand pressures on hospital beds during the winter period. Schemes to be funded from the grant have to be agreed between the Council, the Integrated Care Board and place-based health and care partners. Recommendation 14 - Cabinet wishes to invite the views of residents on proposals to charge for the green waste collection service and is thereby recommending the commencement of a consultation exercise on the matter. It is proposed to delegated authority to the Cabinet Member for Community & Environment, in conjunction with the Cabinet Member for Finance & Transformation, to decide on the matter af ter duly considering the outcome of that consultation including any environment and equalities impact assessments required. Alternative options considered / risk management Proposed Council Tax Increases in the budget could be removed and the Council Tax increase raised above 4.99% albeit the Council would be asking MHCLG for late consideration after their deadline (or require a resident referendum to be held). Alternative items could be added to increase savings or reduce growth . Similarly, further items could be added either to the budget requirement through additional increases, increased provision for risk via the general contingency, or by reducing the package of savings. Council Tax is already recommended at the maximum constraint level imposed by the Government’s referendum regime, which limit s any increase to 2.99% of general Council Tax before triggering the need for a referendum and a further 2.00% in the form of a Social Care Precept. The current budget proposals reflect the full use of these limits, as it continues to be clear that this is the Government’s intended way to raise funding for Social Care pressures. A change in the budget requirement of £1,468k either way (increase or decrease) would for example if funded from Council Tax, result in an increase or decrease of 1.0% in the level of the Council Tax, equivalent to £13. 92 per annum for two adults in a Band D household. Cabinet – 20 February 2025 (Part 1 Public) Members could decide to replace like for like in value or remove new capital schemes from the Capital Programme included in this report. The funding for any additional new schemes would necessarily come from Prudential Borrowing in the first instance. This would have a consequential upward impact on the revenu e budget requirement and Council Tax and/or the level of balances if they are HRA capital projects. Any reduction in General Fund projects financed by borrowing to fund the proposed capital programme would result in a positive impact on the level of future revenue reserves. Members could decide to vary the proposed Fees and Charges outlined at Appendix C. Any decision to do so could have an impact on the budget requirement. This would need to be reflected in the budgets to be recommended to Council. The Council may choose to set HRA housing rents lower than those proposed, however between 2016/17 and 2019/20 Government directed local authorities to decrease rents by at least 1%, thereby removing the option to increase rents, with 2025/26 being the sixth year of a return to rent increases. Lowering rents for a further year, or reducing the increase proposed, would result in less income and a detrimental impact upon HRA balances or ability to maintain housing standards. This budget report has been prepared in the context of a broad range of risks faced by the Council, with key items noted in the report alongside mitigating and/or management strategies to suppress or contain these significant risks. The Leader and Cabinet recognised the scale of the challenges ahead of them and brought in Grant Thornton [GT] to undertake a zero-based budgeting exercise. This was also followed by an officer led Star Chamber process. These exercises have identified the significant scale of change needed to now deliver over £3 4m of savings in 2025/26, which is double the level of anything delivered in recent times. There is significant risk in this budget strategy, which underlines the necessity of delivery in the 2025/26 financial year being of paramount importance, any non-delivery in 2025/26 will increase the scale of challenge in 2026/27. Whilst there are still expected to be £24.5m of reserves at the end of this financial year this requires the forecast outturn for 2024/25 to not move adversely. To end with reserves at £20.3m at the end of 2025/26 requires £34.0m of savings to be delivered. The overriding risk is the Council has not delivered savings at this scale before , since 2010 the Council has reported previous average delivery of £ 13.1m per annum. The absorption of cost overruns has, in addition to significant reductions in Local Government funding, led to the pressures that Hillingdon in particular and many other councils face. Hillingdon is not alone, indeed the funding issues are national issues that require a Government solution. In the absence of that national solution the Council is left with the options above. Cabinet – 20 February 2025 (Part 1 Public) The Council’s Director of Finance (Section 151 Officer) will in a Section 25 Statement provide views on: a) the robustness of the estimates made of the purposes of the calculations, b) the adequacy of the proposed financial reserves In arriving at a view on these matters the Director of Finance wi ll rely, amongst other things, on the integrity of the Council’s budget monitoring and the accuracy of the delivery, forecasts and growth estimates from the Council’s senior officers. Corporate Directors have been requested to remove optimistic and undeliverable savings from the base budget and give a realistic and resilient assessment of likely required growth. The Council has engaged with the Chartered Institute of Public Finance and Accountancy [CIPFA] to commence work on a financial improvement plan for the Council. This financial improvement plan is broader than just the Finance department and will cover all departmental areas. This will include a review of the Balance Sheet. Findings from that work will be used to inform a further update on the assessed minimum and maximum levels of reserves that the Council aims to hold against potential risk. Corporate Directors have been through the budget a number of times to ensure they recognise the scale of th e challenge for the year ahead and have had opportunities to build the budget notwithstanding the information challenges experienced. The key point being, the increased speed at which savings need to be delivered from the start of the year. In testing the sensitivity of the budget strategy and adequacy of reserves, for example, should the growth proposals be exceeded by 10%; savings proposals not be achieved by 10 %; and 25% of annual savings proposals be delayed in delivery by one year, closing reserves at the end of 2025/26 would fall from the predicted £20.3m to £12.2m. If the average reported level of savings from 2010/11 to 2024/25 , which is £13.1m, were to be delivered in 2025/26 out of the £3 4.0m then £20.9m of the savings would not be delivered. We have a contingency of £10.5m , which would leave a £1 0.4m problem ( £20.9m minus £10.5m). This would mean that the target saving level for 2026/27 would be £1 0.4m plus the existing requirement of £17.8m, so the Council would face a £2 8.2m budget gap, £5.8m lower than the budget gap in 2025/26. As indicated above, in addition to the reserves, there is also built into the budget a contingency provision of £10.5m to provide a degree of insulation to the reserves from potential deficiencies in the current estimates as to savings delivery or growth pressures. This sum should be protected in accordance with the recommendation above , i.e., that any release of the same will require a Cabinet resolution on the advice of the Chief Financial Officer, so that it would be available to add to reserves carried forward into 2026/27. Cabinet – 20 February 2025 (Part 1 Public) Democratic compliance / previous authority This is the second budget report in the 2025/26 to 2029/30 cycle having previously reported to Cabinet in December 2024, with consultation responses and latest updates to that previous report now included for February 2025 Cabinet. Select Committee comments Full reports on the budget process, financial strategy and detailed budget proposals for services within the remit of each Select Committees were presented for review at meetings during January 2025, with comments from each committee presented in Appendix F to this report. SUPPORTING INFORMATION 1. EXECUTIVE SUMMARY OF REPORT 1.1. The Council is currently running a billion-pound plus business as set out in the table below: Table 1: Total Council Budgeted Spend Budgeted Spend £,000’s General Fund 499,181 Housing Revenue Account 81,736 Schools Budget 385,990 Total Expenditure 2024/25 966,907 General Fund Capital 207,078 Housing Revenue Account Capital 125,319 Grand Total 1,299,304 1.2. The Council aims to set a balanced budget for 2025/26, with further focus on the period to 2029/30, with this report setting out in the appendices a 5-year budget strategy. In setting this medium-term financial strategy, the objectives are:  To continue to drive value for money for our residents in our services;  To continue to be a low Council Tax charging borough;  To review our operating model to deliver even more efficient and effective services and make significant savings;  To invest in new assets for the borough, building out our infrastructure and seeking invest to save opportunities through our capital programme;  To invest in improving the quality of our homes for our housing residents;  To increase our income levels and charge appropriate levels of fees; Cabinet – 20 February 2025 (Part 1 Public)  To continue to respond to inadequate levels of Government funding including lobbying central Government and the GLA for more funding for our residents; and  Rebuilding our financial resilience. 1.3. These are financially challenging times for local authorities to deal with and respond to a number of significant national pressures, within a significantly reduced funding envelope. Particular pressures for the sector and Hillingdon include the increased cost of adult social care, children’s placements, homelessness and asylum seekers. 1.4. The Council has done all it can to maintain services and keep Council Tax low. Indeed, Hillingdon has the lowest Council tax of the 16 councils in its comparator group. The Council delivered the expectations of the then Government in keeping Council Tax increases as low as possible. 1.5. Government has reduced local authority funding significantly as set out in the economic and financial outlook section of the Consultation Budget report presented to Cabinet in December. In addition, world health and economic events and advanced medical practices have made it significantly tougher for councils like Hillingdon to maintain its low tax and good services objectives. It is in many ways incredibly commendable that the Council has managed to do so for such a long period. 1.6. The Council has an extremely challenging savings delivery programme that will require focussed leadership both politically and particularly by officers to deliver this 2025/26 budget. 2026/27 is already a challenging year and any slippage in 2025/26 will increase the scale of these challenges as already set out. 1.7. The Closedown process in 2024/25 requires the Council to capitalise some £11m of expenditure to reduce its overspend utilising CIPFA. This will largely be done as a year- end exercise so is not certain at this point. Any shortfall in delivering this target will impact on the level of reserves carried forward into 2025/26. 1.8. Hillingdon needs to finalise a number of operational plans, such as Temporary Accommodation solution, and management of demand and market inflation across adult social care and children’s care costs to deliver to budget. In addition, CIPFA will be undertaking a review of the balance sheet which may reveal favourable and/or adverse impacts that will need addressing. 1.9. It is important to recognise that the Cabinet are being asked to support the bringing in of a small team from the Chartered Institute of Public Finance and Accountancy to develop a Financial Improvement Plan [FIP] to deliver solutions to help the Council. It is also very possible that this work will also identify further financial issues to be dealt with. Cabinet – 20 February 2025 (Part 1 Public) 1.10. The Council will continue to lobby national Government, the National Health Service and the Greater London Authority [GLA] for increases in funding to deal with issues relevant to us, such as the impacts of having a port authority within its boundary and supporting the NHS to return patients from hospitals back to the community. 2. CURRENT APPROVED BUDGET AND MEDIUM-TERM FINANCIAL STRATEGY 2.1. The Council approved a budget for 2024/25 and a Medium-Term Financial Strategy [MTFS] at its meeting on 22 February 2024. That budget set out projections for a balanced budget for 2024/25 but with further mitigations to be identified over the remainder of the MTFS planning period to achieve a continued balanced position. The gap inherent in the MTFS assumptions was forecast to have a residual budget deficit rising from £7.1m in 2025/26 to £18.5m by 2028/29. 2.2. The balanced budget for 2024/25 and forward-looking MTFS positions was predicated on the delivery of £15.8m of savings to be delivered in the first year and a further £17.7m over future years – a total of £33.5m over the full MTFS planning horizon. 2.3. The ability to balance the 2024/25 Budget was predicated on the full deliverability of the savings and being able to mitigate all other pressures that might emerge during the year. However significant pressures emerged early in the year which resulted in a necessity to rebase certain budgets in this 2025/26 budget, some due to demand and others related to unit cost inflation. The main areas affected being homelessness applications and adults and children’s social care placements. The increasing costs in homelessness and care costs are a national issue that is having a significant impact on the Council’s budget. 2.4. During the first quarter of 2024/25, the Council assessed the budget set against current and forecast commitments and identified a requirement to rebase Service Operating Budgets due to the challenges mentioned above and to account for legacy issues including undelivered savings from 2023/24 and prior years that no longer had viable delivery options. The review concluded that Service Operating Budgets required an additional £14.1m of funding, with Cabinet recognising this increase in the Month 6 monitoring report, effectively transferring out service pressures and creating an additional saving requirement to be held in the corporate centre. These pressures add to the budget the following year where new savings are not identified. The revised 2024/25 budgets following rebasing are set out in the table below. Cabinet – 20 February 2025 (Part 1 Public) Table 2: 2024/25 Revised Portfolio Budgets Portfolio £m Property, Highways & Transport Expenditure 18.5 Income (10.2) Property, Highways & Transport Total 8.5 Finance & Transformation Expenditure 145.6 Income (106.3) Finance & Transformation Total 39.3 Corporate Services Expenditure 26.8 Income (1.7) Corporate Services Total 25.1 Residents' Services Expenditure 49.1 Income (17.7) Residents' Services Total 31.4 Children, Families & Education Expenditure 126.5 Income (55.1) Children, Families & Education Total 60.1 Health & Social Care Expenditure 175.2 Income (48.5) Health & Social Care Total 126.7 Development & Risk Contingency Expenditure 0.5 Development & Risk Contingency Total 0.5 Unallocated Budget Items Expenditure (17.2) Unallocated Budget Items Total (17.2) Funding (284.5) 3. LATEST BUDGET FORECAST FOR 2024/25 3.1. The Council has carried out a review of the budget monitoring position in conjunction with constructing the budget strategy, with the in-year position setting out the pressures and challenges that the Council faces, with this budget report setting out how these measures will be addressed over the medium term. 3.2. As at Month 9, the Council is reporting an adverse movement of £1.2m from the position presented at Month 7 due to increasing costs associated with Adult Social Care placements adding £1.1m, with a further £1.0m adverse movement increased costs within the Children’s Social Care service area, with this position being offset by a £0.9m favourable movement from Corporate Services as a result of maximising alternative funding streams to support service delivery. Overall, the Council is forecasting a £10.1m adverse General Fund revenue variance. Cabinet – 20 February 2025 (Part 1 Public) 3.3. Homelessness support is recognised as a national issue, with particular implications for London authorities, with London Councils, the collective of Local Government in the capital, reporting the capital are facing an overspend of £600m in 2024/25 (averaging at £18.2m per borough), with £170m of this relating to homelessness support. Within the Council’s forecast £10.1m overspend, £4.9m relates to homelessness demand outstripping budgeted assumptions. 3.4. The outputs from the Zero-Based Budgeting review at the beginning of the year continue to be the foundations of the Star Chamber interventions that reduce the in-year pressures and form the basis of the savings programme set out in this budget strategy report. 3.5. The below table sets out the Council’s Month 9 General Fund revenue monitoring position, presenting an overspend of £10.1m, representing a £1.2m adverse movement within Service Operating Budgets. Furthermore, the below table shows the £14.1m of rebasing and £4.7m of unallocated savings that require unwinding, as set out in the Corporate Items section of the budget strategy with a directorate breakdown of the rebasing number included in that section. The remaining Star Chamber Outputs adjustment reflects the intention to carry out a capitalisation exercise and transfer revenue expenditure to the capital programme. Cabinet – 20 February 2025 (Part 1 Public) Table 3: Month 9 Monitoring Overview Service Approved Budget Forecast Outturn Underlying Variance Forecast Variance Prior Month Change in Variance £m £m £m £m £m Service Operating Budgets 302.1 307.0 4.9 13.0 (8.1) Development & Risk Contingency 0.5 0.0 (0.5) 0.0 (0.5) Unallocated Budget Items: Pay Award Inflation 0.6 0.0 (0.6) (0.9) 0.3 Unallocated Budget Items: Unallocated Savings (4.7) 0.0 4.7 6.3 (1.6) Unallocated Budget Items: Rebasing (14.1) 0.0 14.1 14.1 0.0 Total Net Expenditure 284.4 307.0 22.6 32.5 (9.9) Corporate Funding (284.4) (285.9) (1.5) 0.0 (1.5) Net Total 0.0 21.1 21.1 32.5 (11.4) Star Chamber Outputs 0.0 (11.0) (11.0) (23.6) 12.6 Total 0.0 10.1 10.1 8.9 1.2 3.6. This position therefore takes General Fund reserves from £35.1m to £24.5m after factoring in £0.5m use of Earmarked Reserves and the £10.1m overspend by 31 March 2025, with this being the opening position of the reserves as set out in Appendix A1 of this budget strategy. 3.7. The breakdown of the undelivered savings is as follows: Table 4: Undelivered Savings Breakdown £'m 2024/25 Savings Undelivered Yellow Box Junction Fines (1.5) Garage Income (0.3) Prior Year Savings Undelivered Public Health Rebadging (1.0) Further BID Savings (1.8) Planning Service Review (0.1) Total (4.7) 2024/25 Progress on Savings 3.8. The savings requirement for 2024/25 was £15.8m as set out in the Council’s budget strategy, this position has been supplemented by a further £5.7m of prior year savings carried forward into 2024/25, resulting in an overall programme of £21.5m savings required to be delivered in year: Cabinet – 20 February 2025 (Part 1 Public) Table 5: 2024/25 Savings Tracker Cabinet Member Portfolio Blue Green Amber I Amber II Red Savings to be Written Out Banked Delivery in progress Initial stages of delivery Potential problems in delivery Serious problems in delivery Total £m £m £m £m £m £m £m Cabinet Member for Property, Highways & Transport (0.5) (0.6) (0.2) (0.4) 0.0 0.0 (1.7) Cabinet Member for Finance 0.1 (0.5) 0.0 0.0 (0.9) 0.0 (1.3) Cabinet Member for Corporate Services (0.1) (1.3) (0.1) 0.0 0.0 0.0 (1.5) Cabinet Member for Residents' Services (0.6) (2.5) (0.6) 0.0 (0.8) (2.9) (7.4) Cabinet Member for Children, Families & Education (0.2) (0.6) (0.4) 0.0 (0.5) (0.3) (2.0) Cabinet Member for Health and Social Care (1.2) 0.0 (0.2) 0.0 0.0 0.0 (1.4) Cross-Cutting 0.0 0.0 0.0 0.0 0.0 (6.2) (6.2) Total 2024/25 Savings Programme (2.5) (5.5) (1.5) (0.4) (2.2) (9.4) (21.5) 12% 26% 7% 2% 10% 44% 100% Month 7 (1.0) (7.0) (5.2) (0.6) (7.6) 0.0 (21.5) 5% 32% 55% 3% 6% 6% 100% Movement (1.5) 1.5 3.7 0.2 5.4 (9.4) 7% -6% -48% -1% 4% 38% 3.9. As at Month 9, £8.0m (38%) of the savings and interventions are being recorded as banked or on track for delivery, with a further £1.9m (9%) being at initial stages of delivery. In addition, £2.2m (10%) are being reported as having potential challenges in delivery, with alternative delivery methods being considered in-year where appropriate. Further savings of £9.4m have been written out of the Council’s budget and form part of the Corporate Items in the budget strategy included in the rebasing requirement (£14.1m) and the Reversal of Undelivered Savings (£4.7m). Cabinet – 20 February 2025 (Part 1 Public) Collection Fund 2024/25 3.10. A deficit of £0.9m is reported within the Collection Fund at Month 9, representing an adverse movement of £0.9m from Month 7. Within the Collection Fund, an adverse position is reported within Council Tax of £2.1m, offset by a favourable position within Business Rates of £1.2m. This position is driven by 3 key factors:  Council Tax is presenting an in-year pressure of £2.0m against a £145.8m budget, with a further £0.1m being driven by the adverse movement on 2023/24.  Business Rates is presenting an in-year surplus of £0.3m driven by an increase in the realisation of the benefit from the revised rating list for 2023.  The Business Rates position is then compounded by a favourable £0.9m against the 2023/24 outturn position.  The Council continues to monitor the outstanding debt associated with Council Tax and Business Rates and provide cover against this debt, with this position remaining under review. 3.11. Any in-year surpluses or deficits within the Collection Fund impact on the Council’s future year budgets, with the position reported up to Month 9 impacting on the 2025/26 saving requirement as set out later in this report, leading to £0.9m deficit requiring funding in 2025/26, with any further updates between Month 10 and outturn impacting on 2026/27. 3.12. Housing Revenue Account (HRA) Month 9 Update: The Housing Revenue Account (HRA) is continuing to forecast a breakeven position at Month 9 with no movement from Month 7, with the forecast rental yield leading to a £0.6m in-year pressure, the shortfall being driven by the budgeted increase in stock landing later in the year, this shortfall is being offset by a reduction in capital financing costs as a result of the delayed investment. The 2024/25 closing HRA General Balance is forecast to be £15.0m, in line with the target level established for 2024/25. The HRA has a substantial development and acquisition programme for 2024/25, with this programme forecast to ultimately deliver, but with the increase in stock numbers landing later than originally planned, with the remainder of the HRA Capital Programme also reporting a £1.7m underspend at Month 9 for 2024/25 with the five-year programme to 2028/29 forecast to breakeven. 3.13. Schools Budget Month 9 Update: The Dedicated Schools Grant [DSG] total Block for the Maintained Schools is forecasting an in-year deficit of £17.3m based on Month 9 with no movement from the Month 7 update, representing a significant improvement from the projected £25.6m reported at outturn 2023/24 as a result of a broad range of positive measures being deployed by the Council. This position has been impacted by a one-off £4.0m adverse movement as a result of a review of the balance sheet and the need to recognise a prior year correction required to the accounts. The in-year deficit is largely driven by High Needs placement demand and cost pressures which continue to be Cabinet – 20 February 2025 (Part 1 Public) significantly underfunded in the DSG settlement that the authority receives from the DfE. This position means that the cumulative deficit carried forward to 2025/26 is forecast at £68.8m. The DSG deficit in Hillingdon will be circa £68.8m at the end of March 2025 and is held as a negative reserve on the balance sheet which is allowed for by Government through a statutory override up until 31st March 2026. Whilst the balance of opinion is Government will extend this override there is no certainty in this respect. This is another national funding issue. Were the statutory override to be removed Hillingdon would be one of many authorities with an education function in the country (91 forecast a DSG deficit by the end of 2024/25), to require Exceptional Financial Support. Clarity on the Governments position is needed and expected in the year ahead. 4. ECONOMIC AND FINANCIAL OUTLOOK 4.1. The December Cabinet Report set out in detail the impact of the economic and financial outlook. 5. CHANGES SINCE DECEMBER CABINET 5.1. Following December Cabinet on 12 December 2024, a number of funding assumptions have been firmed up, including announcements following the publication of the Final Local Government Finance Settlement increasing funding for the Council. This increase has been used to fund new and emerging pressures associated with demand-led growth areas in the budget. 5.2. The table and narrative below outline the changes to the recommended budget proposals from the report considered by Cabinet on 12 December 2024, with improvements in funding (£3.7m) and corporate items (£3.5m) in 2025/26 compounded by increased savings of £1.5m are largely being used to fund additional pressures within demand-led growth of £5.6m. Each of these items is also considered in the relevant section of this report. 5.3. With the provisional settlement not including the compensation for the National Insurance [NI] impacts on Local Government from the Autumn Statement announcements that include increasing the NI percentage rate for employers and reducing the threshold at which NI becomes payable, the final settlement confirmed these figures for the Council, but it is disappointing to see the Council have only received 80% funding for the direct impact of the change in rate and reduction in threshold. In effect Local Government did not receive the full compensation it expected. The more significant issue here is that private contractors who provide services such as adults care have not been compensated by Government and will therefore be asking the Council to increase the charges paid to them. The Council does not expect to be able to meet these requests and is not able to pick up the costs of Government’s fiscal decisions given it has not been fully funded to do so. Cabinet – 20 February 2025 (Part 1 Public) Table 6: Changes Since December Cabinet General Fund Budget 2025/26 Five Year Outlook Corporate Summary £'m £'m Year on Year Change in Budget (Gap) / Surplus (6.4) 3.1 Budget (Gap) / Surplus for the Year (6.4) Funding Updates Provisional Settlement 2.3 3.7 Final Settlement 0.8 2.1 Collection Fund Deficit (0.8) 0.0 Public Health Grant 1.4 1.4 CTRS 2026/27 Further Review 0.0 1.2 Council Tax Premium on Second Homes 0.0 0.6 Inflation NI Updates (0.8) (0.9) Updated Pay Award Assumptions 0.0 (2.4) Reduction in Pension Contribution 0.0 0.0 Demand Updates Investment in Public Health 0.4 0.4 Private Sector Housing 0.2 2.0 SEND Transport 0.0 (3.0) Homelessness Prevention (0.3) (0.3) Vehicle Repairs & Maintenance (0.4) 0.2 Adult Social Care Placements (0.5) 0.0 Digital & Intelligence Cost Rebasing (1.0) (1.0) Energy Consumption & Costs (1.4) (1.4) Children's Social Care (2.6) (2.6) Corporate Updates Updates to Corporate Budgets 3.6 3.6 Capital Financing 1.5 (7.6) Recharge Income 1.0 1.0 Feasibility 0.5 0.5 Risk Provision Against Savings Delivery 0.0 0.0 Investment in AI Software (0.1) (0.1) Oracle System Development (1.0) (1.0) Create Contract Risk Contingency (2.0) (2.0) Saving Programme Updates 1.5 2.9 Total Updates 2.3 (2.7) Proposed Drawdown from Reserves 4.2 (1.5) Year on Year Change in Budget (Gap) / Surplus 0 (1.1) Cabinet – 20 February 2025 (Part 1 Public) 5.4. Capital Programme Changes: Since publication of the consultation budget the General Fund Capital Programme has reduced by £5.8m, with the main movements being the inclusion of £9.0m for the Refurbishment of Crematorium and a further £6.5m in the Carbon Zero Initiatives budget to fund further initiatives offset by the removal of the Housing Company Finance budget (£10.9m) on the basis that should the housing company need financing they can access the Housing Developments programme budget. A further £7.5m has been taken out from the Additional Temporary Classrooms and Secondary Schools Expansion Programmes on the basis that these items will be considered in the context of available DfE funding. In addition, a £3.0m increase has been applied in the Property Works Programme for maintenance of Council Assets and £2.0m to fund Infrastructure Investments and £4.7m coming out of the general contingency, with the remaining £3.2m reduction coming from smaller updates. 5.5. Housing Revenue Account (HRA) Changes: include updating the Capital Programme and reducing this by £223.8m, predominantly linked to reduction in the Development & Acquisitions budget, meaning that the net stock increase has reduced from 1,669 to 1,021, a reduction of 648 units, leading to net revenue reducing by £4.7m over the five-year budget strategy. Other updates include updating pay inflation for the revised NI changes, adding 1.8% to staffing costs, and accounting for the reduction in the employers’ pension contribution of 4% in 2026/27 for 3 years. Growth bids have also been included to fund tenancy management and repairs work as a result of increasing the stock numbers throughout the MTFS. 6. THE CURRENT BUDGET STRATEGY 6.1. Since the consultation budget was presented to December Cabinet, the Council has received the Provisional and Final Local Government Settlements and continued to update projections against Funding, Inflation, Demand-Led Growth and Corporate Items to assess the budget gap, with this refresh setting out a budget gap for 2025/26 of £38.2m before drawing on reserves, rising to a cumulative impact of £67.7m by 2029/30. To date, the Council has identified savings of £34.0m in 2025/26, leaving a budget gap of £4.2m which the Council will be required to meet from reserves, with savings in later years increasing to a cumulative total of £66.6m. This budget strategy therefore forecasts reserves to reduce to £20.3m by the end of 2025/26, before increasing to £43.7m by 31 March 2030, with this position set out in the table below: Table 7: Budget Gap Analysis 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 £m £m £m £m £m £m Gross Budget Deficit/(Surplus) 15.8 34.0 41.5 48.6 55.4 67.7 Cumulative Savings (15.8) (34.0) (51.8) (56.6) (61.6) (66.6) Gross Budget Deficit/(Surplus) 0.0 0.0 (10.3) (8.0) (6.2) 1.1 Reserves 24.5 20.3 30.6 38.6 44.8 43.7 Cabinet – 20 February 2025 (Part 1 Public) 6.2. With a budget deficit for 2025/26 of £4.2m after taking account the impact of the savings programme, the Council faces a challenge to deliver a balanced budget by February 2025 in line with the statutory requirement, meaning the Council will be drawing down from reserves to balance the budget for 2025/26. Local Authorities have a number of options available to them to close a budget gap, with details set out below:  Options the Council has used in this budget strategy:  Increased net savings (reducing expenditure and maximising income);  Council Tax policy (within Referendum Thresholds); and  Release funding from reserves.  Options the Council is not pursuing:  Seek Secretary of State approval for an increase in Council Tax above the Referendum Threshold;  Hold a Referendum to ask the Residents to support a Council Tax increase above the Referendum Threshold; and/or  Seek Secretary of State approval for Exceptional Financial Support [EFS] through a Capitalisation Direction, which is effectively a loan to the Council that is required to be repaid (with extra interest charges) but gives an authority more time to identify and implement measures that close the budget gap. 6.3. The Council’s 2025/26 budget gap is driven by Inflation, Demographic Growth pressures and pressures classified as Corporate Items, (with the latter pressures being cross-cutting in nature or relate to the overarching delivery of a local authority). The breakdown of these items is set out as follows:  Inflation is driving £5.5m of the proposed increased expenditure for the authority, with an overarching inflation assumption that 2025/26 contracted expenditure will be maintained at 1.7% as per September’s CPI, in line with the Government's approach to index link many government-led uplifts to this measure. Additional budget has been set aside to deal with some of the spike in inflation on a case by case basis, but not at the level required by the latest Bank of England forecasts. Inflation increasing since September had added further risks to the Councils budget. Workforce pay expenditure is forecast to increase by 2% in 2025/26, plus a further 1.8% from the National Insurance changes announced by Government, with these uplifts being offset by a forecast 11.1% reduction in energy inflation, with full details set out in the Inflation section of the report and Appendix A3.  Demand-Led Growth and demographic pressures are forecast to increase Council expenditure by a further £17.8m in 2025/26, with Adults & Children’s Social Care accounting for £6.7m of this growth and a further £5.0m due to exceptional demand for homelessness support in line with other authorities Cabinet – 20 February 2025 (Part 1 Public) across the country. Demand for Waste services is projected to increase costs by a further £1.6m, with £4.5m coming from other smaller updates as set out in the Demand-Led Growth section of the report and Appendix A4.  Corporate Items add £35.6m to the Council’s running costs in 2025/26, this is being driven by £14.1m of rebasing Service Operating Budgets for historical pressures as set out above and in the Month 6 monitoring report. A further £4.7m is being added to write-out unallocated savings held in the corporate centre, a £10.0m increase to fund financial risks, including £4.0m General Contingency and £6.0m is proposed in recognition of increasing risks associated with contracted expenditure and £1.4m is being added to fund capital financing costs largely associated with the borrowing requirement within the capital programme. Further items add £5.4m to this sum from smaller updates including £1.7m transfer of grant to Adult Social Care as a result of the Final Local Government Settlement consolidating funding, £1.0m to support the implementation of the new Oracle Financial System, £1.6m due to the Council’s pan-London responsibility to fund Concessionary Fares for residents as set out in the Corporate Items section of the report and Appendix A5.  Finally, a forecast increase in funding reduces this pressure by £24.9m due to £8.5m of increased income from Council Tax, £3.2m from Business Rates, £12.9m from Corporate Grant, with a drawdown from reserves of £4.2m to fund the remaining budget gap, less £0.8m adverse movement from other updates, mainly the unwinding of the 2023/24 Collection Fund surplus, with the full breakdown of this movement included in the funding section of the report and Appendices A1 and A2. 6.4. The table below sets this out alongside 2026/27 and 2029/30: Table 8: Budget Gap Breakdown 2025/26 to 2029/30 2025/26 2026/27 2027/28 2028/29 2029/30 £'000 £'000 £'000 £'000 £'000 Changes in Recurrent Funding 24.6 10.3 9.2 10.1 8.6 Changes in One-Off Funding 0.3 (3.3) 0.0 0.0 0.0 Total Changes in Funding 24.9 7.0 9.2 10.1 8.6 Inflation 5.5 2.6 6.5 6.6 11.8 Corporate Items 17.8 5.4 4.7 4.3 4.3 Demand-Led Growth 35.6 6.5 5.1 6.0 4.8 Total Changes in Service Expenditure 58.9 14.5 16.3 16.9 20.9 Gross Annual Budget Deficit 34.0 7.5 7.1 6.8 12.3 Savings (34.0) (17.8) (4.8) (5.0) (5.0) Net Annual Budget Gap 0.0 (10.3) 2.3 1.8 7.3 Cumulative Budget (Surplus)/Deficit 0.0 (10.3) (8.0) (6.2) 1.1 Cabinet – 20 February 2025 (Part 1 Public) 7. Inflation 7.1 Inflation is set to add £5.5m to the Council’s budget gap in 2025/26, rising to £33.0m by 2029/30, with the breakdown of this set out in the below table: Table 9: Inflation 2025/26 to 2027/28 Base Budget 2025/26 2026/27 2027/28 2028/29 2029/30 Total £m £m £m £m £m £m £m Workforce Expenditure (excluding Pension Contributions) 144.4 4.2 4.7 3.0 3.0 2.8 17.7 Workforce Expenditure (Pension Contribution) 0.0 (5.9) 0.0 0.0 5.9 0.0 Social Care Placements 136.3 2.3 2.8 2.8 2.9 2.9 13.7 Contracted Expenditure 36.8 0.6 0.7 0.8 0.8 0.8 3.7 SEND Transport 14.2 0.2 0.3 0.3 0.3 0.3 1.4 Energy & Fuel 5.7 (0.5) 0.2 0.2 0.2 0.3 0.4 Other Expenditure 13.6 0.4 0.3 0.3 0.3 0.3 1.6 Less: Externally Funded Items (23.8) (1.7) (0.5) (0.9) (0.9) (1.5) (5.5) Budgets Out of Scope of Inflation (42.6) 0.0 0.0 0.0 0.0 0.0 0.0 Total Inflation Requirement 284.6 5.5 2.6 6.5 6.6 11.8 33.0 7.2 Workforce Expenditure is forecast to increase by 2% in 2025/26 (less release of 2024/25 underspend) and remain at the Bank of England target rate of 2% thereafter, the 2025/26 position includes 1.8% to fund the NI impact from the Government’s announcement in the Autumn Statement to reduce the employers threshold and increase the rate, with the impact of this against the Council’s £144.4m workforce budget expected to increase expenditure by £4.2m in 2025/26, the impact of the pay award has been offset by an expected 4% reduction in the employers pension contribution from 2026/27 as a result of the refreshed triennial review of the pension fund, leading to negative inflation in that year, with the overall impact on the Council’s workforce budget leading to a net increase of a further £13.5m by 2029/30. The early triennial review work for the period 2026/27 has been undertaken by our actuary Hymans Robinson and will require that position to be maintained when the triennial valuation work is completed and for the Council’s pension fund to approve the contributions rates at the Pension Committee. This provides a position that has independent recommendations and independent decision making for the pension fund. The budget 2026/27 process will update on the final position. The Councils Cabinet – 20 February 2025 (Part 1 Public) pension fund is currently in a good position, and it is important that a medium- and long-term view is maintained. 7.3 Social Care Placements costs are forecast to increase by 1.7% in 2025/26 in line with September CPI and in line with the Government’s approach to use this index to uplift many costs and income across the public sector, this adds £2.3m to the £136.3m spend in this area, with future uplifts based on the Bank of England target rate of 2%, adding a further £11.4m by 2029/30. 7.4 Contracted Expenditure is forecast to mirror Social Care expenditure, with the Council’s approach to contract negotiations in 2025/26 to use this index, with this position adding £0.6m in 2025/26, rising by a further £3.1m by 2029/30. The Council are looking to mitigate against this increased cost with a Procurement saving of £0.6m per annum over the next three years as set out in the saving section below. 7.5 SEND Transport follows the same approach as Social Care Placements set out above, adding £1.4m to the Council’s running costs by 2029/30. 7.6 Energy & Fuel are set to see a decrease in unit costs, with the impact of high energy prices driven by conflicts in Ukraine and other parts of the world having previously driven up costs in this area, with 2025/26 forecast to see a reduction in energy costs of 11.1%, with Fuel forecast to increase by 2%, seeing an overall reduction in expenditure in this area by £0.5m, with future uplifts forecast to increase by 5% thereafter, adding a further £0.9m by 2029/30. 7.7 Other Expenditure relates to smaller items of Council spend and includes the Council’s own Business Rates and Council Tax liabilities as well as paying levies due from pan-London and regional arrangements, with expenditure in this area set to increase by £1.6m by 2029/30. 7.8 Externally Funded Items relates to funding streams that are directly linked to the Council’s expenditure, the largest items in this area include contributions to Social Care provision from service users and the NHS, with these contributions set to increase by £5.2m by 2029/30, partially offsetting the increased costs associated with these services. 8. Demand-Led Growth 8.1 Demand-Led Growth is set to add £17.8m to the Council’s budget gap in 2025/26, rising by a further £18.7m to £36.5m by 2029/30, with the breakdown of this set out in the below table: Cabinet – 20 February 2025 (Part 1 Public) Table 10: Demand-Led Growth Breakdown Base Budget 2025/26 2026/27 2027/28 2028/29 2029/30 Total £m £m £m £m £m £m £m Waste Disposal Levy & Contracts 15.9 1.6 0.7 0.7 0.7 0.7 4.4 Support for Looked After Children 18.6 2.9 0.4 0.4 0.4 0.4 4.5 Support for Children with Disabilities 2.4 0.1 0.0 0.0 0.0 0.0 0.1 Adoption Support 1.1 0.1 0.0 0.0 0.0 0.0 0.1 SEND Transport 15.2 0.7 0.5 0.5 0.5 0.5 2.7 Adult Social Care Placements 78.5 3.7 1.8 2.1 2.7 2.7 13.0 Homelessness Prevention 6.5 5.0 2.0 1.0 0.0 0.0 8.0 Investment in Public Health 19.5 1.4 0.0 0.0 0.0 0.0 1.4 Energy Consumption & Costs 2.2 1.0 0.0 0.0 0.0 0.0 1.0 Digital & Intelligence Cost Rebasing 16.7 0.5 0.0 0.0 0.0 0.0 0.5 Imported Food Office 0.6 0.3 0.0 0.0 0.0 0.0 0.3 Vehicle Repairs & Maintenance 4.3 0.3 0.0 0.0 0.0 0.0 0.3 Christmas Lighting Growth 0.0 0.2 0.0 0.0 0.0 0.0 0.2 Total 181.5 17.8 5.4 4.7 4.3 4.3 36.5 8.2 Waste Disposal Levy & Contracts are forecast to increase by £1.6m in 2025/26, rising by a further £2.6m per annum to 2029/30 with the additional cost in 2025/26 providing a mechanism to fund the additional pressures in 2024/25 due to West London Waste Authority [WLWA] Levy costs from residual tonnages being the key element for the in- year pressure. 8.3 Support for Looked After Children & Children with Disabilities is forecast to grow in line with population projections, adding £3.1m in 2025/26 and a further £1.6m per annum thereafter. The demand-led growth bid in this service represents the gross pressure on the service before interventions, with savings later in the report that more than mitigate against this pressure and lead to an overall reduction in spend for the service. Included in this area is an increase Adoption Support of £0.1m that will support the service in this area and is linked to a report to Cabinet on the same agenda. 8.4 SEND Transport are forecasting an increase of £0.7m in 2025/26, rising by a further £2.0m over the following four years, the growth rate within the service is currently running at 7% per annum, with ongoing demand for Education, Health & Care Plan Cabinet – 20 February 2025 (Part 1 Public) [EHCP], with an underspend in 2024/25 being released to offset the growth in 2025/26, with the latter years anticipating this to reduce as population projections forecast children numbers to decline in later years. 8.5 Adult Social Care Placements have seen exceptional demand since COVID-19, with ongoing pandemic related scarring continuing to impact on the service, since April 2023, the service has seen a 7% growth in new clients, with the majority of this landing in 2023/24 and remaining in the system, generating a full year impact in 2024/25 above the budgeted position, the growth in this area therefore funds this pressure on an ongoing basis, adding £3.7m in 2025/26, with a further £9.3m over the following four years. The service is looking to mitigate this pressure through a number of measures, including reviewing health funding eligibility, with savings proposals included later in this report that offer mitigating actions against this growth bid. 8.6 Homelessness Prevention is currently facing exceptional demand, with the in-year monitoring position reporting an overspend of £5.0m, with the increase in the budget strategy effectively funding the additional growth that is in the system, with a further £3.0m included thereafter, with savings included later in this report that set out the Council’s mitigating actions to address this pressure going forward. Homelessness support is a national issue and is forecast to generate an overspend of £170m across London in 2024/25. 8.7 Investment in Public Health of £1.4m has been included in the budget to reflect the increase in the Public Health Grant for 2025/26 and ensuring funding remains within the ringfence. 8.8 Energy Consumption & Costs require an increase of £1.0m in 2025/26 as a result of pressures in 2024/25 requiring a permanent funding solution where forecast reductions in energy spend included in the budget strategy have not materialised. 8.9 Digital & Intelligence Cost Rebasing are currently forecasting a requirement to increase contracts expenditure by £0.5m in 2025/26 in recognition of the Council’s increased investment in the Digital Strategy through the Capital Programme, ensuring that sufficient revenue resources are available to support to increased use of digital technology to support the Council’s efficiency drive, with savings associated with the digital strategy included in the savings section of this report. 8.10 Imported Food Office requires a £0.3m increase in budget to right-size the service, due to the service having an income budget that is greater than the expenditure budget, creating a net surplus budget when the service is required to deliver a breakeven service and cannot make a surplus. 8.11 Vehicle Repairs & Maintenance costs have tracked above the budgeted assumptions for 2024/25 and require a permanent funding solution of £0.3m for 2025/26, with Cabinet – 20 February 2025 (Part 1 Public) these costs remaining high in the current financial year as the Council delayed procuring new vehicles as a result of the complexity in determining the financial impact of the transition to electric vehicles where appropriate, leading to the Council maintaining an aging fleet. 8.12 Christmas Lighting Growth is required for £0.2m to write out the 2024/25 saving on a permanent basis, with a new saving proposal included in this budget report. 9. Corporate Items 9.1 Corporate Items are set to add £35.6m to the Council’s budget gap in 2025/26, increasing to £58.0m by 2029/30 with movement in these items beyond year one largely driven by capital financing and concessionary fares pressures, with the breakdown of this set out in the below table. Cabinet – 20 February 2025 (Part 1 Public) Table 11: Corporate Items Breakdown 2025/26 2026/27 2027/28 2028/29 2029/30 Total £m £m £m £m £m £m Capital Financing Costs 1.4 3.0 4.4 2.4 2.3 13.5 Rebasing - Adult Services & Health 1.4 0.0 0.0 0.0 0.0 1.4 Rebasing - Children & Young People Services 2.8 0.0 0.0 0.0 0.0 2.8 Rebasing - Place 6.0 0.0 0.0 0.0 0.0 6.0 Rebasing - Central Services 1.4 0.0 0.0 0.0 0.0 1.4 Rebasing - Chief Digital Data & Technology 0.8 0.0 0.0 0.0 0.0 0.8 Rebasing - Cross-Cutting 1.7 0.0 0.0 0.0 0.0 1.7 Reversal of Undelivered Savings 4.7 0.0 0.0 0.0 0.0 4.7 Increase in General Contingency 4.0 0.0 0.0 0.0 0.0 4.0 Create Contract Risk Contingency 6.0 0.0 0.0 0.0 0.0 6.0 Risk Provision Against Savings Delivery 0.0 0.0 0.0 2.0 2.5 4.5 Risk Provision against Target Operating Model 0.0 2.5 0.0 0.0 0.0 2.5 Adult Social Care Discharge Funding 1.7 0.0 0.0 0.0 0.0 1.7 Concessionary Fares 1.6 1.0 0.7 1.6 0.0 4.9 Oracle System Development 1.0 0.0 0.0 0.0 0.0 1.0 Hillingdon First Enabling Developments 1.0 0.0 0.0 0.0 0.0 1.0 Creation of Feasibility Study Budget 0.5 0.0 0.0 0.0 0.0 0.5 Creation of a Corporate Redundancy Budget 0.5 0.0 0.0 0.0 0.0 0.5 Housing Benefit Subsidy (Recovery of Overpayments) 0.1 0.1 0.1 0.1 0.1 0.5 Investment in AI Software 0.1 0.0 0.0 0.0 0.0 0.1 Cost of Older People Discount (0.1) (0.1) (0.1) (0.1) (0.1) (0.5) Movement in Added Years Pension Costs 0.0 0.0 0.0 0.0 0.0 0.0 Realignment of Funding Sources (1.0) 0.0 0.0 0.0 0.0 (1.0) Total Corporate Items 35.6 6.5 5.1 6.0 4.8 58.0 9.2 Capital Financing Costs are forecast to increase by £1.3m in 2025/26, rising to £13.4m by 2029/30, with this increases driven by the requirement to fund £252.4m from prudential borrowing to fund the proposed capital programme by 2029/30 as set out later in this report with this increase also including the servicing and repayment of the Council’s existing borrowing portfolio.

The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix A1 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 Three Year Outlook Five Year Outlook £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Resources Increase in Council Tax (%) 2.99% 2.99% 2.99% 2.99% 2.99% 2.99% Increase in Social Care Precept (%) 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% Band D Council Tax (£) £1,392.51 £1,462.00 £1,534.95 £1,611.55 £1,691.97 £1,776.40 £219.04 £383.89 Increase in Council Tax Base (Band D) 1,043 754 2,419 983 1,160 1,076 Council Tax Base (Band D) 104,668 105,422 107,841 108,823 109,983 109,840 4,155 5,172 Change from Tax Base (£'000) 1,383 1,050 4,418 5,786 7,402 7,203 4,403 7,203 Change from Tax Increase (£'000) 6,928 7,326 15,361 23,837 32,935 42,166 16,909 42,166 Council Tax Revenues 145,751 154,127 165,530 175,374 186,088 195,120 29,623 49,369 Baseline Business Rates Income 51,887 52,654 52,654 52,654 52,654 52,654 767 767 Retained Business Rates Growth 17,943 19,475 19,475 19,475 19,475 19,475 1,532 1,532 Business Rates Income 69,026 72,129 72,129 72,129 72,129 72,129 3,103 3,103 Revenue Support Grant 8,660 8,893 8,893 8,893 8,893 8,893 233 233 Other Central Government Funding 58,122 70,848 69,725 69,201 68,653 68,317 11,079 10,195 Corporate Grant Income 66,782 79,741 78,618 78,094 77,546 77,210 11,312 10,428 Total Recurrent Funding 281,559 305,997 316,277 325,597 335,763 344,459 44,038 62,900 Collection Fund Surplus 3,651 (866) 0 0 0 0 (3,651) (3,651) Additional In-Year Collection Fund Surplus 800 0 0 0 0 0 (800) (800) Rebuilding Reserves (1,500) 0 0 0 0 0 1,500 1,500 Drawdown from Reserves 0 4,164 0 0 0 0 0 0 Autumn Statement 0 0 0 0 0 0 0 0 Total One-Off Funding 2,951 3,298 0 0 0 0 (2,951) (2,951) Total Resources 284,510 309,295 316,277 325,597 335,763 344,459 41,087 59,949 General Fund Budget Corporate Summary The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix A1 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 Three Year Outlook Five Year Outlook £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 General Fund Budget Corporate Summary Service Expenditure Roll Forward Budget 263,278 284,510 309,295 306,013 317,591 329,567 Inflation 16,625 5,487 2,634 6,511 6,631 11,839 14,632 33,102 Demand-led Growth 14,286 17,763 5,420 4,745 4,343 4,343 27,928 36,614 Corporate Items 6,073 35,568 6,478 5,075 6,002 4,757 47,121 57,880 Savings Proposals (15,752) (34,033) (17,814) (4,753) (5,000) (5,000) (56,600) (66,600) Total Service Expenditure 284,510 309,295 306,013 317,591 329,567 345,506 33,081 60,996 Of which: Property, Highways & Transport 8,376 8,065 7,639 7,972 8,313 8,947 (404) 571 Finance 39,297 43,571 47,575 53,505 58,290 61,988 14,208 22,691 Corporate Services 25,040 23,498 22,257 22,334 22,764 24,006 (2,706) (1,034) Residents' Services 31,375 32,495 33,882 35,794 37,480 40,737 4,419 9,362 Children, Families & Education 71,439 72,598 71,605 71,322 73,083 75,903 (117) 4,464 Health & Social Care 126,642 129,614 132,901 138,210 144,183 150,971 11,568 24,329 Corporate Budgets (17,659) (546) (9,846) (11,546) (14,546) (17,046) 6,113 613 Total Service Expenditure 284,510 309,295 306,013 317,591 329,567 345,506 33,081 60,996 Year on Year Change in Budget (Gap) / Surplus 0 0 10,264 (2,258) (1,810) (7,243) 8,006 (1,047) Cumulative Budget (Gap) / Surplus for the Year 0 0 10,264 8,006 6,196 (1,047) General Balances & Reserves 24,469 20,305 30,569 38,575 44,771 43,724 14,106 19,255 The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix A2 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 Three Year Outlook Five Year Outlook £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Council Tax Base (Band D) Residential Properties 126,007 127,019 128,031 129,043 130,243 131,443 3,036 5,436 MOD Properties 683 760 760 760 760 760 77 77 Discounts & Exemptions (11,845) (11,940) (12,035) (12,130) (12,243) (12,243) (285) (398) Empty Property Premium 137 283 283 283 283 283 146 146 Gross Council Tax Base 114,982 116,122 117,039 117,956 119,043 118,820 2,974 3,838 Council Tax Reduction Scheme (9,257) (10,326) (9,919) (8,034) (7,949) (7,870) 1,223 1,387 Council Tax Reduction Scheme Changes 691 1,809 0 0 0 0 0 Collection Rate (%) 99.00% 99.00% 99.00% 99.00% 99.00% 99.00% 0 0.00% Allowance for Losses in Collection (1,057) (1,065) (1,089) (1,099) (1,111) (1,110) (42) (53) Net Council Tax Base 104,668 105,422 107,841 108,823 109,983 109,840 4,155 5,172 Increase in Council Tax Base 1,043 754 2,419 983 1,160 1,076 4,155 6,391 Business Rates Revenues Inflationary Uplift (%) 6.70% 1.20% 0.00% 0.00% 0.00% 0.00% 7.90% 7.90% Implied Multiplier (0.xxx) 0.539 0.546 0.546 0.546 0.546 0.532 0.007 (0.007) Annual Change in Rating List 0 4,000 0 0 0 0 0.000 0 Cash Value of Annual Changes 0 2,184 0 0 0 0 0.000 0 Retail Relief 0 10,519 0 0 0 0 0.000 0 Change in Business Rates Provisions 14,801 12,336 0 0 0 0 (14,801) (14,801) Non-Domestic Rating Income 386,447 416,123 416,123 416,123 416,123 416,123 29,676 29,676 30% 30% 30% 30% 30% 30% 0 0 115,934 124,837 124,837 124,837 124,837 124,837 8,903 8,903 Section 31 Grant Income 19,099 17,287 17,287 17,287 17,287 17,287 (1,812) (1,812) Forecast Business Rates Yield 135,033 142,124 142,124 142,124 142,124 142,124 7,091 7,091 General Fund Budget Funding Projections Local Share of Business Rates Yield The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix A2 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 Three Year Outlook Five Year Outlook £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 General Fund Budget Funding Projections Less: Baseline Business Rates Income (51,887) (52,654) (52,654) (52,654) (52,654) (52,654) (767) (767) Less: Business Rates Tariff (56,281) (57,114) (57,114) (57,114) (57,114) (57,114) (833) (833) Growth on Local Share 26,865 32,356 32,356 32,356 32,356 32,356 5,491 5,491 Less: Section 31 Grants Out of Scope (7,413) (6,594) (6,594) (6,594) (6,594) (6,594) 819 819 Levy Rate on Growth 50% 50% 50% 50% 50% 50% 0 0 Levy on Growth (9,726) (12,881) (12,881) (12,881) (12,881) (12,881) (3,155) (3,155) Retained Growth 17,139 19,475 19,475 19,475 19,475 19,475 2,336 2,336 Other Central Government Funding Public Health Grant 19,532 20,882 20,882 20,882 20,882 20,882 1,350 1,350 Social Care Grant 20,578 24,221 24,221 24,221 24,221 24,221 3,643 3,643 Better Care Fund 8,338 8,505 8,675 8,849 8,849 8,849 511 511 Local Authority Better Care Grant 7,468 9,212 9,212 9,212 9,212 9,212 1,744 1,744 Extended Producer Responsibility 0 3,189 2,392 1,794 1,346 1,010 1,794 1,010 Employer National Insurance Contributions Grant 0 1,998 1,998 1,998 1,998 1,998 1,998 1,998 Children's Social Care Prevention Grant 0 1,318 1,318 1,318 1,318 1,318 1,318 1,318 New Homes Bonus 541 85 85 85 85 85 (456) (456) Services Grant 330 330 330 330 330 330 0 0 Housing Benefit Administration Subsidy 624 524 424 324 224 224 (300) (400) Levy Allocation 395 396 0 0 0 0 (395) (395) UKSPF Funding 128 0 0 0 0 0 (128) (128) Local Voices & Community Reform 164 164 164 164 164 164 0 0 Extended Rights to Free Travel 24 24 24 24 24 24 0 0 Other Central Government Funding 58,122 70,848 69,725 69,201 68,653 68,317 11,079 10,195 The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix A3 2025/26 2026/27 2027/28 2028/29 2029/30 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Inflation Rates Workforce Expenditure (excluding Pension Contributions) N/A 3.8% 2.0% 2.0% 2.0% 2.0% 7.8% 11.8% Pension Contributions N/A 0.0% -4.0% 0.0% 0.0% 4.0% -4.0% 0.0% Added Years Pension Costs N/A 5.9% 2.0% 2.0% 2.0% 2.0% 9.9% 13.9% Energy N/A -11.1% 5.0% 5.0% 5.0% 5.0% -1.1% 8.9% Vehicle Fuel N/A 2.0% 5.0% 5.0% 5.0% 5.0% 12.0% 22.0% Contracted Expenditure N/A 1.7% 2.0% 2.0% 2.0% 2.0% 5.7% 9.7% Homecare Provision (Adult Social Care) N/A 1.7% 2.0% 2.0% 2.0% 2.0% 5.7% 9.7% Care Placements (Adult Social Care) N/A 1.7% 2.0% 2.0% 2.0% 2.0% 5.7% 9.7% Care Placements (Children's Services) N/A 1.7% 2.0% 2.0% 2.0% 2.0% 5.7% 9.7% SEND Transport N/A 1.7% 2.0% 2.0% 2.0% 2.0% 5.7% 9.7% Business Rates N/A 2.9% 2.0% 2.0% 2.0% 2.0% 6.9% 10.9% Levies N/A 2.2% 2.0% 2.0% 2.0% 2.0% 6.2% 10.2% Inflation Projections Workforce Expenditure (excluding Pension Contributions) 4,067 4,758 2,945 3,005 2,764 11,770 17,539 Workforce Expenditure (Pension Contribution) 0 (5,939) 0 0 5,939 (5,939) 0 Added Years Pension Costs 1,881 111 40 41 42 42 192 276 Energy 4,431 (491) 197 207 217 228 (87) 358 Vehicle Fuel 1,219 24 25 25 26 26 74 126 Contracted Expenditure 36,799 611 747 762 777 793 2,120 3,690 Homecare Provision (Adult Social Care) 10,073 171 205 209 213 218 585 1,016 Care Placements (Adult Social Care) 95,990 1,632 1,952 1,991 2,031 2,071 5,575 9,677 Care Placements (Children's Services) 30,233 514 615 627 640 652 1,756 3,048 SEND Transport 14,217 242 289 295 301 307 826 1,434 Business Rates & Council Tax 3,530 101 74 76 77 79 251 407 Levies 8,186 181 186 190 195 200 557 952 Gross Inflation Requirement 350,955 7,163 3,149 7,368 7,524 13,319 17,680 38,523 Less: Externally Funded Items (23,817) (1,676) (515) (857) (893) (1,480) (3,048) (5,421) Budgets Out of Scope of Inflation (42,628) 0 0 0 0 0 0 0 Total Inflation Provision 284,510 5,487 2,634 6,511 6,631 11,839 14,632 33,102 Five Year Outlook 144,396 General Fund Budget Inflation Provision 2024/25 Budget Annual Movement in Budget Requirement Three Year Outlook The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix A4 2025/26 2026/27 2027/28 2028/29 2029/30 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Waste Disposal Levy & Contracts 15,941 1,643 651 653 620 620 2,947 4,187 Support for Looked After Children 18,552 2,890 392 412 433 433 3,694 4,560 Support for Children with Disabilities 2,373 46 40 42 44 44 128 216 Adoption Support 1,146 96 0 0 0 0 96 96 SEND Transport 15,160 702 501 536 497 497 1,739 2,733 Adult Social Care Placements 78,453 3,650 1,836 2,102 2,749 2,749 7,588 13,086 Homelessness Prevention 6,536 5,021 2,000 1,000 0 0 8,021 8,021 Investment in Public Health 19,532 1,350 0 0 0 0 1,350 1,350 Energy Consumption & Costs 2,237 1,000 0 0 0 0 1,000 1,000 Digital & Intelligence Cost Rebasing 16,680 500 0 0 0 0 500 500 Imported Food Office 636 335 0 0 0 0 335 335 Vehicle Repairs & Maintenance 4,326 300 0 0 0 0 300 300 Christmas Lighting Growth 0 230 0 0 0 0 230 230 Total Demand-Led Growth 181,572 17,763 5,420 4,745 4,343 4,343 27,928 36,614 General Fund Budget Demand-led Growth 2024/25 Budget Annual Movement in Budget Requirement Three Year Outlook Five Year Outlook The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix A5 2025/26 2026/27 2027/28 2028/29 2029/30 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Adjustments to Financing & Corporate Budgets Capital Financing Costs 1,409 2,979 4,412 2,440 2,247 8,800 13,487 Rebasing - Adult Services & Health 1,381 0 0 0 0 1,381 1,381 Rebasing - Children & Young People Services 2,794 0 0 0 0 2,794 2,794 Rebasing - Place 6,140 0 0 0 0 6,140 6,140 Rebasing - Central Services 1,377 0 0 0 0 1,377 1,377 Rebasing - Chief Digital Data & Technology 800 0 0 0 0 800 800 Rebasing - Cross-Cutting 1,650 0 0 0 0 1,650 1,650 Reversal of Undelivered Savings 4,651 0 0 0 0 4,651 4,651 Increase in General Contingency 4,000 0 0 0 0 4,000 4,000 Create Contract Risk Contingency 6,000 0 0 0 0 6,000 6,000 Risk Provision Against Savings Delivery 0 0 0 2,000 2,500 0 4,500 Risk Provision against Target Operating Model 0 2,500 0 0 0 2,500 2,500 Adult Social Care Discharge Funding 1,744 0 0 0 0 1,744 1,744 Concessionary Fares 1,577 999 658 1,552 0 3,234 4,786 Oracle System Development 1,000 0 0 0 0 1,000 1,000 Hillingdon First Enabling Developments 1,000 0 0 0 0 1,000 1,000 Creation of Feasibility Study Budget 500 0 0 0 0 500 500 Creation of a Corporate Redundancy Budget 500 0 0 0 0 500 500 Housing Benefit Subsidy (Recovery of Overpayments) 100 100 100 100 100 300 500 Investment in AI Software 50 0 0 0 0 50 50 Cost of Older People Discount (80) (75) (70) (65) (65) (225) (355) Movement in Added Years Pension Costs (25) (25) (25) (25) (25) (75) (125) Realignment of Funding Sources (1,000) 0 0 0 0 (1,000) (1,000) Total Corporate Items 35,568 6,478 5,075 6,002 4,757 47,121 57,880 General Fund Budget Corporate Items Annual Movement in Budget Requirement Three Year Outlook Five Year Outlook The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix A6 2025/26 2026/27 2027/28 2028/29 2029/30 £'000 £'000 £'000 £'000 £'000 £'000 £'000 (762) (530) 0 0 0 (1,292) (1,292) (1,150) (261) 93 0 0 (1,318) (1,318) (3,572) (1,036) (344) 0 0 (4,952) (4,952) (9,681) (1,184) (786) 0 0 (11,651) (11,651) (4,581) (1,880) (2,016) 0 0 (8,477) (8,477) (7,487) (1,123) 0 0 0 (8,610) (8,610) (6,800) (11,800) (1,700) (5,000) (5,000) (20,300) (30,300) (34,033) (17,814) (4,753) (5,000) (5,000) (56,600) (66,600) (20,881) (14,244) (2,227) (5,000) (5,000) (37,352) (47,352) 0 0 0 0 0 0 0 (1,200) (100) 0 0 0 (1,300) (1,300) (842) (866) (770) 0 0 (2,478) (2,478) (8,759) (1,820) (970) 0 0 (11,549) (11,549) (2,351) (784) (786) 0 0 (3,921) (3,921) 0 0 0 0 0 0 0 (34,033) (17,814) (4,753) (5,000) (5,000) (56,600) (66,600) Savings Programme by Theme Digital Strategy (D) Workforce (W) Zero Based Reviews (Z) Income Generation & Commercialisation (C) Service Transformation (T) Specific Savings Proposals Impact on Other Funds (O) Procurement (P) Five Year Outlook Savings by Portfolio Finance Property, Highways & Transport Children, Families & Education Residents' Services Corporate Services Annual Movement in Budget Requirement Three Year OutlookGeneral Fund Budget Savings Programme T h e m e Cross-Cutting Initiatives Health & Social Care Specific Savings Proposals The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix A6 2025/26 2026/27 2027/28 2028/29 2029/30 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Five Year Outlook Annual Movement in Budget Requirement Three Year OutlookGeneral Fund Budget Savings Programme T h e m e Review Garage Voids (C) (260) (180) (440) (440) Fees & Charges Uplifts (C) (227) (227) (227) Review of Commercial Leases (C) (200) (250) (450) (450) Maximisation of Council Assets (T) (75) (100) (175) (175) (762) (530) 0 0 0 (1,292) (1,292) Revenue & Benefits - Automations & Customer Contact (T) (334) (211) (57) (602) (602) Older People's Discount - Demand Adjustment (Z) (200) (200) (200) Counter Fraud: Review of Capability, Capacity and Activity (T) (107) (107) (107) Review of Cashflow Measures - Supplier Incentive Scheme (C) (100) (50) 150 0 0 Future of Financial Systems (T) (100) (100) (100) Pension Payment Cashflow Measures (Z) (95) (95) (95) Internal Audit Staffing Cost Reduction (T) (73) (73) (73) Counter Fraud Funding Strategy (C) (72) (72) (72) ZBB Vacant Post Review (T) (69) (69) (69) (1,150) (261) 93 0 0 (1,318) (1,318) Reshaping Customer Experience and Business Support (T) (1,876) (228) (2,104) (2,104) Digital & Intelligence Cost Rebasing Review (T) (1,000) (1,000) (1,000) S106 Fee Increase (C) (263) (263) (263) Digital and Technology Contract Review (P) (163) (186) (170) (519) (519) HR Service Review (T) (139) (100) (239) (239) Legal Service Funding Review (C) (63) (63) (63) Outsourcing of the Council's Film Office (T) (60) (40) (30) (130) (130) Registration Service Income Maximisation (C) (30) (20) (20) (70) (70) Total Finance Total Property, Highways & Transport Savings Savings Proposals The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix A6 2025/26 2026/27 2027/28 2028/29 2029/30 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Five Year Outlook Annual Movement in Budget Requirement Three Year OutlookGeneral Fund Budget Savings Programme T h e m e Remove Hard Copy Agendas for Statutory Meetings (T) (15) (15) (15) DHSC Autumn Vaccinations (C) (4) (4) (4) Business Intelligence Review (T) 0 (62) (124) (186) (186) Fees & Charges Uplifts (C) 41 41 41 Telecare Review (T) (400) (400) (400) (3,572) (1,036) (344) 0 0 (4,952) (4,952) Charging for Green Waste (Subject to Consultation) (C) (2,500) (2,500) (2,500) Increase Leased Temporary Accommodation (T) (1,600) (1,600) (1,600) Temporary Accommodation Commissioning - Review Zero / Low Subsidy Accommodation (Z) (1,500) (750) (750) (3,000) (3,000) Fees & Charges Uplifts (C) (676) (150) (826) (826) Review & Charge Parking Penalty Level Banding (Subject to Formal GLA Confirmation) (C) (600) (600) (600) Temporary Accommodation - re-negotiate to reduce rates with all B&B / private sector providers (T) (500) (500) (500) Statutory Planning Fee Increase - Householders (C) (300) (300) (300) Review of Crematoria & Cemetery Charges (C) (300) (300) (300) Christmas Lighting Sponsorship Model (T) (230) (230) (230) Review Out of Hours Noise Nuisance Service (T) (220) (220) (220) Review of Burial Fees (C) (200) (200) (200) Increase in Parking Enforcement Charges (C) (140) (140) (140) Review Seasonal Hanging Basket Displays (T) (92) (92) (92) Platinum Jubilee Leisure Centre Management Fee (C) (80) (70) (150) (150) Review of Stronger Communities Service (Z) (79) (79) (79) Review Domestic Support Contracts (P) (79) (80) (159) (159) Total Corporate Services The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix A6 2025/26 2026/27 2027/28 2028/29 2029/30 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Five Year Outlook Annual Movement in Budget Requirement Three Year OutlookGeneral Fund Budget Savings Programme T h e m e Environmental Specialists Staffing Costs Realignment (Z) (66) (66) (66) Pay and Display Machine Cash Collection (C) (66) (66) (66) Business Rates Rateable Review (C) (65) (65) (65) Fast Track Planning Service (Z) (60) (3) (3) (66) (66) Beck Theatre Parking (C) (50) (50) (50) Increase in Car Park Revenue from Increased Demand (C) (50) (50) (50) Review Green Flag Award Scheme (T) (43) (43) (43) Meeting Room Hire Revenue in Libraries (T) (40) (40) (40) Residents' Service Vacant Post Review (Z) (39) (39) (39) Review Hillingdon Voluntary Centre Grants (T) (30) (30) (30) Review Library Stock Budget (T) (30) (30) (30) Change in Hillingdon First Parking Discount (C) 0 0 0 Hillingdon in Bloom and the Autumn Show (T) (17) (17) (17) Building Control Fee Uplift (Z) (16) (15) (16) (47) (47) Discretionary Planning Fees Uplift (Z) (13) (16) (17) (46) (46) Beck Theatre Subsidy (T) 0 (100) (100) (100) (9,681) (1,184) (786) 0 0 (11,651) (11,651) Review of Semi Independent & Shared Accommodation (T) (2,156) (216) (216) (2,588) (2,588) Social Care Delivery Model (T) (1,559) (154) (154) (1,867) (1,867) New Care Offer - Review of Operating Model (T) (273) (1,417) (1,616) (3,306) (3,306) Review of Catering Service in Care Delivery Settings (T) (217) (217) (217) Review of Early Years Operating Model (T) (187) (93) (30) (310) (310) Child and Family Support Service Staffing Review (T) (182) (182) (182) Fees & Charges Uplifts (C) (7) (7) (7) (4,581) (1,880) (2,016) 0 0 (8,477) (8,477) Total Residents' Services Savings Total Children, Families & Education The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix A6 2025/26 2026/27 2027/28 2028/29 2029/30 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Five Year Outlook Annual Movement in Budget Requirement Three Year OutlookGeneral Fund Budget Savings Programme T h e m e Maximise Section 117 Funding split with Integrated Care Board (C) (2,031) (2,031) (2,031) Re-negotiation of Social Care Contracts (T) (1,739) (1,739) (1,739) Post 16 Transport Demand Management Review (T) (624) (387) (1,011) (1,011) Acquisition of Care home (T) (550) (550) (550) AI Digitisation of Operational Social Work Practices (T) (548) (548) (548) Use of Disabled Facilities Grant (C) (300) (300) (300) Adult Social Care Vacant Post Review (Z) (283) (283) (283) Creation Of A Care Company For Temporary Staff Via An SPV (T) (277) (277) (277) Lease Income for Sexual Health Clinics (C) (250) (250) (250) Proposal to decant Lowdell Close Registered Care Home (T) (200) (200) (200) Review of third sector Carers contract value in Social Care (T) (172) (172) (172) Review of third sector Information, Advice and Guidance (T) (170) (170) (170) Care Diagnostic Equipment (T) (150) (150) (150) Implementation of Ask SARA (Digital Solution to Support Demand Management) (T) (150) (150) (150) Decentralised Operating Model for Corporate Policy & Projects (T) (77) (77) (77) Supported Living Development of a Special Purpose Vehicle (T) 0 (736) (736) (736) Fees & Charges Uplifts (C) 34 34 34 (7,487) (1,123) 0 0 0 (8,610) (8,610) Target Operating Model (T) (5,000) (10,000) 0 (5,000) (5,000) (15,000) (25,000) Increase MVF by 1% (W) (1,100) (1,100) (1,100) Procurement Saving (P) (600) (600) (600) (1,800) (1,800) Employee Terms & Conditions Review (W) (100) (100) (200) (200) Fees & Charges Future Uplifts (C) 0 (1,100) (1,100) (2,200) (2,200) (6,800) (11,800) (1,700) (5,000) (5,000) (20,300) (30,300)Total Cross Cutting Total Health & Social Care The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix A7 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 Three Year Outlook Five Year Outlook £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Service Expenditure by Portfolio Property, Highways & Transport Staffing 6,602 7,102 7,035 7,174 7,316 7,745 572 1,143 Non-Staffing 11,932 11,464 11,159 11,390 11,627 11,870 (542) (62) Gross Expenditure 18,534 18,566 18,194 18,564 18,943 19,615 30 1,081 Grant Income 0 0 0 0 0 0 0 0 Fees & Charges (6,588) (6,815) (6,815) (6,815) (6,815) (6,815) (227) (227) Other Income (3,570) (3,686) (3,740) (3,777) (3,815) (3,853) (207) (283) Gross Income (10,158) (10,501) (10,555) (10,592) (10,630) (10,668) (434) (510) Property, Highways & Transport Total 8,376 8,065 7,639 7,972 8,313 8,947 (404) 571 Finance Staffing 15,058 16,175 16,019 16,328 16,644 17,609 1,270 2,551 Non-Staffing 130,567 133,545 137,457 143,065 147,573 150,315 12,498 19,748 Gross Expenditure 145,625 149,720 153,476 159,393 164,217 167,924 13,768 22,299 Grant Income (89,921) (89,931) (89,930) (89,933) (89,936) (89,945) (12) (24) Fees & Charges (1,585) (1,585) (1,585) (1,585) (1,585) (1,585) 0 0 Other Income (14,822) (14,633) (14,386) (14,370) (14,406) (14,406) 452 416 Gross Income (106,328) (106,149) (105,901) (105,888) (105,927) (105,936) 440 392 Finance Total 39,297 43,571 47,575 53,505 58,290 61,988 14,208 22,691 Corporate Services Staffing 17,871 19,265 19,070 19,456 19,850 21,055 1,585 3,184 Non-Staffing 8,908 5,972 4,926 4,617 4,653 4,690 (4,291) (4,218) Gross Expenditure 26,779 25,237 23,996 24,073 24,503 25,745 (2,706) (1,034) Grant Income 0 0 0 0 0 0 0 0 Fees & Charges (1,311) (1,311) (1,311) (1,311) (1,311) (1,311) 0 0 Other Income (428) (428) (428) (428) (428) (428) 0 0 Gross Income (1,739) (1,739) (1,739) (1,739) (1,739) (1,739) 0 0 Corporate Services Total 25,040 23,498 22,257 22,334 22,764 24,006 (2,706) (1,034) General Fund Budget Corporate Summary The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix A7 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 Three Year Outlook Five Year Outlook £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 General Fund Budget Corporate Summary Residents' Services Staffing 25,930 28,900 28,617 29,463 30,326 32,765 3,533 6,835 Non-Staffing 23,153 25,186 27,003 28,074 28,902 29,735 4,921 6,582 Gross Expenditure 49,083 54,086 55,620 57,537 59,228 62,500 8,454 13,417 Grant Income (278) (295) (292) (297) (302) (317) (19) (39) Fees & Charges (13,878) (17,744) (17,894) (17,894) (17,894) (17,894) (4,016) (4,016) Other Income (3,552) (3,552) (3,552) (3,552) (3,552) (3,552) 0 0 Gross Income (17,708) (21,591) (21,738) (21,743) (21,748) (21,763) (4,035) (4,055) Residents' Services Total 31,375 32,495 33,882 35,794 37,480 40,737 4,419 9,362 Children, Families & Education Staffing 56,091 58,772 58,415 59,161 59,921 62,221 3,070 6,130 Non-Staffing 70,437 69,566 68,925 68,186 69,502 70,835 (2,251) 398 Gross Expenditure 126,528 128,338 127,340 127,347 129,423 133,056 819 6,528 Grant Income (23,931) (24,572) (24,563) (24,849) (25,160) (25,969) (918) (2,038) Fees & Charges (23,168) (23,175) (23,175) (23,175) (23,175) (23,175) (7) (7) Other Income (7,990) (7,993) (7,997) (8,001) (8,005) (8,009) (11) (19) Gross Income (55,089) (55,740) (55,735) (56,025) (56,340) (57,153) (936) (2,064) Children, Families & Education Total 71,439 72,598 71,605 71,322 73,083 75,903 (117) 4,464 Health & Social Care Staffing 25,436 27,122 27,014 27,504 28,004 29,338 2,068 3,902 Non-Staffing 149,725 149,434 152,801 157,573 162,834 168,147 7,848 18,422 Gross Expenditure 175,161 176,556 179,815 185,077 190,838 197,485 9,916 22,324 Grant Income (10,542) (8,919) (8,934) (8,993) (9,053) (9,175) 1,549 1,367 Fees & Charges (399) (665) (665) (665) (665) (665) (266) (266) Other Income (37,578) (37,358) (37,315) (37,209) (36,937) (36,674) 369 904 Gross Income (48,519) (46,942) (46,914) (46,867) (46,655) (46,514) 1,652 2,005 Health & Social Care Total 126,642 129,614 132,901 138,210 144,183 150,971 11,568 24,329 The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix A7 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 Three Year Outlook Five Year Outlook £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 General Fund Budget Corporate Summary Corporate Budgets Development & Risk Contingency 500 500 500 500 500 500 0 0 Unallocated Budget Items (18,159) 12,134 14,634 14,634 16,634 19,134 32,793 37,293 Cross-Cutting Initiatives 0 (13,180) (24,980) (26,680) (31,680) (36,680) (26,680) (36,680) Corporate Budgets Total (17,659) (546) (9,846) (11,546) (14,546) (17,046) 6,113 613 Total 284,510 309,295 306,013 317,591 329,567 345,506 33,081 60,996 Total Resources 284,510 309,295 316,277 325,597 335,763 344,459 41,087 59,949 Budget Gap 0 0 10,264 8,006 6,196 (1,047) 8,006 (1,047) The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix A8 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Capital Expenditure Major Projects 73,682 77,978 64,153 24,260 4,975 3,000 174,366 248,048 Programme of Works 43,775 36,425 31,710 30,122 35,985 27,438 161,680 205,455 Contingency 1,974 0 0 2,000 2,000 2,000 6,000 7,974 Total Capital Expenditure 119,431 114,403 95,863 56,382 42,960 32,438 342,046 461,477 Capital Financing Grants & Contributions (57,758) (15,279) (22,939) (11,789) (10,839) (10,256) (71,102) (128,860) Community Infrastructure Levy - Neighbourhood CIL (563) (563) (675) (675) (675) (675) (3,263) (3,826) Council Resourced Investment Community Infrastructure Levy (3,187) (3,187) (3,825) (3,825) (3,825) (3,825) (18,487) (21,674) Capital Receipts (6,303) (16,958) (10,000) (7,500) (7,000) (7,000) (48,458) (54,761) Prudential Borrowing (51,620) (78,416) (58,424) (32,593) (20,621) (10,682) (200,736) (252,356) Borrowing Projections Capital Financing Requirement 318,697 389,651 443,980 461,047 468,469 464,489 Projected External Borrowing (239,205) (369,346) (413,411) (422,472) (423,698) (420,765) Projected Internal Borrowing (24,469) (20,305) (30,569) (38,575) (44,771) (43,724) General Fund Budget Capital Programme Summary Total From 2025/26 Grand Total The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix A8i Live Project Budget Grants and Contributions including Neighbourhood CIL Council Resources Total Project Budget Total Released Budget Percentage Released Budget £'000 £'000 £'000 £'000 £'000 £'000 % Major Projects Property, Highways and Transport 17,655 New West Drayton Leisure Centre N 19,014 (465) (18,549) 36,669 32,129 88% 3,372 Hillingdon Water Sports Facility N 23,128 (23,128) 0 26,500 6,366 24% 6,468 Carbon Zero Initiatives N 20,032 (10,101) (9,931) 26,500 11,000 42% 0 Refurbishment of Crematorium N 9,000 (3,000) (6,000) 9,000 9,000 100% 0 Housing Developments Y 40,000 0 (40,000) 40,000 0 0% 3,525 Civic Centre Transformation N 15,848 0 (15,848) 19,373 12,429 64% 10,142 Housing Company Financing N 0 0 0 10,142 12,419 122% 3,875 Cranford Park Heritage Lottery Project N 594 (122) (472) 4,469 4,119 92% 2 Northwood Hills Library Buyback N 2,390 0 (2,390) 2,392 0 0% 3,176 Uxbridge Mortuary Extension N 138 0 (138) 3,314 3,314 100% 278 Charville Lane - Children Specialist House Y 4,341 (2,987) (1,354) 4,619 4,619 100% 0 Staying Close Project - Children's Respite N 727 0 (727) 727 0 0% 0 Family Hub Programme N 3,616 0 (3,616) 3,616 0 0% 11 Otterfield Road Library Buyback N 1,868 0 (1,868) 1,879 0 0% 0 Harlington Road Depot Fuel Pumps & Canopy N 585 0 (585) 585 0 0% 1,201 Battle of Britain Underground Bunker N 430 0 (430) 1,631 1,630 100% 67 New Years Green Lane Extension N 932 (200) (732) 999 0 0% 567 Asha Day Centre Refurbishment N 45 0 (45) 612 612 100% 51 Motor Vehicle Workshop N 0 0 0 51 28 55% 133 Parking Improvements N 401 0 (401) 534 308 58% 55 Uxbridge Cemetery Gatehouse N 46 0 (46) 101 577 571% 0 Botwell Leisure Centre Adaptations N 250 0 (250) 250 0 0% 467 Flood Alleviation - Bessingby Park N 712 (547) (165) 1,179 529 45% 101 Botwell Leisure Centre Football Pitch N 99 0 (99) 200 101 51% Prior Years Budget Project 2024-2030 Project Budget Invest to Save Total Capital Programme The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix A8i Live Project Budget Grants and Contributions including Neighbourhood CIL Council Resources Total Project Budget Total Released Budget Percentage Released Budget £'000 £'000 £'000 £'000 £'000 £'000 % Prior Years Budget Project 2024-2030 Project Budget Invest to Save Total Capital Programme 2,071 Yiewsley / West Drayton Community Centre N 43 0 (43) 2,114 2,114 100% 2,659 Cedars & Grainges Car Park Improvement Works N 10 0 (10) 2,669 2,671 100% 0 Appropriation of Townfield to General Fund N 100 0 (100) 100 0 0% Finance & Transformation 0 DSG Capitalisation Support Y 8,000 0 (8,000) 8,000 0 0% 0 Transformation Capitalisation Support Y 34,000 0 (34,000) 34,000 0 0% Residents' Services 1,511 Shopping Parades Initiatives N 532 0 (532) 2,043 2,455 120% 0 Waste Services Improvements N 648 0 (648) 648 0 0% 0 Green Spaces - Machinery Y 4,500 0 (4,500) 4,500 1 0% Health & Social Care Investment in Care Home Capacity Y 30,500 0 (30,500) 30,500 0 0% Children, Families and Education 15,102 SRP/SEND Y 25,519 (13,707) (11,812) 40,621 7,166 18% 0 Additional Temporary Classrooms N 0 0 0 0 0 0% 23,453 Secondary Schools Expansions N 0 0 0 23,453 27,911 119% 95,942 Total Major Projects 248,048 (54,257) (193,791) 343,990 141,498 41% Programme of Works Property, Highways and Transport N/A Highways Structural Works N 60,573 (5,354) (55,219) 60,573 6,749 11% N/A School Building Condition Works N 22,445 (22,445) 0 22,445 1,268 6% N/A Disabled Facilities Grant N 15,049 (15,049) 0 15,049 1,904 13% N/A Transport for London N 8,771 (8,771) 0 8,771 3,107 35% N/A Property Works Programme N 7,537 (56) (7,481) 7,537 924 12% N/A Street Lighting Replacement N 6,150 0 (6,150) 6,150 969 16% The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix A8i Live Project Budget Grants and Contributions including Neighbourhood CIL Council Resources Total Project Budget Total Released Budget Percentage Released Budget £'000 £'000 £'000 £'000 £'000 £'000 % Prior Years Budget Project 2024-2030 Project Budget Invest to Save Total Capital Programme N/A Leisure Centre Refurbishment N 1,248 (426) (822) 1,248 128 10% N/A Highways Bridges and Structures N 2,295 0 (2,295) 2,295 300 13% N/A CCTV Programme N 1,281 0 (1,281) 1,281 258 20% N/A Road Safety N 720 0 (720) 720 268 37% N/A Environmental and Recreational Initiatives - Pollution Screening N 484 (484) 0 484 104 21% N/A HS2 Road Safety Fund N 338 (338) 0 338 105 31% N/A HS2 Amenity Fund N 212 (212) 0 212 296 140% N/A Bowls Clubs Refurbishments N 63 0 (63) 63 52 83% N/A Emergency Active Travel N 41 (11) (30) 41 41 100% N/A Highways Section 106 Projects N 109 (109) 0 109 58 53% Finance N/A Purchase of Vehicles N 25,814 0 (25,814) 25,814 4,421 17% Corporate Services N/A Corporate Technology and Innovation Y 19,250 0 (19,250) 19,250 4,518 23% N/A Older Peoples Initiatives N 1,200 0 (1,200) 1,200 0 0% Residents' Services N/A Chrysalis Programme N 7,228 (3,826) (3,402) 7,228 1,192 16% N/A Infrastructure Investment N 2,000 0 (2,000) 2,000 0 0% N/A Playground Replacement Programme N 1,300 0 (1,300) 1,300 125 10% N/A Sports Club Rebuild / Refurb Programme N 107 (107) 0 107 107 100% N/A Environmental and Recreational Initiatives - Green Spaces N 677 (677) 0 677 103 15% Children, Families and Education N/A Devolved Capital to Schools N 2,310 (2,310) 0 2,310 0 0% N/A Youth Provision N 1,153 (1,153) 0 1,153 174 15% The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix A8i Live Project Budget Grants and Contributions including Neighbourhood CIL Council Resources Total Project Budget Total Released Budget Percentage Released Budget £'000 £'000 £'000 £'000 £'000 £'000 % Prior Years Budget Project 2024-2030 Project Budget Invest to Save Total Capital Programme Health and Social Care N/A Equipment Capitalisation - Social Care N 17,100 (17,100) 0 17,100 0 0% Total Programme of Works 205,455 (78,428) (127,027) 205,455 27,171 13% Development & Risk Contingency N/A General Contingency N 7,974 0 (7,974) 7,974 0 0% Total Development & Risk Contingency 7,974 0 (7,974) 7,974 0 0% 95,942 Total GF Capital Programme 461,477 (132,685) (328,792) 557,419 168,669 30% The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix A8ii Total 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Major Projects Property, Highways and Transport 17,655 New West Drayton Leisure Centre 6,153 12,254 607 0 0 0 19,014 3,372 Hillingdon Water Sports Facility 10,128 3,000 10,000 0 0 0 23,128 6,468 Carbon Zero Initiatives 10,101 3,931 3,000 2,500 500 0 20,032 0 Refurbishment of Crematorium 0 900 5,400 2,700 0 0 9,000 0 Housing Developments 0 20,000 20,000 0 0 0 40,000 3,525 Civic Centre Transformation 5,000 6,048 2,400 2,400 0 0 15,848 10,142 Housing Company Financing 0 0 0 0 0 0 0 3,875 Cranford Park Heritage Lottery Project 244 300 50 0 0 0 594 2 Northwood Hills Library Buyback 0 2,390 0 0 0 0 2,390 3,176 Uxbridge Mortuary Extension 138 0 0 0 0 0 138 0 Charville Lane - Children Specialist House 3,030 1,225 86 0 0 0 4,341 0 Staying Close Project - Children's Respite 727 0 0 0 0 0 727 0 Family Hub Programme 1,750 400 66 75 1,325 0 3,616 11 Otterfield Road Library Buyback 0 1,384 464 20 0 0 1,868 0 Harlington Road Depot Fuel Pumps & Canopy 0 290 280 15 0 0 585 1,201 Battle of Britain Underground Bunker 50 380 0 0 0 0 430 67 New Years Green Lane Extension 150 782 0 0 0 0 932 567 Asha Day Centre Refurbishment 20 25 0 0 0 0 45 51 Motor Vehicle Workshop 0 0 0 0 0 0 0 133 Parking Improvements 175 226 0 0 0 0 401 55 Uxbridge Cemetery Gatehouse 46 0 0 0 0 0 46 0 Botwell Leisure Centre Adaptations 250 0 0 0 0 0 250 467 Flood Alleviation - Bessingby Park 62 300 300 50 0 0 712 101 Botwell Leisure Centre Football Pitch 99 0 0 0 0 0 99 2,071 Yiewsley / West Drayton Community Centre 43 0 0 0 0 0 43 2,659 Cedars & Grainges Car Park Improvement Works 10 0 0 0 0 0 10 Prior Year Budget Project Project Budget The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix A8ii Total 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Prior Year Budget Project Project Budget 0 Appropriation of Townfield to General Fund 0 100 0 0 0 0 100 Finance 0 DSG Capitalisation Support 4,000 4,000 0 0 0 0 8,000 0 Transformation Capitalisation Support 3,000 10,000 10,000 5,000 3,000 3,000 34,000 Residents' Services 0 1,511 Shopping Parades Initiatives 532 0 0 0 0 0 532 0 Waste Services Improvements 240 258 0 0 150 0 648 0 Green Spaces - Machinery 0 1,500 1,500 1,500 0 0 4,500 Health & Social Care 0 0 Investment in Care Home Capacity 6,000 4,500 10,000 10,000 0 0 30,500 Children, Families and Education 0 15,102 SRP/SEND 21,734 3,785 0 0 0 0 25,519 0 Additional Temporary Classrooms 0 0 0 0 0 0 0 23,453 Secondary Schools Expansions 0 0 0 0 0 0 0 95,664 Total Major Projects 73,682 77,978 64,153 24,260 4,975 3,000 248,048 Programme of Works Property, Highways and Transport N/A Highways Structural Works 9,573 11,000 10,000 10,000 10,000 10,000 60,573 N/A School Building Condition Works 7,028 3,000 3,000 3,000 3,000 3,417 22,445 N/A Disabled Facilities Grant 4,319 2,146 2,146 2,146 2,146 2,146 15,049 N/A Transport for London 1,481 1,458 1,458 1,458 1,458 1,458 8,771 N/A Property Works Programme 1,256 675 1,840 1,480 1,520 766 7,537 N/A Street Lighting Replacement 925 1,000 1,050 1,100 1,150 925 6,150 N/A Leisure Centre Refurbishment 748 100 100 100 100 100 1,248 N/A Highways Bridges and Structures 300 400 415 430 450 300 2,295 N/A CCTV Programme 349 184 187 187 187 187 1,281 N/A Road Safety 120 120 120 120 120 120 720 N/A Environmental and Recreational Initiatives - Pollution Screening 484 0 0 0 0 0 484 N/A HS2 Road Safety Fund 338 0 0 0 0 0 338 The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix A8ii Total 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Prior Year Budget Project Project Budget N/A HS2 Amenity Fund 212 0 0 0 0 0 212 N/A Bowls Clubs Refurbishments 63 0 0 0 0 0 63 N/A Emergency Active Travel 41 0 0 0 0 0 41 N/A Highways Section 106 Projects 109 0 0 0 0 0 109 Finance N/A Purchase of Vehicles 4,511 2,761 3,375 3,832 9,585 1,750 25,814 Corporate Services N/A Corporate Technology and Innovation 4,518 6,446 3,384 1,634 1,634 1,634 19,250 N/A Older Peoples Initiatives 200 200 200 200 200 200 1,200 Residents' Services N/A Chrysalis Programme 2,228 1,000 1,000 1,000 1,000 1,000 7,228 N/A Infrastructure Investment 0 2,000 0 0 0 0 2,000 N/A Playground Replacement Programme 200 300 200 200 200 200 1,300 N/A Sports Club Rebuild / Refurb Programme 107 0 0 0 0 0 107 N/A Environmental and Recreational Initiatives - Green Spaces 677 0 0 0 0 0 677 Children, Families and Education N/A Devolved Capital to Schools 385 385 385 385 385 385 2,310 N/A Youth Provision 753 400 0 0 0 0 1,153 Health and Social Care N/A Equipment Capitalisation - Social Care 2,850 2,850 2,850 2,850 2,850 2,850 17,100 Total Programme of Works 43,775 36,425 31,710 30,122 35,985 27,438 205,455 Development & Risk Contingency N/A General Contingency 1,974 0 0 2,000 2,000 2,000 7,974 Total Development & Risk Contingency 1,974 0 0 2,000 2,000 2,000 7,974 95,664 Total GF Capital Programme 119,431 114,403 95,863 56,382 42,960 32,438 461,477 The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix B1 Housing Revenue Account Corporate Summary 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 Five Year Outlook £'000 £'000 £'000 £'000 £'000 £'000 £'000 Resources CPI+1% CPI+1% CPI+1% CPI+1% CPI+1% CPI+1% Increase in rents 7.7% 2.7% 3.0% 3.0% 3.0% 3.0% Average Weekly Rent (£) £137.67 £141.39 £145.63 £150.00 £154.50 £159.13 £21.46 Increase/(Decrease) in Number of Dwellings 210 209 174 613 27 (2) 1,021 Opening Number of Dwellings 10,228 10,438 10,647 10,821 11,434 11,461 10,228 Closing Number of Dwellings 10,438 10,647 10,821 11,434 11,461 11,459 11,459 Average Number of Dwellings 10,333 10,543 10,734 11,128 11,448 11,460 Gross Dwelling Rents 73,413 79,386 84,750 89,747 92,556 94,410 20,997 Void Risk Contingency inc. Regen (822) (811) (893) (975) (1,024) (1,064) (242) Net Dwelling Rents 74,235 78,575 83,857 88,772 91,532 93,346 19,111 Total Resources 74,235 78,575 83,857 88,772 91,532 93,346 19,111 Budget Requirement Roll Forward Budget 44,336 49,160 59,672 61,423 65,163 72,997 Inflation 2,211 4,023 -83 2,919 1,260 9,930 18,049 Capital Charges 1,613 5,554 2,144 1,021 6,774 (9,047) 6,446 Savings (500) (1,000) (310) (200) (200) 0 (1,710) Growth 1,500 1,935 0 0 0 0 1,935 Total Budget Requirement 49,160 59,672 61,423 65,163 72,997 73,880 24,720 Contribution to Finance Capital Programme 25,176 18,903 22,434 23,609 18,535 19,466 (5,710) (Drawdown) / Contribution to Reserves (101) 0 0 0 0 0 Opening HRA General Balance 15,101 15,000 15,000 15,000 15,000 15,000 In-Year Monitoring Variance Closing HRA General Balance 15,000 15,000 15,000 15,000 15,000 15,000 * Rent figures quoted above are inclusive of the different types of social housing stock e.g. formula rent, affordable rent, shared ownership rent, London Affordable Rent. Average rents for existing tenancies subject to the existing rent settlement agreement 2020/21-2025/26 limiting increases to CPI+1%. The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix B2 2025/26 2026/27 2027/28 2028/29 2029/30 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Inflation Rates Workforce Expenditure (excluding Pension costs) N/A 4.8% 2.0% 2.0% 2.0% 6.0% 8.8% 16.8% Workforce Expenditure (Pension costs) N/A 0.0% -4.0% 0.0% 0.0% 4.0% -4.0% 0.0% Contracted Expenditure and Materials N/A 1.7% 2.0% 2.0% 2.0% 2.0% 5.7% 9.7% Other Expenditure N/A 1.7% 3.4% 2.0% 2.0% 2.0% 7.1% 11.1% Fuel N/A 2.0% 5.0% 5.0% 5.0% 5.0% 12.0% 22.0% Energy Gas N/A -25.0% 5.0% 5.0% 5.0% 5.0% -15.0% -5.0% Energy Electricity N/A -25.0% 5.0% 5.0% 5.0% 5.0% -15.0% -5.0% Inflation Projections Housing & Tenancy Management 24,079 4,351 (1,193) 2,223 535 9,175 5,381 15,091 Repairs and Planned Maintenance 15,071 (67) 1,160 747 777 807 1,840 3,424 Bad Debt Prov and Dev & Risk Contingency 902 23 18 18 18 18 59 95 Gross Inflation Requirement 40,052 4,307 (15) 2,988 1,330 10,000 7,280 18,610 Other Income (6,547) (284) (68) (69) (70) (70) (421) (561) Total Inflation Provision 33,505 4,023 (83) 2,919 1,260 9,930 6,859 18,049 Housing Revenue Account Inflation Provision 2024/25 Annual Movement in Budget Requirement Three Year Outlook Five Year Outlook The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix B3 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 Three Year Outlook Five Year Outlook £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Rental Income (74,235) (78,575) (83,857) (88,772) (91,532) (93,346) (14,537) (19,111) Other Income (6,547) (6,831) (6,899) (6,968) (7,038) (7,108) (421) (561) Net Income (80,782) (85,406) (90,756) (95,740) (98,570) (100,454) (14,958) (19,672) Housing & Tenancy Management 24,079 28,430 27,237 29,460 29,995 39,170 5,381 15,091 Repairs and Planned Maintenance 15,071 15,004 16,164 16,911 17,688 18,495 1,840 3,424 Capital Programme Funding 25,176 18,903 22,434 23,609 18,535 19,466 (1,567) (5,710) Interest & Investment Income 16,155 22,144 23,979 24,799 31,373 22,326 8,644 6,171 Bad Debt Prov and Dev & Risk Contingency 902 925 943 961 979 997 59 95 Cross-Cutting (500) 0 0 0 0 0 500 500 Operating Costs 80,883 85,406 90,757 95,740 98,570 100,454 14,858 19,572 (Surplus) / Deficit 101 0 0 0 0 0 (101) (101) Opening HRA General Balance (15,101) (15,000) (15,000) (15,000) (15,000) (15,000) 101 101 In-Year Monitoring Variance Closing HRA General Balance (15,000) (15,000) (15,000) (15,000) (15,000) (15,000) 0 0 HRA Service Budgets The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix B4i Project Total Project 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Capital Expenditure 472,419 Major Projects / Regeneration 151,034 90,759 130,185 61,729 34,065 4,647 235,047 Programme of Works 42,182 44,565 42,238 37,211 34,667 34,184 707,467 Total HRA Capital Programme 193,216 135,324 172,424 98,940 68,732 38,831 Capital Financing 132,593 Revenue Contributions 44,382 18,631 19,739 22,544 23,448 3,849 297,684 Prudential Borrowing 62,571 61,673 82,762 40,488 22,997 27,194 236,211 Grants 75,517 45,379 65,093 30,865 17,033 2,324 40,979 Capital Receipts 10,747 9,641 4,829 5,043 5,255 5,464 707,467 Total 193,216 135,324 172,424 98,940 68,732 38,831 Borrowing Projections Capital Financing Requirement 286,980 318,203 379,647 402,205 391,066 376,366 Projected External Borrowing (271,980) (303,203) (364,647) (387,205) (376,066) (361,366) Projected Internal Borrowing (15,000) (15,000) (15,000) (15,000) (15,000) (15,000) The Council's Budget (2025/26 - 2029/30) - Medium Term Financial Strategy Appendix B4ii Project Total 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Major Projects 197,073 Development 430 35,592 31,334 112,979 15,917 603 647 119,049 Acquisitions 302 79,645 39,404 0 0 0 0 24,000 Contingency 4,000 4,000 4,000 4,000 4,000 4,000 340,122 Total Major Projects 732 119,237 74,739 116,979 19,917 4,603 4,647 Housing Regeneration Programme 124,652 Housing Regeneration Programme 370 24,152 16,020 13,206 41,812 29,462 0 7,645 Regeneration Land Assembly 7,645 0 0 0 0 0 132,297 Total Housing Regeneration Programme 370 31,797 16,020 13,206 41,812 29,462 0 HRA Programmes of Work 190,159 Works to Stock programme 35,426 37,163 34,393 29,728 26,966 26,483 44,888 Green Homes Initiatives 6,756 7,402 7,845 7,483 7,701 7,701 235,047 Total Works to Stock 42,182 44,565 42,238 37,211 34,667 34,184 707,467 Total HRA Capital Programme Expenditure 1,102 193,216 135,324 172,424 98,940 68,732 38,831 Project Estimated Unit Numbers

Consolidated General Fund Fees and Charges Schedule December 2023 Appendix C Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % 1. Corporate Communications Advertising charges in Hillingdon People Full page B 2,408.00 2,408.00 STD 2,528.40 5.00% 2,528.40 5.00% 01-Apr-24 01-Apr-25 Half page B 1,376.00 1,376.00 STD 1,444.80 5.00% 1,444.80 5.00% 01-Apr-24 01-Apr-25 Quarter page B 717.00 717.00 STD 752.85 5.00% 752.85 5.00% 01-Apr-24 01-Apr-25 Eighth page B 431.00 431.00 STD 452.55 5.00% 452.55 5.00% 01-Apr-24 01-Apr-25 Display box B 208.00 208.00 STD 218.40 5.00% 218.40 5.00% 01-Apr-24 01-Apr-25 Back page B 2,752.00 2,752.00 STD 2,889.60 5.00% 2,889.60 5.00% 01-Apr-24 01-Apr-25 Inside front full page B 2,580.00 2,580.00 STD 2,709.00 5.00% 2,709.00 5.00% 01-Apr-24 01-Apr-25 Inside front half page B 1,462.00 1,462.00 STD 1,535.10 5.00% 1,535.10 5.00% 01-Apr-24 01-Apr-25 Advertising Notice Board Display - Rental Charge R 53.00 53.00 STD 55.65 5.00% 55.65 5.00% 01-Apr-23 01-Apr-25 Bill posting fee - Up to 3 posters R 280.00 280.00 STD 294.00 5.00% 294.00 5.00% 01-Apr-23 01-Apr-25 2. Revenues And Benefits Court Summons Council Tax R 125.00 125.00 NB 125.00 0.00% 125.00 0.00% 01-Apr-11 NNDR R 165.00 165.00 NB 165.00 0.00% 165.00 0.00% 01-Apr-11 3. Registrar Certificates Birth Certificates M 12.50 12.50 NB 12.50 0.00% 12.50 0.00% 01-Apr-24 Register Registration of name of child or of alteration of name M 44.00 44.00 NB 44.00 0.00% 44.00 0.00% 01-Apr-24 Correction to Register - person with custody of register M 83.00 83.00 NB 83.00 0.00% 83.00 0.00% 01-Apr-24 Correction to Register - person with custody of register on authority of General Registrar M 99.00 99.00 NB 99.00 0.00% 99.00 0.00% 01-Apr-24 Marriages/Civil Partnerships (Statutory fees) Entry of each notice M 42.00 42.00 NB 42.00 0.00% 42.00 0.00% 01-Apr-24 Notice of Marriage - Immigration Checks M 57.00 57.00 NB 57.00 0.00% 57.00 0.00% 01-Apr-24 Letter provided by General Registar confirming that no record of marriage found M 55.00 55.00 NB 55.00 0.00% 55.00 0.00% 01-Apr-24 Basic ceremony/Schedule in Superintendent's Office M 56.00 56.00 NB 56.00 0.00% 56.00 0.00% 01-Apr-24 Registrar's attendance at Registered Building M 104.00 104.00 NB 104.00 0.00% 104.00 0.00% 01-Apr-24 Ceremony Fees (Non - Statutory fees) Ceremony in Four Seasons Room (Mon-Thurs) M 281.00 281.00 STD 295.00 4.98% 295.00 4.98% 01-Apr-23 01-Apr-25 Ceremony in Four Seasons Room (Fri) M 360.00 360.00 STD 378.00 5.00% 378.00 5.00% 01-Apr-23 01-Apr-25 Ceremony Fee in Four Seasons Room (Sat) M 431.00 431.00 STD 431.00 0.00% 431.00 0.00% 01-Apr-23 Ceremony Fee in Four Seasons Room (Sun) M 581.00 581.00 STD 610.00 4.99% 610.00 4.99% 01-Apr-23 01-Apr-25 Ceremony Fee in four seasons room (Out of Hours and Bank Holiday M 646.00 646.00 STD 678.00 4.95% 678.00 4.95% 01-Apr-23 01-Apr-25 New Charge (Mon - Thurs) Nova Room (20pax) M 0.00 0.00 STD 295.00 NA 295.00 NA NA 01-Apr-25 New Charge (Mon - Thurs) Astra Suite (80pax) M 0.00 0.00 STD 530.00 NA 530.00 NA NA 01-Apr-25 New Charge (Fri) Nova Room (20pax) M 0.00 0.00 STD 378.00 NA 378.00 NA NA 01-Apr-25 New Charge (Fri) Astra Suite (80pax) M 0.00 0.00 STD 640.00 NA 640.00 NA NA 01-Apr-25 New Charge (Sat) Nova Room (20pax) M 0.00 0.00 STD 431.00 NA 431.00 NA NA 01-Apr-25 New Charge (Sat) Astra Suite (80pax) M 0.00 0.00 STD 640.00 NA 640.00 NA NA 01-Apr-25 New Charge (Sun) Nova Room (20pax) M 0.00 0.00 STD 610.00 NA 610.00 NA NA 01-Apr-25 New Charge (Sun) Astra Suite (80pax) M 0.00 0.00 STD 715.00 NA 715.00 NA NA 01-Apr-25 New Charge (Out of Hours) Nova Room (20pax) M 0.00 0.00 STD 678.00 NA 678.00 NA NA 01-Apr-25 New Charge (Out of Hours) Astra Suite (80pax) M 0.00 0.00 STD 1,020.00 NA 1,020.00 NA NA 01-Apr-25 Type of Fee / Charge TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Consolidated General Fund Fees and Charges Schedule December 2023 Appendix C Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge New Charge Nova Room Hire per hour (excluding ceremony) M 0.00 0.00 STD 70.00 NA 70.00 NA NA 01-Apr-25 New Charge Astra Suite Hire per hour (excluding ceremony) M 0.00 0.00 STD 130.00 NA 130.00 NA NA 01-Apr-25 Ceremony at approved Premises (Mon - Thurs) M 538.00 538.00 EXP 565.00 5.02% 565.00 5.02% 01-Apr-23 01-Apr-25 Ceremony at approved Premises (Fri - Sat) M 646.00 646.00 EXP 678.00 4.95% 678.00 4.95% 01-Apr-23 01-Apr-25 Ceremony at approved Premises (Sun) M 717.00 717.00 EXP 753.00 5.02% 753.00 5.02% 01-Apr-23 01-Apr-25 Ceremony Fee at approved premises (Out of Hours) M 1,024.00 1,024.00 EXP 1,075.00 4.98% 1,075.00 4.98% 01-Apr-23 01-Apr-25 Webcasting of wedding ceremonies M 101.00 101.00 STD 106.00 4.95% 106.00 4.95% 01-Apr-23 01-Apr-25 Citizenship ceremony Citizenship ceremony (Home Office set fee) M 130.00 130.00 NB 130.00 0.00% 130.00 0.00% 01-Apr-23 Electoral Edited registers B 30.00 30.00 NB 30.00 0.00% 30.00 0.00% 01-Apr-23 Credit reference agencies registers B 500.00 500.00 NB 500.00 0.00% 500.00 0.00% 01-Apr-23 Certificate Priority Service 24 Hour M 38.50 38.50 STD 38.50 0.00% 38.50 0.00% 01-Apr-23 Citizenship ceremony Individual Citizenship ceremony (cost in addition to statutory charge) - Midweek Charge M 143.50 143.50 NB 151.00 5.23% 151.00 5.23% 01-Apr-23 01-Apr-25 Individual Citizenship ceremony (cost in addition to statutory charge) - Saturday Charge M 179.00 179.00 NB 188.00 5.03% 188.00 5.03% 01-Apr-23 01-Apr-25 Civil Funerals Conducting Civil Funerals (Civil Celebrants) M 321.00 321.00 STD 337.00 4.98% 337.00 4.98% 01-Apr-23 01-Apr-25 Other Change of Name- Deed M 75.00 75.00 NB 75.00 0.00% 75.00 0.00% 01-Apr-23 Passport Pre Marriage Form - PD2 M 20.00 20.00 NB 20.00 0.00% 20.00 0.00% 01-Apr-23 4. Facilities Management Civic Centre Room Hire Rates CR2 per hour M 31.70 31.70 EXP 33.30 5.05% 33.30 5.05% 01-Apr-23 01-Apr-25 CR3 per hour M 42.10 42.10 EXP 44.20 4.99% 44.20 4.99% 01-Apr-23 01-Apr-25 CR3a per hour M 38.00 38.00 EXP 39.90 5.00% 39.90 5.00% 01-Apr-23 01-Apr-25 CR3/3a combined per hour M 63.30 63.30 EXP 66.50 5.06% 66.50 5.06% 01-Apr-23 01-Apr-25 CR4 per hour M 50.60 50.60 EXP 53.10 4.94% 53.10 4.94% 01-Apr-23 01-Apr-25 CR4a per hour M 38.00 38.00 EXP 39.90 5.00% 39.90 5.00% 01-Apr-23 01-Apr-25 CR4/4a combined per hour M 63.40 63.40 EXP 66.60 5.05% 66.60 5.05% 01-Apr-23 01-Apr-25 CR5 per hour M 63.40 63.40 EXP 66.60 5.05% 66.60 5.05% 01-Apr-23 01-Apr-25 CR6 per hour M 63.40 63.40 EXP 66.60 5.05% 66.60 5.05% 01-Apr-23 01-Apr-25 CR7 per hour M 29.60 29.60 EXP 31.10 5.07% 31.10 5.07% 01-Apr-23 01-Apr-25 CR9 per hour M 31.70 31.70 EXP 33.30 5.05% 33.30 5.05% 01-Apr-23 01-Apr-25 Interview rooms per hour M 19.90 19.90 EXP 20.90 5.03% 20.90 5.03% 01-Apr-23 01-Apr-25 Council Chamber per hour M 121.70 121.70 EXP 127.80 5.01% 127.80 5.01% 01-Apr-23 01-Apr-25 Middlesex Suite (Day) per hour - Take out now the Library M 110.40 110.40 EXP 115.90 4.98% 115.90 4.98% 01-Apr-23 01-Apr-25 Middlesex Suite (Night) per hour -Take out now the Library M 154.30 154.30 EXP 162.00 4.99% 162.00 4.99% 01-Apr-23 01-Apr-25 Bar Area per hour M 60.50 60.50 EXP 63.50 4.96% 63.50 4.96% 01-Apr-23 01-Apr-25 05. Estates & Valuation Other Licence to assign leases: initial flat rate M 511.80 511.80 EXP 537.40 5.00% 537.40 5.00% 01-Apr-24 01-Apr-25 Thereafter: fee scale at officer rate: Principal Valuer M 112.70 112.70 EXP 118.30 4.97% 118.30 4.97% 01-Apr-24 01-Apr-25 Qualified Valuer M 90.60 90.60 EXP 95.10 4.97% 95.10 4.97% 01-Apr-24 01-Apr-25 Assistant / admin officer M 68.70 68.70 EXP 72.10 4.95% 72.10 4.95% 01-Apr-24 01-Apr-25 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Consolidated General Fund Fees and Charges Schedule December 2023 Appendix C Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Licence to make alterations to leases fee scale at officer rate: Principal Valuer M 112.70 112.70 EXP 118.30 4.97% 118.30 4.97% 01-Apr-24 01-Apr-25 Qualified Valuer M 90.60 90.60 EXP 95.10 4.97% 95.10 4.97% 01-Apr-24 01-Apr-25 Assistant Valuer / admin officer M 68.70 68.70 EXP 72.10 4.95% 72.10 4.95% 01-Apr-24 01-Apr-25 Licence to change or extend leases fee scale at officer rate: Principal Valuer M 112.70 112.70 EXP 118.30 4.97% 118.30 4.97% 01-Apr-24 01-Apr-25 Qualified Valuer M 90.60 90.60 EXP 95.10 4.97% 95.10 4.97% 01-Apr-24 01-Apr-25 Assistant Valuer / admin officer M 68.70 68.70 EXP 72.10 4.95% 72.10 4.95% 01-Apr-24 01-Apr-25 Arbitration of disputes regards leases related charges : Photocopying Assistant / admin officer M 68.70 68.70 EXP 72.10 4.95% 72.10 4.95% 01-Apr-24 01-Apr-25 Transport M LBH milage rates LBH milage rates EXP LBH milage rates N/A LBH milage rates N/A 01-Apr-24 Licence to install satellite dishes per licence M 112.70 112.70 EXP 118.30 4.97% 118.30 4.97% 01-Apr-24 01-Apr-25 06. Highways Cars for Sale on the Highway Removals - full cost and storage of removed vehicle until collection by owner. B N/A N/A NB N/A N/A N/A N/A 01-Apr-24 01-Apr-25 "A"Board fees & charges - if have to remove these full costs charged to relevant party. Initial application fee B 75.00 75.00 NB 79.00 5.33% 79.00 5.33% 01-Apr-24 01-Apr-25 Once approved by Planning a further: B 140.50 140.50 NB 147.50 4.98% 147.50 4.98% 01-Apr-24 01-Apr-25 Thereafter annual fee B 216.50 216.50 NB 227.50 5.08% 227.50 5.08% 01-Apr-24 01-Apr-25 Public Rights of Way Application to change definitive map & statement M 219.00 219.00 NB 230.00 5.02% 230.00 5.02% 01-Apr-24 01-Apr-25 Highways Enquires For legal purposes requiring a written response M 73.00 73.00 NB 76.70 5.07% 76.70 5.07% 01-Apr-24 01-Apr-25 Streetworks Inspection / Licensing Sample Inspection B N/A 50.00 NB N/A N/A 50.00 0.00% 01-Apr-17 01-Apr-17 Defected Works B N/A 47.50 NB N/A N/A 47.50 0.00% 01-Apr-17 01-Apr-17 Utilities Fixed Penalty Notices (FPNs) paid in 30 days B N/A 80.00 NB N/A N/A 80.00 0.00% 01-Apr-17 01-Apr-17 Utilities Fixed Penalty Notices (FPNs) paid after 30 days B N/A 120.00 NB N/A N/A 120.00 0.00% 01-Apr-17 01-Apr-17 Working Without a Permit (WWP) paid in 30 days B N/A 300.00 NB N/A N/A 300.00 0.00% 01-Apr-17 01-Apr-17 Working Without a Permit (WWP) paid after 30 days B N/A 500.00 NB N/A N/A 500.00 0.00% 01-Apr-17 01-Apr-17 License new plant B N/A 731.00 NB N/A N/A 767.50 4.99% 01-Apr-24 01-Apr-25 License old plant B N/A 731.00 NB N/A N/A 767.50 4.99% 01-Apr-24 01-Apr-25 Statutory charge for Streetworks Overruns (min/day) B N/A 250.00 NB N/A N/A 250.00 0.00% 01-Apr-17 01-Apr-17 Streetworks Overruns (max/day) B N/A 10,000.00 NB N/A N/A 10,000.00 0.00% 01-Apr-17 01-Apr-17 Bar marks in front of vehicle crossings M 197.50 197.50 NB 207.50 5.06% 207.50 5.06% 01-Apr-24 01-Apr-25 Section 50 Street Works Licence Excavations up to 1.5m deep B 887.50 887.50 NB 932.00 5.01% 932.00 5.01% 01-Apr-24 01-Apr-25 Excavations over 1.5m deep B 2,184.00 2,184.00 NB 2,293.00 4.99% 2,293.00 4.99% 01-Apr-24 01-Apr-25 Refundable bond B 300.00 per m² 300.00 per m² NB 300.00 per m² N/A 300.00 per m² N/A 01-Nov-22 Section 96 Call out fee to inspect damage to highways infrastruture/equipment B 68.50 68.50 NB 72.00 5.11% 72.00 5.11% 01-Apr-24 01-Apr-25 Remedial works to repair damage to highways infrastructure/equipment B At cost At cost At cost plus 25% 25.00% At cost plus 25% 25.00% 01-Nov-22 01-Apr-25 Section 278 works design check Initial check of outline proposals (non-refundable) B 5,000.00 5,000.00 NB 5,000.00 0.00% 5,000.00 0.00% 01-Apr-01 01-Apr-24 Administration, design check and inspection of works B 11% of works cost or 5,000 (whichever higher); less fee for initial check 11% of works cost or 5,000 (whichever higher); less fee for initial check NB 11% of works cost or 5,250 (whichever higher); less fee for initial check 5.00% 11% of works cost or 5,750 (whichever higher); less fee for initial check 15.00% 01-Apr-01 01-Apr-24 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Consolidated General Fund Fees and Charges Schedule December 2023 Appendix C Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Minor Highways Fees Vehicle crossing application fee (non-refundable) R 124.00 124.00 NB 149.00 20.16% 163.90 32.18% 01-Apr-23 01-Apr-25 Vehicle crossing application fee (as part of planned works) (non-refundable) R 124.00 124.00 NB 149.00 20.16% 163.90 32.18% 01-Apr-23 01-Apr-25 Vehicle Crossings contstruction fee R At cost N/A NB At cost plus 5% 5% N/A N/A 01-Apr-23 01-Apr-25 Vehicle Crossings contstruction fee (as part of planned works) R At 50% cost N/A NB At 75% cost 50% N/A N/A 01-Apr-23 01-Apr-25 Vehicle crossing supervision Fee R 229.00 229.00 NB 240.00 4.80% 264.00 N/A 01-Apr-23 01-Apr-25 Oversail Licences (e.g. cranes and canopies) Additional charges per hr B N/A 73.20 NB N/A N/A 76.90 5.05% 01-Apr-24 01-Apr-25 All Highways enqueries for legal purposes requiring written response M 69.60 73.20 NB 73.10 5.03% 76.90 5.05% 01-Apr-24 01-Apr-25 Commercial crossing application fee R 1,400.00 1,400.00 NB 1,680.00 20.00% 1,680.00 20.00% 01-Apr-24 01-Apr-25 Heavy duty vehicle crossing application fee (non-refundable) R 1,400.00 1,400.00 NB 1,680.00 20.00% 1,680.00 20.00% 01-Apr-24 01-Apr-25 Heavy duty vehicle crossing supervision fee R 525.00 525.00 NB 551.00 4.95% 606.00 15.43% 01-Apr-24 01-Apr-25 Heavy duty vehicle crossings contstruction fee R At cost At cost NB At cost plus 5% 5% At cost plus 25% 25% 01-Apr-21 01-Apr-25 Additional Highways Enquiries Standard Highways Adoption Question (1 to 3 questions) M 49.80 52.55 NB 52.30 5.02% 55.20 5.04% 01-Apr-24 01-Apr-25 Additional Highways Questions (each) M 17.70 18.50 NB 18.60 5.08% 19.40 4.86% 01-Apr-24 01-Apr-25 Minor Highways Fees Building Materials (charge per application) B 209.50 212.00 NB 220.00 5.01% 222.50 4.95% 01-Apr-24 01-Apr-25 Application for Banners on Street Furniture M 215.50 215.50 NB 226.50 5.10% 249.00 15.55% 01-Apr-23 01-Apr-25 Application for Festive Lights & Decorations M 215.50 215.50 NB 226.50 5.10% 249.00 15.55% 01-Apr-23 01-Apr-25 Skip Licencing (charge per application. (for 1-49) B 71.65 75.25 NB 81.90 14.31% 86.00 14.29% 01-Apr-24 01-Apr-25 Minor Highways Fees Scaffold / Hoarding (charge per application) B 0.00 265.50 NB 0.00 N/A 318.60 20.00% 01-Apr-24 01-Apr-25 Scaffold / Hoarding (Additional charge per hour) B N/A N/A NB N/A N/A N/A N/A 01-Apr-23 01-Apr-25 Plant & Maintain Licences (Basic cost charged per application) M 243.50 265.50 NB 255.50 4.93% 279.00 5.08% 01-Apr-24 01-Apr-25 Plant & Maintain Licences (Additional cost /hr) B 71.65 71.65 NB 75.25 5.02% 75.25 5.02% 01-Apr-24 01-Apr-25 Mobile Construction Equipment (e.g. cranes on the highway) B 0.00 265.50 NB 0.00 N/A 279.00 5.08% 01-Apr-24 01-Apr-25 Mobile Construction Equipment (e.g. cranes on the highway) Additional cost per hr B 0.00 0.00 NB 0.00 N/A 0.00 N/A 01-Apr-23 01-Apr-25 Oversail Licences (e.g. cranes and canopies) B 0.00 265.50 NB 0.00 N/A 279.00 5.08% 01-Apr-24 01-Apr-25 Entrance to Cellars and Pavement Lights B Recharged at full cost N/A NB At cost plus 5% 5% N/A N/A 01-Apr-23 01-Apr-25 Complete Road Closure - by notice (TTRO) Emergency B 1,880.00 1,883.50 STD 2,256.00 20.00% 2,260.00 19.99% 01-Apr-24 01-Apr-25 Complete Road Closure - by order (TTRO) Planned B 3,960.00 3,960.00 STD 4,752.00 20.00% 4,752.00 20.00% 01-Apr-24 01-Apr-25 Events B 680.00 682.50 STD 710.00 4.41% 716.50 4.98% 01-Apr-24 01-Apr-25 Planned B 3,770.00 3,770.00 STD 3,960.00 5.04% 3,960.00 5.04% 01-Apr-23 01-Apr-25 Events B 650.00 650.00 STD 680.00 4.62% 682.50 5.00% 01-Nov-22 01-Apr-25 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Consolidated General Fund Fees and Charges Schedule December 2023 Appendix C Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge 07. Libraries Charges Compact Discs - every 3 weeks R 1.55 2.40 NB 1.65 6.45% 2.50 4.17% 01-Apr-24 01-Apr-25 Compact Discs - every 3 weeks (12-17 students & young adults; Leisure card holders) R 0.75 0.75 NB 0.80 6.67% 0.80 6.67% 01-Apr-24 01-Apr-25 DVDs - per week R DELETE DELETE NB DELETE DELETE 01-Apr-24 Children's videos - per week R DELETE DELETE NB DELETE DELETE 01-Apr-24 Language Courses - every 3 weeks R DELETE DELETE NB DELETE DELETE 01-Apr-24 Language Courses - every 3 weeks (12-17 students & young adults; Leisure card holders) R DELETE DELETE NB DELETE DELETE 01-Apr-24 Video Language Courses - every 3 weeks R DELETE DELETE NB DELETE DELETE 01-Apr-24 CD & Cassettes (Talking Books) - every 3 weeks R 3.05 4.70 NB 3.20 4.92% 4.95 5.32% 01-Apr-24 01-Apr-25 CD & Cassettes (Talking Books) - every 3 weeks (12-17 students & young adults; Leisure card holders) R DELETE DELETE NB DELETE DELETE 01-Apr-24 eAudiobooks (downloadable) - every 3 weeks R DELETE DELETE NB DELETE DELETE 01-Apr-24 Holds (Reservations) - Self Placed R 0.00 1.20 NB 0.00 0.00% 1.25 4.17% 01-Apr-24 Holds (Reservations) - Staff Placed R 0.00 1.20 NB 0.00 0.00% 1.25 4.17% 01-Apr-24 Holds (Reservations) - Not in stock R DELETE DELETE NB DELETE DELETE 01-Apr-24 Holds (Reservations) - British Library Items R DELETE DELETE NB DELETE DELETE 01-Apr-24 Holds (Reservations) - Photocopies R DELETE DELETE NB DELETE DELETE 01-Apr-24 Lost Tickets R 3.05 3.30 NB 3.20 4.92% 3.45 4.55% 01-Apr-24 01-Apr-25 Lost Tickets (Child and 12-17 12-17 students & young adults) R 1.55 NA NB 1.65 6.45% N/A 01-Apr-24 01-Apr-25 Overdue Reminders R DELETE DELETE NB DELETE DELETE 01-Apr-24 Fines Books R 0.25 0.30 NB 0.25 0.00% 0.30 0.00% 01-Apr-19 Books (12-17 students & young adults) R 0.10 0.10 NB 0.10 0.00% 0.10 0.00% 01-Apr-24 Talking Books R 0.25 0.30 NB 0.25 0.00% 0.30 0.00% 01-Apr-19 Talking Books (12-17 students & young adults) R 0.10 0.10 NB 0.10 0.00% 0.10 0.00% 01-Apr-24 Cassettes R DELETE DELETE NB DELETE DELETE 01-Apr-19 Compact Discs R 0.25 0.30 NB 0.25 0.00% 0.30 0.00% 01-Apr-19 Compact Discs (12-17 students & young adults) R 0.10 0.10 NB 0.10 0.00% 0.10 0.00% 01-Apr-24 Language Courses R DELETE DELETE NB DELETE DELETE 01-Apr-19 Language Courses (12-17 students & young adults) R DELETE DELETE NB DELETE DELETE 01-Apr-24 DVDs R DELETE DELETE NB DELETE DELETE 01-Apr-23 Junior Videos R DELETE DELETE NB DELETE DELETE 01-Apr-23 Printing & Photocopies Black and White PC Prints per A4 sheets R 0.25 0.25 STD 0.25 0.00% 0.25 0.00% 01-Apr-11 Colour PC Prints per A4 sheets R 0.55 0.55 STD 0.60 9.09% 0.60 9.09% 01-Apr-24 01-Apr-25 Black & White A4 R 0.15 0.15 STD 0.15 0.00% 0.15 0.00% 01-Apr-11 Black & White A3 R 0.25 0.25 STD 0.25 0.00% 0.25 0.00% 01-Apr-11 Colour A4 R 1.50 1.50 STD 1.60 6.67% 1.60 6.67% 01-Apr-23 01-Apr-25 Colour A3 R 1.40 1.40 STD 1.45 3.57% 1.45 3.57% 01-Apr-24 01-Apr-25 Room hire per hour - equipped (Small/Medium/Large). Non-commercial / charity M Small 11.45 Medium 12.00 Large 12.75 Small 19.45 Medium 20.30 Large 20.70 NB Small 12.00 Medium 12.60 Large 13.40 5.00% Small 20.40 Medium 21.30 Large 21.75 5.00% 01-Apr-24 01-Apr-25 Room hire per hour - equipped (S/M/L) Commercial M Small 18.00 Medium 18.80 Large 19.10 Small 25.50 Medium 26.70 Large 27.30 NB Small 18.90 Medium 19.75 Large 20.00 5.00% Small 26.80 Medium 28.00 Large 28.70 5.00% 01-Apr-24 01-Apr-25 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Consolidated General Fund Fees and Charges Schedule December 2023 Appendix C Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Family History Search Fee Family History - Census search - one address - Address & year R 5.25 7.65 STD 5.50 4.76% 8.05 5.23% 01-Apr-24 01-Apr-25 Family History - Census search - one address - same address subsequent year R 2.70 7.65 STD 2.85 5.56% 8.05 5.23% 01-Apr-24 01-Apr-25 Family History - Census search - one address - same address subsequent year to include copies of six entries R 2.70 7.65 STD 2.85 5.56% 8.05 5.23% 01-Apr-24 01-Apr-25 Family History - Local Newspapers Search - Article on one specific event R 5.25 10.95 STD 5.50 4.76% 11.50 5.02% 01-Apr-24 01-Apr-25 Family History - Electoral Register Search - 1890-1914. Name & address. Occupant at one address. (5 year Search) R 5.25 10.95 STD 5.50 4.76% 11.50 5.02% 01-Apr-24 01-Apr-25 Family History - Electoral Register Search- 1920 - onwards. Name & address. Occupant at one address. (5 year Search) R 5.25 10.95 STD 5.50 4.76% 11.50 5.02% 01-Apr-24 01-Apr-25 Family History - Directories Search - Occupant at one address or trade. (5 year Search) R 5.25 10.95 STD 5.50 4.76% 11.50 5.02% 01-Apr-24 01-Apr-25 Family History - Parish Registers Search - Entry of baptism, marriage or burial R 2.70 4.55 STD 2.85 5.56% 4.80 5.49% 01-Apr-24 01-Apr-25 Family History -Rate Books Search - Occupant at one address R 5.25 10.95 STD 5.50 4.76% 11.50 5.02% 01-Apr-24 01-Apr-25 Family History -Journals Search - Article on one specific topic R 5.25 10.95 STD 5.50 4.76% 11.50 5.02% 01-Apr-24 01-Apr-25 Family History -Photograps Search - Photos of one specific place or topic R 5.25 10.95 STD 5.50 4.76% 11.50 5.02% 01-Apr-24 01-Apr-25 Family History - Maps - Extract showing 1 area. R 5.25 10.95 STD 5.50 4.76% 11.50 5.02% 01-Apr-24 01-Apr-25 Other Research - per half hour R 22.70 30.65 STD 23.85 5.07% 32.20 5.06% 01-Apr-24 01-Apr-25 8. Filming Filming on Location Very Large (50+) Full Day B STD £3400-£20,000+ NEW £3400-£20,000+ NEW 01-Apr-25 Very Large (50+) Half Day B STD £2165-£7425 NEW £2165-£7425 NEW 01-Apr-25 Large (16-50) Full Day B STD £2475-£6190 NEW £2475-£6190 NEW 01-Apr-25 Large (16-50) Half Day B STD £1240-£3710 NEW £1240-£3710 NEW 01-Apr-25 Medium (6-15) Full Day B STD £1115-£2475 NEW £1115-£2475 NEW 01-Apr-25 Medium (6-15) Half Day B STD £560-£990 NEW £560-£990 NEW 01-Apr-25 Small (1-5) Full Day B STD £865-£1860 NEW £865-£1860 NEW 01-Apr-25 Small (1-5) Half Day B STD £495-£805 NEW £495-£805 NEW 01-Apr-25 Small (1-5) 1 hour B STD £195 NEW £195 NEW 01-Apr-25 Small Photography per hour B STD £70-£105 NEW £70-£105 NEW 01-Apr-25 Medium+ Photography per hour B STD £155-£310 NEW £155-£310 NEW 01-Apr-25 Traffic Controls Short Hold Agreement (Half/Full) - LEAD IN: 5 Working Days B STD £475/£675 (per road) NEW £475/£675 (per road) NEW 01-Apr-25 Temporary Traffic Notice - LEAD IN: 5 Weeks B STD 870.00 NEW 870.00 NEW 01-Apr-25 Temporary Traffic Order - LEAD IN: Up to 12 Weeks B STD 2,012.70 NEW 2,012.70 NEW 01-Apr-25 Other Temporary Structure (Half/Full) - LEAD IN: 3 Working Days B STD £340/£620 NEW £340/£620 NEW 01-Apr-25 Crane License - LEAD IN: 5 Working Days B STD POA NEW POA NEW 01-Apr-25 Street Furniture Alterations - LEAD IN: 3 Weeks B STD POA NEW POA NEW 01-Apr-25 Lighting Engineer - LEAD IN: Up to 3 Weeks B STD POA NEW POA NEW 01-Apr-25 Street Filming Small (1-5) B STD 80.00 NEW 80.00 NEW 01-Apr-25 Medium (6-15) B STD 190.00 NEW 190.00 NEW 01-Apr-25 Large (16-50) B STD 250.00 NEW 250.00 NEW 01-Apr-25 Very Large (50+) B STD 335.00 NEW 335.00 NEW 01-Apr-25 Charity/Student B STD 35.00 NEW 35.00 NEW 01-Apr-25 Drone Filming Drone Filming - LEAD IN: 7 Working Days B STD POA NEW POA NEW 01-Apr-25 Parking TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Consolidated General Fund Fees and Charges Schedule December 2023 Appendix C Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge SYL/DYL Dispensation - LEAD IN: 7 Working Days B STD 53.00 NEW 53.00 NEW 01-Apr-25 Parking Permits - LEAD IN: 3 Working Days B STD 53.00 NEW 53.00 NEW 01-Apr-25 Bay Suspension* - LEAD IN: Res: 10wd / P&D: 5wd (Please note that longer lead in times will be required for any shoots that involve engagement with residents or suspension of residents’ bays) B STD £52 per bay per day NEW £52 per bay per day NEW 01-Apr-25 Bagging Fee B STD 52.00 NEW 52.00 NEW 01-Apr-25 Unit Bases B STD £1485-£3710 per day NEW £1485-£3710 per day NEW 01-Apr-25 9. Contact Centre Blue Badge Disabled Parking Blue Badge - New R 10.00 N/A EXP 10.00 0.00% N/A N/A 01-Apr-22 Disabled Parking Blue Badge - Renewal R 10.00 N/A EXP 10.00 0.00% N/A N/A 01-Apr-22 10. Street Naming & Numbering Naming/renaming a road M 403.00 N/A NB 423.00 4.96% N/A N/A 01-Apr-24 01-Apr-25 Naming/renaming a commercial property/block of flats B 439.00 N/A NB 461.00 5.01% N/A N/A 01-Apr-24 01-Apr-25 Naming/renaming a single residential property M 147.00 N/A NB 154.00 4.76% N/A N/A 01-Apr-24 01-Apr-25 Numbering/renumbering of a building M 210.00 N/A NB 221.00 5.24% N/A N/A 01-Apr-24 01-Apr-25 Numbering of a single flat/first flat in a block M 209.00 N/A NB 219.00 4.78% N/A N/A 01-Apr-24 01-Apr-25 Numbering/Renumbering of a flat - multiples of 2-19 (per unit) M 79.00 N/A NB 83.00 5.06% N/A N/A 01-Apr-24 01-Apr-25 Numbering/Renumbering of a flat - multiples of 20+ (per unit) M 36.50 N/A NB 38.00 4.11% N/A N/A 01-Apr-24 01-Apr-25 11. Building Control Table 1 (Erection of New Housing & Flats) - Building Notice Charge -Plan charge 50% : Inspection charge 50% STANDARD FEES 1 R 1,373.00 1,373.00 STD 1,512.00 10.12% 1,512.00 10.12% 01-Apr-23 01-Apr-25 2 R 1,729.00 1,729.00 STD 1,896.00 9.66% 1,896.00 9.66% 01-Apr-23 01-Apr-25 3 R 2,019.50 2,019.50 STD 2,220.00 9.93% 2,220.00 9.93% 01-Apr-23 01-Apr-25 4 R 2,376.00 2,376.00 STD 2,616.00 10.10% 2,616.00 10.10% 01-Apr-23 01-Apr-25 5 to 10 R 4,356.00 4,356.00 STD 4,788.00 9.92% 4,788.00 9.92% 01-Apr-23 01-Apr-25 1 to 5 Flats R 1,927.00 1,927.00 STD 2,124.00 10.22% 2,124.00 10.22% 01-Apr-23 01-Apr-25 5 to 10 Flats R 3,920.50 3,920.50 STD 4,308.00 9.88% 4,308.00 9.88% 01-Apr-23 01-Apr-25 10 Flats + R 266.00 p/h 266.00 p/h STD 294.00 p/h 10.53% 294.00 p/h 10.53% 01-Apr-23 01-Apr-25 Table 1 (Erection of New Housing & Flats) - Building Notice Charge -Plan charge 50% : Inspection charge 50% REGULARISATION FEES (30% Penalty) 1 R 1,485.00 1,485.00 NB 1,630.00 9.76% 1,630.00 9.76% 01-Apr-23 01-Apr-25 2 R 1,870.00 1,870.00 NB 2,060.00 10.16% 2,060.00 10.16% 01-Apr-23 01-Apr-25 3 R 2,189.00 2,189.00 NB 2,410.00 10.10% 2,410.00 10.10% 01-Apr-23 01-Apr-25 4 R 2,574.00 2,574.00 NB 2,830.00 9.95% 2,830.00 9.95% 01-Apr-23 01-Apr-25 5 to 10 R 4,719.00 4,719.00 NB 5,190.00 9.98% 5,190.00 9.98% 01-Apr-23 01-Apr-25 1 to 5 Flats R 2,090.00 2,090.00 NB 2,300.00 10.05% 2,300.00 10.05% 01-Apr-23 01-Apr-25 6 to 10 Flats R 4,246.00 4,246.00 NB 4,670.00 9.99% 4,670.00 9.99% 01-Apr-23 01-Apr-25 10 Flats + R 286.00 p/h 286.00 p/h NB 315.00 p/h 10.14% 315.00 p/h 10.14% 01-Apr-23 01-Apr-25 Table 2 (Domestic Extension(s)) - Plan charge 40% : Inspection charge 60% STANDARD FEES Less than 40m2 R 924.00 924.00 STD 1,020.00 10.39% 1,020.00 10.39% 01-Apr-23 01-Apr-25 40m2 to 60m2 R 1,148.50 1,148.50 STD 1,260.00 9.71% 1,260.00 9.71% 01-Apr-23 01-Apr-25 60m2 (up to 100m2) R 1,333.00 1,333.00 STD 1,464.00 9.83% 1,464.00 9.83% 01-Apr-23 01-Apr-25 100m2+ R 266.00 p/h 266.00 p/h STD 294.00 p/h 10.53% 294.00 p/h 10.53% 01-Apr-23 01-Apr-25 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Consolidated General Fund Fees and Charges Schedule December 2023 Appendix C Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Table 2 (Domestic Extension(s)) - Plan charge 40% : Inspection charge 60% REGULARISATION FEES (30% Penalty) Less than 40m2 R 1,001.00 1,001.00 NB 1,100.00 9.89% 1,100.00 9.89% 01-Apr-23 01-Apr-25 40m2 to 60m2 R 1,243.00 1,243.00 NB 1,370.00 10.22% 1,370.00 10.22% 01-Apr-23 01-Apr-25 60m2 (up to 100m2) R 1,441.00 1,441.00 NB 1,590.00 10.34% 1,590.00 10.34% 01-Apr-23 01-Apr-25 100m2+ R 286.00 p/h 286.00 p/h NB 315.00 p/h 10.14% 315.00 p/h 10.14% 01-Apr-23 01-Apr-25 Domestic Loft Conversions STANDARD FEES Less than 40m2 R 911.00 911.00 STD 1,008.00 10.65% 1,008.00 10.65% 01-Apr-23 01-Apr-25 40m2 to 60m2 R 977.00 977.00 STD 1,080.00 10.54% 1,080.00 10.54% 01-Apr-23 01-Apr-25 60m2 (up to 100m2) R 1,003.00 1,003.00 STD 1,104.00 10.07% 1,104.00 10.07% 01-Apr-23 01-Apr-25 100m2+ R 266.00 p/h 266.00 p/h STD 294.00 p/h 10.53% 294.00 p/h 10.53% 01-Apr-23 01-Apr-25 Domestic Loft Conversions REGULARISATION FEES (30% Penalty) Less than 40m2 R 990.00 990.00 NB 1,090.00 10.10% 1,090.00 10.10% 01-Apr-23 01-Apr-25 40m2 to 60m2 R 1,056.00 1,056.00 NB 1,160.00 9.85% 1,160.00 9.85% 01-Apr-23 01-Apr-25 60m2 (up to 100m2) R 1,089.00 1,089.00 NB 1,200.00 10.19% 1,200.00 10.19% 01-Apr-23 01-Apr-25 100m2+ R 286.00 p/h 286.00 p/h NB 315.00 p/h 10.14% 315.00 p/h 10.14% 01-Apr-23 01-Apr-25 Table 2 Other Domestic Buildings (Detached Garage/Carport or attached Conservatory) Plan charge 40% : Inspection charge 60% STANDARD FEES Less than 40m2 R 673.00 673.00 STD 744.00 10.55% 744.00 10.55% 01-Apr-23 01-Apr-25 40m2 (up to 100m2) R 1,003.00 1,003.00 STD 1,104.00 10.07% 1,104.00 10.07% 01-Apr-23 01-Apr-25 100m2+ R 266.00 p/h 266.00 p/h STD 294.00 p/h 10.53% 294.00 p/h 10.53% 01-Apr-23 01-Apr-25 Table 2 Other Domestic Buildings (Detached Garage/Carport or attached Conservatory) Plan charge 40% : Inspection charge 60% REGULARISATION FEES (30% Penalty) 0.00 Less than 40m2 R 726.00 726.00 NB 800.00 10.19% 800.00 10.19% 01-Apr-23 01-Apr-25 40m2 (up to 100m2) R 1,089.00 1,089.00 NB 1,200.00 10.19% 1,200.00 10.19% 01-Apr-23 01-Apr-25 100m2 + R 286.00 p/h 286.00 p/h NB 315.00 p/h 10.14% 315.00 p/h 10.14% 01-Apr-23 01-Apr-25 Table 2 Other Works to Single Dwelling Plan charge 50% : Inspection charge 50% STANDARD FEES Installation of new WC/shower/bath or basin within existing room R 330.00 330.00 STD 360.00 9.09% 360.00 9.09% 01-Apr-23 01-Apr-25 Removal of Chimney Breast(s) R 330.00 330.00 STD 360.00 9.09% 360.00 9.09% 01-Apr-23 01-Apr-25 Formation of Structural Opening in wall e.g. simple through lounge R 330.00 330.00 STD 360.00 9.09% 360.00 9.09% 01-Apr-23 01-Apr-25 Formation of Structural Opening in wall with additional building works R 501.50 501.50 STD 552.00 10.07% 552.00 10.07% 01-Apr-23 01-Apr-25 Replacement of roof weathering (Flat & Pitched) R 330.00 330.00 STD 360.00 9.09% 360.00 9.09% 01-Apr-23 01-Apr-25 Underpinning up to 6m R 673.00 673.00 STD 744.00 10.55% 744.00 10.55% 01-Apr-23 01-Apr-25 Replacement or installation of 5 or fewer new windows / rooflights) R 330.00 330.00 STD 360.00 9.09% 360.00 9.09% 01-Apr-23 01-Apr-25 Re-plastering or re-rendering R 330.00 330.00 STD 360.00 9.09% 360.00 9.09% 01-Apr-23 01-Apr-25 Table 2 Other Works to Single Dwelling Plan charge 50% : Inspection charge 50% REGULARISATION FEE (30% Penalty) Installation of new WC/shower/bath or basin within existing room R 363.00 363.00 NB 400.00 10.19% 400.00 10.19% 01-Apr-23 01-Apr-25 Removal of Chimney Breast(s) R 363.00 363.00 NB 400.00 10.19% 400.00 10.19% 01-Apr-23 01-Apr-25 Formation of Structural Opening in wall e.g. simple through lounge R 363.00 363.00 NB 400.00 10.19% 400.00 10.19% 01-Apr-23 01-Apr-25 Formation of Structural Opening in wall with additional building works R 539.00 539.00 NB 590.00 9.46% 590.00 9.46% 01-Apr-23 01-Apr-25 Replacement of roof weathering (Flat & Pitched) R 363.00 363.00 NB 400.00 10.19% 400.00 10.19% 01-Apr-23 01-Apr-25 Underpinning up to 6m R 726.00 726.00 NB 800.00 10.19% 800.00 10.19% 01-Apr-23 01-Apr-25 Replacement or installation of 5 or fewer new windows / rooflights) R 363.00 363.00 NB 400.00 10.19% 400.00 10.19% 01-Apr-23 01-Apr-25 Re-plastering or re-rendering R 363.00 363.00 NB 400.00 10.19% 400.00 10.19% 01-Apr-23 01-Apr-25 Table 2 Conversion work Dwellings Plan charge 50% : Inspection charge 50% STANDARD FEES Attached / detached Garage to habitable use R 673.00 673.00 STD 744.00 10.55% 744.00 10.55% 01-Apr-23 01-Apr-25 Conversion to habitable use (e.g. conservatory) R 673.00 673.00 STD 744.00 10.55% 744.00 10.55% 01-Apr-23 01-Apr-25 Conversion of existing building into 5 or fewer self contained flats R 1,003.00 1,003.00 STD 1,104.00 10.07% 1,104.00 10.07% 01-Apr-23 01-Apr-25 Conversion of one flat / house into two R 1,003.00 1,003.00 STD 1,104.00 10.07% 1,104.00 10.07% 01-Apr-23 01-Apr-25 Table 2 Conversion work Dwellings Plan charge 50% : Inspection charge 50% REGULARISATION FEE (30% Penalty) Attached / detached Garage to habitable use R 726.00 726.00 NB 800.00 10.19% 800.00 10.19% 01-Apr-23 01-Apr-25 Conversion to habitable use (e.g. conservatory) R 726.00 726.00 NB 800.00 10.19% 800.00 10.19% 01-Apr-23 01-Apr-25 Conversion of existing building into 5 or fewer self contained flats R 1,089.00 1,089.00 NB 1,200.00 10.19% 1,200.00 10.19% 01-Apr-23 01-Apr-25 Conversion of one flat / house into two R 1,089.00 1,089.00 NB 1,200.00 10.19% 1,200.00 10.19% 01-Apr-23 01-Apr-25 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Consolidated General Fund Fees and Charges Schedule December 2023 Appendix C Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Table 3 Commercial Charges - Shops & Offices (Small Extensions) Plan charge 50% : Inspection charge 50% STANDARD FEE Less than 40m2 R 911.00 911.00 STD 1,092.00 19.87% 1,092.00 19.87% 01-Apr-23 01-Apr-25 40m2 to 60m2 R 1,188.00 1,188.00 STD 1,428.00 20.20% 1,428.00 20.20% 01-Apr-23 01-Apr-25 60m2 (up to 100m2) R 1,465.00 1,465.00 STD 1,764.00 20.41% 1,764.00 20.41% 01-Apr-23 01-Apr-25 100m2 + R 304.00 p/h 304.00 p/h STD 366.00 p/h 20.39% 366.00 p/h 20.39% 01-Apr-23 01-Apr-25 Table 3 Commercial Charges - Shops & Offices (Small Extensions) Plan charge 50% : Inspection charge 50% REGULARISATION FEE (30% Penalty) Less than 40m2 R 990.00 990.00 NB 1,190.00 20.20% 1,190.00 20.20% 01-Apr-23 01-Apr-25 40m2 to 60m2 R 1,287.00 1,287.00 NB 1,540.00 19.66% 1,540.00 19.66% 01-Apr-23 01-Apr-25 60m2 (up to 100m2) R 1,584.00 1,584.00 NB 1,900.00 19.95% 1,900.00 19.95% 01-Apr-23 01-Apr-25 100m2 + R 329.00 p/h 329.00 p/h NB 395.00 p/h 20.06% 395.00 p/h 20.06% 01-Apr-23 01-Apr-25 Table 3 Commercial Charges - Detached shed or covered yard Plan charge 50% : Inspection charge 50% STANDARD FEES Less than 40m2 R 673.00 673.00 STD 804.00 19.47% 804.00 19.47% 01-Apr-23 01-Apr-25 40m2 (up to 100m2) R 1,003.00 1,003.00 STD 1,200.00 19.64% 1,200.00 19.64% 01-Apr-23 01-Apr-25 100m2 + R 304.00 p/h 304.00 p/h STD 366.00 p/h 20.39% 366.00 p/h 20.39% 01-Apr-23 01-Apr-25 Table 3 Commercial Charges - Detached shed or covered yard Plan charge 50% : Inspection charge 50% REGULARISATION FEE (30% Penalty) Less than 40m2 R 726.00 726.00 NB 870.00 19.83% 870.00 19.83% 01-Apr-23 01-Apr-25 40m2 (up to 100m2) R 1,089.00 1,089.00 NB 1,310.00 20.29% 1,310.00 20.29% 01-Apr-23 01-Apr-25 100m2 + R 329.00 p/h 329.00 p/h NB 395.00 p/h 20.06% 395.00 p/h 20.06% 01-Apr-23 01-Apr-25 Table 3 Commercial Charges - Other Minor works Plan charge 50% : Inspection charge 50% STANDARD FEES Other Minor Works R 277.00 277.00 STD 336.00 21.30% 336.00 21.30% 01-Apr-23 01-Apr-25 Table 3 Commercial Charges - Other Minor works Plan charge 50% : Inspection charge 50% REGULARISATION FEES (30% Penalty) Other Minor Works R 297.00 297.00 NB 360.00 21.21% 360.00 21.21% 01-Apr-23 01-Apr-25 Table 3 Commercial Charges (continued) - Fitting out works (including WC's, staff kitchen etc) Plan charge 50% : Inspection charge 50% STANDARD FEES Up to 500m2 R 501.50 501.50 STD 600.00 19.64% 600.00 19.64% 01-Apr-23 01-Apr-25 More than 500m2 (up to 1000m2) R 673.00 673.00 STD 804.00 19.47% 804.00 19.47% 01-Apr-23 01-Apr-25 Formation of commercial kitchen R 501.50 501.50 STD 600.00 19.64% 600.00 19.64% 01-Apr-23 01-Apr-25 Formation of structural opening (1 opening) R 330.00 330.00 STD 396.00 20.00% 396.00 20.00% 01-Apr-23 01-Apr-25 Formation of structural openings (up to 5 openings) R 501.50 501.50 STD 600.00 19.64% 600.00 19.64% 01-Apr-23 01-Apr-25 Formation of new WC / shower room / bathroom fit out R 330.00 330.00 STD 396.00 20.00% 396.00 20.00% 01-Apr-23 01-Apr-25 New partitions to form office / room(s) in existing building (up to 10m in length) R 330.00 330.00 STD 396.00 20.00% 396.00 20.00% 01-Apr-23 01-Apr-25 Works Valued at £1,000 - £5,000 R 501.50 501.50 STD 600.00 19.64% 600.00 19.64% 01-Apr-23 01-Apr-25 Works Valued at £5,001 - £10,000 R 673.00 673.00 STD 804.00 19.47% 804.00 19.47% 01-Apr-23 01-Apr-25 Table 3 Commercial Charges (continued) - Fitting out works (including WC's, staff kitchen etc) Plan charge 50% : Inspection charge 50% REGULARISATION FEE (30% Penalty) Up to 500m2 R 539.00 539.00 NB 650.00 20.59% 650.00 20.59% 01-Apr-23 01-Apr-25 More than 500m2 (up to 1000m2) R 726.00 726.00 NB 870.00 19.83% 870.00 19.83% 01-Apr-23 01-Apr-25 Formation of commercial kitchen R 539.00 539.00 NB 650.00 20.59% 650.00 20.59% 01-Apr-23 01-Apr-25 Formation of structural opening (1 opening) R 363.00 363.00 NB 440.00 21.21% 440.00 21.21% 01-Apr-23 01-Apr-25 Formation of structural openings (up to 5 openings) R 539.00 539.00 NB 650.00 20.59% 650.00 20.59% 01-Apr-23 01-Apr-25 Formation of new WC / shower room / bathroom fit out R 363.00 363.00 NB 440.00 21.21% 440.00 21.21% 01-Apr-23 01-Apr-25 New partitions to form office / room(s) in existing building (up to 10m in length) R 363.00 363.00 NB 440.00 21.21% 440.00 21.21% 01-Apr-23 01-Apr-25 Works Valued at £1,000 - £5,000 R 539.00 539.00 NB 650.00 20.59% 650.00 20.59% 01-Apr-23 01-Apr-25 Works Valued at £5,001 - £10,000 R 726.00 726.00 NB 870.00 19.83% 870.00 19.83% 01-Apr-23 01-Apr-25 Table 3 General to all commercial - New Mezzanine floor - Plan charge 50% : Inspection charge 50% STANDARD FEES Up to 500m2 R 501.50 501.50 STD 600.00 19.64% 600.00 19.64% 01-Apr-23 01-Apr-25 More than 500m2 (up to 1000m2) R 673.00 673.00 STD 804.00 19.47% 804.00 19.47% 01-Apr-23 01-Apr-25 Replacement roof covering R 330.00 330.00 STD 396.00 20.00% 396.00 20.00% 01-Apr-23 01-Apr-25 Underpinning (up to 10m in length) R 1,003.00 1,003.00 STD 1,200.00 19.64% 1,200.00 19.64% 01-Apr-23 01-Apr-25 New wall / partition (up to 10m in length) R 330.00 330.00 STD 396.00 20.00% 396.00 20.00% 01-Apr-23 01-Apr-25 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Consolidated General Fund Fees and Charges Schedule December 2023 Appendix C Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Table 3 General to all commercial - New Mezzanine floor - Plan charge 50% : Inspection charge 50% REGULARISATION FEE (30% Penalty) Up to 500m2 R 539.00 539.00 NB 650.00 20.59% 650.00 20.59% 01-Apr-23 01-Apr-25 More than 500m2 (up to 1000m2) R 726.00 726.00 NB 870.00 19.83% 870.00 19.83% 01-Apr-23 01-Apr-25 Replacement roof covering R 363.00 363.00 NB 440.00 21.21% 440.00 21.21% 01-Apr-23 01-Apr-25 Underpinning (up to 10m in length) R 1,089.00 1,089.00 NB 1,310.00 20.29% 1,310.00 20.29% 01-Apr-23 01-Apr-25 New wall / partition (up to 10m in length) R 363.00 363.00 NB 440.00 21.21% 440.00 21.21% 01-Apr-23 01-Apr-25 Table 3 Other Commercial - Plan charge 40% : Inspection charge 60% STANDARD FEES Factory (up to 2000m2) R 304.00 p/h 304.00 p/h STD 366.00 p/h 20.39% 366.00 p/h 20.39% 01-Apr-23 01-Apr-25 Warehouses (up to 1000m2) R 304.00 p/h 304.00 p/h STD 366.00 p/h 20.39% 366.00 p/h 20.39% 01-Apr-23 01-Apr-25 Schools (up to 2000m2) R 304.00 p/h 304.00 p/h STD 366.00 p/h 20.39% 366.00 p/h 20.39% 01-Apr-23 01-Apr-25 Assembly Buildings (up to 2000m2) R 304.00 p/h 304.00 p/h STD 366.00 p/h 20.39% 366.00 p/h 20.39% 01-Apr-23 01-Apr-25 Commercial Buildings (up to 2000m2) R 304.00 p/h 304.00 p/h STD 366.00 p/h 20.39% 366.00 p/h 20.39% 01-Apr-23 01-Apr-25 Public Houses (up to 2000m2) R 304.00 p/h 304.00 p/h STD 366.00 p/h 20.39% 366.00 p/h 20.39% 01-Apr-23 01-Apr-25 Hotels (up to 2000m2) R 304.00 p/h 304.00 p/h STD 366.00 p/h 20.39% 366.00 p/h 20.39% 01-Apr-23 01-Apr-25 Hospitals (up to 2000m2) R 304.00 p/h 304.00 p/h STD 366.00 p/h 20.39% 366.00 p/h 20.39% 01-Apr-23 01-Apr-25 Commercial Quotes 304.00 p/h 304.00 p/h STD 366.00 p/h 20.39% 366.00 p/h 20.39% 01-Apr-23 01-Apr-25 Table 3 Other Commercial - Plan charge 40% : Inspection charge 60% REGULARISATION FEE (30% Penalty) Factory (up to 2000m2) R 329.00 p/h 329.00 p/h NB 395.00 p/hr 20.06% 395.00 p/hr 20.06% 01-Apr-23 01-Apr-25 Warehouses (up to 1000m2) R 329.00 p/h 329.00 p/h NB 395.00 p/hr 20.06% 395.00 p/hr 20.06% 01-Apr-23 01-Apr-25 Schools (up to 2000m2) R 329.00 p/h 329.00 p/h NB 395.00 p/hr 20.06% 395.00 p/hr 20.06% 01-Apr-23 01-Apr-25 Assembly Buildings (up to 2000m2) R 329.00 p/h 329.00 p/h NB 395.00 p/hr 20.06% 395.00 p/hr 20.06% 01-Apr-23 01-Apr-25 Commercial Buildings (up to 2000m2) R 329.00 p/h 329.00 p/h NB 395.00 p/hr 20.06% 395.00 p/hr 20.06% 01-Apr-23 01-Apr-25 Public Houses (up to 2000m2) R 329.00 p/h 329.00 p/h NB 395.00 p/hr 20.06% 395.00 p/hr 20.06% 01-Apr-23 01-Apr-25 Hotels (up to 2000m2) R 329.00 p/h 329.00 p/h NB 395.00 p/hr 20.06% 395.00 p/hr 20.06% 01-Apr-23 01-Apr-25 Hospitals (up to 2000m2) R 329.00 p/h 329.00 p/h NB 395.00 p/hr 20.06% 395.00 p/hr 20.06% 01-Apr-23 01-Apr-25 Commercial Quotes 329.00 p/h 329.00 p/h NB 395.00 p/hr 20.06% 395.00 p/hr 20.06% 01-Apr-23 01-Apr-25 Other Sales - Historic Data Copy of official Documentation Administration Fee M STD 120.00 0.00% 120.00 0.00% New 01-Apr-25 Other Fees Demolition Notice Fees R 231.00 231.00 NB 250.00 8.23% 250.00 8.23% 01-Apr-23 01-Apr-25 Reversion Fee R 304.00 p/h 304.00 p/h NB 330.00 p/h 8.55% 330.00 p/h 8.55% 01-Apr-23 01-Apr-25 Cross Boundary Administration Fee M STD 120.00 0.00% 120.00 0.00% New 01-Apr-25 Other Administration Fee M STD 120.00 0.00% 120.00 0.00% New 01-Apr-25 12. Leisure Centres Swimming-Indoor Peak - Adult R 5.20 6.00 STD 5.35 2.88% 6.20 3.33% 01-Dec-24 Peak - Adult Concession C 2.60 2.90 STD 2.70 3.85% 3.00 3.45% 01-Dec-24 Peak - Child R 2.70 2.70 STD 2.80 3.70% 2.80 3.70% 01-Dec-24 Peak -Child Concession C 1.70 1.70 STD 1.75 2.94% 1.75 2.94% 01-Dec-24 Off Peak - Adult R 4.30 4.80 STD 4.45 3.49% 4.95 3.13% 01-Dec-24 Off Peak- Adult Concession C 1.50 1.70 STD 1.55 3.33% 1.75 2.94% 01-Dec-24 Off Peak - Child R 2.30 2.30 STD 2.40 4.35% 2.40 4.35% 01-Dec-24 Off Peak Child Concession C 1.25 1.25 STD 1.30 4.00% 1.30 4.00% 01-Dec-24 Swimming-Outdoor Adult R 7.70 11.00 STD 7.70 0.00% 11.00 0.00% 01-Dec-24 Adult Concession C 5.20 7.25 STD 5.20 0.00% 7.25 0.00% 01-Dec-24 Child R 4.60 5.50 STD 4.60 0.00% 5.50 0.00% 01-Dec-24 Child Concession C 3.15 4.40 STD 3.15 0.00% 4.40 0.00% 01-Dec-24 Under 3's R 0.00 0.00 STD 0.00 0.00% 0.00 0.00% 01-Dec-24 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Consolidated General Fund Fees and Charges Schedule December 2023 Appendix C Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Swimming - Other Birthday Parties Sports hall and room hire incl host (90 minutes) R 179.20 207.75 STD 184.60 3.01% 214.00 3.01% 01-Dec-24 Swimming Instruction (per lesson) Adult R 9.95 11.50 STD 10.25 3.02% 11.85 3.04% 01-Dec-24 Swimming Instruction (per lesson) Adult Concession C 7.10 7.60 STD 7.30 2.82% 7.85 3.29% 01-Dec-24 Swimming Instruction (per lesson) Child R 7.55 7.55 STD 8.00 5.96% 8.00 5.96% 01-Dec-24 Swimming Instruction (per lesson) Child Concession C 5.40 5.40 STD 5.75 6.48% 5.75 6.48% 01-Dec-24 Swimming Instruction (per lesson) One to one tuition R 28.90 32.50 STD 29.80 3.11% 33.50 3.08% 01-Dec-24 Swim Crash Course 1/2 hour per day x 5 day (per half hour) R 37.75 37.75 STD 39.00 3.31% 39.00 3.31% 01-Dec-24 Private Hire (Hillingdon Pools from 25 to 33 metres) Hourly rate (Other organisations) R N/A 165.40 STD N/A N/A 170.35 2.99% 01-Dec-24 Hourly Rate (Hillingdon Clubs) R 131.25 N/A STD 135.20 3.01% N/A N/A 01-Dec-24 Per lane per hour (Other organisations) R N/A 33.45 STD N/A N/A 34.45 2.99% 01-Dec-24 Per lane per hour (Hillingdon Clubs) R 26.60 N/A STD 27.40 3.01% N/A N/A 01-Dec-24 Private Hire (50m Pool) Hourly rate (Other organisations) R N/A 325.70 STD N/A N/A 335.50 3.01% 01-Dec-24 Hourly Rate (Hillingdon Clubs) R 245.10 N/A STD 252.45 3.00% N/A N/A 01-Dec-24 Young at Heart Single session(highgrove Pool) R 5.05 5.60 STD 5.20 2.97% 5.75 2.68% 01-Dec-24 Gym Gym Inductions ( Casual use ) Group R 22.70 26.00 STD 23.40 3.08% 26.80 3.08% 01-Dec-24 Gym Inductions ( Casual use ) Individual 1:2:1 R 33.10 36.75 STD 34.10 3.02% 37.85 2.99% 01-Dec-24 Replacement Card Charge R 3.85 3.85 STD 4.00 3.90% 4.00 3.90% 01-Dec-24 Casual Gym Session Peak R 8.95 10.20 STD 9.25 3.35% 10.50 2.94% 01-Dec-24 Casual Gym Session Peak concession C 5.70 5.90 STD 5.90 3.51% 6.10 3.39% 01-Dec-24 Casual Gym Session Off-Peak R 7.35 8.20 STD 7.60 3.40% 8.45 3.05% 01-Dec-24 Casual Gym Session Off-Peak concession C 3.60 4.30 STD 3.70 2.78% 4.45 3.49% 01-Dec-24 Coached Fitness Classes Charges R 8.40 9.10 STD 8.65 2.98% 9.40 3.30% 01-Dec-24 Coached Fitness Classes Charges concession C 6.50 7.25 STD 6.70 3.08% 7.50 3.45% 01-Dec-24 Exercise Prescription C 3.80 N/A STD 3.95 3.95% N/A N/A 01-Dec-24 Health & Fitness Membership Site Specific Peak Membership (Hillingdon Sport & Leisure Complex only including Outdoor Pool) R 61.20 73.50 STD 63.00 2.94% 75.50 2.72% 01-Dec-24 Site Specific Peak Membership (Botwell Sport & Leisure Centre, Highgrove Pool, Hillingdon Sport & Leisure Complex excluding the Outdoor Pool) R 53.55 67.40 STD 55.00 2.71% 69.40 2.97% 01-Dec-24 Site Specific Peak Membership (Queensmead Sports Centre only) R 46.60 53.30 STD 48.00 3.00% 54.90 3.00% 01-Dec-24 Off Peak Site Specific Membership R 40.45 49.00 STD 41.70 3.09% 50.50 3.06% 01-Dec-24 Main Hall Hire Hillingdon Sport & Leisure Centre (4 courts) R 53.60 64.30 STD 55.20 2.99% 66.25 3.03% 01-Dec-24 Queensmead Sports Centre (6 courts) R 76.90 88.35 STD 79.20 2.99% 91.00 3.00% 01-Dec-24 Botwell Leisure Centre (4 courts) R 53.60 64.30 STD 55.20 2.99% 66.25 3.03% 01-Dec-24 Badminton Peak - Per court (Hillingdon Sport & Leisure Complex & Botwell Sport & Leisure Centre) R 13.25 15.35 STD 13.65 3.02% 15.80 2.93% 01-Dec-24 Peak - Per court (Queensmead Sports Centre) R 13.25 14.50 STD 13.65 3.02% 14.95 3.10% 01-Dec-24 Off Peak - Per court (All Sites) R 8.20 9.45 STD 8.45 3.05% 9.75 3.17% 01-Dec-24 Other Trampoline / Martial Arts etc. R 26.50 30.25 STD 27.30 3.02% 31.15 2.98% 01-Dec-24 Queensmead SC - Netball / 5-a-side External / Al (including floodlights) (per court) R 35.70 41.20 STD 36.75 2.94% 42.45 3.03% 01-Dec-24 Cricket Lane Charges R 37.90 42.90 STD 39.05 3.03% 44.20 3.03% 01-Dec-24 Table Tennis per table R 7.90 8.80 STD 8.15 3.16% 9.10 3.41% 01-Dec-24 Sports Parties R 140.60 158.55 STD 144.85 3.02% 163.30 3.00% 01-Dec-24 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Consolidated General Fund Fees and Charges Schedule December 2023 Appendix C Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Athletics Adult R 4.15 4.75 STD 4.30 3.61% 4.90 3.16% 01-Dec-24 Child R 2.25 2.30 STD 2.35 4.44% 2.40 4.35% 01-Dec-24 Meetings - Hillingdon Clubs / Schools (Monday - Friday) R 52.85 N/A STD 54.45 3.03% N/A N/A 01-Dec-24 Meetings - Hillingdon Clubs / Schools (Weekends) R 62.95 N/A STD 64.85 3.02% N/A N/A 01-Dec-24 Meetings - Other Organisations (Monday - Friday) R N/A 77.90 STD N/A N/A 80.25 3.02% 01-Dec-24 Meetings - Other Organisations (Weekends) R N/A 86.40 STD N/A N/A 89.00 3.01% 01-Dec-24 1 to 2 matches (per match) R 231.00 265.65 STD 237.90 2.99% 273.65 3.01% 01-Dec-24 3 to 5 matches (per match) R 202.10 231.00 STD 208.15 2.99% 237.95 3.01% 01-Dec-24 6 to 9 matches (per match) R 173.25 196.35 STD 178.45 3.00% 202.25 3.00% 01-Dec-24 10 or more matches (per match) R 155.95 173.25 STD 160.65 3.01% 178.45 3.00% 01-Dec-24 Astroturf Pitch Full pitch R 128.70 153.15 STD 132.55 2.99% 157.75 3.00% 01-Dec-24 1/3 pitch R 70.45 82.70 STD 72.55 2.98% 85.20 3.02% 01-Dec-24 Botwell Green Full Pitch (Botwell Green Sport & Leisure Centre) R 99.30 116.45 STD 102.25 2.97% 119.95 3.01% 01-Dec-24 Half Pitch (Botwell Green Sports & Leisure Centre) R 71.00 79.65 STD 73.10 2.96% 82.05 3.01% 01-Dec-24 Petanque Casual use R 1.55 2.45 STD 1.60 3.23% 2.55 4.08% 01-Dec-24 Full pitch (six) R 31.90 39.20 STD 32.85 2.98% 40.40 3.06% 01-Dec-24 1/6 pitch R 6.40 8.55 STD 6.60 3.12% 8.80 2.92% 01-Dec-24 Gymnastics & Other Junior Activities Gym Tots & Pre School 45 minute lessons R 6.60 6.60 STD 7.00 6.06% 7.00 6.06% 01-Dec-24 Gym Tots & Pre School 45 minute lessons concession C 5.55 5.55 STD 5.90 6.31% 5.90 6.31% 01-Dec-24 General Gym 1-5 R 6.60 6.60 STD 7.00 6.06% 7.00 6.06% 01-Dec-24 General Gym 1-5 concessions C 5.30 5.30 STD 5.90 11.32% 5.90 11.32% 01-Dec-24 Adult Gymnastics R 10.75 11.65 STD 11.35 5.58% 12.25 5.15% 01-Dec-24 Adult Gymnastics concession C 8.30 9.40 STD 8.80 6.02% 9.90 5.32% 01-Dec-24 Acro 1 Squad (8 hours per week) R 4.50 4.50 STD 4.75 5.56% 4.75 5.56% 01-Dec-24 Acro 2 Squad (14 hours per week) R 3.20 3.20 STD 3.40 6.25% 3.40 6.25% 01-Dec-24 Extra coach R 29.50 29.50 STD 31.00 5.08% 31.00 5.08% 01-Dec-24 Toddlers World R 5.30 5.30 STD 5.90 11.32% 5.90 11.32% 01-Dec-24 Toddlers World concession C 4.60 4.60 STD 4.85 5.43% 4.85 5.43% 01-Dec-24 14. Golf Courses Golf Courses - Green Fees (Haste Hill) APR-OCT Adult 18 holes (Monday to Friday) R 23.00 23.00 STD 24.00 4.35% 24.00 4.35% 01-Apr-24 01-Apr-25 Adult 18 holes (Monday to Friday) 3 ball special offer after 12pm R 21.00 21.00 STD 22.00 4.76% 22.00 4.76% 01-Apr-24 01-Apr-25 Adult 18 holes (Monday to Friday) 4 ball special offer after 12pm R 19.00 19.00 STD 19.75 3.95% 19.75 3.95% 01-Apr-24 01-Apr-25 Adult 18 holes (weekends and bank holidays) R 28.50 28.50 STD 29.75 4.39% 29.75 4.39% 01-Apr-24 01-Apr-25 Adult 18 holes (weekends and bank holidays) 3 ball special offer after 12pm R 26.5 26.5 STD 27.75 4.72% 27.75 4.72% 01-Apr-24 01-Apr-25 Adult 18 holes (weekends and bank holidays) 4 ball special offer after 12pm R 23 23 STD 24.00 4.35% 24.00 4.35% 01-Apr-24 01-Apr-25 Adult dusk (Monday to Friday) R 16.00 16.00 STD 16.75 4.69% 16.75 4.69% 01-Apr-24 01-Apr-25 Adult dusk (Monday to Friday) Offer 1 12.50 12.50 STD 13.00 4.00% 13.00 4.00% 01-Apr-24 01-Apr-25 Adult dusk (weekends and bank holidays) R 16.00 16.00 STD 16.75 4.69% 16.75 4.69% 01-Apr-24 01-Apr-25 Adult dusk (weekends and bank holidays) Offer 1 12.50 12.50 STD 13.00 4.00% 13.00 4.00% 01-Apr-24 01-Apr-25 Senior / Junior / Student (Monday to Friday) concession C 13.50 13.50 STD 14.00 3.70% 14.00 3.70% 01-Apr-24 01-Dec-12 Junior / Student (weekends and bank holidays) concession C 16.00 16.00 STD 16.75 4.69% 16.75 4.69% 01-Apr-24 01-Dec-12 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Consolidated General Fund Fees and Charges Schedule December 2023 Appendix C Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Golf Courses - Green Fees (Uxbridge) Adult 12 holes (weekends and bank holidays) R 14.50 14.50 STD 15.00 3.45% 15.00 3.45% 01-Apr-24 01-Apr-25 Adult 12 holes (Monday to Friday) R 10.50 10.50 STD 11.00 4.76% 11.00 4.76% 01-Apr-24 01-Dec-12 Adult dusk (Monday to Friday) R 8.50 8.50 STD 8.75 2.94% 8.75 2.94% 01-Apr-24 01-Dec-12 Adult dusk (weekends and bank holidays) R 9.50 9.50 STD 9.75 2.63% 9.75 2.63% 01-Apr-24 01-Dec-12 Senior / Junior / Student (Monday to Friday) R 9.50 9.50 STD 9.75 2.63% 9.75 2.63% 01-Apr-24 01-Dec-12 Junior / Student (weekends and bank holidays) R 9.50 9.50 STD 9.75 2.63% 9.75 2.63% 01-Apr-24 01-Dec-12 Golf Courses - Winter Green Fees (Haste Hill NOV-MAR) Adult 18 holes (Monday to Friday) R 19.00 19.00 STD 19.75 3.95% 19.75 3.95% 01-Apr-24 01-Dec-12 Adult 18 holes (weekends and bank holidays) R 22.00 22.00 STD 23.00 4.55% 23.00 4.55% 01-Apr-24 01-Dec-12 Adult dusk (Monday to Friday) R 11.50 11.50 STD 12.00 4.35% 12.00 4.35% 01-Apr-24 01-Dec-12 Adult dusk (weekends and bank holidays) R 12.50 12.50 STD 13.00 4.00% 13.00 4.00% 01-Apr-24 01-Dec-12 Senior / Junior / Student (Monday to Friday) concession C 11.50 11.50 STD 12.00 4.35% 12.00 4.35% 01-Apr-24 01-Dec-12 Junior / Student (weekends and bank holidays) concession C 12.50 12.50 STD 13.00 4.00% 13.00 4.00% 01-Apr-24 01-Dec-12 Golf Courses - Golf Society Prices (Haste Hill ) 18 holes (Monday to Friday) (Haste Hill) R 20.00 20.00 STD 21.00 5.00% 21.00 5.00% 01-Apr-24 01-Dec-12 18 holes (weekends and bank holidays) (Haste Hill) R 26.50 26.50 STD 27.75 4.72% 27.75 4.72% 01-Apr-24 01-Dec-12 27 holes (Monday to Friday) R 29.50 29.50 STD 30.75 4.24% 30.75 4.24% 01-Apr-24 01-Dec-12 27 holes (weekends and bank holidays) R 34.50 34.50 STD 36.00 4.35% 36.00 4.35% 01-Apr-24 01-Dec-12 36 holes (Monday to Friday) (Haste Hill only) R 37.00 37.00 STD 38.75 4.73% 38.75 4.73% 01-Apr-24 01-Dec-12 36 holes (weekends and bank holidays) (Haste Hill only) R 47.50 47.50 STD 49.75 4.74% 49.75 4.74% 01-Apr-24 01-Dec-12 Golf Courses - Hire Single trolley - Haste Hill R 4.75 4.75 STD 4.75 0.00% 4.75 0.00% 01-Apr-24 Single trolley - Uxbridge R 4.75 4.75 STD 4.75 0.00% 4.75 0.00% 01-Apr-24 Standard buggy R 26.50 26.50 STD 27.75 4.72% 27.75 4.72% 01-Apr-24 01-Dec-12 Set of clubs R 10.50 10.50 STD 11.00 4.76% 11.00 4.76% 01-Apr-24 01-Dec-12 Room hire (Haste Hill) Per hour, per room R 34.00 34.00 STD 35.50 4.41% 35.50 4.41% 01-Apr-24 01-Dec-12 Repairs (regripping) Multi Compound R 13.50 13.50 STD 14.00 3.70% 14.00 3.70% 01-Apr-24 01-Dec-12 Tour velvet (mid size) R 10.50 10.50 STD 11.00 4.76% 11.00 4.76% 01-Apr-24 01-Dec-12 Tour velvet Std R 9.00 9.00 STD 9.25 2.78% 9.25 2.78% 01-Apr-24 01-Dec-12 GC Tour std R 8.00 8.00 STD 8.25 3.13% 8.25 3.13% 01-Apr-24 01-Dec-12 Putter Grips R 10.50 10.50 STD 11.00 4.76% 11.00 4.76% 01-Apr-24 01-Dec-12 Super Stroke Putter Grips R 31.50 31.50 STD 33.00 4.76% 33.00 4.76% 01-Apr-24 01-Dec-12 9 irons Offer (GC Tour) R 63.00 63.00 STD 66.00 4.76% 66.00 4.76% 01-Apr-24 01-Dec-12 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Consolidated General Fund Fees and Charges Schedule December 2023 Appendix C Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge 15. Breakspear Crematorium Cremation Fees Stillborn R 0.00 0.00 EXP 0.00 N/A 0.00 N/A 01-Apr-23 01-Apr-25 Children 6 years and under R 0.00 0.00 EXP 0.00 N/A 0.00 N/A 01-Apr-23 01-Apr-25 Children 7 - 11 years R 0.00 0.00 EXP 0.00 N/A 0.00 N/A 01-Apr-23 01-Apr-25 Children 12 - 17 years R 0.00 0.00 EXP 0.00 N/A 0.00 N/A 01-Apr-23 01-Apr-25 Over 17 years R 894.00 894.00 EXP 994.00 11.19% 994.00 11.19% 01-Apr-24 01-Apr-25 Over 17 years. Early Morning (9.15am and 9.30am) Mon,Tue,Wed R 456.00 456.00 EXP 507.00 11.18% 507.00 11.18% 01-Apr-24 01-Apr-25 Use of Chapel (prior to burial) 40 mins R 447.00 447.00 STD 497.00 11.19% 497.00 11.19% 01-Apr-24 01-Apr-25 Surcharge 10 mins overrun R 89.00 89.00 STD 98.50 10.67% 98.50 10.67% 01-Apr-24 01-Apr-25 Surcharge 20 mins overrun R 180.00 180.00 STD 200.00 11.11% 200.00 11.11% 01-Apr-24 01-Apr-25 Surcharge 30 mins overrun R 269.00 269.00 STD 299.00 11.15% 299.00 11.15% 01-Apr-24 01-Apr-25 Surcharge = flat base R 58.00 58.00 STD 64.00 10.34% 64.00 10.34% 01-Apr-24 01-Apr-25 Surcharge + late paper fee R 62.00 62.00 STD 68.50 10.48% 68.50 10.48% 01-Apr-24 01-Apr-25 Fee for DVD service R 69.00 69.00 STD 76.50 10.87% 76.50 10.87% 01-Apr-24 01-Apr-25 Fee to view Webcast of service R 89.00 89.00 STD 98.50 10.67% 98.50 10.67% 01-Apr-24 01-Apr-25 Cancellation fee (if less than 48 hours notice) R 180.00 180.00 STD 200.00 11.11% 200.00 11.11% 01-Apr-24 01-Apr-25 Cremation of retained organs Additional Service Time R 329.00 329.00 EXP 365.50 11.09% 365.50 11.09% 01-Apr-24 01-Apr-25 Cancellations R 182.00 182.00 EXP 202.00 10.99% 202.00 10.99% 01-Apr-24 01-Apr-25 Certificates of Cremation - overseas R 30.00 30.00 EXP 33.00 10.00% 33.00 10.00% 01-Apr-24 01-Apr-25 Scattering of Ashes R 79.00 79.00 EXP 87.50 10.76% 87.50 10.76% 01-Apr-24 01-Apr-25 Retaining cremated remains(per month) R 19.00 19.00 EXP 21.00 10.53% 21.00 10.53% 01-Apr-24 01-Apr-25 Postage & Packing in Polytainer UK only R 84.00 84.00 EXP 93.00 10.71% 93.00 10.71% 01-Apr-24 01-Apr-25 Baby Urn - poly R 15.00 15.00 STD 16.50 10.00% 16.50 10.00% 01-Apr-24 01-Apr-25 Supply New Garden Seat inc 10 years lease R 2,250.00 2,250.00 STD 2,501.50 11.18% 2,501.50 11.18% 01-Apr-24 01-Apr-25 Trees & Shrubs - rose trees inc 5 years lease R 486.00 486.00 STD 540.00 11.11% 540.00 11.11% 01-Apr-24 01-Apr-25 Trees & Shrubs - ornamental shrubs inc 5 years lease R 423.00 423.00 STD 470.00 11.11% 470.00 11.11% 01-Apr-24 01-Apr-25 Trees & Shrubs - ornamental trees (10 years) R 597.00 597.00 STD 663.50 11.14% 663.50 11.14% 01-Apr-24 01-Apr-25 Plaque for trees, shrubs, roses or seats R 132.00 132.00 STD 146.50 10.98% 146.50 10.98% 01-Apr-24 01-Apr-25 Book of Remembrance - 2 line entry R 88.00 88.00 STD 97.50 10.80% 97.50 10.80% 01-Apr-24 01-Apr-25 Book of Remembrance - 5 line entry R 155.00 155.00 STD 172.00 10.97% 172.00 10.97% 01-Apr-24 01-Apr-25 Book of Remembrance - 8 line entry R 230.00 230.00 STD 255.50 11.09% 255.50 11.09% 01-Apr-24 01-Apr-25 Book of Remembrance - 10 line entry R 281.00 281.00 STD 312.00 11.03% 312.00 11.03% 01-Apr-24 01-Apr-25 Extra - Floral Emblem R 117.00 117.00 STD 130.00 11.11% 130.00 11.11% 01-Apr-24 01-Apr-25 Extra - Full Heraldic Device R 174.00 174.00 STD 193.00 10.92% 193.00 10.92% 01-Apr-24 01-Apr-25 Memorial Cards - 2 line entry R 64.00 64.00 STD 71.00 10.94% 71.00 10.94% 01-Apr-24 01-Apr-25 Memorial Cards - 5 line entry R 93.00 93.00 STD 103.00 10.75% 103.00 10.75% 01-Apr-24 01-Apr-25 Memorial Cards - 8 line entry R 143.00 143.00 STD 159.00 11.19% 159.00 11.19% 01-Apr-24 01-Apr-25 Memorial Cards - 10 line entry R 184.00 184.00 STD 204.50 11.14% 204.50 11.14% 01-Apr-24 01-Apr-25 Memorial

Appendix D CAPITAL AND INVESTMENT STRATEGY REQUIREMENTS 2025/26 Introduction 1. The CIPFA Prudential Code 2021 and CIPFA Treasury Management Code 2021 require the Council to publish four separate strategies or statements in addition to the revenue and capital medium term budget positions. These are contained within Appendix D to the budget report. Strategy requirements 2. The Capital Strategy is an overarching document with a simple guide on the capital programme, borrowing, investments and sets out the prudential indicators that the Council defines as parameters to work within setting a prudent and sustainable approach to its investment to meet service needs and any commercial activities. 3. The Capital Programme within the MTFS provides more comprehensive details on the Capital expenditure and financing from the information provided in the Capital Strategy. 4. The Treasury Management Strategy Statement provides further details on impact of the capital programme in relation to its cash flow forecast, need to borrow and strategy with parameters around methods in which it can invest Council money. 5. The Investment S trategy provides further detail from the Capital Strategy on investment objectives and parameters, focused on service and commercial investment activities. 6. The MRP statement outlines the approach to calculating the minimum revenue contribution within the legislative framework which is a revenue cost resulting from borrowing to fund the capital programme. 7. The Council has refreshed all forecasts and Prudential Indicators to align with the budget proposals for the new financial year. 8. The adoption of IFRS16 Lease Accounting is mandatory for local authorities from 1st April 2024 and will result in existing operating leases being accounted for on Balance Sheet as Right of Use assets, except where short term or low value. Work is underway to identify and assess the financial implications of this accounting change for year-end closing 2024/25. An assumption of £20m has been included within these strategies for existing and new leases being recognised in the Balance Sheet. It should be noted that there is no cost impact to the Council Tax or housing rent payer from these changes. Appendix D CAPITAL STRATEGY: A short overview, accessible to non-financial specialist members, covering: CAPITAL EXPENDITURE PFI & LEASING BORROWING INVESTMENTS GUARANTEES & LIABILITIES KNOWLEDGE & SKILLS MRP PRUDENTIAL INDICATORS CAPITAL PROGRAMME WITHIN THE MTFS Capital expenditure Capital financing Capital receipts Prudence Affordability Sustainability TREASURY STRATEGY STATEMENT Interest rate forecast Cash flow forecast Borrowing strategy Investment strategy TM indicators Risk management INVESTMENT STRATEGY Contribution Security Liquidity Investment and indicators Capacity and skill Proportionality MRP STATEMENT Prudent provision Calculation of MRP Overpayments Prudence Aligned cost: benefit Treasury Service & Commercial Appendix D1 - Capital Strategy Report 2025/26 CAPITAL STRATEGY REPORT 2025/26 Introduction 9. This capital strategy report gives a high-level overview of how capital expenditure, capital financing and treasury management activity contribute to the provision of local public services. The strategy also provides an overview of how associated risk is managed and the implications for future financial sustainability. 10. This strategy is integrated with other strategies; MTF S Capital Programme, Treasury Management Strategy, Investment Strategy and the MRP Statement where more detail is provided. Capital Expenditure and Financing 11. Capital expenditure is where the Council spends money on assets, such as property or vehicles that will be used for more than one year. In local government this includes spending on assets owned by other bodies, and loans and grants to other bodies enabling them to buy assets. The Council has some limited discretion on what counts as capital expenditure, for example assets costing below £10k are generally not capitalised and are charged to revenue in year. 12. In 2025/26, the Council is planning capital expenditure of £243.8m as summarised below: Table 1: Prudential Indicator: Estimates of Capital Expenditure 2024/25 Forecast 2025/26 Budget 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget £m £m £m £m £m £m General Fund services 119.4 115.5 99.5 51.7 43.0 32.4 Housing Revenue Account (HRA) 193.2 128.3 197.5 134.1 119.4 89.6 TOTAL 312.6 243.8 297.0 185.8 162.4 122.0 of which General Fund services 119.4 115.5 99.5 51.7 43.0 32.4 Housing Revenue Account (HRA) 193.2 128.3 197.5 134.1 119.4 89.6 Capital investments (General Fund) 0.0 0.0 0.0 0.0 0.0 0.0 TOTAL 312.6 243.8 297.0 185.8 162.4 122.0 13. The main General Fund capital programme includes the construction of the new Platinum Jubilee leisure centre in West Drayton expected to be completed in Appendix D1 - Capital Strategy Report 2025/26 2025/26, the provision of a new Hillingdon Water Sp orts Facility , carbon zero initiatives and investment in care home capacity. The capital programme also includes schools expansions to provide more special needs places and ongoing investment in local highways infrastructure. 14. Capital investment of £ 461.5m over the period 202 4/25 to 202 9/30 has been incorporated into the wider General Fund budget strategy with £ 248.0m investment in major projects, primarily delivering new or expanded infrastructure, and £205.5m investment in recurrent programme of works, ensuring that existing infrastructure is maintained and improved, with a contingency of £ 8.0m being set aside for risks over the five-year programme. 15. The Housing Revenue Account (HRA) is a ring-fenced account which ensures that council housing does not subsidise, or is itself be subsidised, by other local services. HRA capital expenditure is therefore recorded separately and includes acquisitions and development of new social housing stock (£494.8m), enhancement of the existing housing stock including green home initiatives (£ 235.0m), and a major housing regeneration programme to provide new high-quality housing in Hayes (£132.3m). A contingency of £24m is set aside for risks over the programme from 2024/25 to 2029/30. 16. All capital expenditure must be financed, either from external sources (government grants and other contributions), the Council’s own r esources (revenue contributions, CIL, capital receipts, Major Repairs Reserve ) or debt (borrowing, leasing and Private Finance Initiative). The planned financing of the above expenditure is as follows: Table 2: Capital financing 2024/25 Forecast 2025/26 Budget 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget £m £m £m £m £m £m External Sources 90.3 70.4 85.1 44.5 44.5 35.8 Own Resources 65.4 49.5 38.9 38.6 36.4 44.5 Debt 156.9 123.9 173.0 102.6 81.5 41.7 TOTAL 312.6 243.8 297.0 185.7 162.4 122.0 17. Debt is only a temporary source of finance, since loans and leases must be repaid, and this is therefore replaced over time by other financing, usually from revenue which is known as Minimum Revenue Provision (MRP). Alternatively, proceeds from selling capital assets (known as Capital Receipts) may be used instead of debt finance. MRP is a statutory mechanism to provide repayment of General Fund borrowing and details on how this is calculated are included in the MRP Statement policy. The HRA a lso provide a regular contribution towards it s financing of debt repayment, although it is not mandatory unlike the General Fund. Appendix D1 - Capital Strategy Report 2025/26 Table 3: Replacement of prior years’ debt finance 2024/25 Forecast 2025/26 Budget 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget £m £m £m £m £m £m General Fund services (MRP) 8.1 9.4 10.2 12.4 13.9 15.3 HRA (Debt provision) 6.0 3.3 4.1 1.3 1.3 1.3 TOTAL 14.1 12.7 14.3 13.7 15.2 16.6 18. The Council’s cumulative outstanding amount of debt finance is measured by the Capital Financing Requirement (CFR). This increases with new debt -financed capital expenditure and reduces with MRP. The CFR is expected to increase by £162.8m in 2024/25 including an estimated allowance of £20m for leases coming on Balance Sheet (IFRS16). Based on the above figures for expenditure and financing, the Council’s estimated CFR is as follows: Table 4: Prudential Indicator: Estimates of Capital Financing Requirement 2024/25 Forecast 2025/26 Budget 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget £m £m £m £m £m £m General Fund services 338.3 408.7 462.4 478.8 485.5 480.9 Housing Revenue Account (HRA) 281.4 322.2 427.3 499.8 559.4 589.2 TOTAL 619.7 730.9 889.7 978.6 1,044.9 1,070.1 of which General Fund services 308.3 378.7 432.4 448.8 455.5 450.9 Housing Revenue Account (HRA) 281.4 322.2 427.3 499.8 559.4 589.2 Capital investments 10.0 10.0 10.0 10.0 10.0 10.0 Leases 20.0 20.0 20.0 20.0 20.0 20.0 TOTAL 619.7 730.9 889.7 978.6 1,044.9 1,070.1 19. The Council utilises capital receipts to fund capital projects and does not apply against the replacement of prior years’ debt. Appendix D1 - Capital Strategy Report 2025/26 Governance of Capital Expenditure 20. Specific capital projects are identified primarily through the Council’s annual budget setting process which revises the approved capital programme for the following five years. Service managers submit proposals for new projects, outlining the reasons and benefits for the proposal and the estimated cost and method of financing. These proposals are reviewed at internal challenge sessions attended by senior managers across the organisation chaired by the Corporate Director of Finance. If proposals are deeme d satisfactory at this stage, they are included in a further submission to relevant Cabinet members . There is then a public consultation period in December on the full budget and impact to Council Tax. Following any further feedback, the final revised five-year capital programme is submitted to Cabinet and Council for approval in February each year. 21. Implications of existing and new capital investment proposals in terms of the future impact on prudential borrowing levels and capital financing costs are taken into account in setting the revenue budget which is also approved by Council in February each year. The various sources of finance for all existing and new capital projects and programmes are identified and included in the Council’s budget. 22. Some capital projects arise which require more short-term implementation during the current financial year, and these are usually managed through dedicated contingency budgets included in the five-year programme where there is anticipated need for that type of i nvestment. These projects would normally be managed within overall borrowing limits approved by Council. 23. To subsequently proceed with implementation, all individual capital expenditure projects require a formal democratic decision from the Leader of the Council , the Cabinet Member for Finance and relevant Cabinet members to release the monies included within the capital programme budget. To obtain approval for the budget to be released, a formal report is submitted providing detailed information on the objectives of the project and including a cost plan. Asset Management 24. The maintenance and improvement of the Council’s property assets and wider infrastructure are managed and formally set out in the Council’s organisational structure, with specific service teams in place to manage various parts of the Council’s asset portfolio. 25. In general, assets are managed i n accordance with the principles of good estate management. The Council seeks continuous improvement in the quality of assets used to deliver services and wherever possible use its ownership of assets to deliver service improvements. Appendix D1 - Capital Strategy Report 2025/26 26. Service teams with responsibility for managing Council assets include:  Capital Programme Works Service: responsible for delivery of major new construction projects and capital works on existing property assets.  Repairs, Engineering, Planned Works and Facilities Management: maintenance of existing assets including repairs to Council buildings, voids and renewal of existing housing stock.  Highways and Street Lighting: maintenance and improvement of the roads and footways infrastructure, and maintenance and enhancement of stree t lighting.  Property and Estates Management: provide a complete overview of all properties and land owned by the council, including management of leases, ensuring that the full potential is being gained from each property asset.  Fleet Engineering Team : man age the Council’s vehicle requirements for areas such as waste management and various other services.  Digital & Intelligence : maintaining and improving the Council’s ICT infrastructure for both internal business operations, front line services and enhancing residents’ online interactions with the Council.  Green Spaces: maintain and enhance the various parks and green spaces sites across the Borough. Asset Disposals 27. Assets are continually reviewed, to determine those that may be declared surplus to service requirements, with regular monitoring meetings. Proposals to change the purpose, to redevelop or to sell an asset are reported with options presented to the Councils property governa nce working group consisting of those cabinet members charged with oversig ht of the Council’s capital programme and asset base, the Land and Property Board , to determine next steps on the most appropriate development or disposal route before recommendations are made to Cabinet. Progress on asset development and disposals is repo rted through monthly budget monitoring. Surplus assets may be sold to generate proceeds, known as Capital Receipts, which can be used to finance capital expenditure on new assets or enhancements to existing assets , repay debt or fund approved transformation expenditure. With the approval of Cabinet, surplus assets can also be appropriated between the General Fund and Housing Revenue Account (HRA) to reflect planned changes in use of the land where notional receipts are transferred between the funds. 28. Right to Buy Council housing sales, repayments of capital grants, loans and investments also generate Capital Receipts. The Council plans to invest £26.6m of Capital Receipts in the coming financial year (20 25/26) on General Fund and HRA capital programmes , to fund the DSG deficit and other transformation projects. Appendix D1 - Capital Strategy Report 2025/26 Table 5: Capital receipt financing applied 2024/25 Forecast 2025/26 Budget 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget £m £m £m £m £m £m Capital Receipts 17.1 26.6 14.8 12.5 12.3 12.5 Treasury Management 29. Treasury management is concerned with keeping sufficient but not excessive cash available to meet the Council’s spending needs, while managing the risks involved. Surplus cash is invested until required, while a shortage of cash is met by borrowing, to avo id excessive credit balances or overdrafts in the bank current account. The Council is typically ‘cash rich’ in the short-term as revenue income is received before it is spent, but ‘cash poor’ in the long-term as capital expenditure is incurred before being financed. The revenue cash surpluses are offset against capital cash shortfalls to reduce overall borrowing. Borrowing strategy 30. As of 31 March 202 5, the estimated external total borrowing (GF and HRA) is £527.9m (plus £20m leases), offset by treasury investments of £50.1m. 31. The Council’s chief objectives when borrowing is to strike an appropriately low risk balance between securing low interest costs and achieving certainty of those costs over the period for which funds are required; this is achieved using a mix of short- term loans and long-term fixed rate loans. The flexibility to renegotiate loans should the Council’s long-term plans change is a secondary objective. 32. The Council does not borrow to invest for the primary purpose of financial return and therefore retains full access to the Public Works Loan Board. 33. Projected levels of the Council’s total current outstanding debt (which comprises borrowing, PFI liabilities and leases) compared with the projected CFR, are shown below. Appendix D1 - Capital Strategy Report 2025/26 Table 6: Prudential Indicator: Gross Debt and the Capital Financing Requirement 2024/25 Forecast 2025/26 Budget 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget £m £m £m £m £m £m Debt (including PFI and leases) 547.9 642.9 742.4 805.3 855.7 878.2 Capital Financing Requirement 619.7 730.9 889.7 978.6 1,044.9 1,070.1 34. CIPFA’s Prudential Code for Capital Finance in Local Authorities recommends that the Council’s total debt should be lower than its highest forecast CFR over the next three years. Statutory guidance is that debt should remain below the CFR, except in the sh ort-term. Table 6 shows the Council’s existing debt along with the CFR while Table 7 shows the borrowing required to meet this financing requirement. In taking any new borrowing, the Council will comply with the liability benchmark in Table 7 to meet the CFR. 35. Liability benchmark: To compare the Council’s actual borrowing against an alternative strategy, a liability benchmark has been calculated showing the lowest risk level of borrowing compared to the CFR borrowing requirement. This assumes that internal resources such as reserve s and working capital are utilised and that cash and investment balances are kept at around £25m at each year-end. Appendix D1 - Capital Strategy Report 2025/26 Table 7: Borrowing and the Liability Benchmark 2024/25 Forecast 2025/26 Budget 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget £m £m £m £m £m £m Outstanding Borrowing 527.9 622.9 722.4 785.3 835.7 858.2 Lease Financing 20.0 20.0 20.0 20.0 20.0 20.0 Borrowing Required to meet CFR 71.8 88.0 147.3 173.3 189.2 191.9 Borrowing Required to meet Liability Benchmark (Headroom above Authorised Limit) 57.2 76.2 132.4 156.9 171.4 172.2 36. Affordable borrowing limit: The Council is legally obliged to set an affordable borrowing limit (also termed the authorised limit for external debt) each year. In line with statutory guidance, a lower “operational boundary” is also set as a warning level should debt approach the limit. Further details on borrowing can be found in the Treasury Management Strategy. 37. The operational boundary and authorised limit have been set based on the highest forecast CFR in the following three years. Appendix D1 - Capital Strategy Report 2025/26 Table 8: Prudential Indicators: Authorised limit and operational boundary for external debt 2024/25 Limit 2025/26 Limit 2026/27 Limit 2027/28 Limit 2028/29 Limit 2029/30 Limit £m £m £m £m £m £m Authorised Limit - Borrowing 638.8 988.6 1,054.9 1,080.1 1,080.1 1,080.1 Authorised Limit - PFI and Leases 20.0 50.0 50.0 50.0 50.0 50.0 Authorised Limit - Total External Debt 658.8 1,038.6 1,104.9 1,130.1 1,130.1 1,130.1 Operational Boundary - Borrowing 608.8 958.6 1,024.9 1,050.1 1,050.1 1,050.1 Operational Boundary - PFI and Leases 15.0 25.0 25.0 25.0 25.0 25.0 Operational Boundary - Total External Debt 623.8 983.6 1,049.9 1,075.1 1,075.1 1,075.1 38. The authorised limit represents a maximum borrowing that the Council should not exceed. The Operational Boundary provides an early warning where borrowing is approaching that upper limit, but may be exceeded in the short term for operational reasons. Treasury Investment Strategy 39. Treasury investments arise from receiving cash before it is paid out again. Investments made for service purposes or for commercial profit are not generally considered to be part of treasury management. 40. In line with the CIPFA Treasury Management Code of Practice, the Council’s policy on treasury investments is to invest its treasury funds prudently and to prioritise security and liquidity over yield, which is to focus on minimising risk rather than maximising returns. Cash that is likel y to be spent in the near term is invested securely to minimise risk of loss , for example with the government, other local authorities or selected high -quality Money Market Funds and banks, to minimise the risk of loss. Cash balances that will be held for longer terms is invested more widely in funds including in bonds and shares, to balance the risk of loss against the risk of receiving returns below inflation. Both short -term and longer -term investments may be held in pooled funds, where an external fund manager makes Appendix D1 - Capital Strategy Report 2025/26 decisions on which particular investments to buy, and the Council may request its money back at short notice. 41. The Council will aim to hold a level of short -term investment balances which are not excessive but will ensure sufficient liquidity to manage the day-to-day activities of the Council and will not fall below £10m. Longer-term investments are forecast at £15m over the next 5 years. 42. Further details on treasury investments can be found in the Treasury Management Strategy. Risk management 43. The effective management and control of risk are prime objectives of the Council’s treasury management activities. The treasury management strategy therefore sets out various indicators and limits to constrain the risk of unexpected losses and details the extent to which financial derivatives may be used to manage treasury risks. 44. The treasury management prudential indicators are set out within the treasury management strategy. Governance 45. Decisions on treasury management investment and borrowing are made daily and are therefore delegated to the Corporate Director of Finance and staff, who must act in line with the Treasury Management Strategy. The Treasury Management Strategy Statement is a greed by Cabinet in February prior to agreement at full Council before the start of each fin ancial year. Amendments to the Treasury Management Strategy during the year are only done with Cabinet approval. 46. Treasury activity is monitored and reported to senior management on a daily and weekly basis. Monthly and more detailed quarterly reports on treasury management activity, including compliance with prudential indicators, are provided to Cabinet as part of the budget monitoring process. The Cabinet is responsible for scrutinising treasury management decisions. Investments for Service Purposes 47. The Council lends money to, and has a 100% shareholding in one subsidiary, Hillingdon First Ltd. The twin objectives are to deliver a financial return to the Council and provide housing for sale or rent. It will achieve this by generating of long-term sustainable revenue streams through the delivery of high-quality housing to meet the need of Hillingdon’s residents. Appendix D1 - Capital Strategy Report 2025/26 48. The Hillingdon First L imited shareholder agreement and memorandum of association sets out in detail the governance arrangements and provides details of the operating framework, controls, and reporting requirements. All projects will undergo a full due diligence before any investment is made. 49. In terms of Service Delivery Investment, the Council is willing to take more risk than with treasury investments, however it still plans for such investments to generate a net revenue benefit . The risk of incurring unexpected losses is managed by ensuring the Council remains within the limits shown within the Investment Strategy through monthly monitoring and reporting to senior management. Compliance with limits will also form part of the monthly reporting to Cabinet. 50. Service loans and shares in Hillingdon First Ltd are classified as capital expenditure. 51. The Council is also in the process of setting up a Specialist Purpose Vehicle (SPV) for the provision of care services . The SPV will be 100% owned by the Council and will operate a care home (The Burroughs), with negotiations being progressed with the current third party operator of this site to transfer to the SPV. The SPV will be able sell beds to other local authorities /parties as long as this is less than 20% of total revenue. Table 9: Prudential indicator: Net income from service investments to net revenue stream 2024/25 Forecast 2025/26 Budget 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget £m £m £m £m £m £m Total net income from service investments (£ms) 0.1 0.0 0.3 0.3 0.3 0.3 Proportion of Net Revenue Stream* 0.04% 0.00% 0.10% 0.10% 0.09% 0.09% Commercial Activities 52. The Council has a historic portfolio of investment properties which are managed through the Council’s organisation structure , with a fair value of £4. 3m at 31 st March 2024. The Council is not actively seeking to increase this type of investment exposure. These assets are not held for normal operational activity but held under long-term commercial leases. Net Income generated from these assets in 2023/24 was £235k. Appendix D1 - Capital Strategy Report 2025/26 Table 10: Prudential indicator: Net income from commercial investments to net revenue stream 2024/25 Forecast 2025/26 Budget 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget £m £m £m £m £m £m Total net income from commercial investments (£ms) 0.2 0.2 0.2 0.2 0.2 0.2 Proportion of Net Revenue Stream* 0.07% 0.06% 0.06% 0.06% 0.05% 0.05% *Net revenue stream is the general fund budget requirement, which is funded through Council Tax Business Rates and Government Grants. Liabilities 53. In addition to debt detailed above, the Council is committed to making future payments to cover its pension fund deficit of £183.1m and has made provisions to cover risks such as insurance claims and non -domestic rates appeal losses of £4.3m, both of which are measured in the latest published accounts as at 31 March 2024. The Council is also at risk of having to pay for claims following legal proceedings but has not put aside any money because the claims are denied and will be defended, and in some instances, counterclaims pursued. Revenue Budget Implications 54. Although capital expenditure is not charged directly to the revenue budget, interest payable on loans and MRP are charged to revenue. The net annual charge is known as financing costs and excludes investment income; this is compared to the net revenue stream i.e. the amount funded from Council Tax, business rates and general government grants. Table 11: Prudential Indicator: Proportion of financing costs to net revenue stream 2024/25 Forecast 2025/26 Budget 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget £m £m £m £m £m £m Financing Costs (£m) 14.5 20.1 23.6 28.5 31.0 33.3 Proportion of Net Revenue Stream* 5% 7% 8% 9% 10% 10% *Net revenue stream is the general fund budget requirement, which is funded through Council Tax Business Rates and Government Grants. Appendix D1 - Capital Strategy Report 2025/26 Sustainability 55. Due to the very long-term nature of capital expenditure and financing, the revenue budget implications of expenditure incurred in the next few years will extend for up to 40 years into the future. The Corporate Director of Finance is satisfied that both the proposed individual schemes and the overall programme are tested for affordability, sustainability and prudence. Knowledge and Skills 56. The Council employs professionally q ualified and experienced staff in senior positions with responsibility for making capital expenditure, borrowing and investment decisions. 57. The Council adopts a continuous performance and development programme to ensure officers are regularly appraised and any training needs identified. Where appropriate, officers will attend training sessions, seminars, and workshops to ensure their knowledge is up to date and relevant. Council Members are provided access to additional training where required. 58. Where Council staff do not have the knowledge and skills required, use is made of external advisers and consultants that are specialists in their field. Appendix D2 - Treasury Management Strategy Statement 2025/26 TREASURY MANAGEMENT STRATEGY STATEMENT 2025/26 Summary 59. Treasury management is the management of the Council’s cash flows, borrowing and investments, and the associated risks. The Council has borrowed and invested substantial sums of money and is therefore exposed to financial risks including the loss of invest ed funds and the revenue effect of changing interest rates. The successful identification, monitoring and control of financial risk are therefore central to the Council’s prudent financial management. 60. Over the longer term, the Council considers the need to borrow money to fund its major capital projects and when the best time is to do this. The strategy aims to minimise borrowing and make use of internal funds where viable. Currently, forecast new borrowing required during 2024/25 amounts to £172m (General Fund and HRA). New borrowing to fund the Capital Financing Requirement ( CFR) will be taken for cash flow purposes. With short -term interest rates currently much lower than long-term rates, new debt will be a mixture of short and medium -term durations designed to minimise cost without having a detrimental effect on refinancing risk. Economic Outlook 61. The impact on the UK from the government’s Autumn Budget, slower than expected interest rate cuts, a short -term boost but modestly weaker economic growth over the medium term, together with the impact from President -elect Trump’s second term in office and uncertainties around US domestic and foreign policy, will be major influences on the Authority’s treasury management strategy for 2025/26. 62. The Bank of England’s (BoE) Monetary Policy Committee (MPC) held Bank Rate at 4.75% at its December 2024 meeting, having reduced it to that level in November and following a previous 0.25% cut from the 5.25% peak at the August MPC meeting. At the December meeting , six Committee members voted to maintain Bank Rate at 4.75% while three members preferred to reduce it to 4.50%. 63. The November quarterly Monetary Policy Report (MPR) expected Gross Domestic Product (GDP) growth to pick up to around 1.75% (four-quarter GDP) in the early period of the BoE’s forecast horizon before falling back. The impact from the Budget pushes GDP higher in 2025 than was expected in the previous MPR, before becoming weaker. Current GDP growth was shown to be zero (0.0%) between July and September 2024 and 0.4% between April and June 2024, a further downward revision from the 0.5% rate previously reported by the Office for National Statistics (ONS). Appendix D2 - Treasury Management Strategy Statement 2025/26 64. ONS figures reported the annual Consumer Price Index (CPI) inflation rate at 2.6% in November 2024, up from 2.3% in the previous month and in line with expectations. Core CPI also rose, but by more than expected, to 3.6% against a forecast of 3.5% and 3.3% in the previous month. The outlook for CPI inflation in the November MPR showed it r ising above the MPC’s 2% target from 2024 into 2025 and reaching around 2.75% by the middle of calendar 2025. This represents a modest near-term increase due to the ongoing impacts from higher interest rates, the Autumn Budget, and a projected margin of economic slack. Over the medium- term, once these pressures ease, inflation is expected to stabilise around the 2% target. 65. Credit Default Swap (CDS) prices have typically followed a general trend downwards during 2024, reflecting a relatively more stable fin ancial period compared to the previous year. Improved credit conditions in 2024 have also led to greater convergence in CDS prices between ringfenced (retail) and non - ringfenced (investment) banking entities again. 66. The Authority’s treasury management adviser expects the Bank of England’s MPC will continue reducing Bank Rate through 2025, taking it to around 3.75% by the end of the 2025/26 financial year. The effect from the Autumn Budget on economic growth and inflation has reduced previous expectations in terms of the pace of rate cuts as well as pushing up the rate at the end of the loosening cycle. 67. Long-term gilt yields are expected to remain broadly at current levels on average (amid continued volatility), but to end the forecast period modestly lower compared to now. Yields will continue remain relatively higher than in the past, due to quantitative tightening and significant bond supply. As ever, there will be short - term volatility due to economic and (geo)political uncertainty and events 68. This report details the Council ’s approach and strategy towards borrowing and investing and provides details on sources of debt and investment i nstruments in which the Council can invest. All institutions on the counterparty list are regularly monitored, assessing risk and determining the limits of duration and value of investments. 69. The Treasury Management Strategy Statement (TMSS) follows the 2021 Code of Practice guidance. Introduction 70. Treasury risk management is conducted within the framework of the Chartered Institute of Public Finance and Accountancy’s Treasury Management in the Public Services: Code of Practice 2021 Edition (the CIPFA Code). This requires the Appendix D2 - Treasury Management Strategy Statement 2025/26 Council to approve a treasury management strategy before the start of each financial year. This report fulfils the Council’s legal obligation under the Local Government Act 2003 to have regard to the CIPFA Code. The strategy is developed as part of the Council's MTFS process. 71. Investments held for service purposes or for commercial profit are considered in a separate report; the ‘Investment Strategy’. 72. The Council, by having significant investments and borrowing , is exposed to financial risks, including the loss of invested funds and the revenue effect of changing interest rates. As such treasury management operations are fundamentally concerned with managing risk. Whilst there are regulations and controls in pla ce designed to minimise or neutralise risk, some risk exposure remains, due to the nature of managing loan and investment portfolios and cash flow activities. Active monitoring of the economic outlook, as well as changes in regulation, is undertaken where it impacts on the Council's treasury management strategy and risk parameters. Balance Sheet and Treasury Position 73. The Council's borrowing strategy is driven by the estimated Balance Sheet position in the medium-term and capital programme expectations. The underlying need to borrow for capital purposes is reflected by the CFR which measures the cumulative capital expenditure that has not been financed from other Council resources such as capital grants, revenue contributions or financed from reserves. Th e CFR will generally be higher than the actual debt held due to timing requirements for cash flow purposes. This is called "internal borrowing". 74. The Council’s CFR approach in this capital strategy document is to consider the financing requirement for the Council as a whole (General Fund and HRA). 75. Estimates of the CFR, based on the projected capital programme over the next five years are shown in Table 12. The Council's closing CFR is estimated at £619.7m for 2024/25. This CFR, less forecast outstanding loans and other long- term liabilities of £547.9m, results in a gross external borrowing requirement of £71.8m going into 202 5/26. Existing borrowing is identified into separate loan pools for GF and HRA. As at 31 st January 2025, GF debt is £178.9m and HRA £293.8m (excluding leases). A further £55-75m of borrowing net of repayments on existing loans may be taken before the end of 2024/25 depending on cash flows. This will be a combination of temporary loans from other local authorities depending on availability and rates, and the PWLB. Appendix D2 - Treasury Management Strategy Statement 2025/26 Table 12: Balance Sheet summary, forecast and liability benchmark 2024/25 Forecast 2025/26 Budget 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget £m £m £m £m £m £m General Fund CFR 338.3 408.7 462.4 478.8 485.5 480.9 HRA CFR 281.4 322.2 427.3 499.8 559.4 589.2 Total CFR 619.7 730.9 889.7 978.6 1,044.9 1,070.1 External Borrowing* (527.9) (622.9) (722.4) (785.3) (835.7) (858.2) Lease Financing (20.0) (20.0) (20.0) (20.0) (20.0) (20.0) Gross External Borrowing Required to meet CFR 71.8 88.0 147.3 173.3 189.2 191.9 Projected Useable Reserves** (68.4) (60.1) (65.5) (73.5) (78.2) (80.4) Accumulated DSG Deficit 68.8 63.3 65.6 72.0 75.4 75.7 Projected Working Capital (40.0) (40.0) (40.0) (40.0) (40.0) (40.0) (Investments) / New Borrowing Required 32.2 51.2 107.4 131.9 146.4 147.2 Plus Minimum Investments 25.0 25.0 25.0 25.0 25.0 25.0 Liability Benchmark 57.2 76.2 132.4 156.9 171.4 172.2 *Borrowing profile does not include potential calls on LOBO borrowing. Amount includes PFI ** Council controllable reserves only 76. The increasing General Fund CFR is due to the Council’s programme of capital investment funded by Council resources, with investment in local infrastructure leading this requirement. The HRA CFR increase is driven by investment in new and existing dwelling stock. 77. To compare the Council’s actual borrowing against an alternative strategy, Table 12 also shows a liability benchmark which calculates the lowest risk level of borrowing. This assumes the same CFR forecasts, but that cash and long-dated pooled fund balances are kept to a minimum level of £ 25m at each year -end to maintain sufficient liquidity but minimise credit risk . Thus the Council will take a low risk level approach for borrowing through the MTFS period. 78. The liability benchmark is an important tool to help establish whether the Council is likely to be a long-term borrower or long-term investor in the future, and so shape Appendix D2 - Treasury Management Strategy Statement 2025/26 its strategic focus and decision making. The liability benchmark itself represents an estimate of the cumulative amount of external borrowing the Council must hold to fund its current capital and revenue plans while keeping treasury investments at the minimum level required to manage day-to-day cash flow. Borrowing Strategy 79. The Council's external debt including PFI and leases at 31 March 2025 is forecast to be £547.9m, a n increase of £ 191.7m on the previous year , due mainly to borrowing to finance the HRA capital programme which has a significant borrowing requirement, taking advantage of the concessionary rates available from the PWLB for housing development. Temporary borrowing (up to one year) of up to £100m is also undertaken to support short term liquidity requirements. 80. There have been no viable opportunities to repay debt early in 20 24/25. As at 31st December 2024 the Council’s secured loan portfolio (£472.7m) has an average interest rate of 3.96%. The Council may also borrow additional sums during 202 4/25 to pre -fund future year s’ requirements where this offers better value for money, providing this does not exceed the authorised limit for borrowing of £658.8m. 81. The Council’s chief objective when borrowing money is to strike an appropriately low risk balance between securing low interest costs and achieving certainty of those costs over the period for which funds are required. The flexibility to renegotiate loans should the Council’s long -term plans change is a secondary objective. PWLB loans are no longer available to local authorities planning to buy investment assets primarily for yield; the Council continues to avoid this activity which ensures the Council retains access to PWLB borrowing. 82. Projected capital expenditure levels, market conditions and interest rate levels are monitored throughout the year. This enables the Council to adapt borrowing strategies to minimise borrowing costs over the medium to longer term whilst maintaining financial stability. Table 12 shows the Council is expecting it will need to borrow in 202 5/26 based on full capital programme spend and debt maturity profile. 83. By the end of 2024/25 the council expects to have a short -term loan portfolio sourced from other local authorities of up to £100m expected to mature during the next financial year. It is expected to remain around this level throughout 2025/26. This will enable the Council to meet the MiFID II minimum investment balance criteria with the subsequent long -dated pooled funds. Where shorter term PWLB borrowing (12 -18 months) rates offer better value for money than the local authority market, this may be sourced instead. Appendix D2 - Treasury Management Strategy Statement 2025/26 84. The Council may arrange forward starting loans during 2025/26, where the interest rate is fixed in advance, but the cash is received in the later years. This would enable certainty of cost to be achieved without suffering a cost of carry (borrowing costs before the debt is physically required for cash flow purposes) in the intervening period. Sources of Borrowing: The approved sources of long -term and short -term borrowing are:  HM Treasury’s PWLB lending facility (formerly the Public Works Loan Board)  Any institution approved for investments  UK local authorities  Any other bank or building society authorised to operate in the UK  Any other UK public sector body  UK public and private sector pension funds (except Hillingdon Pension Fund)  Capital market bond investors  UK Municipal Bonds Agency plc (for instruments where joint and several liability are required on the part of the borrowers, use of such instruments will be subject to Cabinet approval)  Other special purpose companies created to enable local authority bond issues 85. Other sources of debt finance: in addition, capital finance may be raised by the following methods that are not borrowing, but may be classed as other debt liabilities:  Leasing  Hire Purchase  Private Finance Initiative  Sale and Leaseback 86. The Council has previously raised the majority of its long-term borrowing from the PWLB but will consider long-term loans from other sources including banks, pensions and local authorities and will investigate the possibility of issuing bonds and similar instruments, in order to lower interest costs and reduce over reliance on one source of borrowing in line with the CIPFA code. PWLB loans are no longer available to local authorities planning to buy investment assets primarily for yield; the Council intends to avoid this activity in order to retain its access to PWLB loans. 87. To cover short-term borrowing requirements or unexpected cash flow shortages, the Council may borrow short -term, which would mainly be sourced from other local authorities. However, short-term borrowing leaves the Council exposed to the risk of short -term interest rate rises and are therefore subject to interest rate exposure limits in the treasury management indicators in Table 13. Financial derivatives may be used to manage this interest rate risk. Appendix D2 - Treasury Management Strategy Statement 2025/26 88. Where borrowing is required, this will be attributed directly to either the GF or HRA loan pools. Interest costs will be separated between the two pools and allocated accordingly. Interest rate risk 89. Within the current secured loan portfolio, as at 31st December 2025 the Council has total loans of £ 472.7m including fixed rate PWLB loans of £ 342.7m which protect against interest rate rises , and £82m temporary loans with other local authorities. The Council also holds market (banks) loans of £48m of which £36m are Lender’s Option Borrower’s Option (LOBO) loans. The remaining £12m are classified as fixed rate debt. There is one call date for a £5m LOBO loan in May 2025 with FMS-WM, who are a German state-owned wind-up institution whose sole purpose is to unwind risk positions. Thus the likelihood of an option exercise at the next contractual exercise date remains significant. The Council will not utilise LOBO loans for any new borrowing. Interest rate exposures 90. To manage interest rate risk, the Council will aim to balance variable rate debt with its exposure to variable rate investments. This approach will offset any increase or decrease in borrowing costs with comparable changes in investment income. 91. The Council is required to set an indicator to control the Council’s exposure to interest rate risk. Table 13 shows upper limits on the one -year revenue impact of a 1% rise or fall in interest rates. Table 13 Interest Rate Risk Exposure Interest Rate Risk Indicator Limit Upper limit on one-year revenue impact of a 1% rise in interest rates £1.0m Upper limit on one-year revenue impact of a 1% fall in interest rates (£1.0m) The impact of a change in interest rates is calculated both on the assumption that fixed -rate maturing loans and investments will be replaced at their existing fixed rates and with a forecast maximum variable rate net investment and debt position of £100m. Debt Rescheduling 92. The PWLB allows authorities to repay loans before maturity at a premium or discount. Other lenders may also be prepared to negotiate premature redemption terms. The Council may take advantage of this and replace some loans with new Appendix D2 - Treasury Management Strategy Statement 2025/26 loans or repay early without replacement. The rationale for rescheduling is to provide an overall cost saving and, or reduce risk; balance the volatility profile (i.e. the ratio of fixed to variable rate debt); or amend the profile of maturing debt to reduce any inherent refinancing risks. 93. Rates and markets are regularly monitored to identify opportunities for rescheduling and any borrowing and rescheduling activity is reported monthly to Cabinet. 94. The Council will limit and monitor large concentrations of debt needing to be replaced through the prudential indicator in Table 14. The upper and lower percentage limits are intended to control excessive exposure to volatility in interest rates on refinancing of maturing debt by setting a structure for borrowing maturity profiles. Time periods start on the first day of each financial year. The maturity date of borrowing is the earliest date on which the lender can demand repayment. The first scheduled LOBO call option is included as the maturity date within this indicator. Table 14 Maturity Profile Maturity Structure of Borrowing % Fixed Term loans maturity profile at 31/01/25 % Market LOBO loans 1st call option profile at 31/01/25 Lower Limit for 2025/26 % Upper Limit for 2025/26 % Under 12 months 24.88% 2.26% 0 50% 12 months and within 24 months 6.92% 3.40% 0 50% 24 months and within 5 years 17.14% 2.49% 0 50% 5 years and within 10 years 18.15% 0.00% 0 100% 10 years and within 20 years 15.57% 0.00% 0 100% 20 years and within 30 years 1.13% 0.00% 0 100% 30 years and within 40 years 5.34% 0.00% 0 100% 40 years and within 50 years 1.81% 0.00% 0 100% 50 years and above 0.91% 0.00% 0 100% Total 91.85% 8.15% 0 100% Treasury Investment Strategy 95. The CIPFA Code requires the Council to invest funds prudently and have regard to the security and liquidity of its investments before seeking the highest rate of return, or yield. Appendix D2 - Treasury Management Strategy Statement 2025/26 96. The Council aims to be a responsible investor and will consider environmental, social and governance (ESG) issues when investing, but only after first ensuring it meets its primary objectives set out above. 97. ESG considerations are increasingly a factor in global investors’ decision making, but the frame work for evaluating investment opportunities is still developing and therefore the Council does not currently include ESG scoring or other real -time ESG criteria at an individual investment level. When investing in banks and funds, the Council will aim to utilise those that are signatories to the UN Principles for Responsible Investment, the Ne t Zero Asset Managers Alliance and/or the UK Stewardship Code. 98. All banks, building societies and money market funds appearing on the Council’s current counterparty list are signatories to the UN Principles for Responsible Investment. In addition, all money market funds are signatories to the Net Zero Asset Managers Alliance and/or the UK Stewardship Code. 99. The Council holds significant invested funds, representing income received in advance of expenditure plus balances and reserves. For the year up to 31 st December 2024, the Council’s average investment balances have been £ 62.3m (£83m in 2023/24) with a peak of £109.6m in July. Higher balances are primarily driven by business rates received which were yet to be paid to government, grants received in advance of expenditure, and borrowing taken in advance of need to secure favourable rates and hedge against base rate rises . The budget assumption for 2025/26 is average cash balances of £45m. 100. When investing funds, the Council looks to balance risk and return, minimising the risk of incurring losses from defaults, and the risk receiving unsuitably low investment income. Balances are not expected to be invested more than one year, however, should this occur , the Coun cil will aim to achieve a total return that is equal or higher than the prevailing rate of inflation, in order to maintain the spending power of the sum invested. 101. The Council intends to continue with the existing strategy of placing £15m in long- dated strategic pooled funds to complement investment returns and ensure minimum balances are held to comply with the MiFID II directive. 102. Under the IFRS 9 standard, the accounting for certain investments depends on the Council’s “business model” for managing them. The Council aims to achieve value from its treasury investments by a business model of collecting the contractual cash flows and therefore, where other criteria are also met, these investments will continue to be accounted for at amortised cost. Appendix D2 - Treasury Management Strategy Statement 2025/26 103. The IFRS 9 statutory override for fair value gains and losses on pooled investment funds was extended but expires in 2025/26. It is highly uncertain that the override will be extended beyond that time period, although a government consultation has recently been undertaken asking local authorities for their views on a further extension. The Council has responded asserting that the extension should be made. To mitigate the risk in case the statutory override is not extended, an amount of £1.25m, approximating to the current fair value loss on the pooled funds, is included in the 2024/25 monitoring forecast as funding from the in year Treasury under spend to be set aside in an earmarked reserve to cover the risk of being required to account for this unrealised loss in 2025/26. The outcome of the recent government consultation has however raised the possibility the override may be continued for existing pooled investments. 104. The Corporate Director of Finance under delegated powers will , on a daily basis, determine the most appropriate form of investments, in keeping with investment objectives, income and risk management requirements. Investments will also be made with reference to the approved investments detailed in Table 17. Activity concerning the cor e strategic investment portfolio will be reported monthly to Cabinet. Bail-In Risk 105. Banking reform legislation was incorporated into UK law from January 2015 and exposes the Council to bail-in risk on all unsecured bank deposits. The risk of bail- in is effective at the point when banks are considered underperforming rather than once, they have failed. With most large entities either exempt or not exposed, local authorities will be one of the primary bail -in targets with a potential loss of 100% of the deposit. 106. There are several secure deposits available to the Council to reduce bail -in exposure. Secure deposits include Covered Bonds (fixed and floating rate notes) and Repurchase Agreements (REPO's). Secure deposits are longer in duration and can be difficult to invest as a result. The majority of the Councils investments must remain liquid to fund cash flow requirements, resulting in bail -in risk being inherent in the Council's investment portfolio. 107. Government: Loans to, and bonds and bills issued or guaranteed by, national governments, regional and local authorities and multilateral development banks. These investments are not subject to bail-in, and there is generally a lower risk of insolvency, although they are not zero risk. Investments with the UK Government are deemed to be zero credit risk due to its ability to create additional currency and therefore may be made in unlimited amounts for up to 50 years. Appendix D2 - Treasury Management Strategy Statement 2025/26 108. Secured investments: Investments secured on the borrower’s assets, which limits the potential losses in the event of insolvency. The amount and quality of the security will be a key factor in the investment decision. Covered bonds , secured deposits and reverse repurchase agreements with banks and building societies are exempt from bail -in. Where there is no investment sp ecific credit rating, but the collateral upon which the investment is secured has a credit rating, the higher of the collateral credit rating and the counterparty credit rating will be used. The combined secured and unsecured investments with any one count erparty will not exceed the cash limit for secured investments. 109. Banks and building societies (unsecured): Accounts, deposits, certificates of deposit and senior unsecured bonds with banks and building societies, other than multilateral development banks. These investments are subject to the risk of credit loss via a bail-in should the regulator determine that the bank is failing or likely to fail. See below for arrangements relating to operational bank accounts. 110. Money Market Funds (MMF's): Pooled funds that offer same-day or short notice liquidity and very low or no price volatility by investing in short-term money markets remain an important vehicle in the Council’s investment portfolio . Money Market Funds may reduce the risk of bail -in as they have the advantage over bank accounts of providing wide diversification of investment risks, coupled with the services of a professional fund manager in return for a small fee . Although no sector limit applies to money market funds, the Council will diversify over a variety of MMF providers to ensure access to cash at all times. Where MMF’s participate, the Council utilises the facilities of a MMF portal to make subscriptions and redemptions. The portal procedure involves the use of a clearing agent; however, the Council’s funds are ring-fenced throughout the process. 111. Strategic Pooled Funds: Bond, equity and property funds including exchange traded funds, that offer enhanced returns over the longer term but are more volatile in the short -term. These allow the Council to diversify into asset classes other than cash without the need to own and manage the underlying investments. Because these funds have no defined maturity date, but can be either withdrawn after a notice period or sold on an exchange, their performance and continued suitability in meeting the Council’s investment objectives will be monitored regularly. Credit Risk 112. The Council understands that credit ratings are good, but not perfect, predictors of investment default. Full regard will therefore be given to other available information on the credit quality of the organisations in which it invests, including credit default swap prices, financial statements, information on potential Appendix D2 - Treasury Management Strategy Statement 2025/26 government support, reports in the quality financial press and analysis and advice from the Council’s treasury management adviser. No investments will be made with an organisation if there are substan tive doubts about its credit quality, even though it may otherwise meet the above criteria. 113. The Council’s in-house investments are made with reference to the outlook for the UK Bank Rate, money market rates and other macroeconomic factors. In any period of significant stress in the markets or heightened counterparty risk, the fallback position is for investments to be placed with central government’s Debt Management Office (DMO), to purchase UK Treasury Bills or deposits with other local authorities. The rates of interest from the DMO may be below the equivalent money market rates in most cases, but this is an acceptable counterbalance for the guarantee that the Council’s principal sum invested is secure. High Credit Quality 114. The Council has defined "high credit quality" for deposits and investments in organisations and securities as those having a minimum credit rating of A- for UK counterparties, A+ for overseas counterparties and AA+ for non -UK sovereigns. Covered Bonds will be restricted to bond issues of AA or above. 115. When determining the minimum acceptable credit quality, the Council will not only consider the credit rating criteria above but also advice from Arlingclose, information on corporate developments and market sentiment towards investment counterparties. For credit rated counterparties, the minimum criteria will be the lowest equivalent long-term ratings assigned by Fitch, Moody’s and Standard & Poor’s (where assigned). Long-term minimum: A- (Fitch); A3 (Moody’s); A- (S&P). The Council will aim to have a weighted average credit score of A - for the rated element of its investment portfolio and treasury investments in the sectors marked with an asterisk in Table 17 will only be made with entities whose lowest published long-term credit rating is no lower than A-. 116. To diversify investments within the portfolio, funds will be placed with a range of counterparties which meet agreed minimum credit risk requirements. No investments will be made with an organisation if there are substantive doubts about its credit quality, even though it may otherwise meet the above criteria. Diversification will be achieved by applying individual limits with each counterparty; for unsecu red deposits this is capped to £6.5m. Varying instruments and investment periods will be utilised to meet liquidity requirements and mitigate risks. Table 17 shows investment limits and allowable instruments.

Appendix E PAY POLICY STATEMENT - April 2025 1. Purpose 1.1. The Localism Act 2011 requires relevant authorities (including London Boroughs) to prepare and publish an annual pay policy statement. 1.2. The Local Government Transparency Code outlines the mandatory requirement for local authorities to publish an organisational chart of the top three management tiers together with details of senior employee salaries above £50,000. 1.3. This pay policy statement responds to the recommendations of the Hutton Review of Fair Pay in the Public Sector (March 2011) by ensuring transparency of pay policies within the Council to residents. 2. Approval 2.1. The pay policy statement must be approved annually by a Full Council meeting of democratically accountable members. 3. Scope 3.1. The pay policy applies to the Council's employees only and schools may have separate arrangements. An additional pay policy for teachers employed and working directly for the Council will be published on the Council's website. 4. Communication 4.1. The approved pay policy statement will be published on the Council’s website as soon as is reasonably practicable once approved or amended by Full Council. 5. Publication & Access to Data 5.1. Details of all Chief Officers’ remuneration will be published on the Council’s website and updated annually. This information will also be included in the Council’s annual statement of accounts which will also be published on the Council’s website. 5.2. This information will be provided in an open ‘machine -readable’ format such as MS Excel, allowing for open re-use, including commercial and research activities, in order to maximise value to the public. Appendix E 6. Definitions Chief Officers 6.1. The definition of Chief Officers used in this pay policy , as set out in section 43(2) of the Localism Act (2011) includes the Council’s Chief Executive Officer and Corporate Directors, as well as their direct reports. Lowest Paid Employees 6.2. The Council operates a nationally agreed job evaluation scheme, and nationally agreed pay rates are linked to this scheme. Roles falling within the nationally negotiated APT&C framework are evaluated using the Greater London Provincial Council (GLPC) Job Evaluation Scheme. 6.3. The lowest graded roles in the Council are those evaluated at Scale 1 therefore our lowest paid employees are defined as those performing roles at this evaluated grade. The Council’s commitment to this grading scheme, and nationally negotiated pay rates, constitutes our policy towards our lower paid workers. However, the Council is also committed to paying the London Living Wage as a minimum (see section 8 below). Remuneration 6.4. Remuneration is defined as the total of all payments made to an individual officer including salary, expenses, performance related pay, recruitment or retention premia, additional responsibility payments, together with any other additional payments , including charges, fees, allowances and enhancements to pension entitlement made to the officer. Pay Multiples 6.5. Pay multiples refer to the ratios between 2 salaries (e.g. the pay multiple between a salary of £60,000 and £20,000 would be 3). 7. Job Evaluation 7.1. All job roles within the Council (apart from those subject to national grading prescription) are graded using nationally recognised job evaluation schemes. The purpose of job evaluation is to ensure that remuneration is set at an appropriate level in line with the responsibilities of the job role. 7.2. All roles graded within the local g overnment pay spine negotiated by the National Joint Council for Local Government Services (salaries betw een £27,345 and £ 724801) are evaluated using the Greater London Provincial Council (GLPC) Job Evaluation Scheme. Where roles fall within other national conditions, the appropriate job evaluation scheme would be used for those roles (for example Soulbury Scale). 1 The salary ranges quoted cover the period to 31 March 2025 subject to an in-year amendment following the nationally agreed Local Government Pay Award. Appendix E 7.3. Roles falling within scope of the JNC framework (salaries between £74,262 and £233,393) and those of the Chief Executive Officer and Corporate Directors are evaluated using the Local Government Employers (LGE) Senior Manager Job Evaluation Scheme. 8. London Living Wage 8.1. The Council is committed to paying, as a minimum, the London Living Wage ( LLW) to all directly employed staff (excluding some apprenticeships and those waiting to commence apprenticeships). Where basic pay, together with any pay supplements, falls below the LLW an additional allowance will be paid to bring that employee's pay up the LLW. 8.2. Any annual increases related to the LLW will be applied on the 1 April. 9. Appointments to Chief Officer posts and remuneration levels 9.1. All Chief Officer appointment and remuneration decisions are subject to the a pproval of an Appointments Committee consisting of cross-party Council members. 9.2. Appointment to the post of Chief Executive Officer is also subject to the approval of full Council, in accordance with the Council’s constitution. 9.3. Remuneration levels are set within the relevant pay scale as follows: Internal Appointments i) Chief Officers promoted to a new role at a hi gher grade will be appointed at a point on the new salary band that demonstrates a substantive increase on their current salary reflecting the new and additional responsibilities, as determined by the Appointments Committee. ii) Chief Officers moving to a new role evaluated at a minimum of one grade lower than their current grade will be appointed on a salary at the maximum of the new, lower salary band. External Appointments 9.4. External appointees to Chief Officer roles will normally be appointed at the lowest point of the salary range for the post. However, the Appointments Committee may be required to consider the applicants current salary and other market factors to determine an appropriate salary offer. Where it is necessary to offer a salary higher than the lowest point on the salary scale the Appointments Committee will evidence an objective rationale for this decision. 9.5. The terms of reference for the Appointments Committee includes all remuneration decisions on new Chief Officer appointments. 10. Salary Benchmarking 10.1. The Council completes an annual benchmarking review of Chief Officer pay using available information across all London Boroughs. This exercise is used to ensure that the Council’s approach to reward of Chief Officers fairly reflects the conditions within the local recruitment market. Appendix E 10.2. The Council's objective is to position its remuneration of Chief Officers to ensure that the Council can remain competitive within the local recruitment market whilst ensuring that high calibre leaders can be recruited and retained. 11. Remuneration Levels 11.1. This pay policy statement sets out the Council’s current approach to Chief Officer Pay, and any in-year changes to the policy will require full Council approval. 11.2. Through approval of this pay policy statement full Council approves new appointments to existing Senior Chief Officers posts which attract potential salary packages (including salary, fees, allowances or benefits in kind routinely payable to the appointee) of over £100,000. 11.3. All Tier 1/2 and some Tier 3 officers have the potential to be paid at this remuneration level. These posts are - 11.4. Tier 1 and 2 (where pay ranges of over £100k are paid)  Chief Executive  Corporate Director, Finance  Corporate Director, Place  Corporate Director Homes & Communities  Corporate Director, Children’s Services  Corporate Director, Adult Social Care & Health  Chief Operating Officer – Corporate Services  Director of Operational Assets  Director of Safeguarding, Quality, Partnerships & Children’s Residential  Director of Children’s Social Care  Director of Planning & Sustainable Growth  Director SEND & Education  Director of Transformation and Business Change  Director, Pensions, Treasury & Statutory Accounts  Director of Procurement & Commissioning  Head of Democratic Services  Head of Capital Programme  Head of Strategic Finance  Assistant Director First Response 11.5. There are o ngoing c hanges to the structure of Directorates and service areas which is resulting in changes to some of the job roles and job titles from the last published version of the pay policy. The transition to new structure s is ongoing over this fin ancial year and the list of tier 3 roles is therefore going to change as we move on with the change programme. 11.6. This ongoing process to review council structures means that although the number of officers in scope of the potential to earn over £100k at Tier 3 is subject to change, 80% of the roles will not reach this level for c. 5 years (depending on pay award). Appendix E Tier 3 (where pay ranges of over £100k can potentially be paid 2)  Assistant Director Immediate Response  Assistant Director Sustained Support  Assistant Director Children Family Support Services  Assistant Director Children in Need of Help & Protection  Assistant Director Direct Care & Business Development  Assistant Director Planning Regen & Environment  Assistant Director Permanence & Specialist Service  Assistant Director for Education  Assistant Director of SEND & Inclusion  Chief Accountant  Deputy Principal Lawyer  Director of Environment  Director-Strategic & Operational Finance  Finance Manager Control Accounting  Head of Business Intelligence  Head of Corporate Communications  Head of Counter Fraud  Head of Development Management & Building Control  Head of Digital  Director of Community Safety & Enforcement  Head of Environmental Specialists  Head of Finance  Head of FM, Planned Works & Compliance  Head of Green Spaces, Sports & Culture  Head of Highways  Head of Housing Management  Head of Housing Strategy & Policy  Head of Housing Needs  Head of HR  Head of Internal Audit & Risk Assurance  Head of Legal  Head of Libraries & Cultural Services  Head of Parking Services  Head of Programme Management Education & SEND  Head of Public Protection & Enforcement  Head of Repairs & Engineering  Head of Repairs, Voids & Caretaking Services  Head of Residents Hub  Head of Revenues & Benefits  Head of Safeguarding Arrangements  Head of Safer Community & Vulnerability  Head of Strategic Planning & Regeneration  Head of Technology  Head of Transportation 2 Not all officers listed are currently paid at this level, however these posts are evaluated in a pay range which can exceed £100k. These job titles may change in-year subject to organisational change. Appendix E  Head of Waste Services  Principal Lawyer  Solution Design & Cloud Operations Manager  Strategic Sourcing Manager 12. Additional Payments Recruitment & Retention premia 12.1. The Council’s nationally agreed pay structures normally allow for the competitive recruitment and retention of high calibre Chief Officers. 12.2. Exceptionally the Council may need to respond to external market conditions when recruiting or retaining employees with specific skills, knowledge or capabilities. In order to respond to short to mid -term shortages within the employment market the Council can apply a recruitment and retention premia payment to Chief Officer roles through the application of the Council’s Market Factor Supplements policy. 12.3. All such premia payments must be supported by benchmarking data to determine genuine scarcity within the market and to determine the level of any agreed additional payments. The Appointments Committee must ratify all recruitment and retention premia. These payments should be reviewed on at least an annual basis to ensure the prevalent market conditions that form the basis of payment remain in force. 12.4. Any such payments to Chief Officers will be published annually on the Council’s website together with the annual pay policy statement. Additional Responsibility payments 12.5. Where a Chief Officer assumes substantive additional responsibilities, for example covering the duties of another vacant role, then an additional responsibility payment (an honorarium) can be made. These payments must be approved by the Chief Executive and the Leader of the Council and ratified by the Appointments Committee. Car Allowances 12.6. No essential user allowances are paid to Chief Officers for travel or using a car. Expenses incurred 12.7. The Council provides all staff required to travel with access to Payment Cards to ensure expenses claims are only made in exceptional circumstances. Any claims for expenses and mileage are receipted and limited to the levels set out in the NJC for Local Government Services agreement. HMRC rates are applied for any business-related fuel reimbursement. 13. Salary Progression & Performance Related Pay 13.1. Chief Officer and Head of Service salary progression is subject to performance and is assessed annually as part of the Council’s performance appraisal process. There is no pay Appendix E progression for Chief Officers who do not demonstrate the required stan dards within their role. 13.2. Chief Officers and Heads of Service who fully meet the expected performance standards of their role can progress along their pay scale annually. 13.3. The Council does not operate an “earn back” pay system for its officers, but Chief Officer incremental salary progression is subject to performance assessment. 14. Payments for local election duties 14.1. Council staff can be employed on election duties of varying types. The fees paid to Council employees for undertaking these election duties vary according to the type of election they participate in, and the nature of the duties they undertake. 14.2. Returning Officer duties (and those of the Deputy Returning Officer) are contractual requirements, and fees paid to them for national elections/referendums are paid in accordance with the appropriate Statutory Fees and Charges Order and are paid by the body responsible for the conduct of the election. 15. Bonus Payments 15.1. No bonus payments are made to employees of the Council, including Chief Officers. 16. Redundancy and Severance Payments 16.1. The Council’s policy on levels of r edundancy payments are set out in Early Termination of Employment Compensation Payments Policy. 16.2. In instances where a candidate for a vacant position within the Council has received a severance payment from th e London Borough of Hillingdon ( including any redundancy payment) within the last year, the Chief Executive Officer must approve any proposed appointment. 16.3. Section 18 outlines the impact of re-employment and effect upon LGPS pensions. 17. Chief Officer Pay Multiples . 17.1. The pay multiple between the salary of the Council’s lowest paid employees and the Chief Executive officer, together with that between the chief executive’s salary and the Council’s median salary, will be published annually. An explanation will be provided to account for any changes in the pay multiples from those previously reported. 17.2. The pay multiple between the salary of the lowest paid employees (£27,345) and the Chief Executive officer is 8.3 (a reduction from previous year)3. 17.3. The current pay multiple between the Council’s median salary (£38,058) and that of the Chief Executive officer is 5.9. 3 This pay multiple is based on salaries as of 31 March 2024 and will be subject to an in-year amendment following the nationally agreed Local Government Pay Award. Appendix E 18. Pensions 18.1. The Council’s policy covering re -employment to a position with eligibility to join the Local Government Pension Scheme (LGPS), states that the total of the pension and salary from the re -employment, should not exceed the index linked value of the salary on leaving employment. Should earnings exceed this level, then the pension will be subject to a temporary reduction of the excess, for the duration of re-employment. 18.2. Further information regarding the impact on previous employees with a LGPS pension and re-employment is available on the Council’s website at the following web address - http://www.hillingdon.gov.uk/index.jsp?articleid=6487 19. Management of Workforce Costs 19.1. The latest projections for workforce costs are presented monthly by the Council’s Chief Finance Officer to the Cabinet as part of the Monthly Budget Monitoring Report.

Appendix F – Budget Consultation Feedback 2025/26 Budget Consultation Feedback Overview of Consultation Process  This report highlights the key findings of the Budget Consultation 202 5-26 conducted by the London Borough of Hillingdon from 13 December 2024 to 26 January 2025.  The purpose of the consultation was to seek views from residents and local businesses on Hillingdon Council's budget proposals for 2025-26.  The consultation was publicised: o On Hillingdon Council's website o Through the Council’s social media platforms  Information about the consultation was also sent directly to: o Residents on the Council's Customer Engagement database; o Residents' associations in the borough.  The survey received 113 responses, a decrease of 210 responses from last year.  The total number of responses and key themes from all open questions are shown in the Survey results.  All results are unweighted.  Results are based on all respondents unless otherwise stated. Appendix F – Budget Consultation Feedback Summary of key findings  99% of the respondents are residents, 1% are on behalf of local businesses or organisations.  38% of respondents are satisfied with the budget proposals, 52% are dissatisfied, which leaves 10% neither satisfied nor dissatisfied with the Council’s budget proposals.  40% of the respondents agree that the budget proposals give residents and local businesses value for money, with 42% disagreeing, leaving 18% neither agreeing nor disagreeing that the budget proposals give value for money.  51% of respondents feel well informed about the budget proposals, leaving 49% feeling not informed. The document is structured by firstly presenting the survey results and secondly presenting the demographic and background information on respondents. Appendix F – Budget Consultation Feedback Survey results Q1: How satisfied are you with the Council's budget proposals for 2025/26? Response Number of Responses Percentage of Responses Very Satisfied 30 27% Somewhat Satisfied 13 11% Neither Satisfied nor Dissatisfied 11 10% Somewhat Dissatisfied 26 23% Very Dissatisfied 33 29% Total 113 100% Q1a. Please tell us why: Positive Comments suggest that respondents agree for the following reasons:  Low Council Tax Rates compared to other boroughs  Good Waste Management – weekly collection  Worth the money for our Parks Negative  Opposed to the further increase in Council Tax  Concerns on Waste Management and Street Cleaning – with comments including the borough is in need of collection bins as current bin bags are torn apart by foxes and left for the Residents to clean up.  Concerns about Parking Charges increases  Concerns on the condition of the roads and pavements.  Concerns as never in support of the working class who just get by  Concerns on priorities, suggesting the priorities are wrong  Concerns on Music School tours finishing. Appendix F – Budget Consultation Feedback Q2: To what extent do you agree or disagree that the budget proposals give value for money to local people and businesses? Response Number of Responses Percentage of Responses Strongly Agree 32 28% Tend to Agree 13 11% Neither Agree nor Disagree 20 18% Tend to Disagree 20 18% Strongly Disagree 28 25% Total 113 100% Comments on question 2 are a continuation of the same themes raised under question 1. Q3: How well informed, if at all, do you feel about the budget proposals? Response Number of Responses Percentage of Responses Very Well Informed 28 25% Fairly Well Informed 30 26% Not Very Well Informed 38 34% Not Informed At All 17 15% Total 113 100% Q3a: Are there any other comments you would like to make about the council's budget proposals for 2025-26? Most comments were in line with those raised under question 1. Other comments included:  Lack of Accessible and Clear Reporting.  Enhance Engagement : Hold town hall meetings, digital consultations and workshops to gather feedback and build the trust with Stakeholders. Appendix F – Budget Consultation Feedback Survey Results – Demographic and Background Information Q4. Are you completing this survey...? Response Number of Responses Percentage of Responses As a resident 112 99% On behalf of a local business 1 1% Total 611 100% Q5. Please tell us your postcode: Response Number of Responses Percentage of Responses HA4 30 27% HA5 8 7% HA6 2 2% UB3 29 26% UB4 8 7% UB7 9 8% UB8 12 10% UB9 2 2% UB10 12 10% Other 1 1% Total 113 100% Q6. Please tell us the name of your business or organisation: Response Number of Responses Percentage of Responses Fruity Fresh 1 100% Total 1 100% Q7. Please tell us the postcode of your business or organisation: Response Number of Responses Percentage of Responses HA6 1 100% Total 1 100% Appendix F – Budget Consultation Feedback Q8: Are you: Response Number of Responses Percentage of Responses Female 55 49% Male 51 45% Prefer not to say 7 6% Total 113 100% Q9: How old are you? Response Number of Responses Percentage of Responses Under 18 1 1% 18 to 24 7 6% 25 to 34 21 19% 35 to 44 41 36% 45 to 54 18 16% 55 to 64 10 9% 65+ 15 13% Total 210 100% Other Responses Received Outside of the Consultation Survey  There were no Petitions, Letters or emails that were received in response to the consultation Survey. Appendix F – Budget Consultation Feedback Comments from Select Committees on Cabinet’s 2025/26 budget proposals As part of the Constitution (Budget and Policy Framework Procedure), the Council’s select committees have a statutory role to review and comment on the Cabinet’s draft budget proposals before the final budget is recommended to full Council. The budget proposals were set out by Cabinet on 12 December 2024 and at select committee meetings in January, consideration was given to the draft budget proposals relating to the remit of each committee. The formal comments of the select committees, whether approved at the meeting or through delegated authority after the meeting as agreed by the Chair, in consultation with the Opposition Lead, are set out below: Select Committee Comments Children, Education & Families Select Committee (7 January 2025) The Committee recognises the vital importance of early help and intervention as a means of supporting Hillingdon families and young people. With the continued growth in demand-led services, and the challenging financial times for local authorities, officers are to be congratulated with the work undertaken to develop and deliver programmes such as ‘Staying Close’, a review of the Early Years Operating Model and a new Care Operating Model which aims to provide a cost-effective service. As with all budget proposals, however, it is essential that stringent monitoring is continually in place, but the Committee welcomes the proposals under its remit. Corporate Resources & Infrastructure Select Committee (9 January 2025) 1. This Committee has Cabinet Member lines of accountability to 5 of the 7 Cabinet Members, including areas of responsibility held by the Leader of the Council. Each of the portfolio areas are complex, high in numbers of challenging subjects and large scale, including high spend subjects. Resulting in the Committee having 26 “heads” of responsibility or topics of interest to investigate and hold to account across these 5 portfolio areas. The number of topics we are able to review and report on is limited to “one- at- a -time” due to other pressures. However; the Committee does often receive multiple reports at meetings and receives multiple service updates from relevant Officers. 2. The 2025 / 2026 Budget Proposals Appendix F – Budget Consultation Feedback 2.1 The Committee notes the budget proposals relating to the areas under our remit and acknowledges not only those but inevitably the effects of pressures and influences outside our remit which effect the overall position. 2.2 There are very high spending and costly service areas frequently noted and referred to in the budget report which in themselves provide the some of the most financially challenging sectors of the Council’s work which impact on virtually all other services. 2.3 The Committee also notes and acknowledges the consistent impact of external and all financial pressures which continue to have a significant impact on budget setting, namely; inflation pressures, rising costs, increased demand for costly services, reduced or inadequate central government funding, adult social care costs and system (such as it is), high demand for specialist children’s services and all of the complex impacting pressures set out in the budget report. The setting of a balanced budget in these circumstances is not only an exceptional challenge from years gone by but a continual complexity in these deeply problematic economic times. 2.4 The Committee note and welcome the financial strategy, and the 8 budgetary aims set out in the Executive Summary. We encourage the Cabinet and Officer team(s) to pursue these aims and this strategy to the fullest extent. 2.5 The Committee are also concerned to ensure that all senior managers, budget holders and decision makers are evermore commercially and financially aware being cognisant of the need to be so. Building a sustainable culture of financial understanding. 2.6 Such a culture as identified in 2.5 will assist in ongoing determination to successfully obtain the savings needed in pursuit of future budgetary balancing. 2.7 The Committee notes the savings programme, the continued development and implementation of the digital and other transformation plans, the careful attention to reviewing all Council Appendix F – Budget Consultation Feedback expenditure so that it is fit for purpose. These being essential factors in setting out the financial position on a better course for the future. 2.8 Set against the national and consequential financial picture, with what many see as an inadequate financial structure for local government, the fact that the Cabinet, in particular the Cabinet Member for Finance and Transformation, and the Officer finance team have been able to produce a balanced budget across the Committee’s service areas is to be commented. Residents’ Services Select Committee (14 January 2025) The Select Committee acknowledges the efforts of officers in addressing significant challenges arising from the increasing demand for housing and homelessness support. Members commend the detailed analysis provided by Council officers, which highlights both the immediate pressures and the innovative steps being taken to manage these issues. The Committee recognises the Council’s prudent use of reserves as a temporary measure and its commitment to rebuilding these reserves, despite external pressures beyond local control. The Committee endorses the Council’s proactive engagement with central government to address critical funding gaps. Current benefit rates, which cover only 5% of private rentals within the Borough, place an unsustainable burden on the homelessness budget. Members emphasise that this is a national issue disproportionately impacting local councils and commend the Council for advocating on behalf of residents for a fairer funding settlement. While the higher-than-expected local government finance settlement is welcome, the Committee notes that it remains insufficient to meet the scale of demand for services. The increasing number of right-to-buy applications is a positive step towards encouraging local home ownership. We support the Council’s efforts to explore innovative and cost-effective approaches, such as cash incentives, to help tenants transition to private housing. However, members emphasise the critical need to safeguard an Appendix F – Budget Consultation Feedback adequate housing stock to meet the growing demand. The Committee commends the Council’s adoption of zero- based budgeting, which strengthens financial accountability and enhances oversight, particularly for senior officers managing service budgets. The Committee also highlights the importance of contingency planning to address potential risks, ensuring the Council remains well- prepared for unforeseen pressures. The Committee commends the Council for its ongoing improvements in digital access, which have significantly enhanced service delivery for residents. While encouraging the Council to continue optimising digital solutions to meet the evolving needs of the community, we also recognise the importance of supporting residents who are not digitally able. We encourage the Council to ensure that accessible, non-digital alternatives also remain available to meet the needs of all residents where possible. In summary, the Committee recognises the good work undertaken by Council officers to navigate persistent challenges in housing and homelessness. However, Members remain concerned about the long-term sustainability of the budget and reiterate their support for continued lobbying and partnership working to secure fairer funding and deliver better outcomes for residents. Health and Social Care Select Committee (23 January 2025) The Committee recognises the dedication of staff in Adult Social Care and their continued efforts to do more with less to support residents in Hillingdon during these financially challenging times. It is this high performance that resulted in the CQC rating Hillingdon as 'Good' in its recent inspection. Whilst there is more than can be done to improve the way that the Council works, Members are aware that, at a time of significant financial pressure, efforts should be directed at maintaining current 'Good' levels of service rather than using the limited resources available to achieve a CQC rating of 'Excellent'. Social workers' use of artificial intelligence is a positive step forward and has improved performance by enabling the Council to act quicker, undertake more assessments and control demand. However, Members have expressed some concern about the Council's reliance on digital Appendix F – Budget Consultation Feedback transformation to deliver the level of savings needed. It will be important to ensure that these savings plans are monitored and that other options are explored should the digital options not achieve the savings expected. Members have requested that the progress, impact and outcomes of the increasing use of Artificial Intelligence be reported back to the Committee. BACKGROUND PAPERS: Minutes of the detailed budget discussions at the above Select Committees:  Children, Families and Education Select Committee on Tuesday 7th January 2025  Corporate Resources & Infrastructure Select Committee on Thursday 9th January 2025  Residents' Services Select Committee on Tuesday 14th January 2025  Health and Social Care Select Committee on Thursday 23rd January 2025

Appendix G: Transformation Capitalisation Expenditure Progress and Plan Directorate 24/25 Homes and Communities 219 Place 274 Finance 1,657 Childrens 2,271 Adults 807 Corporate Services 2,005 Subtotal 8,763 (DSG safety valve set aside) 4,000 Cross Cutting 1,529 Total 12,762 Breakdown of Expenditure (£000’s) Homes and Communities:  Review of the library service (while in Place) (£132)  Reducing Housing Demand (£65)  Invest to save support for service savings projects (£22) Place:  Recycling and Food Waste: Work to divert food waste and recycling from the general waste stream to reduce disposal costs. (£217)  Invest to save support for service savings projects (£56) Finance  Future Financial Systems: Oracle implementation costs (£609)  Finance Review: (£1,048) Children’s  DSG/SEND Improvement Plan: Support to deliver the DSG and SEND improvement programme to address escalating costs and significantly reduce expenditure (saving £108m on DSG and £37m in linked GF interest costs) (£2,271) Adults  Mental Health COVID-19 Recovery Strategy and Post Pandemic reablement (£141)  Increasing in house Care home provision (£171)  Early Years delivery model (£271)  Streamlining assessments, commitments and placements (£162)  Modernising telecare and diagnostic equipment services (£61) Corporate Services  Digital and Technology Innovation Projects: Implementation costs of providing digital, process and transformation support to the Council's savings initiatives (£714)  Transformation Team, Consultancy and Agency support to services: (£1,018)  Corporate Services Improvement Programme: HR and legal support to enable services to deliver savings (£273) Cross Cutting  Systems and Processes Review (£1,529) Directorate 25/26 26/27 Homes and Communities 660 670 Place 880 1,640 Finance 1,000 600 Childrens 6,970 6,870 Adults 630 630 Corporate Services 3,050 2,670 Cross Cutting 3,810 2,670 Total 17,000 15,750 Breakdown of Expenditure (£000’s) Homes and Communities:  Private Sector Housing Improvement Plan (£360): This will improve the supply of private sector housing to address the significant cost escalation on statutory accommodation costs (contributing to the £3.6m of savings in the MTFS)  Housing Commissioning Improvement Plan: (£120) This is an integral part of addressing the temporary and statutory housing growth in demand and cost, by improving the targeting of our accommodation pipeline (contributing to the £3.6m of savings in the MTFS)  Integrated Front Line: (£150) This will redesign and reskill our front line worker model across enforcement, tenancy and other services, allowing us to release capacity, improve enforcement and reduce costs (contributing to the £0.5m of savings in the MTFS)  Community Services Improvement Plan: (£100) This programme will create a more integrated, resident-focussed offer across our cultural, leisure, libraries and advice services (savings in use of staff and premises)  Civil contingencies improvement plan: (£30) Support in refreshing and improving our hub and spoke / embedded delivery approach (offsetting the need for significant capacity increases to meet statutory obligations) Place:  Environmental Services Delivery Model: (£450) In-depth reviews, options analysis and implementation plans for our key environmental services (targeting a reduction in general fund expenditure)  Assets Review and Delivery Model: (£320) In-depth reviews, options analysis and implementation plans for our key asset services (acquisitions, disposals, capital programme, corporate estate management and maintenance, repairs services) to reduce costs  Recycling and Food Waste: (£40) Work to divert food waste and recycling from the general waste stream to reduce disposal costs.  Planning and Growth Reform: (£70) Capturing revenue and streamlining the planning and growth functions to increase income and reduce costs Finance  Finance Improvement Plan: (£500) CIPFA expertise to review and modernise end to end financial management systems in order to ensure that our resources are accurately accounted for and spent wisely in Hillingdon  DSG and Education Finance: (£500) A focussed project to significantly improve the financial systems for the DSG and Education to streamline and better target funding Children’s  DSG/SEND Improvement Plan: (£2400) Support to deliver the DSG and SEND improvement programme to address escalating costs and significantly reduce expenditure (saving £108m on DSG and £37m in linked GF interest costs. A further provision of (£4000) is being set aside to support the DSG safety valve.  Integrated Care Offer: (£350) Implementation and administrative costs of the care home, fostering and related projects to significantly reduce placement expenditure  Adult Education Review: (£70) Options analysis and preferred options to deliver the proposed Adult Education Service savings  Social Care Offer: (150) Implementation of the social work provision reforms linked to the proposed savings target Adults  Sustained Support Service: (£300) Review and reform of placements and care provision to achieve demand management and budget savings (contributing to the £1m of savings in the MTFS)  Immediate Response Service: (£250) This underpins the review and reform of casework and assessments to achieve demand management and budget savings (contributing to the £0.770m of savings in the MTFS)  Commissioning Support: (£80) Review and reduce costs in commissioned care services (contributing to the £1.3m of savings in the MTFS) Corporate Services  Digital and Technology Innovation Projects: (£2600) Implementation costs of providing digital, process and transformation support to the Council's savings initiatives  Corporate Services Improvement Programme: (£450) Implementation costs of providing more efficient technologies, streamline processes and enabling services to reduce council operating costs Cross Cutting  Financial Systems Improvement Programme: (£1500) Technology and digital components of the Finance Improvement Plan  Target Operating Model: (£760) Supporting the redesign of the organisations systems, processes, people and policy frameworks (contributing to the £15m of savings in the MTFS)  Commissioning and Procurement Improvement Project: (£250) Programme of work to streamline our procurement approach, reduce contract costs and identify more cost-effective options for service delivery (contributing to the £1.8m of savings in the MTFS)  Integrated Front Door: (£300) Project to integrate access to services  Service Innovation Fund: (£500) This fund will be used to develop and implement innovative savings opportunities  Restructuring contingency: (£500) Support for costs associated with employment changes arising from implementing service reviews

Cabinet report – 20 February 2025 (Part 1 Public) THE SCHOOLS BUDGET 2025/26 Cabinet Members & Portfolios Cllr Martin Goddard – Finance and Transformation Cllr Susan O’Brien – Children, Families and Education Responsible Officer Richard Ennis, Corporate Director of Finance Report Author & Directorate Luisa Hansen (Head of Finance – Children’s and Education) Papers with report N/A HEADLINES Summary This report seeks Cabinet’s approval for the Schools Budget for 2025/26 as required by the Department for Education (DFE). Putting our Residents First Delivering on the Council Strategy 2022-2026 This report supports our ambition for residents / the Council of: An efficient, well-run, digital-enabled council working with partners to deliver services to improve the lives of all our residents This report supports our commitments to residents of: A Digital-Enabled, Modern, Well-Run Council This report supports our commitments to residents of: Thriving, Healthy Households Financial Cost Funding for the Schools Budget is provided by the DFE through the Dedicated Schools Grant (DSG) and as such has no direct impact on the Council’s budget requirement. Select Committee Children, Families & Education Ward(s) All RECOMMENDATIONS That the Cabinet: 1. Approve the Dedicated Schools Grant budgets for 202 5/26 as set out in paragraph 1.2, Table 2 below. 2. Approve the Primary and Secondary schools block funding formula for 202 5/26 as set out in paragraph 2.3 below. Cabinet report – 20 February 2025 Page 2 (Part 1 Public) 3. Note the Early Years Funding Formula allocation, for which a consultation with Early Years providers is currently underway as set out in paragraph 3.2 and 3.8 below. 4. Note that the indicative budget for the High Needs block was set out in the Council’s DSG Management Plan submission to the DfE and that the final 2025/26 income and expenditure budgets for the High Needs Block was dependent on the decisions taken by the DfE in relation to the School Block Transfer disapplication . This has now been updated and a revised DSG Management Plan will be updated in due course to reflect the Secretary of State’s decision to award a 0.5% Sc hools Block Transfer as set out in Table 2 below. 5. Should any further Council approval regarding the Schools Budget 202 5/26 be required, agree to delegate authority for this to the Leader of the Council, in conjunction with the Cabinet Member for Finance & Transformation and Cabinet Member for Children, Families & Education and in consultation with the Corporate Director of Finance, to determine under urgency provisions. 6. Request the waiver of the scrutiny call -in period, in accordance with constitutional obligations, so that schools can be formally notified of the ir approved individual budgets by the 28th February 2025. Reasons for recommendation(s) 1. Cabinet is the decision-making body for schools funding issues, and decisions are required on the arrangements to allow for the final School Block budget and Early Years budget funding allocations to be provided to schools by 28th February 2025. 2. The School and Early Years Finance (England) Regulations 202 5 requires the Council to consult the Schools Forum on a range of financial matters prior to making decisions on them. On 28th January 2025 the Council consulted the Schools Forum on the 202 5/26 Schools Block and Early Years funding allocations. 3. The DfE issued the allocated funding for each block of the DSG for Hillingdon for 2025/26 on 18th December 2024 with the DSG Conditions of Grant document. 4. This report now asks Cabinet to agree the recommendations following these consultations with School Forum and provide relevant delegated authority to be able set the 202 5/26 DSG budgets within the required time frames. Alternative options considered / risk management 5. Cabinet could decide to recommend that the Schools Forum reconsider the proposed Primary and Secondary schools funding formula and the Early Years Funding Formula. 6. The recommended Schools Budget 2025/26 contains a contingency for in year growth for expanding schools. Cabinet report – 20 February 2025 Page 3 (Part 1 Public) Democratic compliance / previous authority 7. Cabinet approval is required to agree the Schools Budget. A request is proposed to be made to the Chair of the relevant select committee to waive the scrutiny call -in period on the decision Cabinet makes. This is because the call-in period overlaps with the date that schools must be legally notified of their budgets (28 February). Select Committee comments 8. None at this stage. However, the Children, Families & Education Select Committee have been briefed on the Schools Budget as part of the 2025/26 budget process. SUPPORTING INFORMATION 1.1 Overall Dedicated Schools Block Allocations from the DfE 1.1 The Education and Skills Funding Agency (ESFA) published the draft authority level DSG allocations for the schools, central school services, early years, and high needs blocks on 18th December 2024. 1.2 Table 1 sets out the published baseline DSG funding for 2025/26, compared to the 2024/25 DSG allocation that was updated in November 2024 from £385,990,092 due to an increase in the Central Services Block allocation of £33,784, a decrease in the Early Years Block allocation of £70,709 and an increase in the High Needs Block allocation of £940,326. An overall change to the initial allocations for 2024/25 of £903,401. Table 1: DSG Funding Allocations for 2025/26 DSG Funding 2024/25 DSG Funding 2025/26 Change in Funding % change Funding Block Schools Block 280,971,388 299,426,354 18,454,966 6.57% High Needs Block 66,700,364 71,632,804 4,932,440 7.39% Early Years Block 36,758,514 48,177,150 11,418,636 31.06% Central Services Schools Block 2,463,277 2,511,016 47,739 1.94% Total DSG Budget 386,893,543 421,747,324 34,853,781 9.01% Cabinet report – 20 February 2025 Page 4 (Part 1 Public) Table 2: DSG Funding Allocations for 2024/25 and 2025/26 – with adjustments for the Schools Block Transfer to the High Needs Block, 0.75% (£2.098m) and 0.5% (£1.497m) respectively: DSG Funding 2024/25 DSG Funding 2025/26 Change in Funding % change Funding Block Schools Block 278,873,243 297,929,222 19,055,979 6.83% High Needs Block 68,798,509 73,129,936 4,331,427 6.30% Early Years Block 36,758,514 48,177,150 11,418,636 31.06% Central Services Schools Block 2,463,277 2,511,016 47,739 1.94% Total DSG Budget 386,893,543 421,747,324 34,853,781 9.01% 1.3 The Teachers Pay Award Grant (TPAG), Teachers Pension Employer Contribution Grant (TPECG) and Central Services Block Grant (CSBG) grants for 2024/25 have been rolled into the Schools Block for 2025/26 and form part of the increase in comparison for 2024/25 to 2025/26. The TPAG, TPECG and CSBG will cease to exist as separate grants upon being rolled into schools block. Academies who get their grants on an academic year basis will continue to get TPAG, TPECG and CSBG grants for April to August 2025. 2.0 School Block Allocations 2.1 The final allocation of Hillingdon ’s 2025/26 Schools Block DSG has been received from the Education and Standards Funding Agency (ESFA) and this is £299.426m before recoupment and including the TPAG, PTECG and CSBG grants that have been rolled into the schools block for 2025/26 and will not be paid separately to schools in 2025/26 (academies will continue to get their 3 grants from April 25 to August 25 in line with their other academic year funding). 2.2 In 2025/26, as in previous years, each local authority will continue to set a local schools funding formula, in consultation with local schools. In July 2021, DfE published a consultation on proposals for completing their reforms of the funding system, whe reby individual schools' budgets would be set directly through one single national formula, rather than local funding formulae. The consultation proposed that, from 2023/24, local authorities will be required to bring their own formulae closer to the schools National Funding Formula (NFF), to smooth the transition. 2.3 The 2025/26 local schools funding formula will be set by the Council using the following:  each school will receive a minimum increase in their per pupil funding as per the DfE minimum allocations.  the Minimum Funding Guarantee (MfG) is between -0.5% and 0% and the schools budget will be set in accordance with this. Cabinet report – 20 February 2025 Page 5 (Part 1 Public) The APT is being revised following the Secretary of State approval on 5th February 2025 of a 0.5% Schools Block Transfer. 2.4 The Schools Budgets will be set using the 0.5% schools block transfer and using the ESFA’s Authority Proforma Tool (APT) and operational guidance. The outcome will be reviewed by Schools Forum and the model will take into account the following updates:  Pupil numbers which the ESFA have now been updated for the October 2024 census.  The Council did not meet the criteria for the Falling rolls Fund of 10% between years.  The Schools block transfer of 0.5% - £1.497m. 2.5 The modelling assumes a Growth Fund of £0.251m but this is subject to final Schools Forum decision. 2.6 The DfE have approved the disapplication request and the funding for General Education duties for maintained schools ’ budgets for 2025/26 and will be deducted at £11.02 per pupil from the budget shares maintained schools receive for 2025/26 totalling (£0.200m). 3.0 Early Years Allocations 3.1 The Early Years National Funding Formula (EYNFF) was introduced in April 2017. The Government publishes guidance on how the funding formula should be set and implemented. They also publish the rates that will be allocated to local authorities. 3.2 In terms of the funding formula, the government set the following requirements:  In 2025-26, Local Authorities are required to pass -through minimum of 96% of funding to providers compared to 95% in 2024-25.  The funding formula must have a base rate and can have additional supplements  The maximum, now 4% of block funding, is to be retained centrally.  The department expects local authorities to announce their funding rates to the childcare providers by 28 February 2025.  Local authorities (LA) are required to consult providers on annual changes to their local formula. 3.3 Local authorities are made aware o f the Early Years Block allocation for the following financial years in December of the previous financial year. This allocation is based on the January 2024 census data and is updated throughout the year to reflect the actual take up of the early year settings. 3.4 The same funding streams available for settings in 2024-25 will continue into the financial year 2025-26. Total indicative Early Years Block funding for the financial year 2025 -26 based on the January 2024 census is £48.177m. This is an increase of £11.419m. Majority of the increase coming from the full year effect of 2 -year-old working parent entitlement and under 2s entitlement. Cabinet report – 20 February 2025 Page 6 (Part 1 Public) 3.5 The table below summaries total funding received and percentage of centrally retained funding between 2024-25 and 2025-26 financial years. 3.6 Inclusion fund for 2025 -26 is set at £0. 400m and the early years contingency fund at £0.100m. The final inclusion fund allocation will vary depending on the options selected from those presented below. 3.7 The below compares the Early Years national funding formula rates that the ESFA use to allocated Early Years Block between current 2024 -25 and the 2025 -26 financial years. Funding rate of each setting will differ from these due to the deduction of centrally retained fund, contingency, inclusion fund and various supplements. Table 1: Summary of Early Years Block and Centrally Retained Fund Funding Streams FY 2024-25 FY 2025-26 Increase % increase Universal entitlement for 3 and 4 year olds £18,136,088 £18,684,835 £548,747 3.03% Additional 15 hours for working parents of 3 and 4 year olds £6,013,815 £6,195,776 £181,961 3.03% 2-year-olds of families receiving additional support £2,731,003 £2,828,642 £97,639 3.58% 2 year old working parent entitlement £4,900,368 £7,876,976 £2,976,608 60.74% Under 2s entitlement £4,220,816 £11,672,163 £7,451,347 176.54% Total 3-4, 2 and under 2 year old funding £36,002,090 £47,258,392 £11,256,302 31.27% % of allocated to settings 95% 96% Budget available for settings £34,201,986 £45,368,056 £11,166,071 32.65% % Retained Centrally 5% 4% Centrally Retained Budget £1,800,105 £1,890,336 £90,231 5.01% Other passported grants Early years pupil premium £207,700 £300,630 £92,930 44.74% Disability access Fund £206,570 £234,500 £27,930 13.52% Maintained nursery schools supplementary £342,154 £383,628 £41,474 12.12% Total other grants £756,424 £918,758 £162,334 21.46% Total Early Years Block £36,758,514 £48,177,150 £11,418,636 31.06% Effective funding % of allocated to settings 4.9% 3.9% Table 2: National Funding Formula Funding Rates 2024-25 vs 2025-26 2024 -25 2026 -26 Increase between 24-25 and 25-26 Increase between 24-25 and 25-26 £ (per hr) £ (per hr) £ (per hr) % 3- & 4-Year-olds : Universal and additional 15 hrs 6.61 6.81 0.20 3.03% 2-Year-olds : Families receiving additional support and workign families 9.51 9.85 0.34 3.58% 2-Year-olds working Parent New 9.51 9.85 0.34 3.58% Under 2-Year-olds New 12.95 13.40 0.45 3.47% MNS Supplementary 5.61 6.29 0.68 12.12% Cabinet report – 20 February 2025 Page 7 (Part 1 Public) 3.8 For 2025 -26, local authority is proposing following changes to the 2024 -25 early years funding formula: (a) Remove or phase out the additional needs supplement (b) Introduce a supplement for 2-year-old pupils from a disadvantage background. 3.9 The Local authority is consulting with the School’s Forum on the removal or the phasing out the additional needs supplement in 2025 -26. The intention of this supplement was to ensure that the settings are sufficiently funded for pupils with additional educational needs, who do not currently have an Education Health and Care Plan (EHCP). 3.10 However, the allocation methodology uses prior year Special Educational Needs ( SEN) data to arrive at the current years funding. This meant that the settings would have to put in place additional support for their pupils, with the expectation that they will receive the funding in the following year. This creates a timing mismatch between the funding received and the actual SEN cohort. 3.11 The current SEN supplement also gives settings a SEN supplement for all children receiving funding, whether they have SEN or not. 3.12 The local authority proposes to move towards a “real time” funding method ology that rectifies this discrepancy by using the Early Years Inclusion Fund (EYIF). However, the current EYIF budget and the per pupil amount paid to settings are insufficient to address this issue. Options proposed below address the size of the budget. These options impact the 3–4-year-olds and 2-year-olds funding rates and does not affect the under 2s. 3.13 The table below summarises the expected size of the EYIF under each option. (b) Introduce a supplement for 2-year-old pupils from a disadvantage background. 3.14 Prior to April 2024, only disadvantaged two -year-olds would be eligible to receive funded childcare for up to 15 hours a week. From April 2024, two -year-olds with eligible working parents can also get up to 15 hours of funded childcare. Though this has been beneficial for working parents, with additional children benefiting from the expanded entitlement, the proportion of disadvantaged two -year-olds receiving funded childcare has decreased significantly. This may be because working parents are more able to purchase additional hours of paid for childcare, as so they may be more likely to be able to access childcare. 3.15 From September 2025, the entitlement for working parents to receive funded childcare for their two -year-old is expanding from 15 t o 30 hours per week but the entitlement for disadvantaged two-year-olds will still be for 15 hours a week. This risks further encouraging Table 3: Proposed Inclusion budget for FY 2025-26 Option 1 Option 2 Option 3 Proposed inclusion fundig for 2025-26 £400,000.00 £400,000.00 £400,000.00 Additional contribution from 3-4 year old funding £696,000.00 £417,000.00 £417,000.00 Additional contribution from 2 year old funding £60,000.00 £60,000.00 £36,000.00 Total Inclusion Funding £1,156,000.00 £877,000.00 £853,000.00 Cabinet report – 20 February 2025 Page 8 (Part 1 Public) settings to take children eligible for the working parents’ entitlement, rather than disadvantaged children. 3.16 The proposal to introduce a supplement for disadvantaged two-year-olds is to encourage settings to provide funded hours for these children, by giving settings a higher hourly rate for them, than they will get for two-year-olds eligible for the working parents’ entitlement. 3.17 The consultation is on-going and the final decision will post date the submission date for Cabinet papers so the final decision will need to be made under Recommendation 5. Financial Implications This is a financial report dealing with funding issues affecting schools. The financial impact on Schools Delegated Funding, is that schools will see an increase in per pupil funding when compared with 2024/25 following an increase in the Schools Block funding of 6.57%. It should be noted that school budgets will be protected by the Minimum Funding Guarantee level of -0.5% to 0% per pupil funding. The proposals contained within this report do not affect the General Fund proposals that are considered els ewhere on this agenda, as the School Budget is funded from the ring -fenced Dedicated Schools Grant. RESIDENT BENEFIT & CONSULTATION The benefit or impact upon Hillingdon residents, service users and communities? The approval of the recommendations as set out in this report will enable the distribution and confirmation of the funding arrangements for schools for 202 5/26, including the final individual school budget shares, which must be distributed to schools on or before 28 February 2025. Consultation carried out or required The Council is required to consult with the Schools Forum on any changes to the school funding formula and the Early Years Single Funding Formula as prescribed in the Schools Forums (England) Regulations 2025. The Schools Forum has a limited range of decision-making powers with regards to school funding. In most aspects the Schools Forum role is to advise the Council on decisions that rest with Cabinet, such as the school budget. The main role of the Schools Forum is to be consulted on proposed changes to funding arrangements, including any changes to the School Block funding formula on which the council now has little flexibility as the DFE move towards a Hard National Funding model. Cabinet report – 20 February 2025 Page 9 (Part 1 Public) CORPORATE CONSIDERATIONS Corporate Finance This is a financial report dealing with funding issues affecting schools. The financial impact on Schools Delegated Funding, is that schools will see an increase in per pupil funding when compared with 2024/25 following an increase in the Schools Block funding of 6.57%. It should be noted that school budgets will be protected by the Minimum Funding Guarantee level of -0.5% to 0% per pupil funding. The proposals contained within this report do not affect the General Fund proposals that are considered elsewhere on this agenda, as the School Budget is funded from the ring -fenced Dedicated Schools Grant. Legal The Schools Budget must be set in accordance with the School and Early Years Finance (England) Regulations 2025. BACKGROUND PAPERS Nil