Cabinet

_________________________________________________________________________ - Page 1 - Minutes & Decisions CABINET 7pm, Thursday, 26 June 2025 Meeting held at Committee Room 6 - Civic Centre, High Street, Uxbridge UB8 1UW Decisions Published on: 27 June 2025 Decisions come into effect from: 5pm, Friday 4 July 2025 or as stated Cabinet Members Present: Jonathan Bianco (Vice-Chair, in the Chair) Martin Goddard Susan O'Brien Jane Palmer Steve Tuckwell Members also Present: Wayne Bridges Tony Burles Scott Farley Narinder Garg Kamal Kaur Stuart Mathers Sital Punja Jan Sweeting The Cabinet meeting commenced slightly later than scheduled at 7:12pm to facilitate those attending to watch proceedings. 1. APOLOGIES FOR ABSENCE Apologies were received from Councillor Ian Edwards, Leader of the Council and Councillor Eddie Lavery, Cabinet Member for Community & Environment. 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 22 May 2025 were agreed as a correct record. _________________________________________________________________________ - Page 2 - 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. 5. CLOSURE OF RETAIL OPERATIONS AND REVIEW OF SUPPORT SERVICES FROM THE RURAL ACTIVITIES GARDEN CENTRE RESOLVED: That Cabinet: 1) Agree to cease retail -side operations based at the Rural Activities Garden Centre in West Drayton on or before 31 July 2025, noting its continued loss -making commercial position and the public subsidy required. 2) Agree further consultation on the future of the services at the RAGC site for those in receipt of assessed social care services with a commitment to ensure identified needs continue to be met, along with further consultation with those who attend the RAGC as volunteers and on proposals to: a) Relocate those with assessed care needs to the Civic Centre Campus in Uxbridge to provide enhanced horticult ural services and development opportunities. b) Support voluntary service users to move to partner organisations within the local area offering a more diverse range of activities including horticulture and biodiversity, and opportunities for paid employment positions should they desire to do so. The Council would provide training and assistance where required. c) Consider no change in the location of voluntary and support services for those with assessed social care needs. 3) Note the initial engagement that has taken place with those with assessed social care needs and volunteers, with regard to the proposal and duly considers the petitions and view s received during the petition hearing held on 11 June 2025, as set out in the report. 4) Note that staff consultation has commenced as part of the proposal in relation to the closure of the retail-side of the Centre. 5) Note that there will be further consult ation and engagement with regard to the proposals using independent advocacy, where appropriate. _________________________________________________________________________ - Page 3 - 6) Subject to the co nclusion of the above and taking into account consultations and the Equalities Impact Assessment, delegate authority to the Cabinet Member fo r Community & Environment, to make a decision on the future of the RAGC site and relocation of service provision accordingly. Reasons for decisions The Deputy Leader of the Council introduced the report concerning the proposed closure of the retail opera tions at the Rural Activities Garden Centre. The Deputy Leader clarified that the decision was limited to the retai l aspect and not the broader social care services provided at the site. A minor correction was noted in the report, changing the term “volunteers” to “gardeneers” in a paragraph. The Deputy Leader explained that the retail operations had been financially unsustainable, particularly following the impact of COVID -19. Despite efforts to revive the Centre, it had not recovered, prompting the propo sal to close the retail side. The Deputy Leader explained that this move was consistent with other Council actions to eliminate subsidies in loss -making services, such as theatres and golf courses, which had since improved under new operators. The Deputy Leader reassured attendees that the social care services at Centre would undergo a review and consultation on them. The Council intended to consult with users and explore alternative provisions that could offer enhanced support. All current gardeneers, inc luding those not currently receiving social care, would be offered assessments if they wished. The Deputy Leader a lso addressed public concern, acknowledging petitions and campaign letters, and clarified that the Council had no plans to sell the site at t he current time. Therefore, it was made clear that the issue of designating it as an Asset of Community Value was currently not a relevant consideration at this time. The Cabinet Member for Health and Social Care addressed the meeting to provide a social care viewpoint. The Cabinet Member acknowledged the strong community interest and explained the Council’s commitmen t to person -centred care. The Cabinet Member stated that the proposed changes aimed to improve services by relocating support to the Civic Ce ntre campus in Uxbridge, offering a broader range of activities such as gardening, handiwork, and adult education. The Cabinet Member assured that all individuals with assessed needs would be supported and that social workers were actively engaging with s ervice users and families to ensure any smooth transitions. It was also noted that the Council was also working wit h the voluntary sector to provide opportunities for those without formal care packages as part of the proposal. The Deputy Leader then read out the report’s recommendations, which the Cabinet duly considered and then agreed. Cabinet then agreed a short adjournment of the meeting. _________________________________________________________________________ - Page 4 - Alternative options considered and rejected Cabinet could have decided to make no changes to the Centre and to continue to operate as at present but considered this would not be a financially sustainable option. Relevant Select Committee Residents’ Services & Health & Social Care 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 either select committee individually by 5pm, Friday 4 July 2025. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Karrie Whelan / Steve Brown Directorate Place Classification Public - The report and any background papers relating to this decision by th e Cabinet are available to view on the Council's website or by visiting the Civic Centre, Uxbridge. 6. REPORT FROM RESIDENT SERVICES' SELECT COMMITTEE - HOMELESS PREVENTION AND THE CUSTOMER JOURNEY Cabinet reconvened after a short adjournment. The Chair of the Residents’ Services Select Committee presented the committee’s report into Homeless Prevention and the Customer Journey, a nd its findings, which was warmly received by the Cabinet. RESOLVED: That the Select Committee’s report, which fo cuses on enhancing the resident experience, ensuring process efficiency, staff support and training, and building on existing partnerships an d collaboration in relation to homelessness prevention and the customer journey, be welcomed, and authority be delegated to the Cabinet Member for Planning, Housing & Growth to implement the Committee’s recommendations, as set out below: SELECT COMMITTEE RECOMMENDATIONS 1. Enhancing Resident Experience I. All staff to refer to those applicants who approach the service fo r help as ‘residents’ rather than ‘customers’ or ‘clients’. II. Create a clearer Residents’ Charter: a more accessible guide explaining each stage of the homelessness support process for new applicants, from intake to case closure. This guide will set expectations, reduce confusion, and address common questions. Consider new technologies for instant translation requirements. III. Reconfigure the Housing Reception Centre to provide a more welcoming and empathetic environment within existing budget _________________________________________________________________________ - Page 5 - plans. IV. Continue una nnounced random checks/management oversight of calls and correspondence ensure a high -quality, professional, empathetic, and resident-focused service. V. Continue to gather feedback from residents regarding homelessness services using a simple anonymous feedback form. VI. Actively promote the current suggestion box system to encourage staff to submit suggestions for improving service efficiency and resident interactions. 2. Managing Expectations and Process Efficiency I. Consider incorporating ways to help applicants check their eligibility online for assistance before applying formally. Preventative avoidance can stop unnecessary applications from those who are not entitled, saving time and resources for both the applicants and the Council. II. For applicants in the process, to avoid processing delays, to explore the possibility of using automated text reminders for appointments and deadlines. III. Explore the fea sibility of introducing a self -check-in system for applicants at reception linked to service transformation. IV. Continue to review and update current documentation, guides and resident facing processes in relation to eligibility, case preparation and action planning. 3. Staff Support & Training I. Ensure all Housing staff receive regular casework supervision and promote current Staff Welfare policies. II. Consider implementing a comprehensive peer support and training programme in collaboration with a partner organisa tion. This programme should include access to peer mentors with lived experience of homelessness and offer refreshe r training to staff. The training should also incorporate 'walk-in-my-shoes' sessions to build understanding and connection with residents. III. Create a learning set of resources for staff to encourage the sharing of good practice. 4. Partnerships and Collaboration I. Build on existing partnerships and further develop these with local organisations to create a wider support network for residents to access. II. Assign named officers to be liaisons for relevant partner agencies for accountability and, to aid effective co mmunications going forward, introduce a generic email as the primary contact and communication tool between them and the Council. _________________________________________________________________________ - Page 6 - Reasons for decisions Cabinet received the report of the Residents’ Services Select Committee which had made recommendations to improving homelessness services around a range of resident-focused initiatives, including clearer communication, streamlined processes, enhanced staff training, and stronger partnerships with local organisations. The Cabinet Member for Planning, Housing & Growth expressed full support for the presentation delivered by Councillor Bridges and commended the Resident Services’ Select Committee for their thoughtful and in -depth work. He formally recorded his appreciation for the Committee’s collaborative and constructive approach throughout the review process. Gratitude was also extended to Council officers and external partners, particularly those who contributed through witness sessions and site visits, for their valuable support. The Cabinet Member highlighted that the recommendations outlined in the report were pragmatic and resident-focused, aligning with the Council’s ongoing priorities. Cabinet welcomed the recommendations and delegated their detailed implementation to the Cabinet Member. Alternative options considered and rejected Cabinet could have decided to reject some, or all, of the Committee’s recommendations or pursue alternative routes by which to progress the outcomes of the review. Relevant Select Committee Residents’ Services 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 4 July 2025. If not called -in by then , Cabinet’s decisions can then be implemented. Officer(s) to action Dan Kennedy (implementation) / Liz Penny (monitoring) Directorate Homes & Communities / 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 7 - 7. TEMPORARY ACCOMMODATION ACTION PLAN MONITORING RESOLVED: That the contents of the quarterly update report be noted. Reasons for decision The Cabinet Member for Planning, Housing & Growth presented the first quarterly update on the Temporary Accommodation Strategy and Action Plan , origi nally approved in February. He reported encouraging progress in increasing housing supply, reducing costs, and improving homelessness prevention, though demand remained high. Temporary accommodation placeme nts had dropped significantly, and prevention rates had improved from 14% in April to 40% in May. The Council had also increased private sector housing allocations and landlord engagement, with a new forum launching soon. Notably, the number of costly nightly rentals had been halved in two months, and le asing targets had been raised following the approval of new homes. Financially, the Council was already achieving notable savings as a result . Governance and data oversight had also improved, and new polici es were in place to support more efficient housing solutions. The Deputy Leader of the Council welcomed the report as a positive step in addressing homelessness and easing financial pressures, while acknowledging that further work was still needed. The Cabinet noted the report and its recommendations. Alternative options considered and rejected None. Relevant Select Committee Residents’ Services 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 4 July 2025. If not called -in by then , Cabinet’s decisions can then be implemented. Officer(s) to action Debby 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. _________________________________________________________________________ - Page 8 - 8. CAPITAL FUNDING ALLOCATION FOR EDUCATION & SEND * RESOLVED: That: 1) the creation of a budget from the DfE Hig h Needs Capital funding listed below for the expansion of specialist provision in mainstream schools for 2025/26 and subsequent years, be approved, noting this will be by using the underspend of £ 6,065k by rephasing 2 existing 2024/25 budgets (secondary sc hool expansion and temp classrooms) to fund future Specialist Resource Provisions and Designated Units in Secondary schools to mirror those created in Primary schools; 2) the strategy to extend secondary school specialist provision in line with the Hillingdo n Local Area, be noted as set out in the SEND and Alternative Provision Strategy and Hillingdon SEND & AP Sufficiency Strategy. This includes the expansion of Specialist Resource Provisions (SRPs) and Designated Units (DUs); 3) the Capital Release of £540k f or internal adaptations to be carried out at Bishop Ramsey School to create a specialist provision (SRP) of up to 32 places (Appendix 2), be approved. 4) authority be delegated to the Cabinet Member for Children, Families & Education, in consultation with th e Cabinet Members for Corporate Services & Property and Finance & Transformation to: a. To decide which school capital projects will be approved from the budget in line with the above strategies. b. To release funding from the budget for the agreed school capita l projects. Reasons for decision The Cabinet Member for Children, Families & Education presented a report on capital funding for special educational needs (SEND). The report proposed the rephasing of £6.065 million from the 2024 –2025 budget into the 202 5–2026 budget. This amount included £4.765 million in grant funding and £1.3 million from Council resources, aimed at supporting the expansion of secondary school provision for SEND pupils. The Cabinet Member explained that the Council had a statutory dut y to ensure sufficient school places for all children, including those with special educational needs. While progress had been made in expanding primary SEND provision, there remained a shortfall of places in the secondary sector. The proposed funding woul d support the development of additional special school places and designated units to meet growing demand, which had increased significantly since the 2014 Government reforms. _________________________________________________________________________ - Page 9 - In addition to the rephasing, the Cabinet Member requested approval for £540,000 to carry out internal adaptations at Bishop Ramsey School in the north of the Borough. This work would create 32 new places within a specialist resource provision. The remaining funds would be allocated to future SEND unit projects. Cabinet agreed the recommendations. Alternative options considered and rejected None, as without such funding, additional specialist provision could not be created in schools, leading to additional costs of independent placements. Relevant Select Committee Children, Families and Education Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Cabinet’s decisions on thi s matter can be called in by a majority of the select committee by 5pm, Friday 4 July 2025. If not called -in by then, Cabine t’s decisions can then be implemented. Officer(s) to action Abi Preston Directorate Children’s 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. *Urgent item 9. UK SHARED PROSPERITY FUND - 2025/26 ALLOCATION RESOLVED: That: 1) the proposed allocations in Section 2 of the Supporting Information, for spending Hillingdon’s 2025/26 UK Shared Pr osperity Fund grant, be approved 2) authority be delegated to the Director for Planning and Sustainable Growth to sign -off on all expenditure of the grant in -line with the approach set out in section 2 and make procurement decisions on contracts below £100,000 in value, reporting decisions for transparency. 3) note that the Corporate Director of Place, following legal advice, has agreed and signed the UKSPF grant agreement with the Greater London Authority for 2025/26. 4) note that the Director for Planning and Sust ainable Growth has agreed and signed a Memorandum of Understanding with Ealing Council for an additional tri-borough grant element. _________________________________________________________________________ - Page 10 - Reasons for decision At the Cabinet meeting, the Cabinet Member for Planning, Housing & Growth presented a report on Hi llingdon’s £1.1 million allocation from the UK Shared Prosperity Fund for 2025–2026. Despite national reductions, the Council retained its full funding, including a successful Tri -Borough bid with Ealing and Harrow. The funding, which was entirely external and had no impact on the Council’s core budget, was aimed at supporting town centre regeneration, business growth, and employment initiatives. The capital portion of the funding would be used for improvements in Uxbridge and Hayes, including upgrades to public spaces and the development of a Business Innovation Hub in partnership with Brunel University and the Hillingdon Chamber of Commerce. Revenue funding would continue to support employment and training programmes, business mentoring, and procurement r eadiness for SMEs. The Cabinet Member highlighted that over 350 residents and 200 businesses had already benefited from previous funding , and this year’s allocation would build on that success. The Cabinet Member also noted that the UK Shared Prosperity F und would end in March 2026, making this year’s allocation likely the final opportunity to use the funding. The Deputy Leader welcomed the report, acknowledging the value of the grant and the importance of using it effectively for the benefit of residents and businesses. Cabinet agreed the recommendations. Alternative options considered None, as the Council would forgo the opportunity to utilise this grant to support businesses and residents and improve town centres. Relevant Select Committee Residents’ Services 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 4 July 2025. If not called -in by then , Cabinet’s decisions can then be implemented. Officer(s) to action Sam Robins 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. _________________________________________________________________________ - Page 11 - 10. 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 At the Cabinet meeting, the Deputy Leader of the Council introduced the public preview report outlining items to be considered in private later in the meeting. The Deputy Leader highlighted the report on the purchase of new st reet sweepers and announced that the Council would be launching a competition to name each of the sweepers. This initiative was intended to engage children, particularly in primary schools, and possibly secondary schools as well, offering a fun and creativ e opportunity for young residents to get involved. In addition to the street sweepers, the Deputy Leader noted several other items on the private part of the agenda, including planned fire safety works in schools, a contract related to the revenue, benefi ts, and housing services systems and a periodic report on the write -off of irrecoverable non -domestic rate debt, which the Cabinet was required to consider. Alternative options considered and rejected As set out in the public Cabinet report and also within the private report. Relevant Select Committee N/A 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 12 - 11. FLEET REPLACEMENT PROGRAMME - PURCHASE OF STREET SWEEPERS RESOLVED: That: 1. the tender from AEBI SCHMIDT LIMITED for a one -off purchase to supply 7 small diesel street sweepers at a total cost of £492,030, be approved. 2. the proposal from AEBI SCHMIDT LIMITED to provide a five -year maintenance programme for 7 x small diesel sweepers at a cost of £312,865, be approved. 3. a 10% provision for contingency to cover damage costs not covered by the maintenance programme at a cost of £31,286, be approved. 4. the capital release of £492,030 to f und the purchase of the seven small diesel street sweepers from the Purchase of Vehicles 2025/26 budget, be agreed. (Appendix A). Reasons for decision The Cabinet Member for Finance & Transformation introduced a report and recommendations, which were agr eed, to purchase a number of sweeper vehicles as part of the Council’s operational mix to maintain street and cleanliness standards across the Borough. Alternative options considered and rejected Cabinet co uld have decided to maintain the current fleet a nd service model or reduced operations but considered this unsustainable due to high maintenance costs or service disruptions. 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 4 July 2025. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Stephen Gunter / Michelle Kenyon Directorate Finance 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 informatio n 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 _________________________________________________________________________ - Page 13 - it in accordance with Section 10 0(A) and paragraph 3 of Part 1 of Schedule 12 (A) to the Local Government Act 1972 (as amended). 12. SCHOOL CONDITIONS BUILDING PROGRAMME 2025/26 - FIRE SAFETY WORKS AT SCHOOLS RESOLVED: That: 1. the School Condition Programme Year 1 2025/26 F ire Safety works, as outlined in this report, be noted. 2. a contract variation of the term contract for Fire Safety works with Gerda Security Products Ltd to progress the survey and installation of Fire Door Sets as part of the School Condition Programme Ye ar 1 2025/26 at an estimated cost of £1,284k, be approved. 3. the capital release request of £1,461k from the School Conditions Programme Budget 2025/26 for the funding of fire door works and associated project costs for School Condition Programme Year 1, as set out in Appendix A, be approved. 4. Authority be delegated to the Corporate Director of Place to make all further necessary decisions required to implement the proposed fire safety works at schools. Reasons for decisions The Cabinet Member for Corporat e Services & Property introduced a report and recommendations, which Cabinet agreed, to vary a contract to install fire door sets in schools as part of the Council’s Schools Condition Programme. Alternative options considered / risk management 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 ma jority of the select committee by 5pm, Friday 4 July 2025. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Dharmen Panchal 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 particular _________________________________________________________________________ - Page 14 - person (including the Authority holdi ng 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). 13. CONTRACT FOR REVENUES, BENEFITS & HOUSING SYSTEM & OTHER CORPORATE SOLUTIONS RESOLVED: That: 1. the direct award from NEC Software Solutions UK Limited via the RM6259 VAS Framework for the provision of hosting, support and maintenance of the Council’s revenues, benefits and housing systems to the London Borough of Hillingdon for a five -year period from 1 August 2025 to 31 July 2030 and at the cost of £5,043k, be approved. 2. the creation of a new capital programme budget within the HRA Capital Programme for £5,117k to fund the HRA’s share of t he contract and implementation costs, with the new programme budget to be funded from a HRA Earmarked Reserve, be agreed. 3. the capital release request of £5,117k from the 2025/26 HRA Capital Budget – Appendix A, be agreed. 4. the full programme of works costs over the 5 -year period, including revenue and capital across HRA and General Fund will be £9.6m, be noted. 5. authority be delegated to the Chief Operating Officer, in consultation with the Cabinet Member of Finance and Transformation, to make further necessary decisions with regard to the project’s implementation. 6. authority be delegated to the Chief Operating Officer, in consultation with the Cabinet Member of Finance and Transformation and the Chief Financial O fficer, to make decisions on the Risk and Compli ance solution as set out in the report. 7. the utilisation of 11 posts via the LBH Corporate Contract to resource posts to provide support and implementation for the programme of work, be agreed. 8. a request to waive the scrutiny call -in period on this matter, be approved, for the reasons set out further in the report. Executive Summary The Cabinet Member for Finance & Transformation introduced a report and recommendations, which Cabinet agreed, to award a new c ontract for the continued annual hosting, suppor t and maintenance of the Revenues and Benefits and Housing systems, and the purchase of new modules for wider system transformation. The relevant investment savings were noted as well as how it would enhance housing systems and the use of data by the Council. _________________________________________________________________________ - Page 15 - Alternative options considered and rejected Cabinet could have either discontinued the system or re -tender, which was discounted for financial and implementation reasons. Relevant Select Committee Corporate Resources & Infrastructure Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) N/A – For the urgent reasons as set out in the report, the Mayor of Hillingdon (on behalf of the Chair and Vice-Chair of the select committee) agreed to waive the scrutiny call -in period on Cabinet’s decisions. These decisions, therefore, take immediate effect. Officer(s) to action Helen Vincent Directorate Corporate 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 affairs of any particular person (including the Authority holding that information) and the public i nterest 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. IRRECOVERABLE CORPORATE DEBT RESOLVED: That £1,559,693.98 in respect of individual irrecoverable Non -domestic Rates debt, as set out in the report, be written off. Reasons for decision The Cabinet Member for Finance & Transformation introduced a report, with a recommendation wh ich Cab inet agreed, to write -off non -domestic rate debt which was deemed as having no possibility of recovery due to the circumstances of the cases concerned. It was noted that the Council’s contribution was minimal with most of the debt to be written-off borne by the Government and GLA. 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 th is matter can be called in by a majority of the select committee by 5pm, Friday 4 July 2025. If not called -in by then, Cabinet’s decisions can then be implemented. _________________________________________________________________________ - Page 16 - 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 because it was considered in the private part of the meeting and contained information relating to the financial or business affairs of any parti cular 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 Loc al Government Act 1972 (as amended). 15. ANY OTHER ITEMS THE CHAIRMAN AGREES ARE RELEVANT OR URGENT There were no further items. The meeting closed at 7.58pm 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 4 July 2025 However, this is subjec t to the decision not being called in by Councillors on the relevant Select Committee. Upon 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 relevant 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 initiate any call -in request. Further advice can be sought from Democratic Services if required: Scrutiny Call-In - Power Apps (secure) Notice These decisions 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. _________________________________________________________________________ - Page 17 - Please note that these minutes and decisions are the definitive record of proce edings 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

Cabinet Report – 24 July 2025 (Part 1 Public) UXBRIDGE VISION Cabinet Member & Portfolio Councillor Steve Tuckwell, Cabinet Member for Planning, Housing and Growth Responsible Officer Karrie Whelan, Corporate Director of Place Report Author & Directorate Sam Robins, Regeneration and Economic Development Manager, Planning and Sustainable Growth Papers with report Appendix 1 - Uxbridge Vision Appendix 2 – Summary of Public Engagement Results HEADLINES Executive Summary The Uxbridge Vision sets out a strategic framework for the regeneration and future growth of Uxbridge town centre. Developed in response to economic challenges such as declining footfall, retail closures, and the impact of the COVID-19 pandemic, the Vision aims to revitalise the town by enhancing its economic resilience, better serving local communities, and improving the public realm. It is structured around three core themes: building economic resilience, serving local communities, and enhancing the environment. The Vision has been shaped through extensive public engagement, including two major consultation phases. The first, in summer 2023, involved over 1,000 stakeholders, while the second, from November 2024 to May 2025, received 185 survey responses and additional written feedback. Public support was strong, with 73% of respondents agreeing with the overall vision. Key priorities identified include diversifying the town centre offer, improving safety, enhancing green space connectivi ty, and supporting leisure and cultural uses. Minor amendments were made to the Vision in response to feedback, including references to women’s safety, educational institutions, and active travel infrastructure. There are no direct financial implications from adopting the Vision. However, £315,000 of UK Shared Prosperity Fund (UKSPF) capital funding has been allocated for project delivery and design in 2025/26, including wayfinding improvements, redesign of St. Andrew’s roundabout, and enhancements to the Civic Centre forecourt. The Vision will be delivered by a dedicated officer funded through UKSPF, with further funding to be sought for medium- and long-term projects. Adoption of the Vision positions the Council strongly to attract further inward investment and guide coordinated development in Uxbridge, supporting the borough’s wider economic and community objectives. Cabinet Report – 24 July 2025 (Part 1 Public) Putting our Residents First Delivering on the Council Strategy 2022-2026 This report supports our ambition for residents / the Council of: Enjoy access to green spaces, leisure activities, culture and arts This report supports our commitments to residents of: A Thriving Economy The ambitions of the Uxbridge Vision are wide ranging, supporting a multitude of Council ambitions. Financial Cost There is no direct financial cost to the Council associated with the recommendations in this report. Select Committee Residents’ Services Select Committee Ward(s) Uxbridge, with impacts on All Wards RECOMMENDATIONS That: 1) the importance of Uxbridge Vision, in setting out a strategic framework for the regeneration and future growth of Uxbridge town centre, be noted 2) the responses from the consultation process set out in Appendix 2 be considered and the Uxbridge Vision, as set out in Appendix 1, be adopted as a framework for driving future investment in Uxbridge Town Centre; 3) the intention to use the UK Shared Prosperity Fund to support the delivery of short-term actions, as approved by Cabinet in June 2025, be noted, and; 4) the increase in the Council’s approved capital programme budget by £315k be noted and a virement to action this increase in budget to be fully funded by grant, be approved. Reasons for recommendation(s) The Uxbridge Vision sets out an overall approach and framework for future action to promote the growth of Uxbridge town centre. It seeks to build on the unique character and opportunities that exist within Uxbridge built on evidence of its existing economic performance and opportunities for growth. The development of the Vision has been a collaborative effort, starting with initial involvement from over 1,000 local stakeholders during summer 2023. This was succeeded by a second formal public engagement phase from November 2024 to May 2025. With 73% of participants supporting the Vision, this shows strong public backing, and all proposals received majority approval from respondents. Some minor amendments have been made to the vision to incorporate the feedback, and these are summarised in paragraph 9 of this report. By approving and adopting the Uxbridge Vision, Cabinet is setting out its priorities for regeneration and economic growth within Uxbridge town centre. This is a key aspect of the council’s emerging programme of inward investment activity which seeks to promote Hillingdon as open for business. Cabinet Report – 24 July 2025 (Part 1 Public) Alternative options considered / risk management Not adopting the Uxbridge Vision and taking no action could negatively impact the future vitality of Uxbridge town centre. To remain competitive and attract investment - particularly in comparison to other metropolitan-scale centres in neighbouring local authorities - Uxbridge must offer a clear, compelling direction for growth. In a competitive investment landscape, setting out well -defined priorities and opportunities is essential for positioning the counc il at the forefront of investors’ decision-making. Select Committee comments The Residents’ Services Select Committee reviewed the draft Vision document at their meeting in November 2024 and provided useful input to officers as part of the consultation process. SUPPORTING INFORMATION Background 1. Uxbridge is the largest town centre in the borough; it also serves as its civic heart and a key transport hub. Like all town centres, Uxbridge has faced challenges from the COVID - 19 pandemic, the rise of online shopping, increased remote working, and press ure on household incomes. These broader economic factors have led to reduced footfall and the closure of many well -known high street retailers, threatening the future vitality of town centres. In this context, it has become crucial for local authorities to take on a broader stewardship role in town centres, ensuring they can compete for business and shoppers while continuing to meet residents' needs. The Uxbridge Vision has been developed to identify the challenges and opportunities within the town centre a nd to create a series of community-supported actions aimed at attracting new investment. 2. The Vision document is structured around three strategic interventions, with a series of supporting actions: Theme 1: Building Economic Resilience  Adapt the town centre to meet changing economic needs  Diversify the town centre offer and create reasons for people to visit and spend time in Uxbridge with a focus on fun, leisure and creativity Theme 2: Serving Local Communities  Better serve residents’ daily needs and bring communities together within the town centre, increasing visits and time spent there. Theme 3: Enhancing the Environment  Restore effortless connections to reconnect the town centre with the surround green spaces and make travel more accessible.  Enhance our public spaces, providing more opportunities to gather and relax, aside from shopping or leisure activities. Cabinet Report – 24 July 2025 (Part 1 Public) Consultation Process 3. Following Cabinet approval to engage on the draft Uxbridge Vision in October 2024, officers undertook further public engagement during November 2024 to March 2025. This included an online and paper survey, wide ranging publicity on social media, newsletters and through partner organisations such as the Uxbridge BID, and an in -person engagement event in The Chimes shopping centre where officers managed a stall for a day to promote the Draft Vision and encourage engagement. Meetings were also held with key landowners in Uxbridge, and stakeholders including the Greater London Authority and Transport for London. 4. The purpose of this second stage of engagement was to test people’s views on the issues, priorities, objectives and specific proposals identified in the Draft Vision to ensure they aligned with the priorities of residents, businesses and stake holders. Although there has been overwhelming support for the vision, specific comments and input has been considered, and the prioritisation of projects has been shaped by this consultation process. Consultation Results 5. There were 185 responses to the survey consultation plus seven bespoke letters, including from residents, visitors, businesses, landowners and stakeholders in response to the Draft Vision. 6. Headline figures show:  73% of residents agree or strongly agree with the overall vision for Uxbridge  A broad and relatively even mix of age groups responded to the survey  There was strong support for establishing new leisure and cultural uses in the town centre, diversifying the retail offer, and prioritising pedestrians  Issues that were consistently import ant to people centred around anti-social behaviour and safety concerns.  59.2% of respondents were female, 35.9% male, and 4.9% preferred not to say  78% of respondents were Uxbridge residents 7. The main conclusion from the consultation was widespread suppor t for the priorities and proposed interventions. This gives the Council a solid mandate to move forward with adopting the Vision, subject to some minor changes, primarily to address specific points or suggestions raised by respondents. 8. A more detailed summary of the survey results, along with charts of the quantitative results, is attached as Appendix 2. Proposed Changes to the Draft Vision 9. No major changes are being proposed to the Vision following consultation. However, some amendments have been made to take account of issues that have been raised as part of the public engagement. This includes: Cabinet Report – 24 July 2025 (Part 1 Public)  An explanation of Transport for London’s ‘Women’s Safety Audit for Uxbridge’, and the importance of the findings being reflected in the design of the public realm and walking routes.  Addition of an indicative draft design for the proposed St. Andrew’s roundabout re - design (pg. 64)  Addition of a reference to educational establishments in the town centre, under the theme titled: ‘Better serve residents’ needs’.  The inclusion of new, convenient town centre cycle parking facilities is a priority for enhancing active travel access.  Confirmation that car access to the town centre remains vital and will not be impeded. Next steps 10. If Cabinet agree to the recommendation in this report, then the Uxbridge Vision will be formally adopted, and officers will proceed to work closely with Uxbridge town centre stakeholders to deliver on the programme of proposed interventions. In the short term, this will include utilising UKSPF capital grant funding to deliver shorter-term projects, such as wayfinding, progressing the re-design of St. Andrew’s roundabout, and enhancing the Civic Centre forecourt as a space for public use, markets and events . In the medium term, detailed designs and project plans will be developed for other proposals in the Vision, and further funding bids will be submitted to support their delivery. Financial Implications 11. There are no new direct financial costs to the Council associated with the adoption of the Uxbridge Vision itself. However, the delivery of short-term projects set out within the Vision will be funded using £315,000 of UK Shared Prosperity Fund (UKSPF) capital grant already allocated for 2025/26, as pr eviously approved by Cabinet in June 2025. While this expenditure is fully grant funded, it will increase the overall size of the Council’s reported capital programme. 12. The £315,000 allocation for Uxbridge Town Centre forms part of the wider £665,656 High Street Regeneration Fund capital allocation within the Council’s UKSPF programme for 2025/26. Specifically, the £315,000 will fund the commissioning of detailed designs and costings for key public realm projects identified within the Uxbridge Vision, inclu ding the Civic Centre forecourt, St. Andrew’s Roundabout redesign, and Station Square improvements. It will also support the development of proposals for a Business Innovation Hub within the Civic Centre, in partnership with Uxbridge BID, the Chamber of Commerce, and Brunel University. Additionally, the funding will cover project management costs, including a fixed -term Strategic Regeneration Officer post dedicated to coordinating and delivering these projects. 13. The breakdown of this allocation was set out in the June 2025 Cabinet report titled “UK Shared Prosperity Fund – 2025/26 Allocation” available as a background paper below. The wider UKSPF High Street Regeneration Fund allocation of £665,656 also supports parallel projects in Hayes Town Centre and other high streets. Cabinet Report – 24 July 2025 (Part 1 Public) 14. The £315,000 allocation must be fully utilised within the 2025/26 financial year, in accordance with the grant conditions agreed with the Greater London Authority (GLA), who are administering the fund in London. Any underspend within the grant period presents a risk that unspent funding may need to be returned to the GLA. RESIDENT BENEFIT & CONSULTATION The benefit or impact upon Hillingdon residents, service users and communities? The Uxbridge Vision will promote coordinated investment in the town centre which will have important economic and environmental benefits as well as providing opportunities for the provision of new homes. Specifically, the Vision aims to bring a wider variety of cultural and leisure uses in the town centre, support the viability of high street businesses, attract investment, improve connectivity with green spaces and pedestrian/cycle access. Consultation & Engagement carried out (or required) Development of the Vision has involved two major stages of consultation. The first stage of engagement, in summer 2023, included a wide variety of activities to consult diverse groups including key stakeholders, community leaders, office workers, business owners, stud ents, and Uxbridge residents. The methods used include ethnographic observation, experiential mapping, on-street interviews, walk arounds, focus groups, drop-in sessions, surveys, social media analysis and a public exhibition. 1,097 people were engaged in this process in total. The second stage of consultation, a public survey to gauge views on the Draft Vision, received 185 responses and eight bespoke letters. The headline results of this, as described in section 2, demonstrated wide public support for the proposals in the Vision, and full details can be found in Appendix 2. CORPORATE CONSIDERATIONS Corporate Finance Corporate Finance concurs with the financial implications and comments above and reiterates that there will be no financial impact on Council resources if the recommendations by Officers are approved, however, it should be noted, that failure to spend this grant risks the need to return the grant to the GLA. Legal The Final Uxbridge Vision (“Vision”) must have due regard to the Equality Act 2010 by assessing its impact on the needs of those wi th protected characteristics, as well as setting out mitigating measures where adverse impacts have been identified. UK GDPR must be observed and any personal data collected as part of this process must comply with the Data Protection Act 2018 and UK GDPR. The Vision must also align with the Council's current policies. Cabinet Report – 24 July 2025 (Part 1 Public) In considering any informal consultation responses, decision makers must ensure there is a full consideration of all representations arising including those which do not accord with the officer recommendation. Accordingly, the Council must balance the concerns of the objectors with its role in establishing a clear direction , developing/maintaining community engagement , and implementing strategies to help achieve the Vision. The decision maker must be satisfied that responses from the public are conscientiously taken into account. BACKGROUND PAPERS  Consideration of draft vision document – 10 October 2024  Residents’ Services Select Committee consideration – 17 November 2024  UKSPF report to 26 June 2025 Cabinet

UXBRIDGE Town Centre Vision July 2025 Appendix 1 CONTENTS PROJECT TEAM Allies and Morrison Urban Practitioners Avison Young Urban Flow Brunel University JA Projects 1 INTRODUCTION 1 2 VISION 1 4 3 PRINCIPLES AND STRATEGIC MOVES 2 4 4 FRAMEWORKS 7 4 5 A CTION ON THE GROUND 1 00 All plans in this document have been prepared using Ordnance Survey mapping data used under licence © Crown copyright Ordnance Survey 2023 OS licence 09121572 London Borough of Hillingdon Fig 1.1: His toric posters for transport in Uxbridge produced in the early 1900s. Source: London Transport Museum collection (permission requested), various artists 4 1.1 Introduction Hillingdon Council commissioned a team led by Allies and Morrison Urban Practitioners to prepare a vision for Uxbridge Town Centre. Allies and Morrison Urban Practitioners led the masterplanning process and were supported by Avison Young (economy and property), Urban Flow (transport), Brunel University (community engagement) and JA Projects (short term interventions). Hillingdon Council is reviewing the Local Plan, and this Town Centre Vision provides an updated vision for Uxbridge as a part of this Local Plan review. The Uxbridge Town Centre Vision is a strategic piece that sets out a high-level vision and framework for the future of Uxbridge. It includes a movement strategy, development strategy and public realm strategy, alongside a delivery plan for short and long term interventions. The proposals have been closely informed and shaped by community engagement led by Brunel University. This document follows a baseline analysis stage which provided a detailed assessment of Uxbridge Town Centre and the immediate hinterland areas. It established an evidence base to inform a set of principles and priorities for the vision. This Town Centre Vision focuses on Uxbridge’s centre. Its purpose is to provide a clear framework for decision making - steering investment priorities, setting principles for development and intervention and providing the basis for landowners and investors to confidently progress plans. The vision is based on an extensive evidence base and active community engagement. Many stakeholders and representatives have given their time generously and are eager to see the vision delivered once it is agreed. The vision will act as a key document, setting a strategy to achieve parts of the new Local Plan. This document will be corporately adopted as Council policy, and as such will direct funding and investment decisions immediately. The document is a 15 year vision and therefore stretches beyond existing planning policy but will address the new Local Plan period. 5 The Uxbridge Town Centre Vision has provided an exciting opportunity to explore a thoughtful and locally specific response to the issues affecting high streets and town centres across the country, and to embrace the assets and roles which make the town centre such a key positive feature for Uxbridge and its residents. The first phase of community engagement ran between June and August 2023 and wide variety of activities to consult diverse user groups including key stakeholders, community leaders, office workers, business owners, students, and local residents. The methods used include ethnographic observation, experiential mapping, on-street interviews, walk arounds, focus groups, drop in sessions, surveys, social media analysis and a public exhibition. In total 1,097 people participated in the various community consultation activities. The second phase of engagement took place from February to May 2025 and tested the draft content of this Town Centre Vision. The feedback was overwhelming supportive of the vision, principles and strategic moves proposed. 73% of survey respondents wholly agreed with the vision and each of the principles were supported by between 76% and 92% of respondents. Fig 1.2: Phot ographs of engagement events and activities 6 7 1.2 Why we need a vision Purpose of the study A coherent framework for future activity and investment The purpose of the town centre vision is to establish a long term strategy within which short term interventions can be delivered. The framework must encompass a movement and transport strategy, a development and renewal strategy, a land use framework and a public realm strategy. Some key aspects that the vision must explore are: Public realm vitality: creation of new spaces to socialise that will encourage the community to visit the town centre more and support its businesses. These include a new series of permanent and temporary public spaces. New activities: A programme of interventions such as pop-up shops, maker spaces, and exhibitions that bring new organisations into the town centre. Better links: The improvement of connections with surrounding areas, notably St. Andrews Park, Fassnidge Park and Brunel University, to bring more footfall into the centre, especially in the evenings. Residential intensification: options for increasing opportunities to live within the town centre. Context Policy context This document sits within a unique policy context, which was thoroughly reviewed during the baseline stage. The review was important to understand the huge amount of work that has already been done examining Uxbridge town centre. The policy context underpins the vision, understanding how the project can build upon existing policy and where there may be gaps in understanding/proposals. Previous work The vision is not starting from scratch. Much work has been done before and the team have absorbed these studies and built on them to establish a comprehensive framework for future change. This includes 2016 We Made That Strategy, 2017 DK-CM report and 2021 Re- imagining Uxbridge High Street by Brunel University for the Hillingdon Chamber of Commerce. Source: Love Uxbridge BID 8 Baseline activities (stage 1) Engagement activities: • 1,097 people spoken to via interviews, focus groups, walkarounds, drop ins and exhibition event • User group analysis • Meetings with key stakeholders, landowners and local groups • Initial findings (detailed report to follow in Sept) • Social media analysis Urban design analysis: • Character analysis and mapping • Public realm analysis and comparison with previous studies • Climate change considerations (mitigation and adaptation) Movement analysis: • Meetings with Transport for London, Greater London Authority and Hillingdon officers • Data gathering • Analysis of wider regional connections • Impact assessments of built form on active travel Economic, social and commercial evidence base: • Examination of Uxbridge’s economy/office base • Examination of Uxbridge’s high street mix • Demographic analysis and trends • Implications of retail and office shifts Source: Love Uxbridge BID 9 Vision study area boundary The core study boundary is the designated town centre boundary (shown in red on the adjacent plan). However , the baseline analysis has also looked at the immediate areas around this boundary, as well as the wider catchment for the town centre. In addition to the town centre boundary there are two additional sites identified by Hillingdon Council for consideration. The study area considers the major retail and commercial spaces, transport interchanges and contains numerous stakeholders. Strategic connections Uxbridge town centre is approximately 15 miles west of Central London, located right on the western edge of Greater London. It a Metropolitan Centre and the commercial and civic focus for the London Borough of Hillingdon. Uxbridge station is in the centre of the High Street and is the western terminus for the Metropolitan and Piccadilly underground lines. Despite the direct links into central London, the journey time is relatively long, especially in the context of the connections that Hayes and West Drayton have through the Elizabeth. The central reaches West Ruislip nearby. These east-west connections are stronger , however , than the north-south movement throughout the borough. London Heathrow airport is south of Uxbridge but not easily accessed. Many studies have examined rapid bus transit between Uxbridge and Heathrow, however , they have been deemed unviable. 1.3 Location and study area 10 HIGH STREET YORK ROAD OXFORD ROAD ROCKINGHAM ROAD HONEYCROFT HILL BELMONT ROAD HAREFIELD ROAD COWLEY ROAD HILLINGDON ROAD HILLINGDON ROAD PARK ROAD Fig 1.3: Study ar ea - Uxbridge town centre boundary and additional adjacent opportunity sites. Source: © Crown copyright Ordnance Survey 2023 OS licence 09121572 Fig 1.4: Loc ation plan - Uxbridge sits at the western edge of Greater London. Source: © Crown copyright Ordnance Survey 2023 OS licence 09121572 11 HIGH STREET OXFORD ROAD ROCKINGHAM ROAD BELMONT ROAD HAREFIELD ROAD COWLEY ROAD Tube station The Charter Building The Pavilions Police Station Buckinghamshire New University Fassnidge Park Civic Centre 12 BELMONT ROAD Tube station YORK ROAD HONEYCROFT HILL HILLINGDON ROAD HILLINGDON ROAD PARK ROAD © Crown copyright Ordnance Survey 2023 OS licence 09121572 The Chimes Sainsbury’s St Andrew’s Park Civic Centre Uxbridge College 13 2 VISION 2.1 A vision for Uxbridge WELCOME TO UXBRIDGE Uxbridge will establish an identity as a welcoming town centre for all. Local people are hugely invested in the town centre but they need it to evolve and catch up with their current needs and to more proactively respond to future trends. It will be a place where people can live, work, visit, play, socialise, network, exercise, stay and meet daily needs . It will celebrate its past, but live in the present, welcoming visitors and encouraging inclusive community living. Sustainability and healthy living will be at the heart of the town’s future with excellent walking and cycling routes connecting neighbourhoods and the town centre, with high quality public transport services. 16 17 2.2 Issues to be addressed The Uxbridge Town Centre Vision project started with an extensive analysis of the town centre. At the outset a set of hypotheses about how the town centre performs were established. These hypotheses were informed by early conversations with stakeholders, and were then tested through data analysis, surveys and community engagement. The result was a set of conclusions that nuances some of the assumptions that many stakeholders had about the town centre: 1. The town centre’s economy is not declining, but it is vulnerable. 2. The town centre could serve its local population better . 3. The town centre has a comparatively small population, but this is already growing and there is scope for significantly more. 4. The town centre is not realising its potential, particularly in relation to its built fabric, public realm and overall character - many parts of the centre have hidden qualities that could be much better celebrated. 5. The town centre has been undermined by layers of transport infrastructure, particularly road infrastructure. 6. The town centre has lost some of its innate flexibility over time with the introduction of large format buildings and major roads, but there is scope to re- introduce greater adaptability. These conclusions informed a set of three core themes for the Vision: • Building economic resilience • Better serving local communities • Enhancing the Environment Under each of these themes, the team have developed core principles for future change and strategic moves that should be made to support change on the ground. Chapter 3 outlines the three key issues that have emerged from the baseline findings, the principles that relate to each issue and strategic moves to address the issue. A breakdown of their relationship can be found on this spread. Unlike many other centres, the town centre’s economy is not declining, however it is vulnerable. Vacancy rates in the town centre are problematic, both for retail and commercial space. As the town centre has absorbed previous changes and responded to market demands, the physical nature of the town centre has become increasingly inflexible. Major roads and roundabouts now inhibit access into the town centre and development, whilst large format buildings mean the permeability of the town centre has been reduced with block footprints becoming much larger and the routes through them lost. The vision needs to re-introduce greater flexibility to allow the town centre to more deftly adapt and change to future needs. There is demand for new activities in the town centre. Local people want to see the town centre provide for greater leisure and cultural uses in particular . Ambitions for existing education institutions to have more of a town centre presence would bring a new element into the heart of the town centre, and the strategy should embrace this opportunity. Issue: Building economic resilience Principle: Diversify the offer Strategic move: Create a focus for leisure and culture Principle: Re-purpose to meet changing demands Strategic move: Re-purpose the economy to support office market at the heart of the town centre 18 Principle: Better serve residents needs Strategic move: Establish the Civic Centre as a community hub Strategic move: Future proof public transport accessibility Strategic move: Introduce new residential into the town centre The baseline analysis has shown that the town centre has been undermined by layers of transport infrastructure, particularly road infrastructure. Community engagement has also emphasised how local people feel the quality of the environment in the town centre has become degraded, reducing the experience of users. There is a need to address existing conflicts and safety concerns to create safe and attractive walking and cycling routes into the town centre. Despite having a great historic legacy, the town centre is not realising its potential. In many parts of the centre the true character of the buildings and spaces has been hidden where it could be celebrated. Outside of the town centre, there are fantastic parks and landscape features, but inside the town centre there is limited green space and planting. This poses a risk as the climate changes and new greening needs to be introduced to ensure the centre is attractive and comfortable in the coming decades. Principle: Restore effortless connections Strategic move: Improve strategic connections for cycling and buses Strategic move: Enable local access whilst protecting highway function Principle: Recapture a network of public spaces Strategic move: Restore a green character to the town centre and celebrate its wider green links Strategic move: Release the heart of the High Street and Windsor Street Issue: Serving local communities Issue: Enhancing the Environment There is currently a mismatch between local communities’ needs and what the town centre provides. Uxbridge needs to address under-representation of produce, health, beauty and professional services, culture and leisure to rise to the market changes and create a destination that can serve all daily needs for surrounding communities. The town centre should be less dominated by chain retail and more influenced by the demographics of the local population which would suggest greater diversity and the support local entrepreneurs. Local communities including Brunel students are in need of evening social and leisure activities that do not involve drinking alcohol. Young people are typically seeking these activities out in central London rather than Uxbridge, which takes away from the centre’s local economy. In contrast to most other town centres, Uxbridge has a comparatively small residential population. Whilst some conversions and new developments are helping to grow this, there is a need to encourage more people to live in the town centre to both support vibrancy and viability. 19 2.3 Town centre strengths Uxbridge Town Centre has many strengths, as highlighted through the baseline analysis and community engagement to date. The following bullet points summarise the findings: • The high street is protected from through traffic and largely pedestrianised. • The bus station is right in the heart of the town centre and right next to the tube station. • The centre boasts an historic high street with significant sections of historic frontages and buildings intact. • The town centre has large number of students present within its catchment (Brunel University, Buckinghamshire University and Uxbridge College). • The countryside is right on its doorstep – three rivers, the Grand Union Canal, Colne Valley Regional Park, London Loop route – 8 mins to Fassnidge Park, 9 mins to Grand Union Canal and River Colne and 11 mins to Dowding Park. • Has direct public transport connections into Central London and surrounding neighbourhoods (e g Hillingdon, Ruislip, Ealing, Harrow and Wembley) via the Piccadilly Line and Metropolitan Line. • Well connected to the South East and the country as a whole due to proximity of both the M25 and M40. • Large and growing local economy with higher levels of economic output than competitor town centres. • Economic mix is dominated by more productive office based sectors including Professional, Scientific and Technical Services and Information and Communication These sectors are supported by relatively good quality office stock across the centre. • Hosts a number of high profile economic anchors that drive interest and footfall (e g Buckinghamshire New University, Coca Cola, Mitsubishi, Hertz, Herbalife, GiffGaff and General Mills), as well as others within its catchment including Brunel University and the Uxbridge Industrial Estate. • Serves an important civic function linked to the presence of Hillingdon Civic Centre, Uxbridge Magistrates Court and the Hillingdon Metropolitan Police HQ. • Home to some manufacturing activity and located close to the North Uxbridge Industrial Estate which is an important economic driver and attractor . • Comparatively young, diverse and growing population which sustains local expenditure and creates vibrancy. • Relatively mixed retail offer catering to different groups and demographics via a range of comparison and convenience occupiers. Retail vacancy rates are an on going challenge but not as much as in other parts of the country. • The Chimes offers a comparatively high quality retail environment complemented by other non retail uses including the popular Odeon cinema which is well patronised by students and residents. • Delivery of large scale residential schemes around the edge of the Town Centre is deepening and extending the town centre catchment. • Local people are invested and committed to the town centre. • The library has consistently been identified as one of the strongest features of the town centre. It is well loved by local people and is considered a central hub, an important civic space and an attraction for visitors. • The town centre is used by a great variety of social groups from diverse ethnic and economic backgrounds. • It is experienced as a functional and practical town centre that people come to for their everyday needs and considered a “convenient” place to do shopping or run errands. • The high street is highly valued by users as a social space. • The cultural diversity of the population is starting to be well reflected in food shops and restaurants/ cafés. 20 “Getting to Uxbridge is easy, I’m absolutely happy with the buses.” (Resident, white British woman, 70s) “People want to become part of [Uxbridge’s] identity. And that’s predicated primarily on the environment that’s created. One of the factors of environment is architecture, and a branding of the place.” (Business Owner, British-Asian man, 50s) “The Civic Centre square just reminds me of the nice plazas and squares that you get in other European countries. So it gives us a flavour, especially during the summertime.” (Resident, British-Asian woman, 40s) “People come in and they come in to shop and they come in for the social interaction as well.” (Uxbridge BID) 21 2.4 Community input The community engagement findings from Stage 1 were extremely helpful in understanding the needs and desires of the Uxbridge’s communities. These findings underpin the Town Centre Vision. The following bullets summarise the suggestions from community stakeholders for the future of Uxbridge Town Centre: • Balancing future developments with the existing aspects of the town centre that people cherish – both its functional aspects and the features which enable social interactions and participation in the life of the community. • Developing strategies that expand the town centre’s civic and social functions towards an enhanced public realm, easing pedestrian and cycling access, offering more social spaces for encounters and free activities. • A focus on increasing the independent retail and food offering which takes into account the diverse demographic of Uxbridge. • Developing strategies to highlight the town centre’s important and rich architecture and to inform about the nearby green and blue spaces. • Enhancing the physical environment of the town centre by incorporating more ‘green infrastructure’ and creating comfortable, shady spaces and water features. • Developing a visible and regular programme of community and youth events and leisure that will simultaneously provide natural surveillance and feelings of safety and promote the social life of Uxbridge. • Develop partnerships with local businesses, corporations and services for training and job opportunities for young people living and studying in the Uxbridge area. • Continuing to engage Uxbridge’s citizens in future planning processes for the area. • The next stage of this project will look at the vision and objectives that should steer future change. This will involve exploring particular opportunities and understanding the degree of change needed in each location to achieve these objectives. The team has started to identify some principles and key moves that might shape early thinking in the next stage and these are set out here. 22 2.4 Community input The second phase of public engagement tested the draft principles, strategic moves and frameworks with local people and stakeholders. An online survey was completed by almost 200 local stakeholders in Spring 2025 and the feedback was overwhelmingly positive and supportive. Strong support was registered for each element of the draft vision. A number of detailed comments were received and the final vision reflects minor updates to address the points made in these helpful responses. 23 3 PRINCIPLES AND STRATEGIC MOVES This section explores the three key issues that Uxbridge town centre is currently facing, as set out in the previous chapter . Principles are set out that address each of the issues with Strategic moves that are actionable moves to make positive change. This first spread provides a brief summary of each of the issues, principles and strategic moves. The town centre is vulnerable due to high retail and commercial vacancy rates. Central Uxbridge is inflexible with a rigid movement network and vacant, large footprint buildings. Principle: Re-purpose to meet changing demands It is key to work out Uxbridge already has and what its strengths are, to ensure that development is sustainable. Strategic move: Re-purpose the economy to support office market at the heart of the town centre • Considering the future of large footprint office blocks that are mostly vacant in the town centre to adapt to the market’s current position Principle: Diversify the offer Creating reasons for people to visit and spend time in Uxbridge with a focus on fun, leisure, culture, creativity. This principle is about making the town centre fit for the future. Strategic move: Create a focus for leisure and culture • Enhancing the leisure and culture offer , particularly focusing this shift around the eastern end of the High Street. 3.1 Introduction Issue: Building economic resilience 26 Uxbridge Town Centre’s offer is not matching the needs of the local communities; with an under representation of produce, health, beauty and professional services, culture and leisure uses. Uxbridge is dominated by chain retail and not appealing to groups such as Brunel students and those who do not drink alcohol. Principle: Better serve residents needs Ensuring that the day to day needs of different types of people and communities are met within Uxbridge town centre to increase visits and dwell times. Strategic move: Establish the Civic Centre as a community hub • Considering different ways that the Civic Centre and its forecourt can be better used to encourage community uses and activity in this area of the High Street. Strategic move: Introduce new residential into the town centre • New homes in the town centre provides the opportunity to support Uxbridge at all hours of the day and introduce a new community. Strategic move: Future proof public transport accessibility • Remodelling the bus interchange to create a new public square and a set of legible and easily accessible bus stops. Transport infrastructure dominates the town centre and the quality of the public realm is poor . Residents and visitors feel that public safety and the ability to walk and cycle freely within and into the town centre are key issues that should be addressed. Principle: Restore effortless connections Understanding the important of restoring the quality of the environment and the experience in the town centre is to reconnect the High Street with its hinterland. Strategic move: Improve strategic connections for cycling and buses • Strengthening sustainable connections from the immediate hinterland into Uxbridge town centre. Strategic move: Enable local access whilst protecting highway function • Re-prioritise, reallocate and relocate highway infrastructure with the aim of maintaining the route’s important strategic highway function. Principle: Recapture a network of public spaces Emphasising the importance of high-quality public spaces that provide a place to dwell and sit aside from shopping and activities. Strategic move: Release the heart of the High Street and Windsor Street • Supporting local heritage and re-prioritising pedestrian movement in the very centre of Uxbridge. Strategic move: Restore a green character to the town centre and celebrate its wider green links • Restoring the strategic connections along Canal, to the local parks and complexes and other centres. Issue: Serving local communities Issue: Enhancing the Environment 27 Key issue 1: Building economic resilience 28 29 3.2 Building economic resilience Ensuring a resilient town centre economy In contrast to other town centres Uxbridge’s economy is not declining, but it is vulnerable due to high and ever-rising office vacancies. It also has an over- representation of declining chain retail versus other town centre uses. Diversification of uses and activities in the town centre is needed to ensure the town centre remains attractive and resilient. Large office buildings pose a particular challenge for the Uxbridge. The town centre has a vast amount of office space, much of it in large format buildings. This space makes an important contribution to the local economy, but represents a vulnerability moving forward. The Atrium and Charter Building have already been re-orientated towards more flexible workspace, but many other buildings present challenges and the vision will need to explore opportunities for adaptation and transformation, including introducing different niche commercial typologies. Fig 3.1: Offic e Vacancy Rates by Town Centre (2018-2022) Source: CoStar , 2023 Embracing the significant education sector Uxbridge is in the enviable position of having two universities and a major college. However , at present the town centre does not benefit hugely from this. Giving these institutions more of a role and presence in the town centre is a major opportunity which should be embraced. Diversity of activities The baseline analysis has shown there is a high proportion of comparison retail in the town centre but an under-representation of leisure, cultural and community uses. Community engagement has reinforced this message that local people would like there to be more to do in the town centre. “It is lacking in choices of restaurants. You used to have a Pizza Express … at the back end of The Chimes, you used to have three restaurants which have closed. So you have very little choice if you want to have a gathering or an occasion, other than fast, convenience food” (Resident, white British woman, 50s) “It’s a very nice space if you want to hang out with friends and eat or shop, but there’s not many activities you can actually do.” (Visitor response to ‘What do you like about Uxbridge?’ At the Echoes of Uxbridge exhibition) 30 Fig 3.2: High Str eet Unit Composition by Town Centre, 2022. This shows centres like Watford outperform Uxbridge, despite being very similiar in size. Source: Experian GOAD, 2023 The Atrium The Charter Building The Quays Capital Court Pemberton House Occupied office space Refurbished flexible office/ alternative occupier Converted to residential Vacant office buildings Civic Centre Harman House 31 3.3 Principle 3.4 Re-purpose to meet changing demands The first principle is all about working with what already exists, to be sustainable and avoid major development disruptions in the centre. The strategy should embed the circular economy in its approach and look to re-use and adapt buildings and spaces to better respond to changing market and consumer demand. This principle will involve the following: • Re-purpose vacant shop units - identify preferred and viable new uses for existing vacant units, to bring back the High Street and shopping centres to their fullest potential. • Re-imagine large office buildings - protect the most viable and logical office buildings for employment use, and find new viable uses for others (both those that are currently vacant and those at risk of vacancy in the short-medium term). This could involve potentially creating a playbook for how to approach the adaptation of office buildings into the future. • Enhance existing but under-used public spaces including squares, green spaces and hidden spaces. Employ a light touch approach to improvements with the re-use of materials and furniture. • Improve the environmental performance of existing buildings as part of re-purposing, to ensure they remain attractive in the long term. • Identify those existing buildings that represent significant re-use challenges and consider future options. Re-use precedents: The Foundry commercial and community use building in Vauxhall (image courtesy of Architecture 00); Re- Tuna shopping mall in Sweden (image courtesy of Lina Östling); refurbished Faculty of History, Cambridge; and innovation and workspace in former Urania cinema building in Zagreb (image courtesy of Studio 3LHD and Jure Živković). 32 Good things already happening • The Chart er Building is a great example of how a large format office building can be re-purposed - into a successful flexible work space in the heart of the town centre. • The Piazza has seen inv estment into the historic buildings to create a new, interesting, attractive destination. Further investment and occupiers are needed to restore this area’s vibrancy. • Randall Plac e Apartments sensitively adapted the building of a former art-Deco department store to create new home. Case study: Urania Cinema • The Ur ania Cinema in Zagreb has been transformed from its former cinema use into a series of public spaces that are used for cultural events and small offices. The building has kept its original structure but has been adapted to suit the needs of the immediate community and market. The project has successfully integrated new flexible, cultural uses into the existing historic fabric. This is an effective precedent for considering the future of the former Regal Cinema in Uxbridge. Fig 3.3: Exis ting assets to be celebrated and/or their use intensified 33 Strategic move 3.5 Re-purpose office blocks outside of the core A large part of re-purposing in the town centre will be a focus on office buildings. Given the volume of office stock in Uxbridge, a strong strategy is needed. This strategic move is about considering the future of the large footprint office blocks outside of the centre’s core, in order to adapt to the current market and strengthen the town’s economic position. This includes the following: • Re-purpose the economy to support the office market at the heart of the town centre. • Protect the area’s ‘best’ office stock (i.e. assets that are high quality, flexible, well-located and meet changing occupier needs) while allowing the selective release of less appropriate stock. • Support existing office buildings within good proximity of the tube station and car parks (such as Charter House and Belmont House). • Allow underused office blocks outside of this zone to re-purpose to other uses (such as community services, educational uses and residential flats), as long as support is provided to relocate existing tenants into other office blocks in the area. A criteria based approach will be established to determine which office blocks should be retained or re-purposed/re-developed. For each block a range of factors will be considered such as the existing vacancy rate, quality, EPC rating and potential for refurbishment. The most important criteria will, however , be the building’s proximity to the tube station given the area around this node is likely to be the most attractive in the town centre from a market demand perspective. Maintaining a core of office stock in this zone will also be important for supporting town centre vitality during the working week, particularly during the daytime and early evening. Fig 3.4: Plan sho wing the proposed strategy to support office stock in proximity to the tube station 34 PRECEDENT: Angel Building, London The building was previously a 1980s post-modern office block, given a new life and look by AHMM. The development includes new uses including a public house, cafe, art spaces and flexible working spaces as well as commercial office spaces. It has responded to the changing markets and brought a new type of visitor to the building aside from office workers. Angel Building has activated previously bare frontages, improved the public realm and widened the pavement width to improve the pedestrian experience. Sustainability principles are key to this project. Two examples are the structure and the wrapping. The original concrete structure has been retained and extended to save embodied carbon. It has also been wrapped in new glazing, to create a new look and aid with innovative heating solutions. In total, the project has saved 7,400 tons of embodied carbon dioxide, while providing 40 per cent more functional space than in its previous state. Images- © AHMM Architects 35 3.6 Principle 3.7 Diversify the offer The strategy should be about creating reasons for people to visit and spend time in the town centre beyond meeting their day-to-day needs - with a focus on fun, leisure, culture, creativity. This principle is about trying to make the town centre fit for the future and enhancing the evening and night time offering. This is a priority that came directly from the community engagement, from people of all ages. It will involve the following: • Introduce more leisure uses, to allow activities in the centre beyond shopping. • Explore scope for cultural uses as well as establish events programme, in coordination with the BID and Chamber of Commerce. • Expand the breadth of food and drink - support independent restaurants and food outlets, embrace non-alcohol based food and beverage. This is especially important for young people and university students; as discovered by the community engagement findings. • Introduce more free events and activities - the vision should identify spaces and intervene to make them work. • Emphasise the library function and former Regal cinema as key cultural nodes in the town centre. • Embrace universities as part of the town centre - explore opportunities for Brunel University to have a town centre presence in the form of an Innovation Hub (this would require c. 2,000-3,500 sqm). 36 Retirement co-ho u s i n g , Chipping BarnetRetirement co-ho u s i n g , Chipping Barnet Tem porary work spaces by M e a n w hile Space, Wood Green Tem porary work spaces by M e a n w hile Space, Wood Green University buil d i n g , Manchester University buil d i n g , Manchester Residential neighbourhood, S to c k h olm Residential neighbourhood, S to c k h olm Self Space, m e n t a l health careSelf Space, m e n t a l health care Royal Festival H all, South Bank Royal Festival H all, South Bank F &B and retail, Bracknell F &B and retail, Bracknell W aterside Park housin g , N e wham W aterside Park housin g , N e wham Pla y g ro u n d and leisure, Peckham Levels Pla y g ro u n d and leisure, Peckham Levels Fig 3.5: Diagr am showing the potential uses to be encouraged for different parts of the town centre Leisure, retail and culture Retail, service and community Employment and residential Commercial and residential Civic, community and social Image source: © Jan Kattein Architects Image source: © Luke O’Donovan and PTEa Image source: © Alice Giddings, Metro Image source: © Ewan Munro Good things already happening • The Lo ve Uxbridge BID has held a programme of highly popular events in the town centre, illustrating the demand for these types of activities. • At the eas tern end of The Chimes, the former Debenhams unit is earmarked for new leisure uses. This is planned to include a range of family leisure activities. • Ov er the last couple of years the High Street has seen the introduction of food and drink outlets that are less alcohol-focused, such as the various waffle outlets and Bubble Tea shops. Case study: Peckham Levels • P eckham Levels is a major creative and cultural hub that was formerly an underused multi-storey car park. The building now provides a huge diversity in uses from a children’s play area, to SME offices to a 3D printing lab. The benefits of the project include over 450 new jobs, over 20% of studios rented below market price as well as boosting the area’s cultural identity and local economy. Peckham Levels is a strong example of the provision of new uses, diversification of a town centre’s offer , within the parameters of an existing building to support the circular economy. Stre a t h a m Space Project Stre a t h a m Space Project Image source: © Nick Caville, Fuse Architects 37 Strategic move 3.8 Create a focus for leisure and culture A strong message from community engagement is that as part of the diversification of the town centre people would like to see a much enhanced leisure and cultural offer . This strategic move is about considering a shift in the offer for the eastern end of the High Street towards this leisure and culture demand. This will evolve the High Street offer so it is fit for the future, and better reflects rapidly changing consumer demand for ‘experiences’ and attracts a broader audience. The strategic move involves the following: • Establish new leisure and cultural uses in the town centre. • Focus these uses on the southern half of the High Street and The Piazza. • Support planned new uses in the former Debenhams unit. • Re-invigorate The Piazza and link across to a revitalised Civic Centre forecourt for events. • Adapt the former Regal Cinema into a new leisure/ cultural venue. • Support existing F&B, leisure and cultural uses on the High Street in this section through inward investment and licensing, enabling a vibrant and diverse daytime and evening economy with leisure uses that support physical and mental health. By concentrating new leisure and cultural activities in this location a new role and vitality can be established for the southern section of the high street. It would build on many of the uses already there and coming soon, and would be supported by investment in existing public spaces to support outdoor events and activities. Fig 3.6: Diagr am showing the spatial extent of the proposed leisure and cultural use focus 38 PRECEDENT: Gravity at Southside, Wandsworth Gravity is an innovative mixed-leisure facility that includes bowling, various games, mini golf, go karting and more all integrated with new technologies. It provides 100,000 sqft over three floors. The facility appeals to people of all ages including families and young people. It is versatile in its ability to attract children and families during the day with activities and live music, and young adults at night with a cocktail bar . Gravity takes up a significant amount of space in Wandsworth’s Southside shopping centre in previously vacant units. It has addressed vacancy issues, provided a new type of leisure activity as well as attracting more people into Wandsworth town centre. Images © Gravity 39 Key issue 2: Better serving local communities 40 Key issue 2: Better serving local communities 41 3.9 Better serving local communities A town centre that addresses its local population The baseline analysis found that the town centre could serve its local population better than it currently does. It was clear that the range of uses in the town centre has not adjusted to the changes in catchment population over the last 10-20 years, nor to some of the wider market trends. The community engagement confirmed that while much of the local population is loyal to the centre, they do not feel it meets their needs fully. Addressing under-represented uses Produce, health, beauty and professional services, as well as culture and leisure uses are currently under- represented in the town centre. When compared to other similar sized town centres in the wider area, Uxbridge has significantly less of these uses and services. The town centre is the most accessible node locally and therefore is a very logical location to boost community services such as health care. The opportunity to establish an NHS health hub in the town centre should be embraced to help meet local demand and ease access to the range of NHS services. Diversifying the offer to meet local ethnic and cultural demographics There is a healthy diversity in offer of independent food shops along Windsor Street and in distinct areas such as the Arcade. Providing a variety in offer of the retail stores and services to better suit the demographics of all local communities would strengthen the town centre’s ability to be a destination for all. Changing lifestyle trends as well as changing demographics in the residential neighbourhoods around Uxbridge mean there is much greater demand for evening economy activities that do not involve Fig 3.7: Age profil e of Uxbridge Town Centre’s immediate catchment (2020) Fig 3.8: Population living within the centre by Town Centre (2011 and 2020) 42 3.9 Better serving local communities 6 Neighbourhood Development Neighbourhood Development Summary The cornerstone of this new operating model is the development of 6 Integrated Neighbourhood Teams co-located in 6 Integrated Neighbourhood Hubs. 1. Integrated Neighbourhood Teams  We propose to fully implement the recommendations of the Fuller Stocktake and create integrated neighbourhood teams which are built from Primary Care and which adopt a population health management approach to tackling health inequalities. These integrated teams will have 3 core functions: 1. Provision of Same Day Urgent Primary Care for people with non complex needs who regularly seek same day access to Primary Care (33% of all GP attendances) delivered through 3 Super Hubs. 2. Proactive Care through risk stratification, case finding and enhanced case management for the 6,000 Hillingdon population cohort most at risk with an emphasis on multi morbidity/ Frailty in the first instance delivered via our Care Connection Teams and Care Home Support Service 3. Preventative and anticipatory Care for a range of population health JSNA priorities with an emphasis on Hypertension, Anxiety/Depression and Obesity working through neighbourhood community champions and associated mobilisation of community assets.  The 6 Integrated Neighbourhood Teams in Hillingdon will be built upon the 6 existing Primary Care Networks. In addition to Primary Care, the teams will include integrated Community Nursing, Care Connection Teams, Care Home Support, MSK Therapy, Podiatry, ARRS Therapists, Community Mental Health and aligned Adult Social Care. Each Neighbourhood Team will have access to a third sector offer and mobilised community assets relevant to that neighbourhood.  We have agreed that each Neighbourhood Team will have a Joint Leadership Team with the PCN CD as the Clinical Director which is representative of the HHCP Partnership and supported by an ‘employment passport’ that will enable staff to work flexibly across care setting.  We are exploring options to provide integrated neighbourhood teams with a common digital record and task allocation platform. Community Physical Health • Community Nursing • Care Connection Teams • Care Home Support • Integrated Therapies General Practice 3 x Neighbourhood SDPC Hubs • Same Day UC for Non Complex Patients • Diagnostics inc Bloods, X-ray, ECG, Swabs • OPAT Community Mental Health Hubs • CMHT, PCMH • Psychology • Psychotherapy • Employment Proactive & Anticipatory Care, Whole Population Health Same Day Urgent Care 6 x Integrated Neighbourhoods Third Sector and Community Assets Community Social Care Pharmacy, Dentistry & Optometry drinking alcohol. Uxbridge is well located to meet this significant demand. Supporting bus travel as a key transport mode Uxbridge’s location on the boundary between London and South Buckinghamshire means in many instances buses are the most important public transport service. There is a need to ensure the town centre embraces this reality and makes arriving, travelling and interchanging by bus a smooth and attractive experience. Many local people expressed concern about the quality of the Bakers Road interchange, in particular its safety after dark. Investing in civic pride Local people are loyal and invested in Uxbridge town centre, but many have found it increasingly difficult to feel proud of the town centre over recent years. Residents and local businesses would like to see investment into interventions that will support civic pride such as event spaces and an events programme, communication and promotion of activities, signage and maps. Meeting the needs for a growing population The baseline analysis highlighted the comparatively small population that live in the town centre compared to other town centres such as Watford or Ealing. There are significant housing needs locally and the town centre could offer a great location for sustainable living. Some residential development has come forward in recent years, but there is scope for significantly more. Any new housing development in the centre should be closely informed by the nature of housing needs, ensuring it provides the best quality housing in the most appropriate locations for the people that can most benefit from a town centre location. Fig 3.9: NHS Diagr am outlining the planned strategy for health care across Hillingdon, with the scope for Uxbridge to be one of three Super Hubs in the borough “I know that footfall is up, but that doesn’t necessarily convert to spend. And I think we need as a town centre to strengthen our retail and hospitality offer. Because I think people are here, but getting them to part with their money … So we need to make sure that offer is here in the town centre and they don’t go elsewhere to spend the money.” (Mike Crane, Uxbridge BID) “One of the things I would focus on is making Uxbridge more exciting. Obviously, there are shops that are easy to use but how can you make it more exciting?” (Andy Sharma, Hillingdon Chamber of Commerce) 43 3.10 Principle 3.11 Better serve residents’ needs The town centre must meet the day-to-day needs of the local population. It is about making sure people can buy food, see their GP, visit the bank, get their medication, borrow a book etc. This will give Uxbridge Town Centre a new role for its local communities, being able to fulfil more of their daily needs. This will involve: • Re-orientate the mix to make it more locally focused and inclusive. • Address under-representation of produce, health, beauty and professional services, culture and leisure uses. • Continue to diversify what is on offer in Uxbridge to meet local ethnic and cultural demographics. • Introduce more community uses, in particular establish an NHS Super Hub within the town centre (the NHS Super Hub requires 2,000 sqm). • Address the lack of homes in the town centre and provide new housing to serve local population’s needs. • Reduce the extent of core retail uses - consider defining areas and frontages that make sense for core retail, and let less viable locations move away from retail use to find more suitable functions. • Maximise the benefit to local communities by giving educational establishments a presence in the town centre and encouraging outreach through courses and events. Community precedents: Town centre living in Hounslow; F&B with local market in Southwark; refurbished Westgate shopping centre in Oxford; and reworked retail and leisure in Walthamstow (all images © Allies and Morrison). 44 Good things already happening • St Andr ew’s Park and Randall Place Apartments are new residential developments in and on the edge of the town centre that have brought new residents into the town centre. • The NHS is planning t o restructure healthcare throughout the borough, and sees Uxbridge Town Centre as a good location for a Superhub facility. • Os sulton Court Almshouses to the west of the town centre is a high quality development of apartments for local elderly people. Case study: Lampton Road • Lampt on Road, Hounslow is an example of integrated town centre living, on the site of an outdated and inefficient 1970s building. The homes are affordable, well integrated with the surrounding blocks, well connected by foot into Hounslow centre and have a good level of greenery. The homes come in different forms and have provided housing for a diversity of household types in a central location, strengthening the local economy. This is a positive example when considering the potential for Uxbridge town centre to cater for a range of housing needs in a high quality format. Fig 3.10: Diagr am showing roles of the broad zones within the town centre 45 Strategic move 3.12 Establish the Civic Centre as a community hub A strong message that came through from the community engagement was the need to better provide for community uses and services in the town centre. An equally common comment was how people found the Civic Centre to be an unwelcoming building and space. This strategic move is about reconsidering and applying ambition to the future role of the Civic Centre. This involves the following: • Establish the town centre as a the focus for community services and activities with the Civic Centre playing a crucial role as the focus for civic activities. • Opening up the Civic Centre campus as a welcoming hub - bringing in more services beyond Council departments and reworking the forecourt and reception area to be much more community orientated. • Opportunity to incorporate a new NHS Superhub as part of this hub either within a vacant campus building or a large unit on the High Street. • Use of vacant high street spaces for community uses - groups, activities, services, attractions, and encourage new community ideas such as a mending and upcycling hub. • Revamping the Civic Centre forecourt space on the High Street into a vibrant community space would re- establish it as the focus for larger events and could include outdoor cinema, outdoor theatre and music, as well as a complementary external market space to the Pavilions. Fig 3.11: Plan sho wing the focus for the community hub around the Civic Centre 46 PRECEDENT: Barking Town Square Strategic move 3.12 Establish the Civic Centre as a community hub Barking Town Square was in need of a welcoming civic space, as previously the space was used as a parking space. It has been transformed into a attractive, human-scale area with a strong identity. There are high-quality planters and street furniture which allow for sitting and dwelling as well as a large space that is now used for public arts and events. This has improved the interface between Barking Town Hall and the public realm - a great precedent for the Civic Centre forecourt and surrounds. Image credit: muf architecture / art 47 Civic Centre Square Relatively modest interventions to the Civic Centre forecourt could have a significant impact in both opening up the Civic Centre as a welcoming community hub and creating a space for cultural events and community activities. The interventions could include: • Rationalising some of the planters to open up the space - creating clearer sight lines to entrances and a more flexible and larger open area for events. • Maximising the setting and legibility of entrances to existing and new facilities such as the new library. • Enabling infrastructure to support more flexible use of the space. • Introducing banner posts along the edge of the square to promote and advertise events. Fig 3.12: Illus trative sketch of how the Civic Centre forecourt could be transformed 48 Fig 3.13: Exis ting view of Civic Centre forecourt 49 Strategic move 3.13 Introduce new residential into the town centre Introducing new residential into the town centre creates the opportunity to support the centre at all times of day and bring a new community into the town centre. This strategic move involves: • Encourage residential homes into the town centre on a more significant scale than has happened to date. • Introduce high quality and well-designed schemes in the short-medium term to set the tone and ensure town centre living is well considered before adding volumes of new homes. • Grow the residential population within the town centre boundary providing for a range of housing needs including: • Flats with good private and communal open space; • Student residential developments; • Smaller house types, not just flats - such as mews and narrow townhouses; • Retirement communities; and • Specialist products - in particular affordable/social housing. • Ensure enhanced links are delivered to properly link emerging residential developments such as St Andrews into the town centre. There are a number of vacant or underused buildings that would offer good opportunities for well designed conversions to residential. Existing buildings such as the former Paralex building and The Atrium could be converted to residential to serve community needs. Other buildings such as Fountain’s Mill and Beaufort House would offer great scope as student residential conversions for post-graduate accommodation. Ossulton Court Al m s h ouses, Uxbridge Ossulton Court Al m s h ouses, Uxbridge W aterside Park h o u sing, Newham W aterside Park h o u sing, Newham Fig 3.14: Plan sho wing the ambition to explore the introduction of new homes in the town centre Image source: © Allies and Morrison Image source: © Allies and Morrison 50 PRECEDENT: Lampton Road, Hounslow Images © Allies and Morrison Lampton Road, Hounslow is a housing development on a Council owned site adjacent to the town centre. A series of housing blocks arranged around courtyard spaces create medium - high density homes next to Hounslow town centre. A range of different housing typologies enables the scheme to cater for a wide range of households and housing needs, all with private outdoor space. Each of the blocks represent different precedents that could be introduced on infill or redevelopment sites in the town centre. 51 Fountain’s Mill The Fountain’s Mill building is a great heritage asset, but one that has sadly been vacant for some time. The re-use of this building could significantly enhance the northern end of the High Street and help support the green link connection along the Fray River . The following could be considered: • The Mill building would make a great home for student residential provision, creating space for post-graduates from local universities with the scope to have communal facilities at ground floor . • There could be scope to introduce a sensitive extension in the yard space, fronting on to the High Street to extend the use of the site. • The piece of leftover land on the north side of the Mill building could be converted into a new pocket park that would set up the link along the Fray River . Short term residential potential The conversion of existing and underused buildings in the town centre could deliver much needed housing in the short term. For example, together , the Fountain’s Mill site and Beaufort House could deliver around 120 post graduate student residential units. Other buildings could deliver much needed residential homes. For example, the conversions of the former Paralex building, The Atrium and Harman House together could deliver over 390 new residential flats alongside refurbished office space and community uses. Just these five sites illustrate the potential to realise town centre living in the short to medium term. Fig 3.15: Illus trative sketch showing how the Fountain’s Mill building could be restored and extended as a student residential hub in the town centre 52 Fig 3.16: Exis ting view 53 Strategic move 3.14 Future proof public transport accessibility A key focus for future proofing public transport in Uxbridge is to remodel the bus interchange as an efficient and attractive through street. This will release turning space to create a new public square and a set of legible and easily accessible bus stops. The existing bus garage would be relocated to a new all electric bus garage facility away from the town. Alongside remodelling the bus interchange, there is also a need to re-plan existing bus routes to improve the coverage around the town centre and wider communities not currently well-served by bus services. Across the town centre there will be improvements to bus legibility, take up and reliability of services through the introduction of orbital bus stops and integrated cycle facilities (hire/stands) and information hubs around the outside of town centre, alongside improved walking and cycling routes from these hubs to the core. Where possible, additional bus routes would be extended and created that better link up the town centre to the wider region including the Home Counties, Brunel University, health care, schools and leisure facilities. Bus stops in Bourg - e n-Bresse, FranceBus stops in Bourg - e n-Bresse, France Fig 3.17: Plan sho wing the proposed bus orbital route and town centre interchange 54

Appendix 2 – Summary of Public Engagement Results 1. Introduction The Uxbridge Vision sets out an overall approach and framework for future action to promote the growth of Uxbridge town centre. It seeks to build on the unique character and opportunities that exist within Uxbridge built on evidence of its existing economic performance and opportunities for growth. The development of the Vision has been a collaborative effort, starting with initial involvement from over 1,000 local stakeholders during summer 2023. This was succeeded by a second formal public engagement phase from November 2024 to May 2025. With 73% of participants supporting the Vision, this shows strong public backing, and all proposals received majority approval from respondents. This report provides a summary of the second formal public engagement phase. 1.1 Participation  185 online survey responses plus seven letters from TfL, SEGRO, St. Modwen, Friends of the Earth, Turley, Colne Valley Regional Park, and an Uxbridge resident  Online respondents were primarily residents (78%) and visitors (10%), but also included business owners, landowners, and community groups  59.2% of online respondents were female, 35.9% male, and 4.9% preferred not to say  A broad and relatively even mix of age groups responded to the survey 1.2 Key Findings  73% of online respondents agree or strongly agree with the overall vision for Uxbridge  The seven letters were also positive but focused on providing comments to support the future phases of the Uxbridge vision.  Strong support for green spaces, pedestrianisation, and cultural development  Prioritise safety, cleanliness, and practical services  Mixed views on residential development and nightlife  Want better transport links and a more vibrant town centre  Support for leisure and retail diversity  Support for initiatives that increase footfall, reduce vacancy rates and improve the town’s image 2. Public engagement Analysis 2.1 The Vision The online survey showed overwhelming support for the Uxbridge Vision, with 20% of respondents expressing strong agreement and a further 53% in agreement. A further 20% of respondents were neutral. 7% disagree or strongly disagree with the vision. Social issues in the Vision were ranked as the most important to respondents, with 49.7% identifying them as the most important. A summary of comments can be found below: Comments Response  More place-based solutions  Celebrate the history and historic buildings of Uxbridge  Be more ambitious  Celebrate Diversity  More cultural activities The Vision will support the development of projects and programmes to address these comments.  Better variety of shops  Less takeaways  More bookshops  Support for artists  Improved market offer  Make the area in front of the station less cluttered  Shops are outdated and tired  More independent shops  More high-end stores  More greening  Improved nightlife  Improve safety at night  Deal with issues around begging, drug dealing and theft  Improved bus station and better routes to neighbouring areas  Bring in a tram service  Need to ensure the needs of elderly customer is supported  Safety concerns, especially at night  Reduce rates for businesses  Replace taxi rank with disabled bays outside station.  Tackle congestion on Winsor Street These comments reflect what the Vision set out to achieve and will act as a shared document to galvanise interested parties. Working with the Uxbridge BID, the safer neighbourhood team, and a new town centre forum, the Vision and the council team leading the improvements, is intended to drive the delivery of the actions identified.  Improve train station and journey times into London  Improve cleanliness and hygiene  More facilities for young people  More social housing and social infrastructure  Better health facilities  Another swimming pool The Vision advocates for improved community facilities.  Make car parks free and consolidate car parks The council is developing a car parking strategy to address needs  Better cycling and pedestrian infrastructure The council has launched a Cycling Strategy 2.2 Principles 2.2.1 Repurposing the town centre to meet changing demands A total of 93% of respondents supported this strategic move. A summary of comments can be found below: Comments Response  Need for affordable workspace  Fill the vacant shops  Improve shop facades  More pop-ups  Repurpose some shops of community use  Need sustainable development  More hotels  Preserve historic buildings  Needs to be aesthetically pleasing  Unique offer  Encourage diverse and independent shops  Need to cater for all age groups  Make sure repurposing of buildings doesn’t impact existing businesses The Vision seeks to address the issues raised in these comments by setting out the priorities for future town centre investment. It sets out a long term vision for Uxbridge and will require a joint effort from landowners, the council and other local organisations such as Uxbridge BID to help achieve these improvements. 2.2.2 Diversifying the town centre offer This priority received positive support from 87% of respondents. A summary of comments can be found below: Comments Response  Green-economy focused activities  More services, less fast-food outlets  Better signage and accessibility  Diversify for young and old visitors  More variety of shops  More resources for licensing and management of business safety  Less chains  Attract high-end retail and independent businesses  Improve cleanliness to attract new businesses  More outdoor seating for restaurants  Introduce cultural venues and family-friendly activities  Suggestions for a theatre, art gallery, and music venues  Calls for more evening activities  Emphasis on celebrating Uxbridge’s heritage  More places of worship for top 5 denominations  Need a cultural strategy  Need alcohol and non-alcohol places to go  Discount cards  Healthy food places The Vision will support these comments and help drive interest, footfall and investment into the town centre. The Vision makes strong reference to the need to ensure the town centre provides a combination of retail offers in an accessible environment. 2.2.3 Better serve residents' daily needs The support for this priority was 88%. A summary of comments can be found below: Comments Response  Overabundance of fast food, vape shops, and barbers  Desire for high-end retail, bookshops, and independent stores  Suggestions for pop-up shops and affordable rents  Increase police presence and CCTV  Improve waste collection and street maintenance  Concerns about crime and anti- social behaviour  Calls for more police presence and better lighting  Requests for cleaner streets and more bins  Preserve historic buildings and promote local heritage  Develop a cultural strategy with community input  Retain Post Offices and Banks  Improve the market offer  Need more GP surgeries in Uxbridge  Need low cost space  A food hall such as Boxpark  Improve links to the south of the borough  Better utilise the civic centre forecourt Officers will work with the town centre forum and other partners to ensure that the Vision is realised as it addresses a number of the additional comments made here. 2.2.4 Restore Effortless Connections This priority received support from 77% of respondents. A summary of comments can be found below: Comments Response  Support for tree planting, shaded walkways, and water features  Interest in outdoor seating, markets, and family-friendly spaces  Redesign the bus interchange with accessibility in mind  Maintain car access for those with mobility needs  The pedestrian route to St Andrews is awful  Improve access to the Colne Valley Regional Park  The roads create huge barriers to the town centre  Traffic flows show not be impacted by the interventions  Improve connections to Denham  Its hard to access green spaces  Need more electric charging points Although the Uxbridge Vision has highlighted a number of interventions to address this principle, the council will ensure that further feasibility is completed to ensure that multiple modes of transport work together and complement each other. Some changes to the draft vision have been made to reflect the desire to maintain good access to the town centre by car. 2.2.5 Network of Public Spaces There was support for this priority from 84% of respondents. A summary of comments can be found below: Comments Response  Improve pedestrian access to the town centre  Ensure walking routes are safe and well lit  Expand tree cover, green walkways, and public seating  Calls to revitalise Fassnidge Park and canal paths  Improve access to parks and green spaces  Support for improved bus interchange and cycle infrastructure Comments echo the Vision’s ambition for the town centre and green spaces to be better connected to one another – which will be a major priority in delivery. Safety at night is a key concern. It will be a key consideration in further designs, with particular reference to the Uxbridge Women’s Safety Audit. 2.3 Frameworks 2.3.1 Movement Frameworks - 1:Transport Strategy, Walking, Cycling and Public Spaces was supported by 68% of respondents. - 2: Walking, Cycling and Public Spaces was supported by 73% of respondents - 3: Buses was supported by 60% of respondents A summary of comments on the Movement Frameworks can be found below: Comments Response  Bringing the Central Line into Uxbridge was repeatedly mentioned as priority for achieving growth  Direct bus link to Heathrow Terminal 5  Ensure car traffic is un-impeded in accessing the town centre  Maximise and enhance pedestrian routes  Ensure the Frameworks are well integrated  A variety of views on the bus station, including many comments in support of The Vision identifies several interventions that address the often- conflicting priorities of transport and movement, and the comments made here highlight the need for these to be balanced. Officers will be working closely with Transport for London to study the impact of proposals in more detail and bring forward ambitious proposals. movement or re-organisation and many against  Consider accessibility of bus stops and proximity to essential shopping and services  Connect the Canal better with the town centre 2.3.4 Land use Framework 62% of respondents supported this the Land use Framework. A summary of comments can be found below: Comments Response  More affordable workspace  More cultural and entertainment spaces  More leisure facilities such as children’s play areas  Support for the re-use and refurbishment of existing buildings  Call for more shopfronts which reflect the architectural heritage of Uxbridge town centre, along with more differing styles  Support for more presence from education establishments in the town centre  While more varied retail is welcomed, existing chains which are useful to residents should be retained  Repurpose edge-of-town-centre office spaces into residential Greater provision of cultural, entertainment and leisure facilities is a major component of the Vision, with clear support from the comments here. The Vision will support these comments and aims to retain major chain retail as an essential component of a healthy high street, balanced with independents to ensure a varied mix and fewer vacant units.  Questions around the rationale of moving the Library Several comments questioned the movement of the Library to the Civic Centre. Since the consultation took place, Uxbridge Library has relocated to the Civic Centre. It remains accessible by all means of transport, and become part of a growing campus of public uses at the Civic Centre which the vision identifies as a ‘community hub’. 2.3.5 Sustainability Frameworks - 1: Climate Mitigation was supported by 59% of respondents - 2: Climate Adaptation was supported by 62% of respondents A summary of comments on the Sustainability Frameworks can be found below: Comments Response  Further greening of the Civic Centre and high Street with planters and shrubs  More public recycling facilities  EV charging points  Ensure all new development is sustainable  Reduce private car movements to improve air quality and noise The comments raised around greening are addressed within the Vision. Sustainability of new development will be ensured through the planning process and the council and TfL will aim to strengthen public transport. Principles of sustainability will be considered in the detailed design of projects, with consideration given to provisions such as EV charging and public recycling. 3. Survey quantitative results 3.1 Vision Note – data labels on charts are % percentages 3.2 Principles 3.3 Frameworks 3.4 Demographics

Cabinet report – 24 July 2025 (Part 1 Public) HOUSES OF MULTIPLE OCCUPATION – ADDITIONAL LICENSING CONTROLS Cabinet Member & Portfolio Councillor Steve Tuckwell, Cabinet Member for Planning, Housing & Growth Responsible Officer Daniel Kennedy, Corporate Director of Homes & Communities Report Author & Directorate Richard Webb / Stephanie Waterford - Homes & Communities Julia Johnson - Place Papers with report Appendix 1- Controls on HMOs in other London Boroughs HEADLINES Executive Summary The report outlines Hillingdon Council’s progress and next steps in exploring an Additional Licensing Policy for Houses in Multiple Occupation (HMOs), following a Full Council motion in July 2024 and initial consideration by Cabinet in October 2024. It details the ongoing Housing Tenure Survey and data analysis efforts to assess whether further regulation is justified under the Housing Act 2004. The aim is to address co ncerns such as poor housing conditions, anti -social behaviour, and safety risks associated with unlicensed HMOs, while supporting the Council’s broader goals. If the evidence supports introducing additional licensing or extending the Article 4 Direction (which restricts permitted development rights for small HMOs), a full public consultation will follow. The final policy and any associated fees or resource implications will be brought to Cabinet for approval in February 2026, with implementation planned f rom spring 2026. Full Council consideration of any Article 4 Direction is also required. For residents, the proposed measures , if ultimately approved, would aim to improve housing standards, reduce anti -social behaviour, and enhance neighbourhood quality. Benefits would include better landlord accountability, safer living conditions, and more consistent enforcement. The Council also anticipates that the wor k will support future responsibilities under the Renters Rights Bill, which will introduce new regulatory powers and standards for the private rented sector. Cabinet report – 24 July 2025 (Part 1 Public) Putting our Residents First Delivering on the Council Strategy 2022-2026 This report supports our ambition for residents / the Council of: Live in good quality, affordable homes in connected communities This report supports our commitments to residents of: Thriving, Healthy Households And the Hillingdon Housing Strategy Financial Cost Additional licensing for Houses of Multiple Occupancy is currently at a formative stage and as such will not require any immediate financial budget. Relevant Select Committee Residents’ Services Select Committee Relevant Ward(s) All RECOMMENDATIONS That: 1. the programme of works and timetable to progress collating and analysing the evidence base and drafting of a proposed Additional Licensing Policy, be noted. 2. the progress of the Housing Tenure Survey to provide robust data and evidence on a number of complex data sets which will inform policy options, be noted. 3. authority be delegated to the Corporate Director of Homes & Communities, in consultation with the Cabinet Member for Planning, Housing & Economic Growth , to agree the draft policy for consultation and public consultation approach, based on supporting evidence assessed during the first stages of the project. 4. the need for relevant fees and charges and scoping of service resources to support the implementation of any policy proposal supporting additional licensing, be noted. 5. the outcomes of any consultations relating to the formation of an additional licensing policy be reported back to Cabinet in February 2026 for consideration and determination. Reasons for recommendation The Council is committed to ensuring that homes in the private rented sector are safe, well managed and well maintained . Houses of Multiple Occupation (HMOs) provide an important source of affordable housing in the borough, and it is acknowledged that they fulfil a need within the overall housing stock of Hillingdon. Cabinet report – 24 July 2025 (Part 1 Public) It is recognised that p oor housing conditions and poorly managed HMOs can lead to adverse impacts on local neighbourhoods ranging from poor app earance and waste issues to more serious instances of anti-social behaviour and nuisance. The Council recognises that poor standards in the private rented sector can have a detrimental impact on the wellbeing of residents and communities and is assessing whether there is a greater need for further regulation. Hillingdon has made commitments to residents to scope and consider additional local regulation, through an Additional Licensing scheme and / or planning controls, to control the standards and numbers of HMOs in certain areas of the borough. These aims support our overall Council ambitions for residents:  Safe and Strong Communities  Thriving Healthy Households  A Thriving Economy The Full Council passed a motion on 11 July 2024, resolving to address issues outlined below: "That this Council recognises the problems caused by unlicensed HMOs in the borough, from anti -social behaviour to poor housing conditions. This Council is committed to ensuring good quality housing in the borough and resolves that a report be sent to Cabinet considering the sufficiency of evidence required under Part 2 Housing Act 2004 to extend licensing obligations to all properties with 3 bedrooms housing multiple unrelated occupants and to commence consultation on the im plementation of this additional licensing obligation where it is justified." The Council is currently undertaking a Housing Tenure Survey of the borough. A Housing Tenure Survey provides a detailed profile of housing across the borough and identifies trends for different housing tenures in the area. It is specific to Hillingdon and enables the Council to understand the make-up and changes in housing stock across the borough, where properties are likely to have serious hazards and how tenure relates to other policy areas such as anti-social behaviour. The survey provides key data to support decisions on policy options to address conditions, standards and community impacts, to inform any proposals to introduce further controls on HMOs. This data will inform whether justification or robust evidence exists for an Additional HMO Licensing scheme and the introduction /extension of an Article 4 direction to limit the conversion of single-family dwellings into HMOs. It is noted that many other authorities across London have introduced similar schemes to the one discussed in this report. However, until the Council concludes the data analysis, it will not know whether justification exists to introduce an Additional Licensing Policy either borough wide or in specific areas. Once the data is gathered and analysed an informed decision can be reached on whether Additional Licensing is required in Hillingdon to deal with emerging issues and improve standards in HMOs. Alongside consideration of Additional Licensing, the Council must plan and prepare for the introduction of further powers under the Renters Rights Bill to regulate the private rented sector. Cabinet report – 24 July 2025 (Part 1 Public) Data analysis will assist the Council with resource planning for the introduction of expected new powers. The Council intends to work to the project schedule outlined in the Supporting Information section of this report to develop the evidence base for proposals on introducing additional legal controls on HMOs. For those local authorities that have introduced additional licensing for Houses in Multiple Occupation, there are a number of benefits that have been realised, these include:  Improved Housing Standards – Ensures safer, better-maintained living conditions.  Tenant Protection – Safeguards vulnerable renters from exploitation and poor conditions.  Community Wellbeing – Reduces anti-social behaviour and environmental issues.  Landlord Accountability – Encourages responsible property management.  Stronger Local Authority Powers – Enables better enforcement and oversight.  Long-Term Area Improvement – Enhances neighbourhood quality and rental market stability. Alternative options considered / risk management 1. Do nothing/continue with the current arrangements . This would not meet the commitments made in the Council motion and would not have any impact on the issues arising within the private rented sector leading to that Council motion, or future implications of the Renters Rights Bill. This option is not recommended. 2. Consider the use of other powers to deal with issues with HMOs i.e. further interventions and enforcement for housing standards breaches, use of ASB and enviro- crime powers, further education and en gagement with private landlords to achieve higher standards of management within the sector. This option is viable and can be used either in isolation or alongside an Additional Licensing Policy, where justified. However, the Council motion recognises that the use of existing powers has not effectively controlled the impact of HMOs on local communities. Democratic compliance Cabinet may consider and determine matters in relation to additional licensing. Any decision to extend the Article 4 Direction for small HMOs would require approval by Full Council. Select Committee comments None at this stage. However, the Residents’ Services Select Committee maintains strong oversight and scrutiny on all housing related matters, and it may decide to consider any of these proposals as part of any planned consultations on them. Cabinet report – 24 July 2025 (Part 1 Public) SUPPORTING INFORMATION 1. Proposed Project Timeline Project stage Date/Deadline Housing Tenure Survey specification, testing and data collection Feb - June 2025 Provision of full Housing Tenure Survey report August 2025 Data Analysis and drafting options for Additional Licensing Policy and potential Article 4 Direction. October 2025 Financial analysis on potential fees and charges October 2025 Consultation plan developed. October 2025 Consultation for a minimum of 10 weeks October to December 2025 Consultation analysis and formulation of final policy January 2026 Implementation planning for Private Sector Housing Team February 2026 Cabinet consideration on final policy and fees/charges + full Council consideration on Article 4 Direction February 2026 Subject to approval, implementation on policy begins Spring 2026 2. HMO Definition 2.1 A House in Multiple Occupation (HMO) is a single dwelling where facilities such as bathrooms and kitchens are shared by three or more unrelated individuals. In planning terms, a small HMO (between 3 -6 persons) falls within Use Class C4. Current legislation allows a family dwelling (Use Class C3) to change to a small HMO (Use Class C4) without planning permission, i.e. by using ‘permitted development’ rights. 2.2 The Housing Act 2004 and supporting regulations require that an HMO is licensed if it is occupied by five or more persons living in two or more separate households (‘Mandatory Licensing’). 2.3 Local authorities may require further categories of HMOs to be licensed (‘Additional Licensing’). This part of the Housing Act 2004 is adoptive and may be introduced in areas only where there is a justification that meets the requirements in the Housing Act 2004. 2.4 Larger HMOs (more than 6) are classified as ‘Sui Generis’ and therefore do not have permitted development to change from a C3 or C4 use property into a Larger HMO. Planning permission for this type of development is still required. Cabinet report – 24 July 2025 (Part 1 Public) 2.5 Local Authorities also have the power to require all privately rented properties to be licensed. This is called a selective licensing scheme. Selective licensing can only be introduced where the evidence demonstrating that such as scheme is necessary meets the legal requirements. 3. The Private Rental Sector in Hillingdon 3.1 Of the 109,000 dwellings in Hillingdon at the last census, more than a quarter (26%, 28,411) were in the private rented sector. There are approximately 900 -1,000 licensed or known HMOs operating in the borough. 3.2 Hillingdon has experienced an increase of 7.8% in private renting between the 2011 and 2021 census. This is the second -largest percentage -point rise (alongside Harrow) in London. The number of rented residences within the private rented sector is also escalating significantly. 4. Emerging HMO Concerns 4.1 The Private Sector Housing Team currently deals with enforcement issues under the requirements of the Housing Act 2004 , The Housing and Planning Act 2016, and the Housing Health and Safety Rating system (HHSRS) and enforce fire safety and amenity standards within all HMOs (whether required to be licensed or not) across the borough. The team works in partnership with the London Fire Brigade on fire safety in HMOs. 4.2 HMOs are often associated with having a higher risk of fire than single family dwellings due to increased occupancy, multiple ignition sources, vulnerable occupants, poor construction and lack of fire prevention measures. 4.3 In Hillingdon, although th e numbers are low, there has been a steady increase in fires reported in HMOs year on year up until the end of the calendar year 2023. Fire is one of the most common hazards identified by the Private Sector Housing Team through reactive and proactive inspe ction and enforcement work. Mandatory licensing allows the Council to ensure that all HMOs in the scheme have working mains powered smoke alarms and that the electrical installation is checked and maintained. Additional licensing could ensure an adequate l evel of fire safety is provided in further HMOs. 4.4 The Council receives around 15 - 20 complaints per month about HMOs from residents and external agencies including the London Fire Brigade and the Metropolitan Police. Complaints are also being received from Social Services colleagues. Complaints include anti -social behaviour, parking difficulties, knife crime, arson and waste management issues. Some recently created HMOs specifically target clients who have presenting needs such as mental health, drug and alcohol concerns and ex-offenders. Cabinet report – 24 July 2025 (Part 1 Public) 5. Legislative Process to Introduce Additional Licensing 5.1 The Housing Act 2004 (‘the Act’) provides for licensing to be extended by a local authority to include HMOs not covered by mandatory licensing. To introduce additional licensing the Council must satisfy Sections 56 and 57 of the Act. 5.2 Compliance with Section 56 – To satisfy this section, the Council must be able to evidence that HMOs which would be subject to additional licensing i.e. 3 bed spaces, are being managed ‘sufficiently ineffectively’ or are giving rise to particular problems for tenants and/or members of the public. The Council will need to analyse data to provide information to demonstrate additional licensing is necessary. The following are some examples of the types of data which would identify HMOs in the borough and provide information on how HMOs are being managed in the borough;  Housing standards/disrepair complaints.  Reports of fire risk.  Reports of overcrowding.  Reports of unfair trading/lease/contract issues.  Reports of noise/disturbance.  Complaints about ASB/drugs/crime/prostitution, etc.  Enviro-crime data i.e. waste accumulation/pests.  Fuel poverty data.  Council tax/benefit fraud. 5.3 The consideration of any proposal for additional licensing must have regard to data specifically for HMOs which are outside of the current regulatory powers and are within the additional licensing definition. The Council will need to demonstrate that HMOs which are within the current regulatory frame work produce one set of data and those that are within the proposed additional licensing framework, would produce another set of data. 5.4 Compliance with Section 57 In order to satisfy this section, the Council must demonstrate that it has considered the use of existing powers to deal with problems identified. This will include existing powers to deal with; housing standard and disrepair complaints specifically for all types of HMO (either Mandatory or Additional), ASB, nuisance, enviro-crime, etc. 5.5 The Council must demonstrate that it has considered how an additional licensing policy will integrate with its Housing Policy, having regard to homelessness, empty properties and ASB within the private rented sector. 5.6 The Council will also need to have regard to its housing stock to recognise the importance of HMOs of all sizes as part of the overall housing offer throughout the borough. This will involve the analysis of data from a recent Housing Stock Survey. Cabinet report – 24 July 2025 (Part 1 Public) 6. Requirements for a full consultation for Additional Licensing 6.1 If the data analysis outlined above supports and justifies Additional Licensing, the Council has a duty to consult extensively with all persons likely to be affected by the policy. This will include, tenants, landlords and their ass ociations/professional bodies, communities, partner agencies, neighbouring boroughs etc. 6.2 Steps the Council will need to take to ensure that the consultation is extensive and will meet the legal requirements of the Housing Act 2004;  Full engagement with residents and resident’s associations.  Engagement with Ward Councillors.  Engagement with the Private Sector Landlords Forum.  Engagement with known Hillingdon landlords/managing agents and Landlord Associations.  On-line consultation survey to seek views.  Notifications to all surrounding councils advising on proposal.  Notification to Landlord’s Associations for comments.  Engagement with organisations with a significant amount of transient tenants i.e. Brunel University, NHS, etc.  Engagement with the Metropolitan Police and Police Crime Commissioner.  Engagement with the London Fire and Emergency Planning Authority.  Engagement with internal Council Services i.e. Community Safety, Youth Justice, Care Leavers, Street Scene etc. 7. Benefits of Additional Licensing 7.1 Since October 2018, all HMOs which have 5 or more occupants forming 2 or more households fall within the remit of Mandatory Licensing. In Hillingdon, many HMOs still exist where there are 3 or more occupants forming 2 or more households and which are not subject to mandatory licensing requirements. An Additional Licensing scheme covering these dwellings would help to address the challenges presented by HMOs in the borough through strengthening landlord responsibility for standards and tenant conduct. Considering the issues that Hillingdon is experiencing in the borough resulting from HMOs, introducing an additional licensing scheme in part or in its entirety would have a positive impact on residents. This would create equality in the protections offered to HMO residents and drive improvements in conditions in HMOs more generally. The scheme would therefore become a major influence on the Council’s Social Housing Allocation Policy. 7.2 Landlords may experience the following benefits from an Additional Licensing policy:  Responsible landlords will receive information and support to help tackle antisocial behaviour.  Poor performing landlords will receive support and training to help them improve. Cabinet report – 24 July 2025 (Part 1 Public)  Improved rental income as areas are maintained and improved.  Increase of property value.  Improvement in the reputation of private landlords.  Shorter void periods.  Landlords who have voluntarily engaged with a recognised accreditation scheme can also benefit from a reduced licensing fee.  Greater ability for the landlord and authority to deal with problematic tenants. 7.3 Tenants may experience the following benefits from an Additional Licensing Policy:  Licensing would ensure private landlords are managing and maintaining their properties.  More professional landlords providing good quality homes.  Likelihood of improvements to their properties.  Licence conditions will create a clear set of rules that all HMO landlords must follow.  Reduced risk of homelessness and increased length of stay.  Minimum standards for rented housing are met. 7.4 Communities may experience the following benefits from an Additional Licensing Policy:  Reduced crime and ASB through new licence conditions.  The area’s image is improved and more desirable to live in.  Improved security and more settled communities.  Reduced number of empty properties.  Better housing standards.  Reduced environmental problems, such as waste accumulation, pests and fly- tipping.  Landlords will also have to give and ask for references for their tenants.  Protecting vulnerable people who may currently be living in poorly maintained properties. 8. Planning Options – Article 4 8.1 Current legislation provides permitted development rights for small family homes to be converted into small HMOs for between 3 and 6 people. This eases the process by which this type of accommodation can be created but hampers the council’s ability to manage the impact of such changes. An Article 4 Direction can be used to withdraw these permitted developments, and the council already has a part-borough Direction in place for an area around Brunel University. The introduction or extension of an Article 4 Direction does not mean that it would not be possible to carry out conversions of family houses to small HMOs, but it would allow the council to consider the impact of these conversions through the need for planning permission. It is important to note that the Article 4 Direction would only apply to HMOs created after the date it came into effect and could not be applied retrospectively to existing HMOs. Cabinet report – 24 July 2025 (Part 1 Public) 8.2 It is essential to acknowledge that any extension of the part-borough HMO Article 4 Direction would have resource implications for the Local Planning Authority. It would increase the volume of planning applicati ons being processed and increase the workload for the planning enforcement team if they are called on to investigate any new conversions that take place without planning permission. Resourcing implications will therefore need to be reviewed alongside any proposed extension of the Direction. 9. Legislative Process to Introduce an Article 4 Direction 9.1 The national planning guidance on Article 4 Directions has changed since the current part-borough Order was introduced in 2013. The National Planning Policy Framework (NPPF) now states that any proposed Directions should:  Be limited to situations where an Article 4 direction is necessary to protect local amenity or the well-being of the area.  Be based on robust evidence and apply to the smallest geographical a rea possible. It is also important to highlight that the Secretary of State has the power to modify or cancel Article 4 Directions where they consider these tests have not been satisfactorily met. 9.2 The Housing Tenure Survey alongside the Local Planning Authority’s own data on planning enforcement complaints will allow a thorough assessment of the extent of small HMOs (C4) within the borough and the extent to which this has become a borough wide issue. It will then be possible to put forward a recommendat ion for any proposed extension, should this be required. 9.3 If it was deemed appropriate to recommend an Article 4 Direction, this would be presented to Full Council for determination. This would include the extent and timeframes for implementing the directi on. There would need to be a consultation period of at least 21 days when representations concerning the direction may be made to the local planning authority. The direction is also sent to the Secretary of State. 9.4 As a non-immediate Article 4 Direction, the direction would not come into force until a minimum of 12 months after it was first made and advertised, in order to remove compensation liability. 10. Links to Corporate Priorities 10.1 Hillingdon Housing Strategy 2021/22 to 2025/26 has ‘Leading on Improving Housing Standards’ as one of five priorities. The strategy highlights the need to develop a more detailed understanding of the private rented sector including its condition, linked to potential concerns regarding fi re precautions, inadequate heating, sub - dividing of properties, overcrowding, damp and mould growth and poor housing conditions for vulnerable households. The strategy includes an action to ‘gather evidence regarding the prevalence of poor conditions in th e different parts of the private rented sector and consider the feasibility of different discretionary licensing options.’ Cabinet report – 24 July 2025 (Part 1 Public) 10.2 The proposed evidence assessment is highly likely to inform wider strategic and policy issues which the Council can consider. For example, conversions of sheds/garages/outbuildings, exploitation, modern slavery and trafficking, those arriving to the UK through Heathrow , vulnerable tenants etc. Once issues are identified and evidenced, the Council will be in a strong position to consider measures to tackle wider policy areas. 10.3 There is a strong chance that many more converted dwellings will be identified through the housing stock survey, which could lead to additional Council Tax and Business Rate income streams for the Council. 11. HMO Controls in Neighbouring Boroughs 11.1 The legal controls that are in place in our neighbouring London boroughs will have an influence on how l ikely it is that a developer or landlord will seek to establish a new HMO in Hillingdon. The controls in place in west London authorities are summarised below: Borough Additional licensing Selective Licensing Article 4 Barnet    Brent    Ealing     Hammersmith & Fulham    Harrow    Hounslow    Kensington & Chelsea    12. Renters Rights Bill 12.1 On 11 September 2024 the Government introduced the Renters Rights Bill. This Bill, if implemented in full, will introduce a range of new legal requirements and controls in the private rented sector, many of which will add to the responsibilities of local authorities. No information is available currently on how local authorities will be funded to deliver these new responsibilities. Proposed changes include:  Applying a Decent Homes Standard to the private rented sector for the first time, enforced by local autho rities. Landlords who fail to address serious hazards could be fined and face prosecution for non-compliance.  Banning rental bidding wars by prohibiting landlords forcing tenants to bid for their properties. Landlords and letting agents will be legally req uired to publish an asking rent for their property. They will also be banned from asking for, encouraging, or accepting any bids above this price. Cabinet report – 24 July 2025 (Part 1 Public)  Banning in -tenancy rent increases written into contracts to prevent landlords implementing too high rents mid -tenancy. Under these reforms, landlords will only be allowed to raise the rent once a year, and to the market rate.  Abolishing blanket bans on tenants with children or those in receipt of benefits to ensure fair access to housing for all.  Introducing a new Private Rented Sector Database to help landlords understand their obligations for compliance and provide tenants the information they need to make informed choices for new tenancies.  Strengthening local authority enforcement by expanding civil penalti es, introducing a package of investigatory powers.  Bringing in a new requirement for local authorities to report on enforcement activity. 12.2 The Bill, when enacted will have a significant impact on the workload of the Private Sector Housing Service as it will introduce a Decent Homes Standard for the Private Rented Sector along with new enforcement powers providing greater sanctions. This is likely to bring additional inspection requirements and additional service demand into the Service. 12.3 The completion of an up-to-date Housing Stock Survey will enable the Council to better understand the implications of these new powers by providing a full property profile of the private rented sector and indicating the number of HMOs across the borough. 13. Conclusion 13.1 This report commits to a timetable for implementation and outlines the necessary steps and considerations for the council to evaluate the need for an Additional Licensing Policy for Houses of Multiple Occupation (HMOs) and the extension of the part-Borough Article 4 Direction which removes permitted development rights for conversion to small (C4) HMOs in Hillingdon. The recommendations would enable the council to determine whether additional controls on HMOs in the borough would help to address the issues identified with unlicensed HMOs, including anti - social behaviour, poor housing conditions, and safety concerns. The process involves gathering extensive data, consulting with various stakeholders, and assessing the resource requirements for effective enforcement. 13.2 The workstreams mentioned in this report are currently unbudgeted with the exception of the Housing Tenure Report. H owever, they utilise in-house resources where possible to keep cost to a minimum. 13.3 The Council must also consider the implications of the Renters Rights Bill, which will introduce new regulatory responsibilities and enforcement powers. Financial Implications Additional licencing for Houses of Multiple Occupancy is currently at a formative stage and being managed within the existing resource and as such will not require any immediate financial budget. Cabinet report – 24 July 2025 (Part 1 Public) Approval of this new policy will be decided in February 2026 by Cabinet and upon this dec ision costs connected to these works will be as sessed for budgeting purposes to ensure operational ongoing financial impact will be fully contained within the service area. To that end relevant Fees and Charges will be factored in to ensure full cost recovery. RESIDENT BENEFIT & CONSULTATION The benefit or impact upon Hillingdon residents, service users and communities? Implementing the recommendations within this report will allow the Council to take full stock of the current concerns with HMOs. Data gathered will provide information on ASB, disrepairs, community impact, etc. which will heavily influence the Councils HMO strategy and/or Additional Licensing Policy. Data will highlight concentrations of HMOs in the borough allowing the Council to consider specific strategies for different areas enabling a targeted approach to HMO regulation and enforcement. Once data is gathered and the recommended strategy is proposed, residents and the wider community will have an opportunity to submit their views to the Council for full consideration through a full public consultation exercise. Consultation carried out or required There is no requirement for public consultation on the recommendations in this report at this stage, however, should the Council propose an Additional Licensing Policy based on the analysis that it is necessary to undertake , a full public consultation and engagement exercise will commence. As Additional Licensing would have significant impact on HMO administration and management in the borough, a longer consultation period would be recommended. Councils usually consult for a minimum of 10 weeks to ensure that appropriate time is given to full engagement exercises. If an Article 4 Direction is implemented this would require consultation in accordance with the relevant legislative requirements. CORPORATE CONSIDERATIONS Corporate Finance Corporate Finance have reviewed this report and concur with the Financial Implications set out above, noting the proposed programme and timetable to develop an Additional Licensing Policy, supported by the data from the ongoing Housing Tenure Survey, along with approval to delegate authority to approve the draft policy and consultation approach based on the emerging evidence, with the outcomes to be reported back to Cabinet in Februa ry 2026 for final consideration and approval. Cabinet report – 24 July 2025 (Part 1 Public) Furthermore, it is noted , the programme to develop the Additional Licencing Policy will utilise existing resources to contain the costs associated with the development of the policy within existing budgets, which will be monitored through the monthly monitoring cycle. Additionally, it is noted that if in February Cabinet approve the new Additional Policy, the scoping of services resources and relevant fees and charges will be assessed to ensure full cost recovery of the service and included within the MTFS. Legal Legal Services confirm that the report accurately sets out the legal position relating to the possible introduction of additional licensing for HMOs and/ or restricting permitted development rights through an Article 4 Direction. Both statutory processes require a strong evidence base to show that a significant proportion of HMOs are being managed ineffectively so as to give rise to particular problems for occupants or members of the public and, in relation to Article 4, that it is necessary to restrict permitted development rights to protect local amenity or the well-being of an area. In addition, before any further restrictions can be introduced statutory consultation is required and decisions made by the Council in relation to additional licensing may require approval from the Secretary of State. Further, the Secretary of State has power to revoke an Article 4 direction. Further legal advice will be given as necessary as the evidence base is collated to assess whether the statutory criteria for further action by the Council are satisfied. BACKGROUND PAPERS  Housing Act 2004 (legislation.gov.uk)  The Licensing and Management of Houses in Multiple Occupation (Additional Provisions) (England) Regulations 2007 (legislation.gov.uk)  Houses in multiple occupation and residential property licensing reform: guidance for local housing authorities - GOV.UK (www.gov.uk) Cabinet report – 24 July 2025 (Part 1 Public) Appendix 1- Controls on HMOs in other London Boroughs Property Licensing Schemes Across London Mandatory Additional Selective Barking & Dagenham ✓ Consultation ended April 2024 Scheme Ended 31 August 2024 Barnet ✓ ✓ × Bexley ✓ × × Brent ✓ ✓ ✓ Bromley ✓ × × Camden ✓ ✓ × City of London ✓ × × Croydon ✓ × × Ealing ✓ ✓ ✓ Enfield ✓ ✓ ✓ Greenwich ✓ ✓ ✓ Hackney ✓ ✓ ✓ Hammersmith & Fulham ✓ ✓ ✓ Haringey ✓ ✓ ✓ Havering ✓ ✓ ✓ Hillingdon ✓ × × Hounslow ✓ ✓ × Islington ✓ ✓ ✓ Kensington & Chelsea ✓ ✓ ✓ Kingston Upon Thames ✓ × × Lambeth ✓ ✓ ✓ Lewisham ✓ ✓ ✓ Merton ✓ ✓ ✓ Newham ✓ ✓ ✓ Redbridge ✓ ✓ ✓ Richmond Upon Thames ✓ × × Southwark ✓ ✓ ✓ Sutton ✓ × × Tower Hamlets ✓ ✓ ✓ Waltham Forest ✓ ✓ ✓ Wandsworth ✓ Consulting on additional licensing ends 14 Oct 2024 Consulting on selective licensing ends 14 Oct 2024 Westminster ✓ ✓ ×

Cabinet Report – 24 July 2025 (Part 1 – Public) COUNCIL BUDGET – 2024/25 OUTTURN & 2025/26 BUDGET MONITORING Cabinet Member & Portfolio Councillor Martin Goddard Cabinet Member for Finance & Transformation Responsible Officer Andy Goodwin, Corporate Director of Finance Report Author & Directorate Andy Goodwin, Finance Papers with report None HEADLINES Overview This report provides the Council's financial position across 2024/25 Outturn and the Month 2 forecast position for 2025/26. It presents a significant challenge to the Council and its plans to address them. Over a number of years, the Council has adopted a strategy of doing all it can to maintain quality services whilst keeping the costs to residents as low as possible, through transforming how the Council operates and its consequent costs. However, like many local authorities across the country Hillingdon is facing financial challenges related to the increase of inflation rates across all of its service areas, utilities and running costs, as well as increases in demands for services following the Covid pandemic and the impact of the recent Government National Insurance increase. Unlike other local authorities, Hillingdon incurs additional costs as a result of being home to Heathrow Airport and the surrounding hotels commissioned by the Home Office during the pandemic, which have been used to house people seeking asylum. The Council is paying £5 million annually to support individuals seeking asylum as well as those evicted from hotels by the Home Office – a sum now forecast to total more than £16 million by the end of the current financial year which we continue to pursue, and there is an expected annual cost to the Council of £1.2 million of supporting Chagossians. The Government’s Fair Funding Review 2.0 - a new assessment of how much money local authorities should receive from the Government - to be introduced in 2026/27, has highlighted that some councils are underfunded and in London there is an additional layer of how outer London is funded compared to inner London. The review has identified Hillingdon Council as being significantl y underfunded for several years. Whilst the Government’s intention has been to rectify this, the conclusion of the review was delayed by the Covid pandemic and recovery, now to be introduced in 2026/27 onwards. The challenges set out in this report and d etailed within have resulted in the Council expecting to request financial support, called Exceptional Financial Support (EFS), from the Government, until Cabinet Report – 24 July 2025 (Part 1 – Public) the funding review is implemented and resolution to the costs for managing asylum numbers over and above that which all authorities are expected to bear is addressed. Seeking Exceptional Financial Support from the Ministry of Housing, Communities and Local Government (MHCLG) is a mechanism available to local authorities where they have taken all reasonable steps to manage financial challenges themselves. The Council’s finances as set out in the report present a position wherein the Council’s expenditure is likely to exceed its resources. In these circumstances the Council’s Chief Finance Officer (Section 151 Officer) is obliged to brief the Council’s executive, Cabinet and external auditors, which has been done. The Chief Finance Officer has also advised the Government office responsible for local government, the Ministry for Housing, Communities and Local Government (MHCLG) and is in active discussions about requesting EFS. This and the actions contained in the report have provided the Chief Finance Officer with sufficient assurance of not needing to issue a Section 114 notice at this time. Summary The report presents the Council’s General Fund financial position and the changes since the previous reports to Cabinet with a forecast outturn position for 2024/25. The outturn position presents a £31.5m adverse variance (representing a £20.5m adverse movement from Month 10) and a £16.4m forecast overspend against the 2025/26 budget. Having recognised the ongoing challenges with stabilising the Council’s budget, since the last reporting cycle, the Council has been working to deliver a Finance Modernisation Programme (FMP) that is targeting an improvement in the Council’s financial capacity and capability across both the Finance department and the wider organisation. Within this programme there are a number of workstreams, including a review of the Coun cil’s Balance Sheet and accounting practices, this workstream has uncovered a number of accounting errors or assumptions going back as far as 2013/14 that need to be rectified and written out of the Council’s accounts, with some of these actions correcting prior year issues, however, due to those periods being closed, the Council needs to recognise them in the 2024/25 outturn position. Whilst these issues are clearly very problematic , the Council has recognised the need to unpack the accounts to understand year on year movements across balances and reserves. This work, having identified and remedied the issues in accounting practices and processes will result in the Council having increased confidence in its financial management, with this confidence increa sing as the Finance Modernisation Programme continues to further deliver. With these issues having not emerged until outturn, the Council had no time to take mitigating actions against either the 2024/25 position or the 2025/26 budget. It should, however, be recognised that the impacts on the 2024/25 outturn position, whilst material, are not indicative of the day-to-day running of the Council, with Service Operating Budgets presenting a relatively minor movement of £1.3m within the £20.5m movement. Service delivery within the Council continues to be well run, with the spend on frontline services being below our comparator group (predominantly Outer London Boroughs) whilst continuing to receive good ratings from external oversight bodies. Cabinet Report – 24 July 2025 (Part 1 – Public) The updates in this report present a position whereby reserves are currently projected to be negative by 31st March 2026, effectively meaning the Council is unable to balance the budget by the end of the current financial year. For this reason, the Council has entered into discussions with Government about financial support options. Furthermore, opportunities exist to determine and implement further cost delay and reduction measures during the current financial year. The Finance Modernisation Programme is continuing to work a t pace and is putting the Council into a better position of understanding its financial position and gaining a better knowledge of the correlation between budget modelling and outturn, with a strong focus on savings delivery, which will include some short-term spend control measures to internally manage this position as best as it can, but recognising that in the short-term, Government support will likely be required. It should be noted that the 2024/25 position is subject to change due to the final Balance Sheet Review element within the Finance Modernisation Programme and can change from the External Audit which is due to commence in September 2025. 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 Financial Cost N/A Select Committee Corporate Resources & Infrastructure Ward(s) All RECOMMENDATIONS That the Cabinet: 1. Note the General Fund Overview as set out in Part A: Section 1 of the report; 2. Note the 2024/25 outturn position as set out in Part A: Section 2 of the report; 3. Note the budget monitoring position and treasury management update as at May 2026 (Month 2) as set out in Part A: Section 3 of the report, furthermore, noting the actions proposed by officers. 4. Approve the financial recommendations as set out in Part B of this report. Reasons for recommendation 1. The reason for Recommendation 1 is to ensure the Cabinet are aware of, and understand, the Council’s financial performance for 2024/25 against the approved budget agreed by Cabinet and Council on 22 February 2024. 2. The reason for Recommendation 2 is to measure performance against the Cou ncil’s budgetary objectives, providing Cabinet with the update on performance against budgets approved by Council on 27 February 2025 contained within Part A of this report. An update on the Council's Treasury Management activities is included within this section of the report. Cabinet Report – 24 July 2025 (Part 1 – Public) 3. Recommendation 2 seeks approval for the range of financial recommendations set out within Part B of this report, which may include acceptance of grant funding, revisions to fees & charges and ratification of decisions taken under special urgency provisions. Alternative options considered / risk management 4. There are no other options proposed for consideration. Select Committee comments None at this stage. PART A: SECTION 1 - GENERAL FUND OVERVIEW 5. The Council’s financial position has materially deteriorated since the last report to Cabinet with both the Outturn 2024/25 and 2025/26 Month 2 monitoring position presenting adverse movements from their respective previous report ed positions. The 2024/25 Outturn position reports an adverse variance against budget of £31.5m, moving £20.5m adversely since Month 10 and the 2025/26 Month 2 update reporting a £16.4m overspend since setting a balanced budget for the year in February 2025. 6. With the Council having £35.2m of reserves at the beginning of 2024/25, these updates indicate forecast closing reserves for 2025/26 of £13.7m overdrawn after factoring in movements within earmarked reserves, meaning the Council’s current estimate indicates that it cannot balance the budget within the current year. 7. This position has arisen due to a number of accounting adjustments that have failed to be remedied by a number of s151 officers and audits having a material, but one -off, impact to the Council’s financial position. The Council is currently undergoing a Finance Modernisation Programme review which aims to improve the Council’s understanding of its financial position by improving financial capability and capacity across the organisation, including b ringing in best practice and ensuring the Council’s new financial system is fit for purpose. Within this programme, one of the workstreams includ es a review of the Council’s Balance Sheet and accounting practices, which has uncovered a number of corrective actions required to address historic issues. As a result, the 2024/25 outturn position saw a movement of £14.1m due to three elements: i. The necessity to write out a negative reserve to the value of £5.5m. ii. Updates to the Council’s Treasury and Minimum Revenue Provision (MRP) calculations, i.e., the covering of debt taken on to finance capital expenditure, led to an adverse movement of £4.5m. iii. Changes to the Council’s Bad Debt Provision p olicy, ensuring we have sufficient cover against debts that are unlikely to be collected added £4.1m to the outturn position. 8. Finally, the outturn position moved due to £5.1m of the mitigating actions the Council was carrying throughout the 2024/25 monitor ing cycle that were not able to be delivered and a further £1.3m from service updates. These updates were identified during the outturn period, Cabinet Report – 24 July 2025 (Part 1 – Public) meaning the Council was unable to find mitigating actions during the 2024/25 financial year, or to provide for them in the 2025/26 budget strategy cycle. 9. The Council has continued to run efficient frontline services, which are well rated by external review bodies, with both Adult Social Care and Children’s Social Care receiving good and excellent ratings from their respective regulators. This has been achieved whilst keeping Council Tax low, with Hillingdon having the second lowest charge out of the 20 Outer London Boroughs. Benchmarking across our comparator group (which is mainly Outer London Boroughs) demonstrates that the Council delivers value for money in service delivery, with below average per capita spend across the majority of services. 10. Where the Council has faced particularly challenging service cost pressures from its legal obligation to provide accommodation and support to asylum seekers. Hillingdon is particularly affected by this due to having Heathrow within the Council’s boundaries. With hotels initially commissioned by the Home Office and the requirement to support those subsequently evicted from this accommodation once their right to remain has been confirmed , the Council has incurred costs which greatly exceed the Government specific funding. This position is further exacerbated by a number of factors including a lack of adequate funding for people arriving from the Chagos Islands., the volume of asylum-seeking arrivals at the airport and the impact on local supply and demand forces for local accommodation. The Council has approached the Home Office to address this situation with no success to date. 11. The financial position of the Council is further adversely impacted by demand pressures from Adult Social Care, Children’s Social Care and Homelessness Support, whilst these services continue to deliver high quality excellent services for a per capita spend below our comparator group, the unrelenting and exceptional demand is placing strain on the Council’s finances, with funding from the Government not keeping pace with demographic pressures and market forces. The Council’s forecast posi tion is commensurate with London wide situation , with London Councils forecasting an £800m overspend in 2024/25 and £500m 2025/26. 12. Despite these pressures, the Council has done well to weather the storm up until this point . The Formula Funding methodology and data by which Central Government allocates Revenue Support Grant [ RSG] and locally retained business rate income was last fundamentally reviewed and updated in 2013/14. Hillingdon’s allocation in that year was reduced by £4.8m (4.7%) to fund damping grants for other local authorities seeing significant falls in their own funding. The Council has long argued that this contribution to other councils should have not led to under -funding of services to Hillingdon residents fo r the following thirteen years and coupled with above average increases in cost drivers, has represented a historic unreasonably low level of Government funding to Hillingdon. As the damping element was not phased out over the first five years as was initially intended, this would have provided Hillingdon with £48m more grant income over the past thirteen years. 13. The Government has recognised that current arrangements represent a “ broken funding system” and are in the process of consulting on proposed change s to the distribution of support to local government through the Fair Funding Review 2.0 Consultation – with changes to grant allocations expected to be introduced from next year as part of a three -year Settlement (2026/27 to 2028/29). Some of the data use d in that consultation is yet to be Cabinet Report – 24 July 2025 (Part 1 – Public) refreshed and the methodology may be changed based on responses to that consultation. Any analysis and projections from that consultation around next year’s funding to the Council thus need to be taken at this stage with a degree of caution. 14. London Councils have undertaken detailed analysis and modelling of the proposals set out in the consultation on behalf of all London boroughs. Their analysis suggests that Hillingdon is proportionately the most underfunded London Council and would see a significantly increased income from the new methodology compared to the current year and supports the Council’s long-held argument that it has been significantly under-funded compared t o other local authorities in the past. 15. It is too early in the consultation process to confidently predict a definitive funding amount for 2026/27, which is unlikely to be confirmed until the end of November 2025. That said, had the allocations been regular ly updated over the past thirteen years (in line with the proposed methodology), the level of Council reserves at the end of 2024/25 could have been substantially improved. 16. The Council is currently taking steps to manage down pressures, this includes as p art of the Finance Modernisation Programme, ensuring the Council is on top of the saving programme for 2025/26 which includes £34.0m of new savings, plus £4.8m of savings yet to be delivered from previous years, taking the total to £38.8m. The month 2 budget monitoring process has however identified that £1.4m of these savings cannot be delivered and will need to be written out of the Council’s budget in 2026/27, with £5.2m of the remaining balance being reported as a pressure within 2025/26. Furthermore, the Council is reviewing its financial position and considering where additional savings can be made and where short -term spend control measures can be implemented defer and reduce cost. These measures are included in the 2025/26 Month 2 position reported in this paper , however, there are opportunities for further measures to be developed that could impact on this position, including a recommendation in Part B of this report to review fees and charges for potential uplifts in 2025/26. The Council is also preparing its 2026/27 and medium -term budget strategy, leaving no stone unturned to maximise efficiencies and set a financially sustainable strategy going forward. 17. However, given this position and the Council’s 2025/ 26 forecast takes reserves overdrawn, the Council has started discussions with the Ministry for Housing, Communities and Local Government (MHCLG) to seek Exceptional Financial Support , with the Council not alone in this position. Several other London boroughs have already applied for support, demonstrating an underfunded sector and ongoing challenges facing London. Other Updates 18. Details behind the Schools Budget, Housing Revenue Account (HRA) and Capital are included in the relevant sections of this report. Cabinet Report – 24 July 2025 (Part 1 – Public) PART A: SECTION 2 – OUTTURN 2024/25 SUMMARY GENERAL FUND REVENUE 19. The General Fund Outturn position reports an adverse variance of £31.5m against budget, representing an adverse movement of £20.5m from the Month 10 update presented to Cabinet in March 2025. Since the last report, the Council has continued to work through the Finance Modernisation Programme, which is focused on modernising financial processes, capability and understanding across the Council, introducing best practice and supporting the Council in gaining a better understanding of its financial position. This process is being done in conjunction with Grant Thornton with oversight from the Local Government Association. Part of this programme includes a review of the Council’s Balance Sheet. 20. This process has unearthed a number of issues which have driven the majority of this adverse movement, including the necessity to write out a negative reserve of £5.5m, with an assessment of the Council’s Treasury approach has led to an adju stment of £4.5m, an evaluation of the Bad Debt Provision policy has led to an adverse movement of £4.1m. This position is further compounded by £5.1m of the previously reported interventions not crystalising, with the movement from service updates accounti ng for only £1.3m of the movement. 21. The below table sets out the 2024/25 outturn position against the Month 10 Cabinet update, it is worth noting that whilst the table below presents an adverse movement of £11m against the interventions reported in Month 10 , £5.9m of these interventions have materialised at outturn, but are now reported under Service Operating Budgets. Cabinet Report – 24 July 2025 (Part 1 – Public) Table 2.1: General Fund Overview Service Approved Budget Forecast Outturn Underlying Variance Forecast Variance Month 10 Change in Variance £m £m £m £m £m Service Operating Budgets 302.1 310.6 8.5 5.8 2.7 Development & Risk Contingency 0.5 0.0 (0.5) (0.5) 0.0 Unallocated Budget Items: Earmarked Reserve Funding 0.0 5.5 5.5 0.0 5.5 Unallocated Budget Items: Pay Award Inflation 0.6 0.0 (0.6) (0.6) 0.0 Unallocated Budget Items: Unallocated Savings (4.7) 0.0 4.7 4.7 0.0 Unallocated Budget Items: Rebasing (14.1) 0.0 14.1 14.1 0.0 Total Net Expenditure 284.4 316.1 31.7 23.5 8.2 Corporate Funding (284.4) (284.6) (0.2) (1.5) 1.3 Subtotal 0.0 31.5 31.5 22.0 9.5 Interventions 0.0 0.0 0.0 (11.0) 11.0 Net Total 0.0 31.5 31.5 11.0 20.5 Opening Reserves 35.2 Less: Underlying Variance (31.5) Add/(Less): Movement on Earmarked Reserves 3.0 Closing Reserves 6.7 22. With this position presenting closing reserves, which includes both General Reserves and Earmarked Reserve, of £6.7m, these reserves are deemed to be inadequate by the Section 151 Officer, it is therefore the Council’s decision to enter conversations with MHCLG around the possibility of seeking EFS from the Government. The Month 2 budget monitoring report for 2025/26 further strengthens the need to enter into these conversations with MHCLG. Given that these discussions are underway, it is the view of t he Section 151 Officer that it is not necessary to issue a Section 114 notice at this time whilst these conversations are ongoing. 23. Whilst this position presents a significant adverse movement from the Month 10 reporting, it should be noted that £14.1m of t he movement relates to accounting adjustments, with a further £5.1m related to estimated interventions, meaning the service impact is a minor £1.3m movement. This position therefore supports the Council’s view that day -to-day operations continue to be tigh tly managed and deliver value for money for our residents, with benchmarking data demonstrating that service expenditure per capita remains below our comparator group (which is predominantly the Outer London boroughs). 24. Furthermore, early modelling against the Government’s Fair Funding Review 2.0 suggests that from 2026/27 funding will be re-allocated from Inner London boroughs to Outer London, with this review having been delayed due to the pandemic. Whilst it is recognised that the Council needs to operate within the funding settlement for 2024/25, it is also recognised that Cabinet Report – 24 July 2025 (Part 1 – Public) should the Fair Funding Review have taken place when originally planned, the Council’s position is likely to have been materially improved. 25. Finally, it should also be noted that the F inance Modernisation Programme has highlighted these issues during the outturn process, meaning the Council was not in a position to consider these updates when setting either the 2024/25 or 2025/26 budget . The Council will continue to review service delivery and implement cost control measures where appropriate to contain the impacts of these adverse movements going forward but recognises the need for short - term Government support whilst the Council takes further action to put itself on a more sustainable footing and until the new funding settlement is received. 26. This outturn report also confirms the service narrative in the Month 10 position, with this being in line with peers across both London and nationally. London Councils, the collective of Local Government in the capital, estimates that boroughs will overspend against original budget plans by £700m in 2024/25 (averaging £21.2m per borough) and are forecasting this to be in the region of £500m for 2025/26. Furthermore, the Government has now published the list of Council’s (so far) reliant on Exceptional Financial Support from Government in 2025/26, with this list including 6 London boroughs receiving a total of £377.9m next year, highlighting the pressures Lon don boroughs are facing . This position therefore confirms, that without the accounting updates to this position of £14.1m, the Council’s net overspend would have been £17.4m and therefore below the London average. 27. This underlying position is being driven by Service Operating Budgets reporting an overspend of £8.5m and presenting a £2.7m adverse movement from Month 10, the details behind which are set out later in this report under the Service Operating Budgets header. Corporate Budgets are compounding this position with an adverse variance of £23.2m and Corporate Funding delivering a minor £0.2m favourable variance (net £23.0m). 28. Within Corporate Budgets the detail behind the adverse variances breaks down as follows: i. The primary variance is being driven by a requirement to rebase the service operating budgets by £14.1m to unwind historic pressures due to demographic growth being above the budgeted increase in prior years and unachieved savings due to changes in service delivery leading to planned savings no longer being deliverable. ii. In October the 2024/25 pay award was agreed, leading to a £0.6m underspend against the Council’s pay award budget. iii. The writing out of the negative earmarked reserve adds £5.5m of overspend to these budgets. iv. The remaining £4.7m relates to cross-cutting savings within the budget strategy that are deemed undeliverable. v. This position includes a proposal to release all of the General Contingency budget of £0.5m which will require Cabinet approval, with a recommendati on included in this report. 29. Both the £14.1m rebasing number and £4.7m undelivered savings were permanently written out of the Council’s budget from 2025/26 onwards in the revised budget strategy approved by Cabinet and Council in February 2025. Cabinet Report – 24 July 2025 (Part 1 – Public) 30. The Service Operating Budget pressure of £ 8.5m is largely being driven by three pressure areas, with: i. c£6.1m relating to Homelessness demand continuing to run at a level above the budgeted assumption, with this being an issue across London. ii. c£2.5m relates to Children’s Social Care demand, with support provided to Looked After Children reporting exceptional demand above that included in the budget strategy. iii. c£2.5m relating to pressures within Adult Social Care from demand outstripping the budgeted growth. 31. These pressures are offset by an underspend of £2. 5m of favourable variances . These consist of a £1.3m underspend within Finance & Transformation due to a number of updates including previously reported interventions landing in this area offset by the Treasury update, a £0.8m underspend within Corporate Services & Property from maximising alternative funding streams to ensure service delivery and a £0.4m underspend within Community & Environment due to underspends against the GLL leisure contract and herit age and cultural sites. 32. Whilst this report sets out the draft outturn position for the Council, it should be noted that there are factors that could further impact on this position, including the final strand of the Finance Modernisation Programme’s Balanc e Sheet Review which is reviewing the debtors and creditor balances and reserves and provisions , as well as the external audit of the accounts which is due to start in September 2025. GENERAL FUND CAPITAL EXPENDITURE 33. At outturn, a £ 32.9m underspend is reported on the 2024/25 General Fund Capital Programme budget of £119.5m, with the forecast outturn variance over the life of the 2024/25 to 2028/29 programme estimated to breakeven with the exception of the £5.4m cost variance in 2024/25. General Fund Capital Receipts of £11.4m are utilised for 2024/25, with future all disposal receipts forecast to be required to fund transformation activity, with capital receipts forecast to achieve the income target of £ 32.0m for the five years to 2028/29. Overall, Prudential Borrowing required to support the 2024/25 to 2028/29 General Fund capital programme is forecast to be on budget. SCHOOLS BUDGET 34. The Dedicated Schools Grant (DSG) total Block for the Maintained Schools is reporting an in-year deficit of £15.0m at outturn, representing a significant improvement from the £2 8.7m reported at outturn 2023/24 as a result of a broad range of positive measures being deployed by the Council. The in -year deficit is largely driven by High Needs placement demand and cost pressures which continue to be significantly underfunded in the DSG settlement that the authority receives from the Department for Education ( DfE). This position means that the cumulative deficit carried forward to 2025/26 is £65.6m. 35. There is currently a time -limited statutory override in place until 31 March 2028 effectively keeping the Schools Budget deficit behind a ringfence which ensures that this deficit does not Cabinet Report – 24 July 2025 (Part 1 – Public) impact upon general reserves, and the Council’s General Fund budget strategy is predicated on the further continuation of this override throughout the life of the 5 -year budget strategy. The Council is one of many local authorities managing a large deficit within the Schools Budget and this stood at £50.6m at 31 March 2024 and therefore exceeded Ge neral Fund reserve levels. Although ringfenced, this deficit is fully financed by the Council and thus impacts on our borrowing costs. 36. The issue of mounting DSG deficits remains a national issue, with projections for a £4bn deficit across the country forming a key strand to lobbying by sector bodies such as the LGA and London Councils. HOUSING REVENUE ACCOUNT 37. The Housing Revenue Account (HRA) is continuing to present a breakeven position at Month 12, with the rental yield leading to a £0.7m in-year pressure, with 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 £15m, in line with the target level established for 2024/25. The HRA had 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. At Month 1 2, the HRA Capital Programme is reporting a £ 14.9m underspend with the five-year programme to 2028/29 forecast to breakeven. Cabinet Report – 24 July 2025 (Part 1 – Public) FURTHER INFORMATION General Fund Revenue Budget 38. As at Month 12, the Council’s General Fund is reporting an overspend of £ 31.5m after accounting for the impacts of the Balance Sheet review, the use of £11.4m of Transformation Capitalisation and net nil movements within Earmarked Reserves . General Fund Balances and Earmarked Reserves are reported to total £6.7m and therefore be below the minimum threshold of £32m as approved by Cabinet and Council in February 2024 and the £24.5m set out in the revised budget strategy approved in February 2025 without further actions. 39. The outturn position includes a net incre ase of £3.0m of Earmarked Reserves, with Service Operating Budgets reporting a net nil movement, and Corporate Budgets increasing reserves by £3.0m. Within the Earmarked Reserves position, £1.9m has been added to the ringfenced Public Health Reserve due to underspends against the grant, with £1.0m being added to ringfenced grants, the remaining £0.1m movement relates to a number of smaller updates, predominantly being the increase in a Planning Reserves and the reduction in the Insurance Reserve. 40. With the C ouncil’s opening reserves being £26.8m of General Balances and £8.3m of Earmarked Reserves, the Council may need to draw further on Earmarked Reserves to close the position, with this to be concluded once the Finance Modernisation Programme balance sheet review is complete. 41. With Transformation activity now concluded for 2024/25 to deliver against the Council’s saving programme, the position includes the use of £11.4m of capital receipts to fund implementation costs in line with the Government’s guidance, re presenting a movement of £2.1m from Month 10. The Council had previously entered a Safety Valve agreement with the Department for Education which included the Council contributing Capital Receipts to reduce the DSG deficit. With this agreement being suspended by the DfE, the Council has chosen to utilise receipts previously held to reduce the deficit to support Transformation activity. Progress on Savings 42. 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 to be delivered in year: Cabinet Report – 24 July 2025 (Part 1 – Public) Table 2.2: Savings Tracker Cabinet Member Portfolio Blue Green Amber I Amber II Red Savings to be Written Out (funded) Savings to be Written Out (New) Banked Delivery in progress Initial stages of delivery Potential problems in delivery Serious problems in delivery Total £m £m £m £m £m £m £m £m Cabinet Member for Corporate Services & Property (1.0) 0.0 (0.3) 0.0 0.0 (0.3) (0.9) (2.5) Cabinet Member for Finance & Transformation (1.1) (0.5) 0.0 0.0 0.0 (0.2) 0.0 (1.8) Cabinet Member for Planning, Housing & Growth (0.7) (0.4) 0.0 0.0 (0.7) (0.1) (0.3) (2.2) Cabinet Member for Community & Environment (2.6) (0.2) (0.2) (0.3) (0.2) (2.3) 0.0 (5.8) Cabinet Member for Children, Families & Education (0.5) (0.1) 0.0 (0.5) 0.0 (0.8) 0.0 (1.9) Cabinet Member for Health and Social Care (1.2) 0.0 (0.2) 0.0 0.0 0.0 0.0 (1.4) Cross-Cutting 0.0 0.0 0.0 0.0 0.0 (5.9) 0.0 (5.9) Total 2024/25 Savings Programme (7.1) (1.2) (0.7) (0.8) (0.9) (9.6) (1.2) (21.5) 33% 6% 3% 4% 4% 44% 6% 100% Carried Forward to 2025/26 No Yes Yes Yes Yes No Yes N/A Month 10 (2.5) (5.0) (1.5) (0.4) (2.7) (9.4) 0.0 (21.5) 11% 23% 7% 2% 13% 44% 0% 100% Movement (4.6) 3.8 0.8 (0.4) 1.8 (0.2) (1.2) 22% -17% -4% 2% -9% 1% 6% 43. At outturn, £7.1m (33%) of the savings and interventions are being recorded as banked, with a further £1.2m (6%) on track for delivery, with a further £1.5m (7%) being at initial stages of delivery. In addition, £0.9m (4%) are being reported as having potential challenges in delivery, with alternative delivery methods being delivered in-year where appropriate, with the savings ultimately expected to be delivered in full . A further £9.6m of savings have been written out of the Council’s budget from 2025/26 and form part of the Corporate Items in the budget strategy approved by Cabinet and Council in February 2025. Since February 2025, a further £1.2m of savings are required to be written out that can no longer be delivered but will now form part of the unallocated savings pressure in the 2025/26 monitoring position, until they are written out in the 2026/27 budget that will ultimately be approved by Cabinet and Council in February 2026. 44. With the savings that have not either been banked or written out and funded carrying forward to 2025/26, the outturn position therefore confirms £4.8m of savings will be carried forward into 2025/26 and added to the £34.0m of new savings for the year, taking total savings to be delivered in 2025/26 to £38.8m. Cabinet Report – 24 July 2025 (Part 1 – Public) 45. Where savings have not delivered in full during 2024/25, the associated pressures have been factored into the monitoring position w ith compensating actions being implemented where possible to offset these pressures. Service Operating Budgets 46. Service Operating Budgets represent the majority of the Council’s investment in day -to-day services for residents. With the Council continuing to operate in a high inflation environment driven by global and national influences, these budgets were supplemented with £16.5m of funding to meet forecast inflationary pressures and £14.3m for demographic and other drivers impacting on demand for services going into the 2024/25. 47. Table 3 represents the position reported against normal activities for the Service Operating Budgets, the salient risks and variances within this position are summarised in the following paragraphs. Cabinet Report – 24 July 2025 (Part 1 – Public) Table 2.3: Service Operating Budgets Service Approved Budget Underlying Forecast Earmarked Reserves Provisions Transformation Capitalisation Forecast Outturn Variance Month 10 Movement £’m £’m £’m £’m £’m £’m £’m £’m £’m Corporate Services & Property Expenditure 28.4 30.8 0.0 0.0 (0.7) 30.1 1.7 1.3 0.4 Income (11.6) (14.1) 0.0 0.0 0.0 (14.1) (2.5) (1.2) (1.3) Subtotal 16.8 16.7 0.0 0.0 (0.7) 16.0 (0.8) 0.1 (0.9) Finance & Transformation Expenditure 163.1 155.6 (0.5) 0.4 (4.4) 151.1 (12.0) (3.2) (8.8) Income (106.6) (96.0) 0.0 0.0 0.0 (96.0) 10.6 0.8 9.8 Subtotal 56.5 59.6 (0.5) 0.4 (4.4) 55.1 (1.4) (2.4) 1.0 Planning, Housing & Growth Expenditure 24.3 40.2 (0.5) 0.0 (0.3) 39.4 15.1 13.7 1.4 Income (15.8) (25.2) 0.4 0.0 0.0 (24.8) (9.0) (8.7) (0.3) Subtotal 8.5 15.0 (0.1) 0.0 (0.3) 14.6 6.1 5.0 1.1 Community & Environment Expenditure 64.2 69.5 (0.1) 0.1 (0.7) 68.8 4.6 0.2 4.4 Income (32.7) (37.7) 0.0 0.0 0.0 (37.7) (5.0) (1.4) (3.6) Subtotal 31.5 31.8 (0.1) 0.1 (0.7) 31.1 (0.4) (1.2) 0.8 Children, Families & Education Expenditure 101.9 108.2 0.0 0.0 (4.5) 103.7 1.8 2.5 (0.7) Income (24.3) (24.0) 0.4 0.0 0.0 (23.6) 0.7 (0.3) 1.0 Subtotal 77.6 84.2 0.4 0.0 (4.5) 80.1 2.5 2.2 0.3 Health & Social Care Expenditure 164.7 170.4 0.0 (0.6) (0.8) 169.0 4.3 7.1 (2.8) Income (53.6) (55.7) 0.3 0.0 0.0 (55.4) (1.8) (4.9) 3.1 Subtotal 111.1 114.7 0.3 (0.6) (0.8) 113.6 2.5 2.2 0.3 Total Service Operating Budgets 302.0 322.1 0.0 (0.1) (11.4) 310.6 8.5 5.9 2.6 Cabinet Report – 24 July 2025 (Part 1 – Public) 48. As can be seen from the table above, Service Operating Budgets are forecasting a £ 8.6m overspend which is the cumulative effect of a number of variances which are briefly outlined below by Cabinet Portfolio: i. Corporate Services & Property – An underspend of £0. 8m is reported, with the underspend largely being driven by the previously reported interventions of transferring expenditure that meets the capital definition over to the capital programme, generating additional recharge income. This position is offset by an overspend relating to Operational Assets due to slippage in the saving associated with the review of the civic centre operating costs. ii. Finance & Transformation – At Month 12 an underspend of £1. 4m is reported for the portfolio, with this variance being driven the previously mentioned Minimum Revenue Provision (MRP) updates leading to £4.5m adverse movement, with a number of the previou sly reported interventions landing in this area, netting the movement down to £1.1m adverse, with the most material upside being an additional £2.0m dividend paid to the Council from its wholly owned housing company, Hillingdon First Limited. iii. Planning, Housing & Growth – The portfolio is reporting a net overspend of £6.1m, with this position largely being driven by the support for temporary accommodation and homelessness support. This increase is linked to the pressures the Council is facing from having He athrow in its boundaries on top of the national pressure impacting many councils. The gross variances are driven by the additional cost of providing support offset by the additional income from Housing Benefits and grant funding. iv. Community & Environment – Are reporting an underspend of £0.4m, which is driven by a number of cultural and heritage sights delivering minor underspends accumulating to this net position. v. Children, Families & Education – At outturn, a pressure of £2.5m is being reported, with the pressure nearly wholly related to care provision to looked after children as a result of demand outstripping the budget strategy growth for the service. Further pressures are included within the position across income streams including room hire with further pressures being driven by the Early Years Centres, however, these have been mitigated by service underspends within the Children in Need & Protection service from staffing underspends. There are no material movements in this area, with the outturn update including a number of minor changes. vi. Health & Social Care – An underlying overspend of £2.5m is reported at Month 12, with the overspend largely being due to exceptional demand for adult social care services being materially higher than the amount includ ed in the Council’s budget strategy. Management action previous reported to contain an element of this spend by supplier management and containing annual uplifts to a value below the budgeted increase (with the budgeted increase being based on the ADASS value of 7.9% and CPI running significantly below this value at 3% in January 2025) h as been successful. The overspend driven by Adult Placements was £5.4m, with staffing Cabinet Report – 24 July 2025 (Part 1 – Public) underspends across the service and other mitigating actions reducing the overall pressure on the portfolio budget to £2.5m. Collection Fund 49. A deficit of £12.4m is reported within the Collection Fund at outturn, representing a £11.0m adverse movement from Month 10. An adverse position is reported within Council Tax of £10.8m and Business Rates of £1.6m. This position is driven by 3 key factors: i. Council Tax is presenting an in-year pressure of £10.7m against a £145.8m budget, with a further £0.1m being driven by the adverse movement on 2023/24. ii. Business Rates is presenting an in -year deficit of £1.6m against a £66.9m budget, within this position income has increased in the realisation of the benefit from the revised rating list for 2023, offset by pressures against empty properties believed to be linked to the economic position both nationally and locally. iii. The Business Rates position is then compounded by a favourable £0.9m against the 2023/24 outturn position. 50. The adverse movement is predominantly due to the review of the Bad Debt Provision for both taxes and the Appeals Provision for Bu siness Rates as part of the Finance Modernisation Programme balance sheet review, with the outcome of this review determining that the Council’s previous provisions policy was insufficient to cover the expected loss on collection and the impact of Check, Challenge & Appeals against the Business Rates valuation list. 51. Any 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, leading to £0.9m being included in the Council’s refresh of the budget strategy approved by Cabinet and Council in February 2025, with any further updates between Month 10 and outturn impacting on 2026/27. This position therefore will increase the Council’s gross saving requirement by £11.5m for 2026/27. General Fund Capital Programme 52. Table 4 below presents the draft outturn position for the General Fund Capital Programme for 2024/25. The programme encompasses capital schemes approved by Cabinet and Council in February 202 5, alongside rephased budgets from 2023/24 approved by Cabinet in June 2024. 53. As at year-end, a total variance of £32.9m is reported against the 2024/25 approved capital programme. This comprises a cost variance underspend of £5.4m and a rephasing proposed slippage variance of £27.5m into 2025/26. These variances are presented in Table 2.4 and are recommended to Cabinet for approval, including proposed rephasing into 2025/26. 54. Across the five-year programme to 2028/29, the General Fund Capital Programme is forecast to remain within the overall approved budget envelope, with variances reflecting the timing of expenditure rather than permanent underspends, except where specific cost pressures have been formally declared. Full details are set out in Appendix A1. Cabinet Report – 24 July 2025 (Part 1 – Public) Table 2.4: General Fund Capital Programme Summary Approved Budget 2024/25 Outturn 2024/25 Cost Variance 2024/25 Project Re- phasing 2024/25 Total Project Budget 2024-2029 Total Project Forecast 2024-2029 Total Project Variance 2024-2029 5-year Move- ment £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 Cabinet Member Portfolio Corporate Services & Property 61.7 49.5 (4.1) (8.1) 179.0 174.9 (4.1) 0.0 Community & Environment 5.2 2.1 (2.1) (1.0) 14.0 11.9 (2.1) 0.0 Planning, Housing & Growth 2.8 2.2 (0.5) (0.1) 6.3 5.8 (0.5) 0.0 Finance & Transformation 16.0 17.4 3.3 (1.9) 64.7 68.0 3.3 0.0 Children, Families and Education 22.9 11.5 0.0 (11.4) 5.7 5.7 0.0 0.0 Health and Social Care 8.9 3.9 0.0 (5.0) 35.9 35.9 0.0 0.0 Development & Risk Contingency 2.0 0.0 (2.0) 0.0 4.0 2.0 (2.0) 0.0 Total Capital Programme 119.5 86.6 (5.4) (27.5) 309.6 304.2 (5.4) 0.0 Major Projects 73.7 53.7 (0.2) (19.8) 171.4 171.2 (0.2) 0.0 Programme of Works 43.8 32.9 (3.2) (7.7) 134.2 131.0 (3.2) 0.0 General Contingency 2.0 0.0 (2.0) 0.0 4.0 2.0 (2.0) 0.0 Total Capital Programme 119.5 86.6 (5.4) (27.5) 309.6 304.2 (5.4) 0.0 55. The salient risks and variances within this position are summarised in the following paragraphs by Cabinet Portfolio: i. Corporate Services & Property – Programmes within the Corporate Services & Property portfolio report a total variance of £12.2m in 2024/25, comprising a rephasing variance of £7.9m and a cost variance of £4.3m. This position is driven by delivery delays across several Major Projects, most notably the Hillingd on Water Sports Facility (£ 9.5m), offset by forward phasing variances from the Civic Centre Transformation work of £ 3.5m and the Jubilee Leisure Centre of £2 .1m. Further rephasing is reported against Programme of Works schemes including the Disabled Facilities Grant (£3.4m), School Building Condition Works (£4.3m). All ongoing major project variances are proposed for rephasing into 2025/26, with major schemes expected to deliver within their approved budgets. ii. Community & Environment – This portfolio reports a total variance of £3.1m for 2024/25, comprising a cost underspend of £2.1m and a rephasing variance of £1.0m. The cost variance is largely due to a £1.0m underspend within the Chrysalis Programme, alongside further underspends across Botwell Green Sports and Leisure Centre Swimming Pool (£0.4m), CCTV Programme (£0.3m), Leisure Centre Refurbishment (£0.3m), and Older People’s Initiatives (£0.2m). The rephasing variance reflects slippage across multiple schemes now expected to complete in 2025/26, notably Botwell Leisure Centre Adaptations (£0.3m), Waste Services Improvements (£0.2m), Minet Country Park Recreational Improvements (£0.2m), Blyth Road Car Park Improvements (£0.2m), and Footpath Improvements at Lake Farm Country Park (£0.2m). iii. Finance & Transformation – The Finance & Transformation portfolio reports a net variance of £1.4m for 2024/25, comprising a rephasing variance of £2.4m offset by a Cabinet Report – 24 July 2025 (Part 1 – Public) cost variance of ( £1.0m). The rephasing variance primarily relates to DSG Capitalisation Support (£4.0m) and Purchase of Vehicles (£2.0m), with the latter proposed for carry forward into 2025/26, partially offset by £8.4m of accelerated spend on the Capitalisation of Transfo rmation Expenditure. The cost variance is driven by a £1.4m underspend within the Purchase of Vehicles programme, partially offset by a small level of accelerated spend across Digital & Innovation (D&I) projects, including the Social Care & Education Systems Solution, Back Office Transformation, Data Analytics Platform, and AI Resident Assistant implementation iv. Children, Families and Education – At outturn, this portfolio reports a variance of £11.4m for 2024/25, entirely attributable to project rephasing, w hich is proposed for carry forward into future periods. This variance is primarily driven by ( £20.6m) of slippage against the Special Resource Provision programme, offset by £5.8m of earlier than planned expenditure at Meadow High School Expansion – Royal Lane, £2.3m against Devolved Capital to Schools, and £1.3m at Meadow High School Expansion – Northwood Road, with £0.2m of other minor variances. v. Health & Social Care – The Health and Social Care portfolio reports a variance of £5.0m for 2024/25, again wholly due to rephasing. This is primarily driven by slippage in relation to the borough’s investment in homecare capacity, which is now forecast to progress in 2025/26. vi. Development & Risk Contingency - This report recommends releasing the General Contingency as a cost variance as it has not been required in 2024/25. Capital Financing - General Fund Table 2.5: Capital Financing Approved Budget 2024/25 £'000 Forecast 2024/25 £'000 Cost Variance £’000 Phasing Variance £'000 Total Financing Budget 2024-2029 £'000 Total Financing Forecast 2024-2029 £'000 Total Variance £'000 5-year Move- ment Source of Finance Capital Receipts (21.0) (11.4) (4.4) 14.0 (32.0) (36.4) (4.4) 0.0 CIL (0.7) (0.7) 0.4 (0.4) (2.6) (2.2) 0.4 0.0 Prudential Borrowing (52.9) (39.2) 3.8 9.9 (215.1) (211.3) 3.8 0.0 Total Council Resources (74.6) (51.3) (0.2) 23.5 (249.7) (249.9) (0.2) 0.0 Grants & Contributions (44.9) (35.3) 5.6 4.0 (59.9) (54.3) 5.6 0.0 Capital Programme (119.5) (86.6) 5.4 27.5 (309.6) (304.2) 5.4 0.0 56. Table 2.5 provides the financing position for the General Fund Capital Programme for 2024/25. Total financing applied during the year was £86.6m, compared to the approved budget of £119.5m. This reflects the wider rephasing of capital projects into future years, with financing requirements deferred in line with forecast project delivery. Cabinet Report – 24 July 2025 (Part 1 – Public) 57. Financing in 2024/25 was primarily sourced from Prudential Borrowing of £39.2m and external Grants & Contributions of £35.3m. Capital Receipts of £11.4m have been applied in full to fund transformation activity, consistent with the Council’s Medium -Term Financial Strategy (MTFS). 58. The Council’s disposals programme remains critical to underpinning the capital programme over the medium term, with total capital receip ts of £ 32.0m forecast across the 2024 –29 period. These receipts are expected to be fully applied to fund the Council’s transformation and DSG Safety Valve programmes. Progress continues to be made in identifying and progressing potential asset disposals, which remain a key corporate priority to ensure ongoing financial sustainability. The five-year financing forecast remains aligned to the overall capital programme. Cabinet Report – 24 July 2025 (Part 1 – Public) Schools Budget 59. The final outturn for the Dedicated Schools Grant (DSG) in the 2024/25 finan cial year indicates an overspend of £15.0m, predominantly attributable to sustained demand pressures within High Needs placements, a £2.3m improvement from the Month 10 forecast. 60. This represents a 48% reduction in the overspend compared to the previous yea r, reflecting a positive trajectory in financial performance and the impact of mitigation strategies implemented during the year. 61. Despite this improvement, the cumulative DSG deficit as at 31 March 2025 stands at £65.6 million, underscoring the ongoing fin ancial challenges within the High Needs Block and the need for continued strategic oversight and intervention. Table 2.6: DSG Income and Expenditure Summary Dedicated Schools Grant (DSG) Blocks Budget 2024/25 Outturn Variance Change from Month 10 DSG Settlement Academy Recoupment LBH Maintained £m £m £m £m £m £m Schools Block 279.6 174.9 104.7 103.9 (0.8) 0.0 Early Years Block 37.4 0.0 37.4 37.4 0.0 0.0 Central Schools Block 2.5 0.0 2.5 3.6 1.1 1.1 High Needs Block 56.4 0.0 56.4 71.2 14.8 (3.4) Total 375.9 174.9 201.0 216.0 15.0 (2.3) Balance Brought Forward 1 April 2024 50.6 Total Deficit at 31 March 2025 65.6 Dedicated Schools Grant Income (nil variance) 62. There was no material difference in the amount of DSG received by the Council from the DfE compared to the final DSG allocation due. Schools Block (£0.8m underspend) 63. The Schools Block includes all funding paid directly to mainstream schools as part of their delegated budget share, including the funding recouped by the ESFA and paid to mainstream academies. 64. There is also a growth contingency fund which is funded from the Schools Block. Schools that are expanding, in agreement with the local authority, to meet basic need pupil population growth, receive additional funding to provide financial recompense throughout the relevant financial year to cover the cost of this agr eed and planned growth. The underspend is in relation to the growth funding coming in lower than the amount allocated for 2024/25. Early Years Block (nil variance) 65. There was a marginal overspend of £49k in the Early Years Block for the year, which therefore doesn’t appear in the above table . The block now covers spend on early years provisions from under two years old right through to four years old. Cabinet Report – 24 July 2025 (Part 1 – Public) Central School Services Block (£1.1m overspend) 66. The published DSG budget allocations confirmed a 20% decrease in the Central School Services Block provided for historic commitments. The block funding was used for the funding for ongoing responsibilities as well as historic commitments. The overspend was a result of increased staffing costs in the year to meet the needs of the services for maintained and academy schools in the borough. This included cost for the schools sufficiency planning for pupils in the borough including planning for provision to cover SEN pupils. High Needs Block Pressures – (£14.8m overspend) 67. The overspend reflects ongoing pressures in the cost of High Needs placements, largely driven by inflationary factors which are not reflected in the funding from the DfE. This continues to be the area of DSG with the most significant pressure en ding the year with a £14.8m overspend, thus adding significantly to the overall DSG deficit. This position represents an improvement from 2023/24 with the achievements in the efficiency of resource allocation being as a result of the constructive work being undertaken by the service in delivering the challenging objectives of the safety valve programme as set out in the table below. Table 2.7: Service Movements 2023/24 to 2024/25 Service 2024-25 2023-24 Change £m £m £m Alternative, Tuition, Hospital & Therapy Provision 2.50 2.02 0.49 Independent, FE & Post 16 Placements 13.59 16.60 (3.01) Other SEN Expenditure 1.68 4.42 (2.74) Top-ups and Place Funding 53.44 54.19 (0.75) Total 71.21 77.23 (6.02) 68. The outturn for 2024-25 saw the overall DSG deficit increase to £65.6m as the full impact of some of efficiency improvements begin to be felt. This outcome is a significantly better result than expected and is an encouragement of the actions and strategy of the SEND s ervice approach in meeting the needs of pupils with educational needs in the borough. Cabinet Report – 24 July 2025 (Part 1 – Public) Housing Revenue Account 70. The Housing Revenue Account (HRA) is reporting a breakeven position in line with the Month 10 update. The 2024/25 closing HRA General Balance is £15.0m, in line with the target level set out in the Council’s budget strategy. The table below presents key variances with a £0.7m shortfall against budgeted income being offset by a reduction in the capital financing costs, with these two updates intrin sically linked, with a shortfall against the planned increase in housing stock leading to income pressures, with delays in the investment leading to a favourable movement against the associated financing costs. Table 2.8: Housing Revenue Account Service Budget Forecast Outturn Variance Variance As at Month 10 Change from Month 10 £m £m £m £m £m Rent & Other Income (80.6) (79.9) 0.7 0.5 0.2 Net Income (80.6) (79.9) 0.7 0.5 0.2 Operational Assets 15.0 16.7 1.7 1.0 0.7 Director of Housing 9.8 9.3 (0.5) (0.4) (0.1) Other Service Areas 1.0 0.8 (0.2) (0.2) 0.0 Contribution to Shared Services 12.0 11.3 (0.7) (0.2) (0.5) HRA Operating Costs 37.8 38.1 0.3 0.2 0.1 Capital Programme Financing 26.8 27.5 0.7 (0.7) 1.4 Interest and Investment Income 16.1 14.4 (1.7) 0.0 (1.7) Capital Programme Financing 42.9 41.9 (1.0) (0.7) (0.3) (Surplus) / Deficit 0.1 0.1 0.0 0.0 0.0 General Balance 01/04/2023 15.1 15.1 0.0 0.0 0.0 General Balance 31/03/2024 15.0 15.0 (0.0) 0.0 0.0 71. At Month 12, rental income and other incomes report a £0.7m pressure with the commissioning plan’s target to deliver 300 new homes being weighted towards the back end of the year, leading to a pressure against budgeted income. The budgets are based on a void rate of 1.35%, with any variation from this level feeding into this position. 72. The HRA Operating Costs Budget is £37. 8m and at outturn is declaring a minor £0.3m overspend against the budget, with this adverse variance related to regulator associated updates. These budgets being based on supporting the Council’s current housing stock as at 1 April 2024, with growth added in line with the commissioning plan’s increase in stock numbers throughout the year. Inflation was added to these budgets in the Council’s budg et strategy, with the outturn position reporting the budgeted uplift was sufficient to meet inflationary demands on the service. 73. The detail behind the service delivery of the blocks included in table 7 are as follows: i. Operational Assets budget funds the services provided for repairs and maintenance, void repairs, compliance and inspections. Cabinet Report – 24 July 2025 (Part 1 – Public) ii. The Director of Housing budget includes tenancy management and tenants’ services. The budgets include utility costs, and these will continue to be monitored given the volatility of the electricity and gas markets in recent times. iii. The Other Service Areas budget includes the Careline contract, HRA specific ICT costs and the revenue regeneration costs. iv. The Contribution to Shared Services budget includes the development and risk contingency, overheads and corporate and democratic core charges, and the bad debt provision. 74. The MTFS savings target was £0.5m with this saving being delivered by virtue of the Council’s general fund savings against support services largely being delivered, leading to a reduction in the recharge to the HRA for these services. 75. As at Month 12 the capital programme financing budget of £42.9m is reporting an underspend of £1.0m . This position includes a £0.7m overspend against depreciation and revenue contributions to fund the HRA capital programme, offset by £1.7m underspend for repayments of loans and interest on borrowing. HRA Capital Expenditure 76. Table 8 sets out the HRA Capital Programme outturn position for 2024/25. Total expenditure for the year was £178.3m against an approved budget of £193.2m, resulting in a variance of £14.9m. This entire variance relates to project rephasing, with no cost variances reported. The rephased expenditure is recommended for carry forward into 2025/26, reflecting the Council’s continued commitment to support the delivery of decent, affordable housing. Over the five-year period, the programme remains on budget, with no variances forecast against the approved £475.4m budget. Table 2.9: HRA Capital Expenditure Approved Budget 2024/25 Forecast 2024/25 Cost Variance 2024/25 Project Re- Phasing 2024/25 Total Project Budget 2024-29 Total Project Forecast 2024-29 Total Project Variance 2024-29 Movement 2024-29 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 HRA Capital Programme Major Projects 119.2 120.6 0.0 1.4 216.2 216.2 0.0 0.0 Works to Stock

Cabinet addendum sheet – 24 July 2025 Part 1 - Public Cabinet Addendum Sheet 24 July 2025 Classification: Public ITEM 7 – OUTTURN 2024/25 & MONTH 2 MONITORING 25/26 New recommendation 2n) That Cabinet note the building safety situation at the Union Park Estate, Brindley Place, Uxbridge and authorise the Director of Operational Assets to take the necessary decisions required to ensure the safety of over 250 private sector properties and to enable residents to remain in their homes while emergency works are progressed , in consultation with the Cabinet Member for Corporate Services & Property and briefing other Members as and when required. Reasons for recommendation A recent fire risk assessment by the managing agents at the Union Park Estate in Cowley, Uxbridge (private sector housing) has identified urgent building safety concerns requiring immediate action. These include the need for enhanced fire detection systems and interim safety measures to protect residents while longer-term works are planned and delivered. The London Fire Services was informed and convened an emergency meeting on 17 July with relevant stakeholders including the Council. As the managing agents have advised they are unable to fund the urgent works at the current time, to ensure the safety of over 250 households and avoid the disruption of temporary rehousing, the Council has had to step in to coordinate and implement emergency measures. This includes the introduction of a temporary “waking watch” service across the estate, which provides 24/7 on-site monitoring to alert residents in the event of a fire. Residents on the estate have been advised by the managing agent on the matter. The Council is working closely with key stakeholders, including housing providers and the managing agents, to ensure a joined-up response. It is also engaging with central Government to explore funding support for the installation of temporary fire alarm systems. If external funding is not secured, the Council may proceed with installation to allow the “waking watch” to be safely withdrawn at the earliest opportunity. These actions are being taken under the Council’s statutory powers to protect public safety. The Council will seek to recover the costs it incurs in managing this emergency from the relevant parties. The introduction of a waking watch will be funded from revenue budgets (corporate contingency already released in full in the Period 2 forecast). The estimated cost of providing this service is £30k per week with an initial requirement of 6 weeks, £180k required in total. Implementing this service will avoid the need to find alternative accommodation for 250 households which would have been estimated to cost in the region of £150k per week. 13 of the 250 households are leaseholders. Cabinet addendum sheet – 24 July 2025 Part 1 - Public The managing agents are liaising with t he MHCLG to secure circa £200k funding to enhance the fire alarm systems and manage the works themselves. Should the works not be completed, there would be the need for the Council to carry out these works and seek reimbursement directly from the MHCLG or through rechar ging the management company. The need to fund the waking watch can be removed as soon as the enhancement to the fire alarm system has been completed, so in the event of a delay from the managing agents it would be cost effective to progress with the works directly. The delegation to the relevant Director, which may include procurement matters regarding the waking watch service and installations, will ensure responsive decision-making by the Council to this evolving situation. Cabinet Members and Ward Councillors will be kept informed. Finance and Legal services have reviewed and contributed towards this addendum. Alternative options considered and rejected The Council would never risk the safety of 250 families. Failure to have taken responsive action would have led to immediate action by the London Fire Service, who could have issued a notice to move all resident's out of all properties.

Cabinet report – 24 July 2025 (Part 1 Public) PUBLIC PREVIEW: MATTERS TO BE CONSIDERED LATER IN PRIVATE Cabinet Member(s) As appropriate Cabinet Portfolio(s) As appropriate Officer Contact(s) Mark Braddock – Democratic Services Papers with report None HEADLINES Summary A report to Cabinet to provide maximum transparency to residents on the private matters to be considered later in Part 2 of the Cabinet meeting and agenda. This will enable Cabinet Members to openly discuss such matters generally in public, and via the Council’s live broadcast of the meeting, without prejudicing their later consideration in private. 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 Financial Cost As set out in the report. Relevant Select Committee As set out in this report under each item – however, this item is not for scrutiny call-in as it is information only. Ward(s) As set out in the report RECOMMENDATION 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. Cabinet report – 24 July 2025 (Part 1 Public) Reasons for recommendation Why are certain reports considered in private? As a transparent, democratic organisation, the Council’s Cabinet will consider matters in public on Part 1 of this Cabinet agenda. However, there will inevitably be some reports that will need to be considered in private. T hese would generally relate to contracts , property transactions or commercially sensitive information , for example, tender bids from commercial organisations , which if made public, could prejudice the Council’s ability secure value -for-money for resident taxpayers. This information is also called ‘exempt’ information and is considered in Part 2 of any Cabinet agenda by applying the relevant section of the Part 1 of Schedule 12 (A) to the Local Government Act 1972 (as amended), in that the report contains certain information and that the public interest in withholding that information outweighs the public interest in disclosing it. How can the public find out more about the private reports? To ensure maximum transparency when the Cabinet considers such private reports: 1) They are first given advance notice on the Cabinet’s Forward Plan in summary form setting out the reason why they will be considered in private . The Forward Plan is a public document setting out all the expected decisions the Cabinet will make over the coming year, except those that are urgent, and is available on the Council’s website to view; 2) This report provides a fuller public preview of the matters to be discussed in Part 2 of this Cabinet meeting and gives an opportunity for Cabinet Members t o highlight issues of significance within and for public information purposes, without prejudicing their later fuller consideration in private. It also sets out the recommendations in general terms that are being proposed for a decision on. 3) Consideration of this report will also be broadcast live on the Council’s YouTube channel: Hillingdon London, and available for viewing afterwards, for wider democratic engagement. 4) After these private reports are considered in Part 2 of this Cabinet meeting, Cabinet’s full decisions on them will then be published on the Council’s website the day after the Cabinet meeting, along with the decisions on the other matters already considered in public. Alternative options considered Cabinet could resolve to release any private report into the public domain in extraordinary or highly exceptional cases , where it considers the public interest in disclosing the information outweighs the public interest in withholding it. However, to ensure greater transparency on all private matters considered, this public preview item is advised as the most suitable way forward. Legal comments Such private matters are considered in accordance with Local Government Act 1972 (as amended) Access to Information provisions and also The Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012. This report enables such matters to be discussed in public as far as is possible under the relevant legislation. Cabinet report – 24 July 2025 (Part 1 Public) SUPPORTING INFORMATION ITEM 9 – ENVIRONMENTAL STREET ENFORCEMENT CONTRACT Relevant Cabinet Members Councillor Lavery, Cabinet Member for Communities and Environment Relevant Ward(s) N/A Relevant Select Committee Residents’ Services Information The report recommends awarding a contract for delivering an Environmental Street Enforcement Service in Hillingdon. This service will support the Council’s Anti-Social Behaviour Team in enforcing public space regulations such as littering, breaches of P ublic Space Protection Orders (PSPOs), and waste offences. The contract being recommended followed a competitive tender process to ensure best value. This service, in place for several years, delivers visible benefits to residents, providing on-street capacity to identify and take enforcement action against persons who do not comply with the standards expected and the law, and acts as a deterrent to those considering acts of non - compliance. This provides a reassurance to the publ ic that the Council is investing in protecting the local environment and has a presence on the streets to monitor and manage behaviour that could negatively impact on local communities. This service also enables the Council to deploy resources to enforce the additional PSPO recently implemented in wards adjacent to Heathrow Airport, which seeks to reduce the impacts of anti-social behaviour by taxi and private hire vehicle drivers on the residents living there.