Cabinet

Thursday 20th November 2025 • View on LB Hillingdon’s website

Meeting documents

👥 Attendance details 📄 Agenda frontsheet PDF 411 KB 📦 Public reports pack PDF 10 MB 📦 Agenda reports pack - Cabinet Agenda B PDF 1 MB 📝 Printed minutes PDF 462 KB

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Audit Committee 11 March 2010 Minutes Independent Member: John Morley (Chairman) Members Present: Councillors George Cooper, Tony Eginton, Liz Kemp and Mary O’Connor. Also Present: Councillors Phoday Jarjussey and Mo Khursheed. Apologies: None Officers Present: Sarah Harty (Head of Resources, Policy and Performance, Education and Children Services), David Kidner (Interim Manager of Hillingdon Grid for Learning (HGfL) Education and Children’s Services), Nancy Le Roux (Senior Finance Manager – Corporate Finance), Rob Mackenzie-Wilson (Policy Officer, Deputy Chief Executive’s Office), Christopher Neale (Director of Finance & Resources), Chris Spencer (Director of Education and Children’s Services), Helen Taylor (Head of Internal Audit and Corporate Governance), Steve Wilkins (Risk & Insurance Manager), (Head of Accountancy Services) and Khalid Ahmed (Democratic Services Manager). Others Present: Paul Hutt (Deloitte) and Gus Miah (Deloitte) 42. Declarations of Interest: John Morley and Councillor Liz Kemp declared Personal Interests in Agenda Item 10 – Internal Audit Operational Plan as they were Members of the Board of Hillingdon Homes. They both remained in the room and took part in discussions on the item. Councillor George Cooper declared Personal Interests in Agenda Item 8 – Internal Audit Progress Report as he was a Governor of St Mary’s School, and in Agenda Item 5 – Deloitte – 2009/10 – Annual Audit Plan, as he was a Member of the Pensions Committee. He remained in the room and took part in discussions on the items. Councillor Tony Eginton declared a Personal Interest In Agenda Item 8 – Internal Audit Progress Report as he was a Governor of Hillside Junior School and Minet Nursery and Infant School. In addition his wife was a Governor at Harlyn Primary School. He left the room and did not participate in discussion on the item. Councillor Mary O’Connor declared a Personal Interest in Agenda Item 8 – Internal Audit Progress Report as she was a Governor of Botwell School and Moorcroft School. She remained in the room and took part in discussions on the item. 43. Minutes of the meeting held on 16 December 2009 Agreed as an accurate record. [During discussion on the item, Councillor Eginton advised the Committee that he would be resigning as a Member of the Committee. Councillor Eginton left the meeting at this point.] 44. Exclusion of the press and public: It was agreed that Items 16, 17 and 18 be considered in private. 45. Deloitte – 2009/10 – Annual Audit Plan Paul Hutt and Gus Miah from Deloitte attended the m eeting and introduced the report to Members. Members were informed that the report set out the ini tial plans for the audit of the Statement of Accounts 2009/10. Th e plan highlighted the key financial and non-financial audit risks which were:- Financial risks • Grant income recognition • Property valuations • Valuation of Icelandic Investments Action By: • Pension liability assumptions • Accounting for local taxes • Bad debt provisions Non-Financial risks • Contract procurement • Partnership working In addition the report set out an audit plan for the Pension Fund audit which highlighted three risks:- • Contributions • Benefits • Financial instruments Issues raised by Members were:- • An update report be submitted to the next meeting o f this Committee on the key financial audit risk relating to the valuation of Icelandic investments • In relation to Contract Procurement and the comment that this was considered a wider risk across the Council, the Head of Internal Audit and Corporate Governance reported that a number of audits had been undertaken and the arrangements around procurement were complex • The next Pensions Committee was prior to the next meeting of this Committee which would mean the Pension Fund Annual Report would be agreed before this Committee received it Resolved - 1. That the information contained in the report be n oted. Action By: Deloitte 46. Deloitte – Annual Grant Audit Letter Members were informed that a report by the Audit Com mission in September 2009 recommended that auditors should rep ort annually to those charged with governance in order to highlight the errors, adjustments and qualifications arising in clai ms and returns in relation to grants. There had been a total of 9 grant claims which had bee n audited. Deloitte reported that all claims had been submitted on time and a number of non significant adjustments had be en made to five of the grant claims. Only one grant claim had been given a qualification letter which was a significant imp rovement on last year which demonstrated the efforts of the Fina nce Team. An Issue raised by Members was in relation to Deloitte’s testing of the Housing and Council Tax Benefits Scheme grant an d the issuing of a qualification letter, Members were informe d that an error of £224.91 had been identified in relation to one claim. This was taken from a sample of up to 100 where 3 or 4 errors would be found. This was an immaterial sum on which to base a qualification but Deloitte confirmed that qualifica tion in this context was just a record of errors found and not the same as a set of qualified accounts. Resolved – 1. That the information contained in the report be n oted and Internal Audit officers be congratulated for their imp roved performance in relation to grant claims. Action By Helen Taylor 47. Delivering the Annual Governance Statement Members were informed that the Council was rolling for ward the existing framework which had been developed over t he past two years to evaluate the management of internal controls, risk and control assurances across all services. The Corporate Governance Working Group would provide the leadership and support to compile the Statement. Resolved – 1. That the information contained in the report be noted. 48. Internal Audit Progress Report The report provided Members with details of the summa ry of Internal Audit activity for the period to 19 February 2010. The Head of Internal Audit and Corporate Governance reported there was no cause for concern at this time with the leve ls of assurance. There was one audit with limited assurance whi ch related to the Customer Relationship Management (CRM) application where weaknesses were identified in relatio n to password controls. Plans were in place to address these weaknesses. Areas discussed included:- • School audits – Haydon Secondary School was limited assurance. The Head of Internal Audit and Corporate Governance would send Members details of the audit on this school • School audits – Holy Trinity and Bourne Primary had achieved Financial Management in Schools Standard, which had to be met every 3 years • School audits – Members noted the full assurance level which Queensmead Secondary School had Helen Taylor achieved. • Follow up audits – Website Content Management – The outstanding recommendation was partially completed and this related to the strategy for standardised access. Members asked that if this outstanding recommendation had not been implemented before the next meeting, that officers be asked to attend to provide further details and target dates for completion Members were reminded that at their last meeting it w as agreed that a representative from Hillingdon Grid f or Learning (HGfL) be invited to provide reassurance on outstanding recommendations. The Director of Education and Childre n’s Services, the Head of Resources, Policy and Performance, Education and Children Services and the Interim Manage r of HGfL attended the meeting to provide Members with d etails of progress made. Most of the outstanding recommendations contained in th e action plan had been implemented but there were still concerns around procurement. Monthly meetings were taki ng place with the Corporate Procurement Board, but the broader remit was looking at value for money. The Head of Int ernal Audit and Corporate Governance reported that a forma l follow up audit would take place. Members thanked officers of Education and Children’s Services for attending the mee ting and it was agreed that sufficient re-assurance had been given that outstanding recommendations should be implemented. Resolved- 1. That the in-year progress against the Internal Audi t Plan for 2009-10, and the updated position of those audits undertaken in 2007-8 and 2008-9 be noted and the Internal Audit Team be thanked for all their efforts and the results they have achieved. Action By: Helen Taylor 49. Internal Audit Strategy Members were informed that the report set out the str ategy for delivery and development of the Internal Audit Serv ice 2010-11 and the associated Internal Audit Plan. This detailed how the service would be delivered, the assurance that it would p rovide and how the Head of Internal Audit and Corporate Go vernance would contribute to corporate governance arrangements, risk management processes and key internal control systems. The Head of Internal Audit and Corporate Governance reported that the audit of IT systems would continue to be contracted out to an outside contractor. A retender of the contract wa s currently underway which would be in place before the start of the new financial year. Reference was made to the Internal Audit team now be ing fully staffed and officers were asked to look at again the descriptions of the skills in the team detailed on page 1 22 of the agenda. Resolved- 1. That approval be given to the internal audit strategy. Action By: Helen Taylor 50. Internal Audit Operational Plan 2010-11 The Chartered Institute of Public Finance and Account ancy (CIPFA) Code of Practice for Internal Audit in Local Government required the Head of Internal Audit and Corporate Governance to produce a risk based plan which was fixed f or no longer than a year and was designed to implement the Audit Strategy. Reference was made to the planned audit work for the year but changes in service delivery arising from the Business Improvement Delivery process would mean that there was a much greater likelihood that audits would be added or deleted than there had been in previous years. Members were informed that Housing Management would be brought ba ck into the Council. Hillingdon Homes’ internal audit ser vices were currently provided by Mazars and the Head of Internal Audit and Corporate Governance was asked to work closely with th e Director of Finance of Hillingdon Homes to ensure a smo oth transition. Discussion took place on Human Resources – CRB checks and re-checks. Some Members believed there was a possibilit y that documentation provided to support CRB checks was held for longer than it should be under regulations. The Head of Internal Audit and Corporate Governance undertook to clarify the procedure with HR. Resolved- 1. That approval be given to the Internal Audit Op erational Plan 2010-11 and the comments made be noted. Helen Taylor Helen Taylor 51. International Financial Reporting Standards (IF RS) Members were reassured that the Council was on track to implement the transition to report its Statement of A ccounts under the IFRS based Code of Practice on Local Authorit y Accounting. Resolved – 1. That the report be noted and consideration be giv en to providing customised training to newly appointed Members at an appropriate time. Action By: 40. Treasury Management Strategy Statement and Inve stment Strategy 2010-11 To 2012-13 Members were informed that the Treasury Management Strategy was agreed by Council as part of the Budget s etting process in February and it was brought to this Committee to allow greater scrutiny of the strategy. The strategy for 2010/11 had been written with the a ssistance of Arlingclose, the Council’s Treasury Advisors and the strategy had been developed to increase the range of permitted investment vehicles to allow greater diversification whil st maintaining a high degree of caution. Reference was made to the impact of interest on balan ces and Members were informed that this Council had not been t oo reliant on high interest returns which meant there ha d not been a huge impact during this difficult economic period. The Council had spent on capital developments rather than looking for active financial management opportunities. Members discussed the role of this Committee in scrutinising the strategies and it was felt it would be more benefi cial for this Committee to consider the strategies before they were a greed by the Council. It was agreed that a representative fr om Arlingclose Ltd be invited to the December 2010 meeting of this Committee to enable Members to be provided with deta ils of the strategies before they were agreed by Council. Resolved - 1. That the information contained in the report be noted. Nancy Le Roux 41. Budget Setting Process Members were reminded that at the last meeting of thi s Committee a request was made for a report to be submi tted providing details on the budget setting process within t he Council. An informative report was considered which gave Members assurances that the budget setting process was subject to sufficient scrutiny elsewhere within the Council. Resolved – 1. That the information contained in the report be noted and the report be included in the information pack which w as given to new Members of this Committee. Helen Taylor Action By: 42. Review of Internal Audit Terms of Reference Minor amendments were suggested to the Internal Audit Terms of Reference and these were noted. 43. Changing Legislation and Current Issues Members were informed that this year’s Internal Audit review would be carried out by means of a self review. A repo rt would be submitted to the Committee for information. 44. Balances and Reserves Statement 2010/11 The report on this item was included in Part II as it co ntained information relating to the financial or business affai rs of any particular person (including the Authority holding tha t information) and the public interest in withholding the information outweighed the public interest in disclosing it (exempt information under paragraph 3 of Part 1 of Schedule 12 A to the Local Government (Access to Information) Act 1985 as amended. Members were provided with details on the Council’s app roach to management and measurement of the requirement to hold balances and reserves. Resolved – 1. That the information contained in the report be noted. 45. Risk Management Report The report on this item was included in Part II as it co ntained information relating to the financial or business affai rs of any particular person (including the Authority holding tha t information) and the public interest in withholding the information outweighed the public interest in disclosing it (exempt information under paragraph 3 of Part 1 of Schedule 12 A to the Local Government (Access to Information) Act 1985 as amended. The report provided details of the reporting arrange ments in place for the most significant risks identified by officers and the most recent quarterly report. Resolved – 1. That the information contained in the report be noted. 46. Internal Audit Progress Report The report on this item was included in Part II as it co ntained information relating to the financial or business affai rs of any particular person (including the Authority holding tha t information) and the public interest in withholding the information outweighed the public interest in disclosing it (exempt information under paragraph 3 of Part 1 of Schedule 12 A to the Local Government (Access to Information) Act 1985 as amended. Consideration was given to a progress report on four Int ernal Investigations. Resolved – 1. That the information contained in the report be noted. Action By: Meeting closed at: 6.55pm Next meeting: 28 June 2010 at 5.00pm These are the minutes of the above meeting. For more information on any of the resolutions please contact Khalid Ahmed on 01895 250833 . Circulation of these minutes are to Councillors, Officers, the Press and Members of the Public.

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Attendance

Present: Councillor Ian Edwards, Councillor Jonathan Bianco, Councillor Susan O'Brien, Councillor Eddie Lavery, Councillor Steve Tuckwell, Councillor Nick Denys, Councillor Sital Punja, Councillor Peter Smallwood OBE

Apologies: Councillor Jane Palmer

Agenda

1. Apologies for Absence PDF 4 KB

Apologies were received from Councillor Jane Palmer.

📄 Apologies for Absence PDF 4 KB

2. Declarations of Interest in matters before this meeting PDF 4 KB

No interests were declared by Members present.

📄 Declarations of Interest in matters before this meeting PDF 4 KB

3. To approve the minutes of the last Cabinet meeting PDF 529 KB

The minutes and decisions of the Cabinet meeting held on 23 October 2025 were agreed as a correct record.

📄 To approve the minutes of the last Cabinet meeting PDF 529 KB

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_________________________________________________________________________ - Page 1 - Minutes & Decisions CABINET Thursday, 23 October 2025 Meeting held at Committee Room 6 - Civic Centre, High Street, Uxbridge UB8 1UW Decisions Published on: 24 October 2025 Decisions come into effect, where stated: 5pm, 31 October 2025 Cabinet Members Present: Ian Edwards (Chair) Jonathan Bianco (Vice-Chair) Martin Goddard Susan O'Brien Jane Palmer Eddie Lavery Steve Tuckwell Members also Present: Stuart Mathers Sital Punja Jan Sweeting Kamal Kaur Gursharan Mand 1. APOLOGIES FOR ABSENCE All Cabinet Members were present. 2. DECLARATIONS OF INTEREST IN MATTERS BEFORE THIS MEETING No interests were declared by Members present. 3. TO APPROVE THE MINUTES OF THE LAST CABINET MEETING The minutes and decisions of the Cabinet meeting held on 18 September 2025 were agreed as a correct record. 4. TO CONFIRM THAT THE ITEMS OF BUSINESS MARKED PART 1 WILL BE CONSIDERED IN PUBLIC AND THAT THE ITEMS OF BUSINESS MARKED PART 2 IN PRIVATE It was confirmed that items of business marked Part 1 would be co nsidered in public and those marked Part 2 in private. _________________________________________________________________________ - Page 2 - 5. HOUSES OF MULTIPLE OCCUPATION: CONSULTATION ON ADDITIONAL LICENSING CONTROLS RESOLVED: That: 1) the draft Additional HMO Licensing Policy Appendix 1 and associated proposed licence conditions in Appendix 1a, be agreed for consultation; 2) the draft Fees and Charges Schedule in Appendix 2 be agreed for consultation; 3) it be noted the consultation period will start at 5pm on 31st October 2025 and end at midnight on 11th January 2026; 4) the Consultation and Engagement Plan for the consultation in Appendix 3, also be noted. Reasons for decision The Cabinet Member for Planning, Housing & Growth provided an update on the proposed additional licensing policy for Houses in Multiple Occupation (HMOs), seeking Cabinet’s approval to proceed with the public consultation. It was noted that unlicensed HMOs could pose risks to communities and that the Council aimed to gather comprehensive evidence before finalising any policy. A draft policy had been prepared, outlining proposed conditions and fees, and would be subject to consultation from through to January 2026. The consultation would engage residents, landlords, associations and other stakeholders, with final proposals to be brought back to Cabinet in Fe bruary 2026. The Cabinet Member emphasised the Council’s commitment to resident safety, stronger communities and effective local leadership. The Leader of the Council welcomed the update and expressed hope for a successful conclusion. Cabinet agreed the draft policy, conditions and fees for public consultation. Alternative options considered and rejected Cabinet could have decided to do nothing, but this would have failed to meet the Council’s commitments and had no impact on private rented sector issu es. Cabinet could have used existing powers, whilst viable, would had not effectively controlled HMO impacts. Additionally, Cabinet could have considered a proposal for a partial licensing policy but noted that concerns on this matter were found across all wards. 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 31 October 2025. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Stephanie Waterford, Michelle Greenidge _________________________________________________________________________ - Page 3 - Directorate Residents Services Classification Public - The report and any background papers relating to this de cision by the Cabinet are available to view on the Council's website or by visiting the Civic Centre, Uxbridge 6. THE ANNUAL REPORT OF CHILD SAFEGUARDING ARRANGEMENTS RESOLVED: That: 1) the Annual Report 2024 -25 and the assurance that the partn ership continues to provide leadership and scrutiny of the safeguarding arrangements for Hillingdon residents, be noted; 2) the way in which the partnership has responded to the challenges posed by changing local, national and international contexts, be note d and; 3) the strategic priorities for safeguarding for 2025-26, be noted. Reasons for decision The Cabinet Member for Children, Families & Education presented the annual report of the Hillingdon Safeguarding Children’s Partnership, outlining the work unde rtaken in 2024–2025 to support and protect children and families. The report highlighted the increasing complexity of safeguarding needs and reaffirmed the partnership’s vision for children to feel safe, healthy, and supported. The three statutory partne rs—the local authority, police, and Integrated Care Board—worked alongside other agencies to deliver priorities focused on contextual safeguarding, child sexual abuse, educational safeguarding, and transitional safeguarding. For 2025 –2026, the partnershi p aimed to strengthen multi -agency responses, embed transitional safeguarding approaches, address harm outside the home through the MAROTH framework, and promote the voice of children and young people. The work was aligned with the Joint Targeted Area Insp ection framework, with efforts underway to improve data sharing and collaborative planning across services. The Leader of the Council welcomed the report and particularly endorsed the comments made by the Independent Scrutineer, Alan Caton OBE, who praise d the strength of the partnership, its openness to scrutiny and challenge, and its commitment to continuous improvement. The Leader described the partnership as one built on high support and high challenge, where difficult conversations were encouraged, and congratulated all involved for their work. _________________________________________________________________________ - Page 4 - Alternative options considered and rejected None. Relevant Select Committee Children, Families & Education Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Not for call-in, as report was noted. Officer(s) to action Senay Nidai 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 visiti ng the Civic Centre, Uxbridge 7. THE ANNUAL REPORT OF ADULT SAFEGUARDING ARRANGEMENTS RESOLVED: That: 1) the Annual Report 2024 -25 and the assurance that the partnership continues to provide leadership and scrutiny of the safeguarding arrangements for Hillingdon residents, be noted; 2) the way in which the partnership has responded to the challenges posed by changing local, national and international contexts, be noted and; 3) the strategic priorities for safeguarding for 2025-26, be noted. Reasons for decision The Cabinet Member for Health & Social Care informed Cabinet of the annual Safeguarding Adults report, which detailed the work of the Hillingdon Safeguarding Adults Board as part of the wider safeguarding partnership. The report provided a ssurance that the partnership continued to offer strong leadership and scrutiny, and outlined strategic priorities for 2025 –2026, including safeguarding adults with complex needs such as rough sleeping and substance abuse, improving engagement with carers, and enhancing collaboration across strategic partnerships, particularly in cases involving domestic abuse. The report highlighted neglect and acts of omission as the most common safeguarding concerns, followed by financial, psychological, and discrimina tory abuse, with eight cases related to modern slavery. The Cabinet Member praised the training programme, which delivered over 2,400 sessions, and thanked the report authors and the independent scrutineer, Alan _________________________________________________________________________ - Page 5 - Canton OBE, whose comments commended the p artnership’s strong leadership and commitment to improvement. The Leader of the Council echoed this praise, noting the powerful case studies and the breadth of work undertaken to safeguard residents of all ages. Alternative options considered and rejected None. Relevant Select Committee Health & Social Care Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Not for call-in, as report was noted. Officer(s) to action Suzi Gladish / Senay Nidai Directorate Adult Social Care & Health Classification Public - The report and any background papers relating to this decision by the Cabinet are available to view on the Council's website or by visiting the Civic Centre, Uxbridge 8. TEMPORARY ACCOMMODATION ACTION PLAN MONITORING RESOLVED: That the content of the quarterly update report be noted. Reasons for decision The Cabinet Member for Planning, Housing & Growth presented the second quarterly update on the delivery of the temporary accommodation strategy an d action plan, originally approved in February 2025. Progress was reported across all four objectives: managing demand, increasing move-on rates, reducing costs, and expanding housing supply. A reduction in new placements into temporary accommodation was noted, alongside strengthened prevention work and ongoing pressures from private landlord evictions and arrivals linked to Heathrow. The Council was on track to meet its target of 350 private rented tenancies, supported by a new landlord forum and incen tive package. Cost reductions were achieved through the rent cap initiative and the leasing of 87 homes at Frayswater Place. The acquisition programme for social housing was progressing ahead of schedule. However, the Cabinet Member highlighted the severe national funding shortfall, with Hillingdon facing acute pressures as a Port Authority. The Council’s next priorities included increasing access to private rented homes, completing the next phase of rent cap reductions, and continuing acquisitions to meet targets by March 2026. _________________________________________________________________________ - Page 6 - The Cabinet Member con cluded by noting the progress made in reducing costs, improving prevention, and helping more families move into permanent homes. While the Council was delivering on its responsibilities, it was stressed that c entral Government must now step up and provide fair funding. The Leader of the Council welcomed the report, praised the effective activity underway, and emphasised the need for fair government funding, particularly to address the unfunded burden from Heathrow-related demand. 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) Not for call-in, as report was noted. Officer(s) to action Debbie Weller Directorate Residents 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. The Chair agreed the report relating to this matte r as an late urgent item. 9. POLICY FRAMEWORK: CONSULTATION ON THE COMMUNITY SAFETY STRATEGY RESOLVED: That the draft Hillingdon Community Safety Strategy 2025 -2029 in Appendix 1 be agreed for consultation. Reasons for decision The Cabinet Member for Community & Environment introduced the draft Community Safety Strategy, which was due to go out for a six-week consultation before returning to Cabinet in January and being adopted by full Council in February 2026. The strategy, led by the C ouncil through the Safer Hillingdon Partnership, involved key agencies including the Police, Fire Brigade, probation services, and representatives from adult and children’s services. The draft priorities inclu ded safer neighbourhoods, tackling violence against women and girls, addressing serious violence including knife crime, and safeguarding communities. These priorities were informed by statistical data and a strategic needs assessment. _________________________________________________________________________ - Page 7 - The Leader of the C ouncil welcomed the strategy and highlighted th e successful campaign to prevent the closure of Hayes Police Station, describing it as a symbolic and practical win for community safety in the borough. Cabinet agreed for the plan to go out for public consultation. Alternative options considered and rejected None, as there was a statutory requirement to develop, consult and adopt a Community Safety Strategy for the area. Relevant Select Committee Residents’ Services Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Decision takes immediate effect. Not for call-in. This is a policy framework document and the decision to adopt is reserved to the full Council. The relevant select committee will be consulted prior to this. Officer(s) to action Richard Webb, Directorate Residents 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 10. TRANSPORT FOR LONDON LOCAL IMPLEMENTATION PLAN - ANNUAL SPENDING SUBMISSION RESOLVED: That; 1) the proposed bid outlined in this report for funds from Transport for London (TfL) to implement the Council’s Local Implementation Plan (LIP) for 2026/27, be approved in principle; 2) authority be delegated to the Corporate Director of Residents Services, in consultation with the Cabinet Member for Planning, Housing and Growth, to agree any changes or additions prior to the submission deadline and to submit the Council's new three -year Loca l Implementation Plan Delivery Programme bid by the deadline. Reasons for decision The Cabinet Member for Planning, Housing & Growth introduced the proposed funding bid to Transport for London under the Loc al Implementation Plan for 2026 – 2027, seeking Cabinet approval and delegated authority for final submission by the 31 October deadline. The bid aimed to secure significant external investment to improve transport across the borough, with a focus on safet y and connectivity. Planned improvements _________________________________________________________________________ - Page 8 - included safer walking and cycling routes, upgraded junctions and crossings, bus priority measures, and the borough -wide Safer Streets programme, starting in Uxbridge. The proposals built on existing transport and c ycling strategies and came at no direct cost to the Council. The Cabinet Member emphasised the benefits to residents, including safer journeys, cleaner air, and more sustainable travel options, and recommended approval of the bid. Alternative options considered and rejected Cabinet could have aut horise the final submission, but considered delegation would enable any minor changes to be made before the submission deadline. 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 31 October 2025. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Sophie Wilmot Directorate Residents 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 Cen tre, Uxbridge 11. STRATEGIC CLIMATE ACTION PLAN - 2024/25 REVIEW RESOLVED: That the progress made in the Strategic Climate Action Plan Progress Report 2024-25, be noted. Reasons for decision The Cabinet Member for Community & Environmen t introduced the review of the Strategic Climat e Action Plan, following the Council’s declaration of a climate emergency in 2020. The report updated Cabinet on actions already taken and outlined new measures through to 2028. A 34% reduction in carbon emiss ions at the Civic Centre was noted, with ongoing work to monitor and reduce fleet emissions. Hillingdon was recognised as having the second largest tree canopy in London, with continued tree planting contributing to carbon sequestration. Natural flood miti gation measures had also been implemented in re sponse to changing weather patterns, particularly increased rainfall intensity. The Leader of the Council welcomed the report and expressed hope that the borough’s green spaces and tree canopy would remain p rotected from the Mayor of London’s expansion plans. _________________________________________________________________________ - Page 9 - 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) Not for call-in, as report was noted. Officer(s) to action Ian Thynne Directorate Residents 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 t he Civic Centre, Uxbridge 12. BETTER CARE FUND SECTION 75 AGREEMENT RESOLVED: That: 1) the London Borough of Hillingdon enter into an agreement with Northwest London Integrated Care Board (ICB) under section 75 of the National Health Service Act 2006 for the delivery of the Better Care Fund plan as described in the report from the 1st April 2025 to 31st March 2026 at a value of £74,160,937. 2) Authority be delegated to the Corporate Director, Adult Social Care and Health, to amend the terms of t he agreement with Northwest London Integrated Care Board during 2025/26, in consultation with the Leader of the Council and the Cabinet Member for Health and Social Care. Reasons for decision The Cabinet Member for Health & Social Care introduced the Bet ter Care Fund Section 75 agreement with the North West London Integrated Care Board, which formalised the financial and partnership arrangements for pooled budgets under the national initiative first established in 2015. The agreement, commencing on 1 Apri l 2025, aimed to improve care outcomes for older people , adults with long -term conditions, and individuals with learning disabilities or autism. It supported hospital discharge with appropriate equipment and care to enhance recovery and independence. The Cabinet Member noted delays due to Integrated Care Board reorganisation and funding challenges but recommended approval of the agreement. The Leader of the Council acknowledged the recurring, but improving, delays in such agreements and welcomed the gro wing collaboration between health services and _________________________________________________________________________ - Page 10 - the Coun cil, expressing optimism about the benefits of closer integration in future years. Alternative options considered and rejected Cabinet had the option not to enter the agreement or not delegate author ity to amend it in -year, but considered this would risks funding and the need for flexibility in responding to evolving health and care system demands. Relevant Select Committee 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 the select committee by 5pm, Friday 31 October 2025. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Gary Collier Directorate Adult Social Care and Health 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 13. MONTHLY COUNCIL BUDGET MONITORING REPORT RESOLVED: That the Cabinet: 1. Note the budget monitoring position and treasury management update as at August 2025 (Month 5) as set out in Part A of the report, furthermore, noting the actions proposed by officers. 2. Approve the financial recommendations as set out below: a. Approve the forward phasing of £24m of HRA Capital Programme General Contingency into 2025/26 and to vire this budget to the HRA Acquisitions Programme Budget. b. Approve the transfer of £20m of cap ital budget relating to Housing Developments from the G eneral Fund Capital Programme to the Acquisitions Programme within the HRA Capital Programme. c. Approve the transfer of £8.0m from the 2025/26 HRA Capital Contingency budget to the HRA Capital Acquisitions budget. d. Note and endorse the implementation of enhanced revenue spend controls across all service areas in order to reinforce financial discipline, ensure alignment with the Council’s MTFS and mitigate further deterioration of the Council’s financial position. _________________________________________________________________________ - Page 11 - e. Note and endorse a comprehensive review of the General Fund Capital Programme to identify schemes where expenditure is not critical and may be delayed, reduced, or discontinued. f. Agree to increase the Council’s No Recourse to Public Funds (NRPF ) policy rates to match the Home Office asylum support rates, ensuring compliance with legal standards and safeguarding the welfare of families supported under Section 17 of the Children Act 1989. Reasons for decisions The Cabinet Member for Finance & Tr ansformation presented the Month 5 Budget Monitoring Report, highlighting a projected adverse position of £30.2 million for the 2025–2026 financial year, driven by increased demand for statutory services including adult and children’s social care, homeless ness, and asylum support. Without exceptional financial support from central Government, reserves were forecast to be overdrawn by £24.9 million. The Cabinet Member emphasised that these pressures stemmed largely from historic underfunding and the Counci l’s commitment to maintaining low Council Tax and charges. Additional funding was being sought to address costs linked to asylum seekers arriving via Heathrow. Savings of £38.8 million were projected, with the majority on track for delivery. The Housing Revenue Account remained balanced, despite variances in rental income and operating costs, and the acquisition of housing stock was exceeding expectations. The Dedicated Schools Grant cumulative deficit to be carried forward was projected at £78.4 millio n, though recent improvements had been acknowledged in a letter from the Department for Education. The Cabinet Member also recommended capital budget adjustments to support housing acquisitions. The Leader of the Council acknowledged the financial pres sures facing local authorities and welcomed the anticipated fair funding formula, stressing the need for it to address the unique burdens faced by Hillingdon. Alternative options considered and rejected None Relevant Select Committee Corporate Resources & Infrastructure Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Cabinet’s decisions on this matter (2 a -f) can be called in by a majority of the select committee by 5pm, Friday 31 October 2025. If not called -in b y then, Cabinet’s decisions can then be implemented. Officer(s) to action Steve Muldoon / Andy Goodwin Directorate Finance _________________________________________________________________________ - Page 12 - 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 14. 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 approp riate for public information purposes. Reasons for decision The Leader of the Council introduced the public preview report outlining items to be considered in private later in the meeting, with one additional private report tabled at short notice. 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 visi ting the Civic Centre, Uxbridge. 15. WINDOWS RENEWALS CONTRACT RESOLVED: That the following tenders for the Planned Windows Renewals Framework be accepted: 1) Lot 1 (North) – EVANDER GLAZING & LOCKS LIMITED for the provision of Windows Renew als Programme – AREA NORTH to the London Borough of Hillingdon for a 3+2 YEAR period at the potential estimated value of £2,356,672. 2) Lot 2 (Central) - EVANDER GLAZING & LOCKS LIMITED for the provision of Windows Renewals Programme – AREA CENTRAL to the _________________________________________________________________________ - Page 13 - London Borough of Hillingdon for a 3+2 YEAR period at th e potential estimated value of £7,804,968. 3) Lot 3 (South) – SOVEREIGN GROUP LIMITED for the provision of Windows Renewals Programme – AREA SOUTH to the London Borough of Hillingdon for a 3+2 YEAR peri od at the potential estimated value of £10,327,139. Reasons for decision The Cabinet Member for Corporate Services & Property introduced a report and recommendations, which Cabinet agreed, to accept tenders for the Replacement Framework of PVCu Double Glazed Windows to housing properties over a 5 -year period. The Cabinet Member noted how this significant investment would improve heating and conditions in council housing properties. Alternative options considered and rejected Cabinet could have consid ered ad-hoc contracts but discounted this for operational reasons. Relevant Select Committee Corporate Resources and 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 31 October 2025. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Merrick Knight Directorate Residents 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 particu lar person (including the Authority holding that information) and the public interest in withholding the information outweighed the public interest in disclosing it in accordance with Section 100(A) and paragraph 3 of Part 1 of Schedule 12 (A) to the Local Government Act 1972 (as amended). 16. PROVISION OF VETERINARY SERVICES AT THE IMPORTED FOOD OFFICE RESOLVED: That: 1) the tender from Senlac Associates for the provision of veterinary services to the London Borough of Hillingdon Imported Food Office for a three -year period from 1 April 2026 to 31 March 2029 and at the estimated value of £1,861,947, be accepted. _________________________________________________________________________ - Page 14 - 2) Furthermore, it is agreed this includes the provision to extend the contract for a two-year period (five years in total), delegating approval of any extension to the Leader of the Council and the Cabinet Member for Community and Environment, in consultation with the Corporate Director of Residents Services which would be at a total contract value of £3,166,138 over the full five years. Reasons for decision The Cabinet Member for Communi ty & Environment introduced a report and recommendations, which Cabinet agreed, to accept a tender for providing veterinary services at the Imported Food Office, Heathrow. The Leader of the Council not ed how this contract would be fully funded [via fees and charges]. Alternative options considered and rejected Cabinet could have recruited Official Veterinarians directly but discarded this on recruitment issue grounds. 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 31 October 2025. If not called -in by then, Cabin et’s decisions can then be implemented. Officer(s) to action Samantha Doherty Directorate Residents 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 an d contained information relating to the financial or business affairs of any particular person (including the Authority holding that information) and the public interest in withholding the information outweighed the public interest in disclosing it in accordance with Section 100(A) and paragraph 3 of Part 1 of Schedule 12 (A) to the Local Government Act 1972 (as amended). 17. DRAINAGE AND WATER MAIN REPAIRS SERVICE CONTRACT RESOLVED: That the 2-year extension of the existing contract with CC R Property Services Ltd for the provision of reactive drainage and water main repairs throughout the Borough from 1st February 2026 until 31st January 2028, be approved. _________________________________________________________________________ - Page 15 - Reasons for decision The Ca binet Member for Corporate Services & Property introduced a report and recommendations, which Cabinet agreed, to extend an existing contract to provide reactive drainage and water main repairs across the borough’s social housing properties. Alternative options considered and rejected Cabinet could have considered ad -hoc quotations, or retendering the contract, but considered these to be inefficient and would have resulted in higher costs. Relevant Select Committee Corporate Resources and 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 31 October 2025. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Liam Bentley Directorate Residents Services Classification Private - Whilst the Cabinet's decisions above are always made public, the officer report relating to this matter is n ot because it was considered in the private part of the meeting and contained information relating to the financial or business affairs of any particular person (including the Authority holding that information) and the public interest in withholding the information outweighed the public interest in disclosing it in accordance with Section 100(A) and paragraph 3 of Part 1 of Schedule 12 (A) to the Local Government Act 1972 (as amended). 18. SUPPORTED LIVING AND CARE & WELLBEING SERVICES RESOLVED: That the existing cont racts for the provision of Care and Wellbeing services for people with mental health needs and people with learning disabilities and/or autism with the providers be extended at the costs shown below: 1. Extend the Contract with Ability Housing Association for one year and 4 months from 1 st December 2025 to 31 st March 2027 at the value of £2,462,743.55 2. Extend the two service contracts with CCS Homecare Services for a period of one year from 1 st September 2026 (one of the contract s is from 2 nd September 20 26) to 1 st September 2027 at the value of £7,902,204.94 in total. 3. Extend the services with Support for Living for a period of 12 months from 28 th September 2026 to 28 th September 2027 at the value of £2,668,996.55. _________________________________________________________________________ - Page 16 - Reasons for decision The Cabinet Memb er for Health & Social Care introduced a report and recommendations, which Cabinet agreed, to extend four existing contracts, with three providers, for the provision of care and wellbeing services to people with learning disabil ities and/or autism and/or p eople with mental health needs. The Cabinet Member informed Cabinet of new legislation coming into force requiring such services to be reviewed in the future. Alternative options considered and rejected None, given emerging statutory implications. Relevant Select Committee Health and 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 the select committee by 5p m, Friday 31 October 2025. I f not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Graham Puckering / Sally Offin Directorate Adult Social Care & Health / 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 (incl uding the Authority holding that information) and the public interest in withholding the information outweighed the public interest in disclosing it in accordance with Section 100(A) and paragraph 3 of Part 1 of Schedule 12 (A) to the Local Government Act 1972 (as amended). 19. RECRUITMENT AGENCY SERVICES REVIEW RESOLVED: That: 1) the direct award from Pertemps Recruitment Partnership Limited for the provision of Temporary Recruitment Services as a Managed Services Provider for Hillingdon Coun cil Contingent Labour via th e ESPO MSTAR4 Framework to the London Borough of Hillingdon for a four - year period provisionally from 6th April 2026 to 5th April 2030 at a maximum value of up to £120 million (£30 million annually) based on current levels of temporary workforce usage, be accepted. 2) Furthermore, it is agreed that this includes the provision to extend the contract for a one -year period, delegating approval of any extension to _________________________________________________________________________ - Page 17 - the Leader of the Council, in consultation with the Cabinet Member for Corporate Services and Property and the Chief Operating Officer. Reasons for decision The Cabinet Member for Corporate Services & Property introduced a report and recommendations, which Cabinet agreed, to award a contract for a Managed Services Provider for Contingent Labour to the Council for its agency staff. The Cabinet Member advised how this was a significant contract in vale, and one that was vital for the Council to continue its delivery of front-line services. Alternative options considered and rejected Cabinet considered a range of other procurement options, as set out in the confidential report. Relevant Select Committee Corporate Resources and 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 31 October 2025. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Stephen Ball 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 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 th e Local Government Act 1972 (as amended). 20. SOCIAL CARE CATERING SERVICES RESOLVED: That: 1) the tender via an ESPO procurement framework from Caterplus Services Limited for the provision of Catering Services at two of the London Borough of Hillingdon’s Extra Care services at a total cost of £1,867,916 for a four -year period from 15 th January 2026, with the option to extend for a further 3 years at a minimum cost of £1,400,937 (£466,979 per annum), be accepted; _________________________________________________________________________ - Page 18 - 2) the short -term extension of t he existing contract for the provision of catering services from Caterplus Services Limited from 23 rd September 2025 until 14th January 2026 at a cost of £155,800, be agreed. Reasons for decision The Cabinet Member for Health & Social Care introduced a r eport and recommendations, which Cabinet agreed, to award, following competitive tender, a contract for catering services at two of Hillingdon’s Extra Care schemes - Grassy Meadow Court and Park View Court. The Cabinet Member no ted the short transitional e xtension required to the current contract and advised Cabinet that in respect of the new contract, resident user feedback would be integral to service delivery. Alternative options considered and rejected Alternative procurement options considered were set out in the confidential report. Relevant Select Committee Health and 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 the select co mmittee by 5pm, Friday 31 October 2025. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Tanya Bedoyian Directorate Adult Social Care & Health 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 hol ding 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). 21. MINOR PROPERTY TRANSACTIONS - ELECTRICITY SUBSTATION LEASE, OTTERFIELD ROAD HOUSING PROJECT RESOLVED: That the negotiated rent set out in the report, and the grant of a 99 -year lease at a peppercorn rent to Scott ish and Southern Electricity Networks to supply electricity to the new Otterfield Road Housing Development in Yiewsley, be approved. _________________________________________________________________________ - Page 19 - Reasons for decision The Cabinet Member for Corporate Services & Property introduced a report and recommendations, which Cabinet agreed, to grant a long lease for a new substation to supply electricity to the new Otterfield Road Housing Development in Yiewsley. Alternative options considered and rejected None. Relevant Select Committee Corporate Resources & Infrastructure Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Cabinet’s decisions on this matter can be ca lled in by a majority of the select committee by 5pm, Friday 31 October 2025. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Jacob Davis Directorate Residents 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 (i ncluding the Authority holding that information) and the public interest in withholding the information outweighed the public interest in disclosing it in accordance with Section 100(A) and paragraph 3 of Part 1 of Schedule 12 (A) to the Local Government Act 1972 (as amended). 22. INCREASING LOCAL CARE PROVISION & DISPOSAL OF LAND AT THE CIVIC CENTRE RESOLVED: That: 1) The project to inc rease local care provision and create a new Care Facility Development in Uxbridge, as set out in this report , be supported; 2) In order to progress this development opportunity, The Civic Centre Car Park, Cricket Field Road, Uxbridge, be declared surplus to requirements (the property as shown edged red on the plan at Appendix 1); 3) The sale of the freehold interest of the Site to the proposed purchaser, on the terms and conditions as detailed in this report, be approved; 4) It be noted the development will be subje ct to planning consent; rescinding of a Traffic Management Order and a change to private parking lease arrangements, as set out in the report; _________________________________________________________________________ - Page 20 - 5) Subject to the above, the intention for The Hillingdon Care Company (THCC) to enter into the lease-back of the development once completed, be noted; 6) The Corporate Director of Residents Services, in consultation with the Cabinet Member for Corporate Services & Property and the Corporate Director of Finance (s151 Officer), be given delegated authority for all further n ecessary decisions required including those in respect of progressing the disposal, sale, leases and any fut ure property arrangements in respect of the site on behalf of the Council; 7) The Corporate Director of Adult Social Care & Health, in consultation with the Cabinet Member for Health & Social Care, be given delegated authority for all necessary future decisions required in respect of related care and local service provision on behalf of the Council; 8) Consideration of shareholder matters in relation to The Hillingdon Care Company be delegated to the Shareholder Committee (a sub -committee of the Cabinet) establis hed in 2018 and that Councillor Jane Palmer be appointed to the Committee. Reasons for decision The Cabinet Member for Corporate Services & Proper ty introduced a report and recommendations, which Cabinet agreed, to dispose of the Civic Centre Car Park site in Uxbridge to facilitate a major new development project to increase dementia nursing care provision in the Borough . This would increase the num ber of local care beds, reducing reliance on costly private provision in a way that is more sustainable and cost-effective over time. It was further noted the project would align with NHS plans and the early discharge of patients from hospital, and that the intention of such care provision was for it to be provided by the Council’s new care company. Alternative options considered and rejected Cabinet could have decided to keep the status quo or use the site for alternative use, which would have impacted on the accessibility of, and cost, of nursing dementia beds well into the future. Relevant Select Committee 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 ca n be called in by a majority of the select committee by 5pm, Friday 31 October 2025. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Sandra Taylor & Jan Major / Andrew Low Directorate Adult Social Care & Health / Residents 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 _________________________________________________________________________ - Page 21 - information) and the public interest in withholding the information outweighed the public interest in disclosing it in accordance with Section 100(A) and par agraph 3 of Part 1 of Schedule 12 (A) to the Local Government Act 1972 (as amended). Urgency provisions – The Chair agreed the report relating to this decision as an urgent item. This decision was taken under special urgency provisions in accordance with the Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012. 23. ANY OTHER ITEMS THE CHAIRMAN AGREES ARE RELEVANT OR URGENT Item 22 on the agenda was taken as urgent business. There were no further items. The meeting closed at 7.44pm 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 sc rutiny call-in period, unless otherwise stated in the minutes above, which is: 5pm, Friday 31 October 2025 However, this is subject to the decision not being called in by Councillors on the relevant Select Committee. Upon receipt of a valid call -in reque st, 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 ha ve 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 22 - Please note that these minutes and decisions are the definitive record of proceedings by the Council of this meeting. If you would like further information about the decisions of the Cabinet, please contact the Council below: democratic@hillingdon.gov.uk Democratic Services: 01895 250636 Media enquiries: 01895 250403

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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 PDF 4 KB

It was confirmed that items of business marked Part 1 would be considered in public and those marked Part 2 in private.

📄 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 PDF 4 KB

5. Report from the Health & Social Care Select Committee - GP Coverage in Hillingdon PDF 408 KB

RESOLVED: That the insight and findings of the Health and Social Care Select Committee be welcomed and that: 1) officers work with partners to identify where GP surgeries are likely to be needed by 2035; 2) The Health and Wellbeing Board partners be asked to: a. investigate a reduction in the complexity and quantity of data governance and IT systems currently being used in Hillingdon to enable patient data to be easily passed between professionals; b. subject to the outcome of the pilot, expand the provision of champions to other health related issues; c. increase awareness that the nature of community care is changing; and 3) The Confederation Hillingdon CIC be asked to: a. investigate the possibility of increasing patients’ use of online bookings systems, including being able to specify convenient call back times; and b. ensure equality with regard to the ability to request to be seen by the same sex medical professionals at GP surgeries; and 4) The Health and Social Care Select Committee be provided with an update by March 2027 on any progress made in progressing these recommendations alongside the implementation of the NHS 10 Year Health Plan and the development of neighbourhoods. 5) Actions to progress all the above recommendations from the Select Committee be regularly monitored at Health & Wellbeing Board meetings and added to its work programme. Reasons for decision Councillor Denys, Chair of the Health and Social Care Select Committee’s presented the report and recommendations on a review into GP coverage in Hillingdon and expressed gratitude to the witnesses, including GPs and patient groups, for their valuable contributions despite their busy schedules. Thanks were also extended to Nicki O’Halloran in Democratic Services, for drafting the report and providing sound advice throughout the process. It was noted that the Committee’s recommendations emphasised the importance of planning for future GP provision, noting the borough’s growing population and the ageing GP workforce. It was considered essential to begin succession planning now to ensure that sufficient surgeries and practitioners would be available by 2035. The Committee had suggested collaboration between the GP Confederation and the Council to identify suitable sites for new surgeries, drawing on the Council’s knowledge of local development. Attention was drawn to the need for simplifying data governance and improving the interoperability of NHS IT systems. The Committee had highlighted that patients expect a seamless experience, yet the current fragmentation of systems often results in repeated information and inefficiencies. Better integration would allow professionals to access relevant data promptly and improve patient care. The Committee had proposed piloting a champions programme to provide specialist advice in areas such as children’s mental health, reducing pressure on GPs and ensuring that families receive timely support. It also stressed the importance of raising awareness about community-based services, as many residents remain unaware of neighbourhood hubs and pharmacy services, leading to unnecessary demand on GPs and A&E departments. Improving access to online booking systems was identified as another priority. While progress had been made, the committee had felt that further steps were needed to make booking easier and reduce reliance on triage processes. It also noted that while efforts had been made to support female patients in accessing female GPs, similar consideration should be given to male patients who may prefer to see a male GP. Finally, the Committee had underlined the need for its recommendations to be embedded within NHS planning processes and Councillor Denys welcomed the proposal from the Cabinet Member that the Health and Wellbeing Board should keep the implementation of the Committee’s recommendations under review. In response, the Leader of the Council thanked the Committee for its thorough work and clear recommendations. The Leader acknowledged the vital role of scrutiny in shaping services and noted the alignment between the Committee’s findings and ongoing discussions with health partners about future care hubs and GP provision. The integration of health and care was confirmed as a key priority, and the Leader assured the Committee that progress would continue. Appreciation was expressed for the Committee’s contribution and its commitment to holding partners to account for delivery. Cabinet agreed the Committee’s recommendation. Alternative options considered / risk management Cabinet could have decided to not approve or amend the recommendations. Relevant Select Committee 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 the select committee by 5pm, Friday 28 November 2025. If not called-in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Nikki O’Halloran Directorate Chief Executive’s Office 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

📄 Report from the Health & Social Care Select Committee - GP Coverage in Hillingdon PDF 408 KB

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Cabinet Report – 20 November 2025 (Part 1 Public) REPORT FROM THE HEALTH & SOCIAL CARE SELECT COMMITTEE: GP COVERAGE IN HILLINGDON Cabinet Member & Portfolio Councillor Jane Palmer, Cabinet Member for Health and Social Care Responsible Officer Sandra Taylor. Corporate Director of Adult Social Care and Health Report Author & Directorate Nikki O'Halloran, Chief Executive's Office Papers with report None. HEADLINES Summary At its meeting on 19 June 2025, the Health and Social Care Select Committee confirmed that it would undertake a single meeting review of General Practitioner (GP) coverage in Hillingdon. The review aimed to consider the number and geographical location of GPs in the Borough as well as the adequacy of the provision in serving the local population now and into the future. The report highlights the challenges faced by GP practices amid population growth and evolving healthcare demands, and outlines recommendations to improve service delivery and patient experience. The recommendations are based around meeting future demand, the expansion of the champions role, awareness raising, streamlining IT systems, improving online bookings and equality. Putting our Residents First Delivering on the Council Strategy 2022-2026 This report supports our ambition for residents of: Live active and healthy lives This report supports our commitments to residents of: Thriving, Healthy Households Joint Health & Wellbeing Strategy Financial Cost There is no direct financial cost to the Council associated with the recommendations in this report. Select Committee Health and Social Care Select Committee Ward(s) All Cabinet Report – 20 November 2025 (Part 1 Public) RECOMMENDATIONS That the insight and findings of the Health and Social Care Select Committee be welcomed and that: 1. officers work with partners to identify where GP surgeries are likely to be needed by 2035; 2. The Health and Wellbeing Board partners be asked to: a. investigate a reduction in the complexity and quantity of data governance and IT systems currently being used in Hillingdon to enable patient data to be easily passed between professionals; b. subject to the outcome of the pilot, expand the provision of c hampions to other health related issues; c. increase awareness that the nature of community care is changing; and 3. The Confederation Hillingdon CIC be asked to: a. investigate the possibility of increasing patients’ use of online bookings systems, including being able to specify convenient call back times; and b. ensure equality with regard to the ability to request to be seen by the same sex medical professionals at GP surgeries; and 4. The Health and Social Care Select Committee be provided with an update by March 2027 on any progress made in progressing these recommendations alongside the implementation of the NHS 10 Year Health Plan and the development of neighbourhoods. Additional recommendation from the Cabinet Member for Health & Social Care 5. Actions to progress all the above recommendations from the Select Committee be regularly monitored at Health & Wellbeing Board meetings and added to its work programme. Reasons for recommendations Health partners have provided the Health and Social Care Select Committee (and its predecessor, the External Services Select Committee) with regular updates on the challenges faced by GPs in Hillingdon. With population growth in the Borough expected to continue, it is important that action is taken to ensure that this does not compound the challenges already being faced by GPs. The Committee looked at the work that has already been undertaken in the Borough and identified possible further improvements. These recommendations have been formulated to improve organisational resilience in providing GP services in the Borough. Should Cabinet agree the recommendations, it is proposed that the relevant Chief Officer (Chief Executive and/or Corporate Director of Adult Social Care and Health) raise the recommendations from the Committee with the organisations / bodies concerned, ensuring they are taken forward and monitored accordingly. This will be added to the work programme for the Health & Wellbeing Board to monitor all recommendations. Cabinet Report – 20 November 2025 (Part 1 Public) Alternative options considered / risk management Cabinet could choose to not approve or amend any of the recommendations. SUPPORTING INFORMATION Background 1. The system of GPs and primary care is the cornerstone of the NHS. They are often the first point of contact for anyone with a physical or mental health need and either treat patients or refer them on to the appropriate pathway for diagnosis and treatment. An NHS GP is a medical doctor who works in primary care and provides general healthcare services to patients within the NHS system. They are highly trained professionals who provide a broad range of services, from managing common illnesses to offering p reventative care and coordinating more specialised treatments. At the end of September 2024, there were 38,421 FTE NHS GPs in England (according to data from NHS Digital). 2. NHS England has delegated its responsibilities for the direct commissioning of primary care services (primary medical, dental, ophthalmic and community pharmacy services) to Integrated Care Boards (ICBs). The responsibilities delegated are set out in the standard Delegation Agreement between NHS England and each ICB. This includes contractual management and supporting improvement and transformation of services1. 3. In 2018, the average number of patients per fully qualified GP was higher in North West London (NWL) (2,696) than the London (2,497) and England (2,255) averages (these figures do not include other practice staff). NHS Digital states that there are 1,081 fully qualified GPs and 234 GPs in training grades in NWL which is a reduction of 5.1% in fully qualified GPs and a 134% increase in GPs in training grades, giving an overall combined increase of 7.9%. 4. 42 of Hillingdon’s 44 GP surgeries have been organised into six Primary Care Networks (PCNs) – there are no GPs in Ruislip Manor or Hillingdon West wards2. A PCN is a group of general practices and other health and care providers that come together to provide health and care services for their community. PCNs are a key aspect of the NHS Long Term Plan, allowing services to be developed locally in response to the needs of patients in their area. 5. In Hillingdon, GP hubs have been set up to support practices by providing same day appointments for patients who have an urgent need on the day. GP and ANP (Advanced Nurse Practitioner) appointments are available face-to-face and by telephone, depending on the patient’s needs. GP practices may book patients into the hub if they need a same day appointment but the practice is unable to see them. Appointments are available for all ages but the hubs are not suitab le for routine appointments (which should be booked with the patient’s own GP). 6. The NHS 10 Year Health Plan outlines the strategic ambitions for the NHS in England and emphasises a shift towards a more integrated health system, focusing on prevention an d 1 NHS England - https://www.england.nhs.uk/commissioning/primary-care/ 2 Draft Pharmaceutical Needs Assessment 2025 - https://www.hillingdon.gov.uk/media/16706/Draft-PNA- 2025/pdf/s8Hillingdon_DRAFT_PNA_2025.pdf?m=1750254962493 Cabinet Report – 20 November 2025 (Part 1 Public) early intervention. Hillingdon has been identified as a health integrator and it is anticipated that the Neighbourhood Plan will change the landscape of what is delivered outside of hospital. The Health and Social Care Select Committee will receive updates over time on the progress of how these developments have improved same day emergency care for all patients in the community by giving them equity in access. The Health and Social Care Select Committee Review 7. Having received regular updates from partners on GP services in the Borough, the Health and Social Care Select Committee met on 22 July 2025 to undertake a single meeting review of GP coverage in Hillingdon. The Committee was able to question and solicit evidence from the following witnesses:  Sean Bidewell, Assistant Director – Integration & Delivery / Acting Joint Borough Director, North West London Integrated Care Board (NWL ICB)  Carleen Duffy, Your Voice in Health and Social Care (Healthwatch)  Edmund Jahn, Chief Executive Officer, The Confederation Hillingdon CIC  Lisa Taylor, Managing Director, Healthwatch Hillingdon 8. The discussions held during the meeting highlighted a number of matters as set out below: Future Demand 9. Although there has been an increase in the overall number of GP appointments available, the feedback on patient experience is still not where partners would like it to be. In 2022/23, there were 1.7 million appointments with a 6% increase in 2023/24 and a 9% increase in 2024/25 (68% of these had been face -to-face, which was an increase on the previous year). There had also been an increase in the number of patients wanting a same day appointment (up from about 3k to 3½k). A lot of effort is being made by partners to try to improve this. 10. As the commissioner, the ICB is responsible for proactively deciding where and when additional GP capacity is needed and how this is done in practice. Given the increasing demand for GP appointments and the increasing average age of current GPs in Hillingdon, Members have concerns about the possibility that practices may close when the last GP in a practice retires. If no action is taken to ensure continuity, their list would need to be redistributed to other practices that are already dealing with longer-than-average patient lists. 11. Although a new GP surgery had been planned for inclusion in the St Andrews Park development, this had not happened and a large number of patient s had had to join the Uxbridge practice list, making that one of the largest practices in the Borough and putting it under greater pressure. The Confederation had worked closely with the Council, NWL ICB and providers to put an integrated estates strategy in place. However, the development of general practice had not followed the plan very closely and there are gaps where some GP practices cater for four times as many patients for the same size practice as others. It had been hoped that the strategic pla n would address these inconsistencies (for example, more GP capacity is needed in Yiewsley / West Drayton). 12. It is recognised that this is not an easy challenge to resolve and that, if a practice is needed, it will be referenced on the basis of the strat egic plan. However, partners need to look at Cabinet Report – 20 November 2025 (Part 1 Public) predicting where the increasing population within Hillingdon will settle and where new major developments are likely to arise. Insofar as GP premises are concerned, although the current commissioners have not had it in their gift over the last ten years, they now have a reference document / plan. 13. Closer working relations have also developed between the Council and health partners so there is the possibility of sharing estate as the local authority has fewer restrictions (freeing up capital allocation is a Government decision and is hampered by significant restrictions). Although not in complete control, it is hoped that place partners will be able to put pressure on the centre by identifying where future GP capacity will need to be located. IT Systems 14. There had been some confusion about how patients from different practices are able to access the same services (for example, dressings) and where they are provided, particularly if the patient is unable to use / access IT. Healthcare is complex and staff will often try to deal with this complexity behind the scenes, but this doesn’t always work. There are currently at least five patient digital systems in use by General Practice in Hillingdon that patients needed to interact with for different things (this should probably be a maximum of two). The computer systems tend to be siloed, and patients often have to move from one system to another providing the same information multiple times. 15. Although it seems logical that the NHS should be able to work as a single team without the patient having to intervene, the data governance needs to be sorted out to enable this to happen. Members have been advised that this challenge is bigger than NWL ICB but that, locally, work is being undertaken to enable systems to talk to each other through Whole Systems Integrated Care (WSIC) dashboards which provide a linked integrated summary of patient's health and social care. This information could be used to case find and case manage patients who require more targeted and proactive care. 16. This issue is regularly brought to Members attention and there are continuing concerns that residents get lost in the system between services. With regard to the communication with GPs in relation to actions taken by other clinicians, the last four years have seen better cooperation across practices and networks, and staff have been collaborating more than ever. First contact physiotherapists have been employed in general practice with another tier in CNWL (MSK) and another at the hospital. However, these siloes have still not been completely joined together and patients might be asked to complete similar forms for each of the services which ask for very similar information. Ideally, as part of the 3-5 year plan being developed across and between local NHS providers (including GPs), there will be integrated physiotherapy teams collocated in each of the three Hubs. 17. With the increasing integration of services, it is becoming even more important to ensure that the patients’ journey around the NHS is as seamless and smooth as possible, with as little repetition as is necessary. This means reducing the number of systems, eradicating the duplication of information and minimising effort on the part of the patient as well as partners. Cabinet Report – 20 November 2025 (Part 1 Public) Champions 18. GPs are, by definition, general practitioners and are therefore not expert in everything health related. Consideration is regularly given to potential additional services that could be explored and implemented that would take the pressure off GPs. One such initiative is the creation of a Children and Young People’s Champion role as a one-year pilot in one of the PCNs. The aim of this role is to alleviate the impact of mental health presentations on GPs and get young people and their families to the right support as quickly as possible (there is also a need t o reduce the reliance on CAMHS by diverting to other services that are available and more appropriate). There are also plans to introduce additional roles such as pr actice nurses in some PCNs. 19. As the neighbourhood population needs are analysed, action will be needed to ensure that services are tailored to meet those needs. Where patients need detailed and personalised support (and this is not available from GPs), a knowledgeable champion would be useful to help guide them. This is especially true for young people’s mental health, as the Committee knows from its report on this subject. However, it is suggested that, subject to the outcome of the pilot, consideration be given to introducing champion roles for other issues that would benefit a large number of patients, for example, weight loss. Awareness Raising 20. The way that health services are being delivered is changing. The Integrated Neighbourhood Teams are working to bring care closer to patients (including the PCNs) and core services (such as community nursing, musculoskeletal (MSK), adult social care, third sector and acute services). The Paediatric Clinics are a good example of this closer working in the community, which see teams from different organisations working together to improve patient experience and increase the number of patients seen. These clinics are being run from the Integrated Neighbourhood Hub and practices can book appointments at the Hub through patient contact with GPs. In future, neighbourhood working should enable pat ients to be booked in to see the community nurse and the community nurse should be able to book the patient in to see their GP. 21. Action is being taken to try to introduce more personalised care for patients with complex needs as well as dealing with same day access for other patients. The Pharmacy First consultation service enables patients to be referred into community pharmacy for a minor illness or an urgent repeat medicine supply. It enables community pharmacies to complete episodes of care for seve n common conditions following defined clinical pathways (infected insect bites, impetigo, shingles, sinusitis, sore throat, urinary tract infections and ear infection) thus circumventing the need to see a GP. 22. Patients are often unaware of the role of each individual in a practice (or the role of other organisations) so will sometimes feel that they are not being seen by the most appropriate person. It seems that residents have not really engaged with how community health care is changing and still see the GP as being the answer to all of their issues (rather than an alternative, and more appropriate, pathway that could help them). More effort is needed to ensure that residents understand that community health care goes beyond the GP. Cabinet Report – 20 November 2025 (Part 1 Public) Online Bookings 23. Healthwatch Hillingdon (HH) has recently published its report on GP access which highlights that the most common reason for residents to contact the organisation is in relation to getting a GP appointment. Seemingly, patient satisfaction has not improved even though there has been an increase in the total number of GP appointments available. 24. HH’s research for the GP access report had started in 2024 but, as the survey had been put on hold whilst NWL ICB looked at same day access issues, discussions had been undertaken with groups such as carers, travellers and asylum seekers. Although 62% had been satisfied with GP contact there were concerns about issues such as booking appointments, telephone systems and continuity of care (these concerns were largely from people of working age). 25. The PATCHS system had been introduced to try to reduce phone waiting times by enabling patients to make an appointment request online. However, access times have been limited and there have been some technical issues resulting in practice staff having to call patients back. Furthermore, issues have been identified with regard to the telephone call back system (which is not currently working properly). Currently, the system does not allow patients to specify a convenient time for a call back so they might be busy and unable to answer their telephone when the call comes. Four Digital Transformation Managers have been looking at this type of issue to help simplify it from the patient perspective. 26. The Committee is mindful that it should be standard practice that residents can make all of their bookings online as this would alleviate pressure on the GP receptionists. Whilst the receptionist would still need to triage, this should be designed as simply as possible, for example, include a free text box (maximum 500 words) for the patient to explain what the appointment is for. This online triaging system would need to be simple because if it is too complicated, it will put people off. 27. To this end, the Committee would like The Co nfederation to investigate the ways in which patients’ use of online bookings systems could be increased and include the ability for patients to specify convenient call back times. Equality 28. Over a number of years, there has been a shift to ensure that GP practices make every effort to meet patients’ preferences to see the doctor, nurse or other healthcare professional when they need an appointment (although there are some occasions when this might not be possible). This has been publicised particularly for women who would like to see a female practitioner but greater effort is needed to publicise that this is also open to male patients who may want to see a male practitioner as some men may feel uncomfortable with a female. 29. It is suggested that future publicity about choices proactively advertises the ability for men to request a male practitioner. Should Cabinet agree the recommendations contained within this report, it is proposed that the relevant Chief Officer (e.g. Chief Executive and / or the Corporate Director for Adult Social Care and Health ) write to the organisations concerned to raise the recommendations from the Cabinet Report – 20 November 2025 (Part 1 Public) Committee, ensuring they are taken forward and monitored accordingly. This will be added to the work programme for the Health & Wellbeing Board to monitor all recommendations. Financial Implications There are no direct financial implications arising from this report to the Council. RESIDENT BENEFIT & CONSULTATION The recommendations in this report are designed with the purpose improving the resilience of GP practices in the Borough. Consultation & Engagement carried out (or required) Witness testimony from the Committee as outlined in this report. CORPORATE CONSIDERATIONS Corporate Finance Corporate Finance has reviewed this report, confirming that there are no direct financial implications associated with the recommendations outlined above. Legal There are no legal implications arising from the recommendations in this report. BACKGROUND PAPERS NIL

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6. West London Waste Plan Regulation 18 Consultation - Policy Framework PDF 319 KB

RESOLVED: That: 1) Regulation 18 consultation on the Draft West London Waste Plan attached in Appendix C be agreed; 2) Authority be delegated to the Director of Planning and Sustainable Growth (as Chief Planning Officer) to make minor modifications to the draft Plan before consultation launch (in conjunction with other participating boroughs); 3) the outcome of the consultation be reported back to Cabinet in 2026 with subsequent approval sought for a second round of consultation known as Regulation 19. Reasons for decision The Cabinet Member for Planning, Housing and Growth introduced the report on the Regulation 18 consultation for the draft West London Waste Plan. It was explained that no decision was being taken on the final content of the plan or on any individual site at this stage, as this was a statutory consultation required under national planning legislation. The Cabinet Member stressed the importance of maintaining a lawful and up-to-date development plan, noting that the current plan was ten years old and no longer reflected national policy, the 2021 London Plan, or the scale and type of waste now expected to be managed. Failure to progress the plan would leave Hillingdon and neighbouring boroughs exposed when determining applications for waste-related development. The draft plan was said to achieve three main objectives: it set out updated waste projections for the next fifteen years, identified safeguarded sites that already provide the necessary capacity, and refreshed the policies used to assess waste development across West London. The Cabinet Member explained that no new waste sites were proposed, making clear that evidence showed West London currently had sufficient waste management capacity to meet London’s planned apportionment. With the London Plan review underway and operators potentially shifting position, a call for sites was described as best practice and routine housekeeping, consistent with the approach taken by partner boroughs. The Cabinet Member noted that joint working arrangements on this continued to deliver substantial savings compared to the Council producing a standalone waste plan. Starting the consultation would ensure compliance with national deadlines, protect the Borough’s influence over the plan, and support Hillingdon’s commitment to maintaining a clean and well-run borough. Cabinet agreed to undertake regulation 18 consultation on the draft West London Waste Plan alongside other participating boroughs. Alternative options considered and rejected None, as there was a requirement to have an up-to-date Waste Local Plan against which to determine planning applications for waste related development. Relevant Select Committee Residents’ Services Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) This matter is not for call-in as a policy framework document, ultimately considered for approval by the full Council. Officer(s) to action Gavin Polkinghorn Directorate Residents 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

📄 West London Waste Plan Regulation 18 Consultation - Policy Framework PDF 319 KB

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Cabinet – 20 November 2025 (Part 1 Public) WEST LONDON WASTE PLAN REGULATION 18 CONSULTATION Cabinet Member & Portfolio Cllr Steve Tuckwell, Cabinet Member for Planning, Housing and Growth Cllr Eddie Lavery, Cabinet Member for Community & Environment Responsible Officer Dan Kennedy, Corporate Director of Residents Services Report Author & Directorate Gavin Polkinghorn , Planning Policy Team Leader, Residents Services Papers with report Appendix A: List of Safeguarded Sites. Appendix B: Maps of Safeguarded Sites. Appendix C: West London Waste Plan Regulation 18 Draft. HEADLINES Summary This report seeks Cabinet agreement to undertake a public consultation on the Draft West London Waste Plan in line with Regulation 18 of the Town and Country Planning (Local Planning) (England) Regulations 2012 (as amended). A draft version of the consultation document is provided (Appendix C). This decision also seeks approval for a number of other related steps that are deemed necessary to progress the West London Waste Plan after the Regulation 18 Consultation. Putting our Residents First Delivering on the Council Strategy 2022-2026 This report supports our ambition for residents / the Council of: Live in a sustainable borough that is carbon neutral This report supports our commitments to residents of: A Green and Sustainable Borough Financial Cost The costs of the consultation arising from approving the Regulation 18 Consultation are estimated to not exceed £3k and would be funded from the existing Planning Policy Service revenue budget. Select Committee Resident’s Services Ward(s) All Cabinet – 20 November 2025 (Part 1 Public) RECOMMENDATIONS That: 1) Regulation 18 consultation on the Draft West London Waste Plan attached in Appendix C be agreed; 2) Authority be delegated to the Director of Planning and Sustainable Growth (as Chief Planning Officer) to make minor modifications to the draft Plan before consultation launch (in conjunction with other participating boroughs); 3) the outcome of the consultation be reported back to Cabinet in 2026 with subsequent approval sought for a second round of consultation known as Regulation 19. Reasons for recommendations The West London Waste Plan (WLWP) is part of the Council’s development plan and, therefore a policy framework document. The current plan was adopted in 2015 and is considered in many respects to be out -of-date in the context of national and regional planning policy and therefore needs to be replaced. The process of preparing a new WLWP includes statutory consultation periods. Cabinet approval is required from each of the participating boroughs to commence the Regulation 18 consultation. The new plan is being prepared in the context of the national December 2026 submission deadline for plans to progress under the current plan -making legislation. Delegated authority to recommend minor amendments to the Plan prior to consultation is necessary to allow the process to continue in a timely manner. The final submission version of the plan , which will be produced next year , will require further Cabinet consideration and ultimately Full Council approval in accordance with the Council’s Constitution. It is a statutory requirement for relevant local planning authorities to produce plans to assist with decisions involving waste developments. These plans can be produced jointly with other planning authorities to address strategic matters. There are also significant cost savings achieved by doing so jointly. Alternative options considered / risk management The option of not approving the draft updated WLWP for consultation. This decision would delay the adoption of the WLWP, meaning that the participating west London boroughs of Brent, Ealing, Harrow, Hillingdon, Hounslow, Richmond upon Thames and the OPDC would not have an up-to- date Waste Local Plan against which to determine planning applications for waste related development. Significant delay could result in LB Hillingdon not being able to participate in the WLWP update process. Democratic compliance / previous authority The WLWP forms a Development Plan document and thereby consideration and adoption of it follow the procedures for Policy Framework documents in the Constitution. The timetable for this is set out in the report below. Cabinet – 20 November 2025 (Part 1 Public) Select Committee comments None at this stage. The relevant select committee will be engaged in this as part of the consultation process, as a policy framework document. SUPPORTING INFORMATION Why is the waste plan being reviewed? The National Planning Policy Framework (NPPF) requires local plans to be reviewed and updated as necessary at least once every five years. After this, plans or parts of plans may be regarded as not being up-to-date and may be given less weight in planning decision-making. The current WLWP was adopted over 10 years ago. It is being updated to provide an up -to-date set of policies to determine planning applications for waste-related development and ensure that sufficient capacity is available to manage expected waste arisings over the next 15 years. The updated Plan will also address the Household, Industrial and Commercial ( HIC) waste apportionment and management targets for construction and demolition waste set out in the 2021 London Plan. Key elements of the emerging WLWP The emerging updated WLWP follows a similar format to the adopted plan. Key elements include the amount of waste to be managed in West London over the p lan period (waste arisings), an updated list of safeguarded waste sites across West London with sufficient waste management capacity to manage expected waste arisings and updated policies against which planning applications for waste-related development will be determined. Waste arisings in West London The starting point for the updated WLWP is the Household, Industrial and Commercial (HIC) waste apportionments set out in the current London Plan (March 2021). The apportionment is the percentage share of London’s total predicted HIC waste arisings that each Borough is expected to plan for through to 2041 in terms of the land take required to process the anticipated flows of waste. The London Plan encourages Boroughs to pool these apportionments. When the HIC waste apportionments for each west London Borough are pooled it means they are expected to manage 1,615,000 tonnes of the forecast London’s HIC waste arisings between 2021 and 2041. Hillingdon’s waste apportionment is 365,000 tonnes of London’s total forecast HIC waste arisings in 2041. In addition to the HIC waste apportionments, the Boroughs are expected to ensure sufficient capacity is available within the plan area for the amount of Construction and Demolition (C&D) waste forecast to arise in wes t London over the Plan period, to be managed in accordance with the management targets set out in Policy SI 7 of the London Plan. Cabinet – 20 November 2025 (Part 1 Public) The Boroughs are not expected to ensure sufficient capacity is available to manage all the hazardous waste forecast to arise in west London within the Plan area, rather there is an expectation that its management be planned for in collaboration with neighbouring authorities. Similarly, there is no expectation that excavation waste will be exclusively managed within west London, or London as a whole. Vision and objectives The draft Regulation 18 WLWP contains a high -level vision which sets out what the plan is seeking to achieve by the end of the plan period and a series of strategic objectives, which provide a framework to realise the vision. These elements have been developed from the adopted WLWP with input from officers, drawing on the content of the various plans and strategies from each Borough. WLWP policies As with the adopted WLWP, the emerging WLWP contains a seri es of policies against which planning applications for waste related development will be determined. The policies safeguard existing waste sites identified in the emerging WLWP. Safeguarding means that planning applications for other forms of development ( such as residential) that result in the restriction or loss of waste management capacity will be resisted, unless suitable alternative replacement capacity is identified elsewhere in the Plan area. The draft updated WLWP contains the following policies:  Policy WLWP 1 – Safeguarding and Optimising Waste Site Network: Keystone policy to make the most of existing network of waste sites.  Policy WLWP 2 – Provision of additional Waste Management Capacity: Policy making provision for compensatory and windfall (additional) capacity.  Policy WLWP 3 – Residual Waste Management & Energy Recovery: Policy defining specific conditions under which capacity for the management of residual waste may be supported.  Policy WLWP 4 – Ensuring High Quality and Resilient Waste Facilities: Policy introducing waste specific requirements/standards facilities need to meet.  Policy WLWP 5 – Recovery and Disposal of Waste to Land: Policy defining specific conditions under which proposals for non-inert landfill, placement of inert waste; and excavation/mining of existing landfills may be consented.  Policy WLWP 6 – Circular Economy: Policy setting out the requirements for proposed development to fulfil certain sustainability criteria. Safeguarded sites To be in general conformity with the London Plan, the WLWP is required to identify sufficient waste management capacity to manage the projected C&D waste arisings and the total London Plan HIC waste apportionment for west London. Sites that are:  Sites with extant planning consents for a waste use;  Sites granted Certificate of Lawful Existing Use or Development; and  Sites deemed to be lawful over time or ancillary to another lawful use. Cabinet – 20 November 2025 (Part 1 Public) A total of 23 sites in the London Borough of Hillingdon are safeguarded. These sites are included in Appendix A with maps provided in Appendix B. It should be noted that this is a decrease on the existing number of safeguarded sites in Hillingdon (25) and no new site allocations are proposed. Integrated Impact Assessment and Evidence Base for the draft WLWP Land Use Consultants (LUC) were commissioned in October 2023 to undertake an Integrated Impact Assessment (IIA), comprising the Sustainability Appraisal (SA) incorporating Strategic Environmental Assessment (S EA), Health Impact Assessment (HIA), Equalities Impact Assessment (EqIA), and Habitats Regulations Assessment (HRA) for the draft WLWP. The IIA appraises the likely environmental, social and economic effects of the vision, objectives and policies. The IIA Report will be published as part of the consultation on the Regulation 18 of the WLWP. The HRA specifically focuses on the potential effects of the WLWP on certain designated nature conservation sites, and is contained in a separate HRA report, which will also be published for consultation. The IIA is undertaken as an iterative process during the plan’s preparation. It includes assessments of preferred policy approaches and reasonable alternatives. Reports are published and consulted on at key stages in the plan process, often alongside draft Local Plan documents. The IIA helps to identify potential issues at an early stage so that measures to avoid or mitigate harm, and improve expected outcomes, can be incorporated into the plan. The IIA team had the opportunity to comment and make recommendations on the Regulation 18 WLWP policies as they were being drafted, and this resulted in more comprehensive mitigation requirements within some of the draft policies to help to minimise adverse effects of new or redeveloped waste management facilities. The key findings of the IIA can be summarised as follows:  Overall, the draft Vision, Stra tegic Objectives and Policies in the Regulation 18 WLWP are likely to have a range of minor positive and significant positive effects particularly in relation to moving waste management up the waste hierarchy, helping to reduce CO2 emissions, supporting the local economy and health and wellbeing.  Several mixed minor positive and negative effects were identified for the environmental objectives because of the potential negative impacts associated with the development of new waste facilities, depending on when and where development comes forward, and the specific features and design of any new facility.  Policies within the draft WLWP and other parts of the development plan provide criteria to minimise any adverse effects of new or redeveloped waste sites.  No significant negative effects were identified for the Regulation 18 WLWP proposed policies. Other evidence BPP Consulting has prepared a Waste Capacity Report, which assesses the management capacity of existing waste sites across the plan area to determine if the waste apportionments set out in the current London Plan 2021 will be met. A survey of waste operators (that run the principal waste sites across west London) has been undertaken to test the findings of this work. The Capacity Report forms a key part of the evidence base for the emerging updated WLWP and indicates that at this stage, there is sufficient waste management capacity within existing sites across west London to meet the London Plan apportionments and C&D waste management Cabinet – 20 November 2025 (Part 1 Public) targets. There is a possibility that the waste apportionments could increase as part of the London Plan Review or the Regulation 18 consultation might find that existing waste sites are no longer available. Officers are therefore of the vi ew that a ‘call for sites’ exercise should be undertaken as part of the Regulation 18 consultation. A Strategic Flood Risk Assessment (SFRA) relating to the sites is being prepared as part of the evidence base by Metis consultants Next steps in the plan making process Subject to Cabinet approval, the Regulation 18 draft updated WLWP will be issued for consultation over an eight-week period commencing in November/December 2025. Following the closure of the consultation, the responses received will be analysed and the findings used to inform the production of the Regulation 19 version of the Plan that boroughs intend to submit for examination. This version of the WLWP will return to Cabinet for approved, prior to being published for further comment and further information on the timetable for submission and examination process will be provided at this stage. The final submission version of the plan will require Full Council approval. The full WLWP programme is set out below. Key Stage Timeline Draft emerging WLWP – 6/8-week public consultation (Regulation 18) November/December 2025 WLWP Proposed Submission (Regulation 19) to Cabinet then Full Council TBA prior to mid 2026 Proposed Submission WLWP published for representations (Regulation 19) Mid 2026 WLWP submitted for independent examination Late 2026 Examination hearings (if needed) Early/Mid 2027 Main modifications (if needed) published for representations Mid 2027 Inspector’s Report Late 2027 Adoption Late 2027/Early 2028 Going forward, other activities in the plan making process will include:  Maintaining dialogue with the Greater London Authority to ensure the emerging updated WLWP is in general conformity with the current and emerging London Plan, which has also recently commenced review.  Continuing with duty to co-operate activities, including preparing and agreeing statements of common ground with neighbouring authorities and relevant organisations as needed.  Keeping the evidence base under review to ensure it continues to support the emerging plan. At this stage, it is not considered that additional evidence is required to support the emerging policies or sites.  Engaging in governance activities, including the potential establishment of a working group with elected representatives from each of the west London boroughs. Cabinet – 20 November 2025 (Part 1 Public) Financial implications The preparation of the West London Waste Plan is being led by BPP Consulting, with specialist sub-consultancy input from Land Use Consultants (Integrated Impact Assessment) and Metis (Strategic Flood Risk Assessment). The overall project is being man aged by the West London Alliance. The cost of undertaking the project (consultancy and project management) is £29,500 per year per borough over the duration of the project (2023/24-2027/28). The WLWP funding has been agreed at directo rate level and is funded by the Strategic Planning EMR. It has been included in the budget monitoring position. This decision will help ensure that the WLWP is completed on time and that no further funding is required. This decision has a cost of no more than £3k to cover administering the consultation activities at borough level. This includes advertisements in local newspapers and printing and distribution of the consultation documents to libraries and selected stakeholders . These costs will be funded from the existing Planning Service revenue budget. RESIDENT BENEFIT & CONSULTATION The benefit or impact upon Hillingdon residents, service users and communities Managing waste is a key part of a well-functioning modern society. If waste is not handled in the right facilities or locations, it can harm both the environment and local communities. The WLWP is the essential planning tool to manage waste in the borough. Equalities implications The draft WLWP has been informed by an Integrated Impact Assessment that includes an Equalities Impact Assessment as set out in this report. This will be updated as the project progresses. The report has been included as a background paper. Consultation and Engagement The Regulation 18 version of the updated WLWP is scheduled to be issued for consultation in November/December 2025, once it has been approved for consultation by all of the participating boroughs. The approach to the consultation process will meet statutory requirements, including the provisions of each borough’s Statement of Community Involvement (SCI). The following methods will be used to communicate how the WLWP is being prepared.  A dedicated website will serve as a single, accessible portal for all updates, consultation materials, FAQs, and opportunities for involvement.  Information and consultation documents will be published on Borough’s websites and made available for inspection at main offices, libraries, and other community venues.  Notification of the process by each Borough, in line with SCIs, (generally) emailing stakeholders in its area using details held on consultation databases.  Boroughs will publicise key stages of the WLWP production using established social media channels (e.g. X (Twitter), Facebook, Instagram, YouTube channel)  Publication of hard copies of draft versions of the Plan at each consultation stage for inspection at main offices and certain libraries. Cabinet – 20 November 2025 (Part 1 Public)  Publicise using local media (e.g. local newspapers or newsletters) at key stages of the process. An online joint launch event will take place at the initial publication of the draft updated WLWP at Regulation 18 stage. A particular purpose of the online meetings is to ensure that all those who are interested are given an opportunity to be involved. Th ere is also an option to hold in person drop-in sessions at accessible venues and convenient times. There will be a minimum of two consultation periods during the Plan production process, each lasting at least six weeks. The first will begin following th e publication of the draft Regulation 18 version of the plan and its supporting documents, with a second taking place once the Regulation 19 draft plan is published. If significant new issues arise from the Regulation 18 consultation, a further round (or targeted re-consultation on specific issues) may also be undertaken. Comments received at all consultation stages will be recorded (on a project database), and a summary report produced, which will be made publicly available on the project website. Duty to Cooperate Engagement with key organisations has commenced to ensure the emerging WLWP is compliant with the duty to co -operate (a legal requirement of the plan -making process). In particular, discussions have been held with the GLA to determine expectations and statements of common ground will be drafted with neighbouring authorities and other key partners. CORPORATE CONSIDERATIONS Corporate Finance Corporate Finance have reviewed this report and concur with the Financial Implications set out above, noting approval is sought to proceed with the Regulation 18 consultation for the Draft West London Waste Plan, with delegated authority for minor pre-consultation modifications to be granted to the Director of Planning and Sustainable Growth, with the outcome of the consultation to be reported in 2026, ahead of the proposed Regulation 19 consultation. Furthermore, it is noted the West London Waste Plan is managed by the West London Alliance, with the total consultancy and project management cost of £30k per borough per year over the five-year period 2023/24 to 2027/28, which is met from the Strategic Planning Earmarked Reserve and is reflected within the budget monitoring position. An additional £3k will be required to support the borough-level consultation activities, which will be met from the existing approved Planning Service revenue budget. As at Month 5 the Planning, Regeneration and Environment Servic e were reporting a favourable variance of £4k. The cost of the consultation will be monitored through the regular monthly monitoring cycle. Legal When preparing the Local Plan, the Local Planning Authority (“LPA”) must comply with the consultation requirements set out in Regulation 18 of the Town and Country Planning (Local Cabinet – 20 November 2025 (Part 1 Public) Planning) Regulations 2012 (as amended) (“the Regulations”). The LPA must consult with specific consultation bodies as defined in Regulation 2 of the Regulations. Any representations received must be taken into account before a formal consultation on the proposed submission documents and statement of the representations procedure (“Regulation 19”). Property Only two of the sites listed are Council owned sites and these are b oth currently used for waste purposes, so it is not considered the contents of this report will have any impact on the Council’s property portfolio. BACKGROUND PAPERS Existing West London Waste Plan: West London Waste Plan 2015 West London Waste Plan Integrated Impacts Assessment Re gulation 18 Draft Plan: IIA Report for the Reg. 18 West London Waste Plan Cabinet – 20 November 2025 (Part 1 Public) Appendix A Reference Site Name Operator Type of Facility Safeguarding justification Permit date HI01 New Years Green Lane CA Site & WTS Hillingdon Council WTS Permanent permission 1989 HI02 Airside Waste Sweepings Treatment Facility Heathrow Airport Ltd Treatment Lawful over time 2015 HI03 New Years Green Lane BFA Recycling Ltd MRS Lawful over time 2012 HI04 WTS, Civic Way, Ruislip B&K Environmental Services Ltd WTS Lawful over time 2007 HI06 Land off Holloway Lane, Harmondsworth Foley Haulage Ltd Treatment CLEUD 2020 HI07 GK Depot, Trout Road Recycling with Skips Ltd Treatment CLEUD 2018 HI08 Old Stockley Road, West Drayton Hanson Quarry Products Europe Ltd Treatment Lawful over time 2015 HI09 Holloway Lane Materials Recycling Facility Powerday Ltd Treatment CLEUD 2002 HI13 Skip Lane, Harvill Road Sortera Ltd Treatment Permanent Permission 1991 HI14 WTS Off Rigby Lane Talking Rubbish Waste Solutions Ltd Treatment - 2022 HI15 Skip Lane, Harvill Road Thames Materials Ltd Treatment Lawful over time 2015 HI16 Unit 1, Wallingford Road Recycling Facility Uxbridge Recycling Ltd Treatment Permanent Permission 2012 HI17 Crows Nest Farm Country Compost Ltd Compost Permanent Permission 2005 HI18 High View Farm West London Composting Ltd Compost Permanent Permission 1995 HI19 Hillingdon Clinical Waste Incinerator Medisort Ltd Incin - 2021 HI20 Cranford Lane WTS, Heathrow Heathrow Airport Ltd WTS Lawful over time 1981 HI21 Waybeards Farm, Hill End Road, Harefield FJ Heppelthwaite Solutions Ltd WTS Lawful over time 2008 Cabinet – 20 November 2025 (Part 1 Public) HI24 Heathrow Depot FM Conway Treatment Permanent Permission 2015 HI25 Central Depot Harlington Road Hillingdon Council WTS Permanent Permission 2023 HI27 Unit 1 & 2 Pump Lane Industrial Estate Personnel Hygiene Services Ltd WTS Lawful over time 1999 HI28 Hayes Transfer Station Rigby Lane Suez Recycling and Recovery UK Ltd WTS Permanent Permission 1993 HI29 Victoria Road WTS Suez Recycling and Recovery UK Ltd WTS / RDF Permanent Permission 2014 Acronyms: WTS – Waste Transfer Station Incin – Incinerator MRS – RDF – Refuse Derived Fuel CLEUD – Certificate of Lawful Existing Use or Development

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Official Official Regulation 18 Draft Updated West London Waste Plan LPA Member Sign Off October 2025 Logos Appendix C Project: West London Waste Plan Document: Regulation 18 Draft Plan Version: LPA Member Sign Off 07.10.2025 Official Official Contents 1. Executive Summary ..............................................................................................................1 2. Introduction and background ................................................................................................3 What is the West London Waste Plan? .............................................................................3 The need to replace the current waste plan .......................................................................4 The process of preparing the West London Waste Plan ....................................................5 Key elements of the West London Waste Plan .................................................................6 This stage of preparing the WLWP ....................................................................................6 Supporting documents .......................................................................................................7 How to comment on the Regulation 18 Draft WLWP .........................................................7 3. The Plan Context ..................................................................................................................8 Spatial Portrait ...................................................................................................................8 Local Planning Authority-Level Summaries .......................................................................8 Common Themes ............................................................................................................ 11 Proposed Planning Strategy ............................................................................................ 11 4. Waste Management in West London .................................................................................. 13 Scope of the new WLWP ................................................................................................ 13 Local Authority Collected Waste (mainly household waste) (LACW) .............................. 13 Commercial & Industrial Waste (from businesses & industry) (C&I waste) ...................... 13 Construction, Demolition and Excavation Waste (C, D & E waste) .................................. 14 Hazardous Waste. ........................................................................................................... 14 Existing Management Arrangements for West London's waste ...................................... 15 Management Profiles ...................................................................................................... 15 Flows to and from West London ...................................................................................... 18 Existing Waste Management Sites in West London ........................................................ 20 5. The Policy Context .............................................................................................................. 21 National Policy ................................................................................................................. 22 Climate change ............................................................................................................... 27 The Proximity Principle and Net Self Sufficiency ............................................................. 29 Regional Policy – The London Plan ................................................................................. 30 London Environment Strategy (May 2018) ...................................................................... 33 London-wide Climate Emergency .................................................................................... 34 Local Policy ..................................................................................................................... 35 Project: West London Waste Plan Document: Regulation 18 Draft Plan Version: LPA Member Sign Off 07.10.2025 Official Official LPA Local Plans and Related Plans and Guidance ......................................................... 35 West London Waste Authority ......................................................................................... 37 6. Vision and Objectives .......................................................................................................... 38 The Vision ....................................................................................................................... 38 Strategic Objectives ........................................................................................................ 39 West London Waste Plan Strategic Objectives ............................................................... 39 7. Future Requirements for Waste Management Capacity ...................................................... 40 Management Capacity for Apportioned HIC Waste ......................................................... 40 Management Capacity for C, D & E Waste ...................................................................... 40 Management Capacity for Hazardous Waste ................................................................... 41 Requirements for landfill .................................................................................................. 41 Providing for Unmet Needs for Waste Capacity from Elsewhere within London ............. 41 8. Future Waste Management Capacity in West London ........................................................ 43 9. Proposed Policies ............................................................................................................... 44 10. Policies Map ........................................................................................................................ 69 11. Glossary ............................................................................................................................. 70 Appendices Appendix 1 – Monitoring Framework ....................................................................................... 81 Appendix 2 – List of Safeguarded Sites ................................................................................... 89 Appendix 3 – Maps of Safeguarded Sites (see Separate Document) ..................................... 101 Appendix 4 – Replacement of Policies in the West London Waste Plan ................................ 102 All map data from OpenStreetMap contains Ordnance Survey data © Crown copyright and database right 2010 to 2023. Contains national statistics data © Crown copyright and database right 2024 Project: West London Waste Plan Document: Regulation 18 Draft Plan Version: LPA Review 28.08.2025 Official Official Table of Tables Table 1: Anticipated Timetable for Preparation of the West London Waste Plan ..........................8 Table 2: London Plan Forecast Waste Arisings for the West London Boroughs ........................ 24 Table 3: Non-hazardous C, D & E Waste arisings from West London 2020-2023 Mean ............ 26 Table 4: Non-hazardous C, D & E Waste in West London - Waste Management Profile 2023 .. 27 Table 5: Principal Hazardous Waste Component Arisings in West London 2023 ...................... 29 Table 6: Adjusted Tonnages of West London waste managed in permitted facilities within West London and outside West London, and tonnage of imported waste to West London facilities: ...................................................................................................................... 30 Table 7: London Plan Forecast HIC Waste Arisings & Apportionments for the West London Boroughs ..................................................................................................................... 47 Table 8: Combined apportionment for West London Boroughs compared to Estimated Apportionment Capacity in West London (after release of sites)................................. 57 Table 9: Existing Waste Sites Proposed for Release from Safeguarding .................................... 60 Table of Figures Figure 1: Area Covered by the updated West London Waste Plan and wider context .................4 Figure 2: Flows of Waste for Management at Permitted Facilities ............................................. 19 Figure 3: Map of West London Existing Waste Sites Proposed to be Safeguarded ................... 20 Figure 4: The Policy Context for the new WLWP ........................................................................ 21 Figure 5: The Waste Hierarchy ................................................................................................... 23 Figure 6: Circular Economy ........................................................................................................ 24 Figure 7: Residual Waste ............................................................................................................ 54 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Review 02.09.25 Official Official Abbreviations AMR Authority Monitoring Report BAP CCC CCS Biodiversity Action Plans Climate Change Committee Carbon Capture and Storage CE Circular Economy C, D & E Construction, Demolition and Excavation C&I Commercial and Industrial HRA Habitats Regulation Assessment LACW Local Authority Collected Waste LNR Local Nature Reserve Mtpa Million tonnes per annum MBT Mechanical Biological Treatment NPPF National Planning Policy Framework OPDC Old Oak & Park Royal Development Corporation OS RBMP RDF RWS SIL Ordnance Survey River Basin Management Plan Refuse Derived Fuel Resources and Waste Strategy Strategic Industrial Location SA Sustainability Appraisal SEA Strategic Environmental Assessment SPA Special Protection Area tpa Tonnes per annum WDI Waste Data Interrogator WLLPAs WLWA West London Local Planning Authorities West London Waste Authority WLWP West London Waste Plan WLWP 2015 West London Waste Plan 2015 WPA Waste Planning Authority Page 1 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Review 28.08.25 Official Official 1 Executive Summary 1.1 Managing waste is a key part of a well-functioning modern society. If waste is not handled in the right facilities or locations, it can harm both the environment and local communities. The National Planning Policy for Waste (NPPW) requires all waste plans to follow the waste hierarchy, which prioritises prevention, reuse, recycling, and then recovery over disposal. It also encourages managing waste close to where it is produced. Because of this, the future management of waste needs to be carefully planned for, and it is a statutory requirement for each waste planning authority to have a ‘waste local plan’ that sets out how and where waste is to be managed. 1.2 In west London, the adopted waste local plan, known as the ‘West London Waste Plan 2015’ (WLWP 2015), was adopted in 2015. It plans for the management of waste through to 2031 within the following London boroughs: Brent, Ealing, Harrow, Hillingdon, Hounslow and Richmond upon Thames. Those parts of the boroughs of Brent and Ealing that fall under the planning jurisdiction of the Old Oak & Park Royal Development Corporation (OPDC) are also included. Together these seven local planning authorities are referred to as the West London Local Planning Authorities (WLLPAs). 1.3 Since 2015, both planning policy and the national waste management policy has changed. New waste management technologies, collection methods and understanding of the impacts of different approaches have also improved. Because of this, the WLLPAs decided to update the WLWP. 1.4 The updated version of the WLWP will cover all types of waste expected to be produced within west London during the Plan period. It will focus especially on the management of Household, Industrial, Commercial (HIC) waste, Construction, Demolition and Excavation (C, D & E) waste and Hazardous waste. In doing so the updated WLWP will take account of the requirements of the London Plan and the West London Waste Authority’s strategy for managing Local Authority Collected Waste (LACW). 1.5 This document is the draft version of the updated WLWP published for public consultation. Once adopted, the WLWP will replace the WLWP 2015 and form part of each authority’s wider development plan. It will sit alongside their adopted Local Plans, the London Plan and any relevant neighbourhood plan(s). The updated WLWP is designed to support existing planning policies rather than repeat them. Page 2 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Review 28.08.25 Official Official 1.6 This draft emerging updated WLWP includes a Vision and five Strategic Objectives, along with six policies that will guide decisions about waste related planning applications, or applications for planning permission which would impact on safeguarded waste sites as follows: • Policy WLWP 1 – Safeguarding and Optimising Waste Site Network • Policy WLWP 2 – Provision of additional Waste Management Capacity • Policy WLWP 3 – Residual Waste Management & Energy Recovery • Policy WLWP 4 – Ensuring High Quality and Resilient Waste Facilities • Policy WLWP 5 – Recovery and Disposal of Waste to Land. • Policy WLWP 6 – Circular Economy & Resource Efficiency 1.7 These policies aim to ensure that waste related development, such as new or expanded waste management facilities, is well located and does not cause harm to local communities or the environment. They provide a clear framework to support waste management development to meet targets, protect existing capacity and allow for the release of land from waste use where appropriate. 1.8 A recent assessment shows that west London has more than enough capacity for the management of current and forecast future waste arisings, other than for landfill. This includes the amounts of HIC waste apportioned for management by each London Borough through the 2021 London Plan. Therefore, there is no immediate need for more waste management requirements within the Plan area. 1.9 The London Plan is under review. Once the new version is adopted, this updated WLWP may also need to be reviewed to ensure it aligns with it. For now, this draft version is considered to be in general conformity with the requirements of the 2021 London Plan. 1.10 The updated WLWP proposes to protect most existing waste sites in west London. It also supports additional waste development where such development will help achieve the Plan's goals. However, it does not identify specific areas of land for the development of additional waste management capacity. 2 Introduction and background What is the West London Waste Plan? 2.1 The efficient and effective management of waste is an important aspect of a well-functioning society. While essential, waste management has the potential to cause impacts on the environment and communities if it is not undertaken in the right facilities located in the right place. Page 3 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Review 28.08.25 Official Official 2.2 It is a statutory requirement for each area to have a ‘waste local plan’ that sets out how and where waste expected to be produced within the area is to be managed. Policies in waste local plans are used by the responsible decision maker, usually the Local Planning Authority (LPA) alongside policies contained in other development plan documents, to determine applications for planning permission relating to waste management development. 2.3 In West London, the current waste local plan, known as the ‘West London Waste Plan’ (WLWP 2015), was adopted in 2015 and plans for the management of waste over the period until 2031 within the following LPA areas located in west London (‘the WLLPAs’): a. London Borough of Brent b. London Borough of Ealing c. London Borough of Harrow d. London Borough of Hillingdon e. London Borough of Hounslow f. London Borough of Richmond upon Thames g. plus those parts of Brent and Ealing that fall under the jurisdiction of the Old Oak & Park Royal Development Corporation. 2.4 Once adopted the updated joint West London Waste Plan (WLWP or ‘the Plan’), will replace the adopted 2015 West London Waste Plan taking account of changes in policy and taking the planning horizon forward for another 15 years. The new West London Waste Plan will form part of each authority’s Development Plan. 2.5 A map of the area covered by the Plan (‘the Plan area’) is presented in Figure 1. The other areas of London have either prepared, or are in the process of preparing, their own waste plans and planning policies so the requirements of the London Plan are met. Page 4 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Member sign-off 07.10.25 Official Official Figure 1: Area Covered by the updated West London Waste Plan (‘The Plan Area’) and wider context The need to replace the current waste plan 2.6 Waste management is a rapidly evolving sector, shaped by new initiatives aimed at reducing waste generation and ongoing innovation in the way it is managed. 2.7 Since the current plan was adopted in 2015, a number of changes have occurred which include: a. Changes in the planning policy landscape including: i. a new London Plan published in 2021; ii. several updates to national planning policy; iii. new Local Plans adopted by WLLPAs; and, b. Changes in the national waste management policy landscape including the introduction of Simpler Recycling requirements and a target to halve residual waste produced in England by 2042. c. Evolution of waste management technologies, collection methods and better understanding of the impacts of different approaches. Page 5 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Member sign-off 07.10.25 Official Official d. Current and emerging local conditions including pressure to release existing waste sites to alternative development, in particular that relating to alleviating the pressures in London for more housing. e. Changes in patterns of waste production. f. Emergence of the ‘Circular Economy’ as a concept to be embedded into planning policy to promote the management of waste in accordance with the waste hierarchy in priority order and thereby driving it up the hierarchy. 2.8 The WLLPAs will use the policies in this draft emerging WLWP when determining planning applications relating to waste management development, so it is essential that the Plan provides an up-to-date policy framework that reflects these changes to support the more sustainable management of waste that is produced. 2.9 Through safeguarding existing capacity and ensuring that additional waste management capacity provided within the Plan area is of the right type and in the right locations and contributes towards more sustainable management of waste when it is needed, this draft emerging WLWP will ensure that there continues to be sufficient capacity to manage waste in west London over the Plan period. The process of preparing the West London Waste Plan 2.10 The process by which a Local Plan is prepared is prescribed in legislation1 and policy2 and Table 1 shows the related various stages with regard to the preparation of the new WLWP. The different stages provide opportunities for residents, businesses and other key stakeholders to comment and be involved in determining the content of the Plan. A ‘Consultation Protocol’ has been prepared that sets out in more detail how the WLLPAs are seeking to engage with communities and stakeholders during the preparation of the Plan. 1 Planning and Compulsory Purchase Act 2004 and the Town and Country (Local Planning) (England) Regulations 2012 2 National Planning Policy Framework, December 2024 Page 6 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Member sign-off 07.10.25 Official Official Table 1: Anticipated Timetable for Preparation of the West London Waste Plan Key Stage Timeline Draft emerging WLWP – 6/8-week public consultation (‘Regulation 18’) End 2025 ‘Final’ Submission WLWP published for representations (‘Regulation 19’) Mid 2026 WLWP submitted for independent examination Late 2026 Examination hearings (if needed) Early/Mid 2027 Main modifications (if needed) published for representations Mid 2027 Inspector’s Report Late 2027 Adoption Late 2027/Early 2028 Key elements of the West London Waste Plan 2.11 The key elements of the emerging updated West London Waste Plan are: i. Vision ii. Strategic Objectives iii. Policies iv. Policies Map v. Monitoring Framework 2.12 Together, these elements will set out how and where the WLLPAs intend the management of waste to take place in West London 2.13 The Vision and Strategic Objectives set out how it is proposed that waste be managed to ensure it benefits, protects and enhances communities and the environment of west London. The Policies and Policies Map are intended to ensure the Vision is realised and the Strategic Objectives are achieved. To ensure the objectives of the Plan are being met and the Policies are working effectively, certain indicators will be monitored on a regular basis as set out in Appendix 1. Page 7 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Member sign-off 07.10.25 Official Official This stage of preparing the WLWP 2.14 Regulation 18 of the Town and Country Planning (Local Planning) (England) Regulations 2012 requires the Waste Planning Authority (WPA) to notify and invite representations from key stakeholders and communities on the content of the plan. 2.15 This draft emerging updated WLWP is the first formal opportunity for stakeholders to contribute to the draft emerging updated WLWP. The Topic Papers published alongside this draft emerging Plan explore the issues that affect the delivery of waste management capacity in West London. 2.16 The consultation, on this first draft of the emerging Plan, will run for a minimum period of eight weeks during December 2025 and January 2026. A ‘Consultation Protocol’ has been prepared that sets out how the WLLPAs are seeking to engage with communities and stakeholders during the preparation of the Plan.3 Following closure of the consultation period, the WLLPAs will publish a statement summarising the comments received and how each, if necessary, will be addressed in changes to the content of the emerging WLWP. Supporting documents 2.17 This draft emerging updated WLWP is underpinned by supporting evidence including: a. Waste Capacity Assessment and Arisings Estimates b. Strategic Waste Flows Report c. Existing Safeguarded Sites for Release – Assessment Report d. Integrated Impact Assessment comprising: e. Sustainability Appraisal f. Habitats Regulation Assessment g. Climate Change Topic Paper h. Circular Economy Topic Paper i. Waste Management in West London Topic Paper j. Strategic Flood Risk Assessment 2.18 The draft emerging WLWP and all evidence base documents can be found on the following website: http://www.wlwp.net/. 3 See Consultation Protocol October 2025. This is based on a distillation of each LPAs' own Statements of Community Involvement. Page 8 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Member sign-off 07.10.25 Official Official How to comment on the Regulation 18 Draft WLWP 2.19 A questionnaire has been prepared to help all stakeholders in West London respond to this consultation. The questionnaire is available online and at the Borough’s main offices (and certain libraries in some LPA areas). There is also the potential for respondents to raise other issues that they consider the emerging Plan needs to take account of, which may need to be reflected in revisions to this draft emerging updated Plan. This includes inviting stakeholders to nominate sites for waste management facilities, either new or expansion to existing. 2.20 You can respond during the consultation period between December 2025 and January 2026 via the following email address: info@wlwp.net Page 9 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Member sign-off 07.10.25 Official Official 3 The Plan Context Spatial Portrait 3.1 This section sets out the key spatial characteristics and constraints affecting development involving the management of waste in West London, providing the context for the updated West London Waste Plan (WLWP). 3.2 West London is a diverse sub-region comprising dense urban centres, established industrial hubs, strategic transport corridors, and extensive green spaces. Waste management development in this area is shaped by a combination of opportunities and challenges. Strategic industrial areas provide essential locations for waste management facilities, while major regeneration areas are delivering new homes and employment space that will increase waste generation but also create opportunities for innovative and sustainable management solutions. 3.3 Waste management development is constrained by the presence of residential areas and other sensitive land uses particularly, Green Belt, Metropolitan Open Land (MOL), heritage and conservation designations, ecological protections, and widespread Air Quality Management Areas (AQMAs). 3.4 Transport infrastructure, including road, rail, and waterborne freight networks, also plays a critical role in determining where waste produced in West London ends up being managed. 3.5 These unique spatial characteristics determine the location of existing waste management facilities within each local planning authority area, and availability of land to support expansion of the network where needed. Page 10 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Member sign-off 07.10.25 Official Official Local Planning Authority-Level Summaries London Borough of Brent 3.6 In Brent, Strategic Industrial Locations (SIL) and Locally Significant Industrial Sites (LSIS) in Wembley, Neasden and Alperton currently host waste management facilities. Growth and regeneration across the borough are driving high-density development, which requires integrated waste solutions. Road transport is supported by the A406, A5, and M1 corridors, though congestion is a major challenge. Railheads for materials transportation exist in Wembley and Neasden. Environmental and land-use constraints include AQMA coverage, flood risk along the River Brent, and the protected Welsh Harp Reservoir (SSSI). Brent currently accommodates 13 existing waste facilities adjudged to be lawful (excluding those located in OPDC), and its overarching strategy is to protect and modernise them while promoting low- carbon transport solutions. Three existing waste sites identified within the adopted Brent Local Plan for comprehensive, residential-led redevelopment are put forward in this Waste Plan to be considered for release from safeguarding, as their continued safeguarding and use for waste is likely to conflict with wider planning and regeneration objectives of the Local Plan. London Borough of Ealing 10.1 Ealing’s strategic industrial areas — including Greenford, Perivale, Northolt, and Southall — host several waste management facilities. The Southall Opportunity Area is expected to generate significant additional waste, highlighting the need to embed circular economy principles into development. The A40, A406, and Uxbridge Road provide vital transport routes, with further potential for rail-based waste movement. Future development is constrained by AQMA coverage, Green Belt land, and flood risk in Southall and Acton. With 14 existing waste management facilities in operation adjudged to be lawful (excluding those located in OPDC), Ealing’s strategy is to safeguard existing suitable sites, establish circular economy hubs, and expand rail- based freight transport. London Borough of Harrow 3.7 Harrow has limited industrial land, with only Wealdstone and Honeypot Lane designated as SIL or LSIS. Regeneration in Wealdstone and Harrow Town Centre will increase waste production, but space for new waste management facilities is scarce. The borough lacks major highways or rail freight links, making it reliant on local road transport. Additional constraints include AQMA coverage and significant areas of Green Belt. Harrow currently hosts only two existing waste management facilities adjudged to be lawful, and its strategy is to protect and intensify their use where needed, while integrating waste infrastructure into any major non-waste developments and supporting localised recycling facilities. Page 11 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Member sign-off 07.10.25 Official Official London Borough of Hillingdon 3.8 Hillingdon benefits from industrial and transport hubs, including Heathrow Airport, Stockley Park, and the Hayes and West Drayton Corridor, which generate substantial commercial and industrial waste. Existing infrastructure includes the West Drayton Waste Transfer Station, the South Hillingdon Recycling Centre, and former mineral sites such as Harmondsworth Quarry. Transport strengths include access to the M4, A40, M25, and West Drayton Rail Freight Terminal, as well as the Grand Union Canal, which offers potential for non-road waste movement. However, Green Belt, AQMA coverage, and flood risk from the River Colne and canal present constraints. With around 23 existing waste facilities adjudged to be lawful, Hillingdon’s strategy is to modernise and intensify existing sites where needed, expand sustainable transport use, and safeguard key facilities from displacement by redevelopment. London Borough of Hounslow 3.9 Hounslow’s Strategic Industrial Locations (SIL), including in Brentford along the Great West Road, and the North Feltham Trading Estate, and other local sites (LSIS), accommodate a number of existing waste management facilities. Growth pressures from the Great West Corridor and Heathrow Opportunity Areas are expected to increase demand for waste management capacity. The M4 provides a strategic road link, supplemented by rail freight at Transport Avenue and potential river transport via the Thames. Constraints include high air pollution along the A4/M4, flood risk in Brentford and Feltham, and extensive Green Belt. With 11 existing waste management facilities adjudged to be lawful, the borough aims to expand low-carbon waste management, modernise and intensify existing sites where needed, and increase sustainable waste movements through utilising river and rail-based waste transport options. One existing waste site identified within the adopted Hounslow Local Plan for comprehensive, residential-led redevelopment is put forward in this Waste Plan to be considered for release from safeguarding, as its continued safeguarding and use for waste is likely to conflict with wider planning and regeneration objectives of the Local Plan. Old Oak & Park Royal Development Corporation (OPDC) 3.10 The OPDC area includes London’s largest Strategic Industrial Location, accommodating around 2,000 businesses in sectors such as logistics, food production, and creative industries. It is also one of the UK’s largest regeneration projects, supporting the delivery of tens of thousands of new homes and jobs. Existing waste management facilities are located within Park Royal SIL as well as in areas planned for new mixed-use neighbourhoods. Page 12 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Member sign-off 07.10.25 Official Official Transport links are strong, with the A40, A406, multiple rail connections, and the Grand Union Canal offering multimodal opportunities. However, constraints include AQMA coverage, the proximity of Wormwood Scrubs MOL, High Speed 2 (HS2) construction impacts, and flood risk from the canal. With five existing waste facilities adjudged to be lawful, the OPDC’s strategy is to safeguard existing waste infrastructure when it doesn’t conflict with wider development aspirations, embed waste solutions into regeneration, and promote rail and canal-based waste transport. Page 13 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Member sign-off 07.10.25 Official Official London Borough of Richmond upon Thames 3.11 Richmond upon Thames has the smallest industrial base in West London, with just four existing waste management facilities adjudged to be lawful, most notably the Townmead Road Council Depot, a Household Waste & Recycling Centre, a composting site in Kew Gardens and a dormant waste oil treatment site at Arlington Works. Regeneration in Mortlake, Twickenham, and Richmond will increase waste generation, but opportunities for developing additional capacity are extremely limited. The borough’s constraints include extensive protected land, such as Richmond Park and Kew Gardens, alongside Green Belt, MOL, and flood-prone riverfront areas. The Borough is rich in built heritage and has a number of protected vistas/views. Transport capacity is constrained, though there may be limited scope for river-based waste movement on the Thames. Richmond’s strategy is to safeguard existing facilities, integrate waste solutions into redevelopment where possible, and develop Circular Economy hubs. Common Themes 3.12 Several themes emerge from the above Plan area analysis. 3.13 First, competition for land and conflicting uses highlight the need to safeguard existing waste management facilities, particularly where they are located on industrial sites. Waste management facilities are often under residential and commercial redevelopment pressure, while other brownfield land is productively used and designations such as Green Belt and MOL apply to greenfield areas and limit opportunities for expansion. This means intensification and modernisation of existing waste sites should be prioritised. 3.14 Second, regeneration projects and circular economy initiatives present opportunities for integration of waste management. Growth areas will generate significant additional amounts of waste, but could also create opportunities for circular economy hubs, facilitating reuse and recycling of materials, and possible co-location of compatible industries. 3.15 Third, environmental challenges such as climate change require resilient infrastructure and low-emission technologies to protect air and soil quality, mitigate flood risk, and deliver biodiversity net gain. 3.16 Finally, transport and logistics remain a central concern. Congestion on key routes, including the A40, A406, A316, M4, and the North Circular hampers efficiency, while opportunities for rail and river freight at locations such as West Drayton, Brentford, the Grand Union Canal, and the River Thames should be fully exploited. Page 14 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Member sign-off 07.10.25 Official Official Proposed Planning Strategy 3.17 To address these issues, the planning strategy for waste management in west London focuses on two key areas: a. First, maintaining sufficient suitable management capacity by safeguarding key existing waste sites and allowing for the use of such sites to be intensified to meet emerging requirements where appropriate. b. Second, high standards of environmental protections in line with best practice be applied to all facilities whether new or expanded, including robust emissions controls, enclosed operations, sustainable drainage systems, and climate resilience measures, ensuring that waste management safeguards health, enhances local amenity, and supports wider environmental goals. Finally, encouraging the increased use of low- carbon transport, with greater use of rail and river freight supported by electric and low-emission vehicles for road-based transport. Page 15 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Member sign-off 07.10.25 Official Official 4 Waste Management in West London 4.1 The legal definition of waste, set out in section 75(2) of the Environmental Protection Act 19904, is “..any substance or object which the holder discards, or intends or is required to, discard”. The key concept relates to the producer or holder's intention regardless of whether the waste may have a value to the recipient. Scope of the emerging updated WLWP 4.2 The emerging updated WLWP will focus on providing for the principal types of waste produced within West London, which are as follows: Local Authority Collected Waste (mainly household waste) (LACW) 4.3 Local Authority Collected Waste (LACW) consists of waste which comes into the possession of, or under the control of, the local authority including waste collected from households (household waste). LACW collected by or on behalf of the Boroughs can include household waste (residual, dry mixed recycling and food waste), street sweepings, green waste from maintenance of open spaces, and a small quantity of clinical waste5. Depending upon the local arrangements, LACW can include commercial waste collected by trade waste operations. Commercial & Industrial Waste (from businesses & industry) (C&I waste) 4.4 Waste produced by businesses. A significant proportion of commercial waste (c60%) is also classed as 'municipal waste' and is therefore subject to statutory management targets that also affect LACW set out in a subsequent section of this draft Plan. 4.5 These first two categories (of LACW and C&I) are combined into a single category of 'household, industrial and commercial' waste in the London Plan (‘HIC waste’ for short). The London Plan apportions quantities of HIC waste arisings to each Borough within London for provision of management capacity through to 2041. It is this categorisation that is used throughout this Plan to reflect the influence of the London Plan on its approach/trajectory. 4 Transposing the Waste Framework Directive as amended 2008/98/EC. 5 Household clinical waste is not deemed hazardous unless a particular risk has been identified (based on medical diagnosis). Page 16 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Member sign-off 07.10.25 Official Official Construction, Demolition and Excavation Waste (C, D & E waste) 4.6 Construction, Demolition & Excavation (C, D & E) waste comprises waste arising from construction and demolition activity, including excavation during construction activities, and is made up of mainly inert6 materials such as soils, stone, concrete, brick and tile. However, non-inert elements such as wood, metals, plastics, cardboard, and offcuts of plasterboard may also be present in this waste stream. Due to their weight, the inert elements make up the majority (c.80%) of the total tonnage. 4.7 The London Plan deals with Construction and Demolition waste separately to excavation waste, as excavation waste is not normally suited to recycling, and this distinction is recognised in the waste evidence reports produced to support production of this Plan. The London Plan does not apportion quantities of C, D & E waste for management, but LPAs are still required to plan for this waste stream to meet national planning policy. Hazardous Waste 4.8 Hazardous wastes are categorised as those that are harmful to human health, or the environment, either immediately or over an extended period of time. In West London, hazardous waste arises mainly from: construction and demolition activity, vehicle maintenance and/or dismantling activity and healthcare. Hazardous waste may also be present in C,D & E waste particularly when development takes place on brownfield sites that have been affected by historical contamination 4.9 The London Plan states that hazardous waste arising in the HIC waste stream (to which apportionments relate) includes hazardous waste, and therefore does not distinguish its management needs from the non-hazardous component of HIC waste. However, for the purposes of this Plan, all hazardous waste has been considered and planned for separately. Therefore, to some degree there will be an element of double counting between the London Plan apportionment values and the hazardous waste management capacity needs identified. 6 Inert waste is defined as “waste that does not undergo any significant physical, chemical or biological transformations”. Page 17 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Member sign-off 07.10.25 Official Official Existing Management Arrangements for West London's waste 4.10 This section sets out how the main waste streams relevant to the draft emerging WLWP are currently managed. Management Profiles Local Authority Collected Waste 4.11 In 2023/24 0.65 million tonnes of LACW was generated in West London, of which 0.43 million tonnes is managed through incineration with Energy from Waste (EfW) (at facilities outside of West London), 0.2 million tonnes recycled or composted, and only 101 tonnes managed through disposal to landfill. Commercial & Industrial Waste 4.12 Data for the amount of C&I waste produced is not readily available as businesses are not currently required to report on waste produced. The London Plan 2021 estimates that this waste stream represented 28% of total waste arisings in London in 2015. This compares with household waste at 17% and C,D & E waste at 54%. If that % is applied to the LACW arisings for West London above, it indicates that arisings in the Plan area may be in the region of 1 million tonnes per annum. 4.13 The London Plan provides Borough level forecasts for arisings of HIC waste combined and these are presented in Table 2 below: Table 2: London Plan Forecast Waste Arisings for the West London Boroughs Borough Waste Arising (tonnes per annum) 2021 2041 Brent 259,000 274,000 Ealing 291,000 306,000 Harrow 188,000 205,000 Hillingdon 347,000 365,000 Hounslow 260,000 275,000 Richmond upon Thames 179,000 190,000 Total 1,524,000 1,615,000 Given the known amount of LACW in 2023/24 was 0.65 million tonnes, that confirms the estimate for C&I waste arisings in West London to be c1 million tonnes. However, the management profile of this waste stream is not fully understood because it is not reported on separately. Page 18 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Member sign-off 07.10.25 Official Official Construction, Demolition and Excavation Waste 4.14 The production of C, D & E waste is influenced by large-scale infrastructure projects, as well as commercial and residential developments, which means that peaks and troughs in its production are often observed with arisings not following a regular pattern. Given it is a bulky and heavy waste type it does not tend to travel significant distances from source for management unless moved by rail or water. Table 3: Non-hazardous C, D & E Waste arisings from West London 2020-2023 Mean (tonnes) Category Type Tonnes C&D waste Inert 538,506 1,134,622 Non-inert 596,116 Excavation waste Inert 2,128,422 2,132,006 Non-inert 3,584 Total Non hazardous C, D & E waste: 3,266,628 4.15 Different types of C, D & E waste require different forms of management. For example, hard inert materials (such as concrete, brick and road planings arising from demolition and road maintenance) can be recycled for use as an aggregate, while soft materials such as soils and sub-soils can be used for beneficial purposes such as the restoration of minerals workings and in other engineering projects. The non-inert component includes timber, plasterboard and plastics which may be recycled if separated. Ultimately there is very little C, D & E waste that cannot be recycled or recovered in some way. 4.16 Excavation waste will mainly be managed through the deposit on land for beneficial purposes. This may in certain cases be consented as non-waste development and, either be subject to an Environmental Permit as a recovery to land operation, or managed as non-waste under the CL:AIRE definition of waste protocol. 4.17 The management profile for Non-hazardous C, D & E waste (including inert waste) arising in West London in 20237 is set out in Table 4 below. 7 At the time of writing 2023 Waste Data Interrogator (WDI) was the most current dataset available. Page 19 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Member sign-off 07.10.25 Official Official Table 4: Non-hazardous C, D & E Waste in West London - Waste Management Profile 2023 (% of Total Arisings) Category Waste Type Recycling Recovery Landfill Transfer Mobile Plant C&D Waste Inert 25% <1% 7% 7% 0% Non-inert 25% <1% <1% 35% 0% Subtotal C&D 50% 1% 7% 42% 0% Excavation Waste Inert 14% 65% 0% 21% <1% Non-inert <1% 0% <1% 0% 0% Subtotal Excavation 14% 65% <1% 21% <1% 4.18 To summarise the management profile for non-hazardous C&D waste managed at permitted facilities is as set out below: • At least 51% was managed through recycling or recovery; • With 7% disposed at permitted landfills; and • 42% transferred on for recovery or disposal. 4.19 Waste going for re-use may not be managed through permitted sites, plus a substantial proportion of C&D waste that constitutes hardcore may be converted into recycled aggregate and either used on site or sold offsite8. Hence the recycled/recovery value of 51% should be taken to be a minimum. 4.20 The management profile for non-hazardous excavation waste is as below: • Just less than 80% was managed through recycling or recovery; • With <1% disposed at permitted landfills; and • c.21% transferred on for recovery or disposal. Given that disposal would only be to landfill, and backfilling of mineral workings and other uses would be classed as recovery, it is considered highly unlikely that the inert fraction of this stream would end up being disposed of. 4.21 This compares with the targets for C, D & E waste management in Policy SI7 of the London Plan, Reducing waste and supporting the circular economy: meet or exceed the targets for each of the following waste and material streams: • construction and demolition – 95 per cent reuse/recycling/recovered; 8 Data provided by the National Federation of Demolition Contractors. Page 20 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Member sign-off 07.10.25 Official Official • excavation – 95 per cent beneficial use overall and 100% of inert excavation beneficial used.9 Hazardous Waste 4.22 It has been estimated that around 52,500 tonnes of hazardous waste was produced in West London in 2023. The term 'hazardous waste' covers a wide range of waste types which each may require management at specialist facilities, and given they generally arise in relatively small amounts, such facilities are usually developed to manage quantities greater than that which would arise in a single Plan area. 4.23 The principal types of hazardous waste arising in West London making up 90% of the total arisings in 2023 are presented in Table 5 below. The five principal hazardous waste streams arose from construction activity, oil/ water separator cleaning, vehicle maintenance/ELV depollution, infectious clinical waste and Waste Electrical and Electronic Equipment (WEEE). Table 5: Principal Hazardous Waste Component Arisings in West London 2023 Source: HWI 2023 (Environment Agency) Hazardous Waste Type/Source 2023 C, D & E Waste 22,721 Oil/Water Separator Waste 7,159 Infectious Clinical Waste 6,323 WEEE 5,499 Vehicle Maintenance & ELV depollution 4,018 Total 45,72010 Flows to and from West London 4.24 Analysis of the best available data shows that significant quantities of waste are routinely transported between West London and other Waste Planning Authority (WPA) areas11. This cross- boundary movement is typical of the way in which waste is managed in general. Table 6 shows the balance between waste exported from West London and received at West London waste management facilities in 2023. This indicates that overall, a balance is achieved with the exported amount equating to the imported amount. The totals shown in Table 6 do not correspond to the arisings totals given for each waste stream above. This is because an additional tonnage of C,D & E waste has been accounted for, that is not actually attributed to West London in the source dataset12, the Waste Data Interrogator (WDI), and therefore cannot be 9 London Plan Footnote 164 10 Totals less than the 52,500t total above as these are the principal waste components. 11 See ‘Identification of Strategically Significant Cross Boundary Waste Movements from West London’, BPP Consulting, October 2025 12 See Construction, Demolition & Excavation Waste Arising in West London to 2041 BPP Consulting Page 21 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Member sign-off 07.10.25 Official Official allocated by management location. Table 6: Adjusted Tonnages of West London waste managed in permitted facilities within West London and outside West London, and tonnage of imported waste to West London facilities Source: WDI 2023 West London arisings Managed in West London West London waste managed outside West London West London waste managed in West London Waste imported to West London Total Managed in West London 2,806,945 869,932 2,796,481 3,666,413 Total West London waste managed 3,676,877 4.25 Figure 213 displays the balance between imports and exports by waste management method and waste type to and from West London in 2023. Figure 2:: Flows of Waste for Management at Permitted Facilities October 2025 13 Note that Figure 2 only includes waste managed at permitted sites in England and does not include any waste exported to Wales, Scotland or further afield as this is not reported in the WDI. Page 22 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Member sign-off 07.10.25 Official Official 4.26 Certain flows of waste from West London have been assessed to be of such a strategic nature to the management of waste arising in West London over the Plan period. The WPAs hosting the receiving facilities of this waste will be contacted to confirm that such flows may continue over the Plan period. Existing Waste Management Sites in West London 4.27 There are a range of existing waste management facilities located in West London that manage waste both arising within and outside West London. It is intended that 68 sites would be safeguarded through the Plan for ongoing waste management uses and their location is shown in Figure 3 below. Figure 3: Map of West London Existing Waste Sites Proposed to be Safeguarded Page 23 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Member sign-off 07.10.25 Official Official 5 The Policy Context 5.1 The policy context within which the new WLWP sits is illustrated in Figure 4 below. 5.2 To be found sound the updated WLWP will need to be in general conformity with the London Plan and consistent with national policy. The WLWP is also aligned with the policies of the adopted Local Plans in West London. The WLWP may update relevant aspects of the Development Plan and where any conflict between policies exists the policy to have been adopted most recently generally takes precedent in decision making. Once adopted, the policies in the updated WLWP will supersede the policies in the existing WLWP. Appendix 4 sets out how the existing WLWP policies will be replaced by those set out in the updated WLWP. 5.3 Once adopted the updated WLWP will form part of the statutory development plan for the WLLPAs, to guide decision-making on planning applications in relation to waste management and related developments. The WLWP is in accordance with national policy by applying a presumption in favour of sustainable development. The Planning and Compulsory Purchase Act 2004 requires that “... for the purpose of making any determination under the planning Acts, the determination must be made in accordance with the plan unless material considerations indicate otherwise”. Figure 4: The Policy Context for the new WLWP Page 24 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Member sign-off 07.10.25 Official Official 5.4 The development plan is to be read as a whole. Most adopted plans within a borough’s Development Plan, such as a Local Plan, are likely to have policies which are also relevant to a waste application. Each borough may also have adopted Supplementary Planning Documents which may be relevant. Furthermore, applications will also be decided according to the policies in the London Plan, which also forms part of the development plan. Therefore, when proposing waste related development, a number of adopted plans and supplementary planning documents will have to be consulted. National Policy 5.5 The key objective of national policy for waste14 is to protect the environment and human health by: • preventing or reducing the generation of waste; • where its production is unavoidable, reducing the adverse impacts of its generation and management; and • reducing the overall impacts of the use of resources from which waste may arise and improving the efficiency of such use. 5.6 The National Planning Policy for Waste 2014 (NPPW)15, associated Planning Practice Guidance16 and the Resources and Waste Strategy for England 2018 (RWS) 17 currently set the national policy context for waste planning in England. Whilst the NPPF does not contain policies specific to waste, its principles remain relevant. The Waste Management Plan for England 18 signposts policies concerning waste management in England. 5.7 The ‘Waste Hierarchy’ is one of the keystone principles of sustainable waste management and is enshrined into English Law. This categorises different methods of managing waste and ranks them in order of preference. This is illustrated in Figure 5 below. This shows that ‘Prevention’ is the most preferred option with ‘Disposal’ at the bottom being the option of last resort. Application of the Waste Hierarchy in priority order i.e. from the top down is a legal requirement19. 14 See The Waste (England and Wales) Regulations 2011 and The Waste (Circular Economy) (Amendment) Regulations 2020 15 https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/364759/141015_Nation al_Planning_Policy_for_Waste.pdf 16 https://www.gov.uk/guidance/waste 17 https://www.gov.uk/government/publications/resources-and-waste-strategy-for-england 18 https://www.gov.uk/government/publications/waste-management-plan-for-england-2021 19 Part 6 of the Waste (England and Wales) Regulations 2011 sets out the duties placed on all planning authorities with regard to application of the hierarchy in decision making. Page 25 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Member sign-off 07.10.25 Official Official 5.8 The RWS was published in December 2018 and set out Government thinking on waste management in England at that time. This included five strategic ambitions: • To work towards all plastic packaging placed on the market being recyclable, reusable or compostable by 2025; • To work towards eliminating food waste to landfill by 2030; • To eliminate avoidable plastic waste by the end of 2042; • To double resource productivity by 2050; and • To eliminate avoidable waste of all kinds by 2050. 5.9 The RWS introduced the concept of Circular Economy into waste management policy for the first time. The London Plan 2021 defines Circular Economy as "..where materials are retained in use at their highest value for as long as possible and are then re-used or recycled, leaving a minimum of residual waste." (Para 9.7.1). Figure 5: The Waste Hierarchy Graphic from the Mayor's Environment Strategy (Figure 44) Page 26 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Member sign-off 07.10.25 Official Official 5.10 The central role waste management plays in the material cycle as part of more circular economy is illustrated in Figure 6 below. Figure 6: Circular Economy Source: Resources and Waste Strategy, DEFRA, 2018 5.11 The Circular Economy is also a tool for tackling the climate emergency. When applied to the built environment, circular economy principles significantly reduce greenhouse gas emissions by avoiding extraction of raw materials, reducing production of virgin construction materials, retaining embodied carbon and eliminating waste. 5.12 The Government set the following targets in the Environmental Improvement Plan 202320 (EIP), which build on existing recycling and landfill diversion targets: • eliminate avoidable waste by 2050 and double resource productivity by 2050; • explore options for the near elimination of biodegradable municipal waste to landfill from 2028; • eliminate avoidable plastic waste by 2042; • seek to eliminate waste crime by 2042; and, • halve ‘residual’ waste (excluding major mineral waste) produced per person by 2042. 20https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/1 168372/environmental-improvement-plan-2023.pdf Page 27 of 108 Project: West London Waste Plan Document: Draft Regulation 18 Version: LPA Member sign-off 07.10.25 Official Official 5.13 The target for the reduction in residual waste is enshrined in The Environmental Targets (Residual Waste) (England) Regulations 202321 which came into force on 30 January 2023. The waste target is for the reduction of residual waste (excluding major mineral wastes) on a kg per capita 22 basis by 50% by 2042 from 2019 levels (574 kg per capita). Accordingly, the residual waste long-term target is that by the end of 31 December 2042 the total mass of residual waste for the calendar year 2042 does not exceed 287 kg per capita. Waste routes which will count as residual are: • sent to landfill in the United Kingdom; • put through incineration in the United Kingdom; • used in energy recovery in the United Kingdom; or • sent outside the United Kingdom for energy recovery. 5.14 The EIP also set the following interim targets for the residual waste target to be achieved by 31 January 2028: • Reduce residual waste (excluding major mineral waste) produced per person by 24%. • Reduce residual waste (excluding major mineral waste) in total tonnes by 21%. • Reduce municipal residual waste produced per person by 29%. In addition, the following material specific targets were set: • Reduce residual municipal food waste produced per person by 50%. • Reduce residual municipal plastic waste produced per person by 45%. • Reduce residual municipal paper and card waste produced per person by 26%. • Reduce residual municipal metal waste produced per person by 42%. • Reduce residual municipal glass waste produced per person by 48%. 21 The Environmental Targets (Residual Waste) (England) Regulations 2023 https://www.legislation.gov.uk/en/uksi/2023/92/made 22 Per head of population in England

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7. Minor Property Transactions - Academy Lease for Pinn River School, Eastcote PDF 249 KB

RESOLVED: That a 125-year lease on standard terms for the new Free School Pinn River be agreed with the Eden Academy Trust, as set out in the report and site plan, subject to DfE approval for the formal closure of Grangewood School and the opening of Pinn River. Reasons for decision The Cabinet Member for Corporate Services and Property introduced a report regarding the new Pinn River School, which would replace Grangewood School within the Eden Academy Trust. It was explained that the former site had been demolished and that the new school building was nearing completion, with an anticipated opening early in the New Year. As this was a new school, a new lease was required, and the proposal set out in the report was to grant a one-to-five-year lease on standard terms for use of the property as a school. The Cabinet Member noted the new school was das a much-needed facility providing 180 places for children with severe and profound disabilities. Cabinet agreed the new lease for the new school. Alternative options considered and rejected Cabinet could have considered other lease or freehold transfer options as set out in the report, but opted for the recommended approach of a 125 year lease, as advised by the Department for Education. Relevant Select Committee Children, Families & Education Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Cabinet’s decisions on this matter can be called in by a majority of the select committee by 5pm, Friday 28 November 2025. If not called-in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Gary Binstead / Andrew Low Directorate Children’s Services / Residents’ 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

📄 Minor Property Transactions - Academy Lease for Pinn River School, Eastcote PDF 249 KB

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Cabinet Report – 20 November 2025 (Part 1 Public) MINOR PROPERTY TRANSACTION: ACADEMY LEASE, PINN RIVER SCHOOL, EASTCOTE Cabinet Member & Portfolio Cllr Susan O’Brien - Cabinet Member for Children, Families and Education Cllr Jonathan Bianco - Cabinet Member for Corporate Services & Property Responsible Officer Julie Kelly – Corporate Director Children Services Dan Kennedy – Corporate Director of Residents Services Report Author & Directorate Gary Binstead - Education & SEND and Andrew Low - Residents Services Papers with report Appendix 1 and 2 site plans HEADLINES Summary Pinn River School is a new 180-place all-through Free School for pupils with SLD/PMLD, funded and delivered by the DfE due to open in January 2026. It replaces Grangewood School within The Eden Academy Trust, which was demolished to accommodate the new provision. It is proposed that the Council: 1. Grants a 125-year lease on standard terms for the new Free School. 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: Thriving, Healthy Households Financial Cost The creation of Pinn River increases capacity for special schools in the borough which will be in keeping with the strategy for achieving a balanced in-year DSG budget by FY2028-29. Select Committee Children, Families & Education Ward(s) Eastcote Cabinet report – 20 November 2025 (Part 1 Public) RECOMMENDATION That a 125-year lease on standard terms for the new Free School Pinn River be agreed with the Eden Academy Trust, as set out in the report and site plan, subject to DfE approval for the formal closure of Grangewood School and the opening of Pinn River. Reasons for recommendation Pinn River School is a new all -through Free School, offering 180 places . The successful application for the school was submitted by the Eden Academy Trust in 2012 and the project is being funded and delivered by the Department for Education (DfE). It replaces the former Grangewood School, which was demolished to make way for the new, expanded provision. Subject to DfE approval for the formal closure of Grangewood Sc hool and the opening of Pinn River, the school will serve children and young people with severe and profound learning difficulties (SLD/PMLD) and is a key project in creating additional special school places in Hillingdon.  DfE Requirement - The DfE requires a 125 -year lease from January 2026 and Insuring as standard for Free Schools to ensure long-term security and viability of the site.  Retention of Public Ownership - A lease arrangement allows the local authority to retain ownership of the land while enabling the school to operate independently, thereby protecting the public asset.  Support for Capital Investment - The DfE is making a significant capital investment in the development of Pinn River School. A long -term lease ensures the site remains de dicated to educational use, justifying the investment.  Operational and Strategic Stability - A 125-year lease provides the Eden Academy Trust with the stability needed for long-term planning, recruitment, and service delivery.  Compliance with Legal and Fun ding Frameworks - The lease term aligns with legal and funding frameworks governing Free Schools, ensuring compliance and facilitating smooth project delivery. To facilitate the delivery of the new free school, the boiler room as shown i n blue area of land illustrated in Appendix 1 within the existing lease between London Borough of Hillingdon and The Eden Academy dated 2012 was surrendered and terms thereof simultaneously varied to reflect the omission of the blue land which is now included within the free school as illustrated in Appendix 2. The new lease supports the delivery of Hillingdon’s SEND and Alternative Provision Sufficiency Strategy (2025–2030), which aims to expand specialist provision and meet rising demand locally. The strategy outlines plans to create over 700 new SEND places, reduce out -of-borough placements, and improve inclusion across mainstream and specialist settings. Pinn River School contributes directly to these priorities by increasing capacity and offering high-quality, local provision for children with complex needs. Cabinet report – 20 November 2025 (Part 1 Public) Alternative Options Considered a) Shorter Lease Term (e.g. 99 Years) - While still offering long-term tenure, a shorter lease may not meet DfE expectations and could lead to delays in project approval or funding. It introduces a risk that the site may not be considered sufficiently secure for the scale of investment, potentially requiring additional negotiation or legal variation. This option is therefore less favourable in terms of compliance and delivery certainty. b) Freehold Transfer - This option would involve transferring full ownership of the site to the academy trust. While it simplifies tenure, it results in the permanent loss of a public asset. The DfE generally discourages freehold tran sfers for Free Schools unless there are exceptional circumstances. It may also trigger legal and financial complexities, including potential clawback provisions if the site is no longer used for educational purposes. c) Assignment of the existing lease to the Eden Academy Trust but this would not give the 125 year term required as there is only 112 years left unexpired on the existing lease. Select Committee comments None at this stage. SUPPORTING INFORMATION Background 1. Grangewood School a specialist academy for primary aged pupils with severe and profound learning difficulties was located on the Fore Street, Eastcote . The school joined The Eden Academy Trust in 2012 and currently has a lease with the Local Authority for 125 years. 2. The site is now being redeveloped to accommodate Pinn River School, a new 180 -place all-through Free School with SLD/PMLD needs. 3. The redevelopment is being delivered by the Department for Education (DfE) in partnership with Kier Construction, and is designed to provide a modern, inclusive learning environment tailored to the needs of children and young people with complex SEND. 4. The Fore Street location was selected due to its existing educational use, proximity to local services, and suitability for expansion. The site will continue to serve the community as a dedicated specialist education facility under the Eden Academy Trust. 5. The school site is situated within the London Borough of Hillingdon adjacent to Ruislip Woods National Nature Reserve and adjacent to Coteford Junior School (part of the Partnership Learning Trust), which remains operational. 6. During discussions with the DfE, it was requested for the boiler house , situated within the Coteford Junior School boundary to be relocated in order for the floor space to be incorporated within the school. This was agreed by both Trusts. Cabinet report – 20 November 2025 (Part 1 Public) Free School Academy Lease 7. The template free school academy lease includes the following main terms: a. The annual rent is to be a peppercorn for the duration of the term and on a full repairing terms. b. The site must be used solely for educational purposes, including ancillary activities such as community engagement, recreation, and fundraising. c. The academy trust is responsible for keeping the property clean, safe, and in good repair. d. The landlord may enter the site to carry out repairs in cases of persistent breaches that pose safety risks, with costs recoverable from the tenant. e. Structural or external changes require landlord consent, which cannot be unreasonably withheld. f. Initial development works are typically covered by a separate agreement; future changes are subject to lease terms. g. Subletting or transferring the lease is restricted and requires prior approval to ensure the site remains under the control of the approved academy trust. h. If the school ceases to operate or breaches key terms, the lease may be terminated and the site reverts to the landlord. i. Clauses are included to safeguard the capital investment made by the Secretary of State, particularly in cases of closure or change of use. Financial Implications 8. The creation of Pinn River increases capacity for special schools in the borough which will be in keeping with the strategy for achieving a balanced in -year DSG budget by FY2028- 29. 9. Increased capacity in our special schools reduces the incidence of placements in more expensive independent settings. Currently any placement where an independent provision is avoided results in a cost avoidance of £24k per annum on average. 10. With Pinn River set to reach a capacity of 180 places, there is a possibility of an annual cost avoidance of £1.2m should the additional 49 places created be filled by pupils who would have otherwise gone to independent placements. RESIDENT BENEFIT & CONSULTATION The benefit or impact upon Hillingdon residents, service users and communities Granting a 125-year lease to Pinn River Free School will deliver significant long -term benefits to the local community and aligns with the strategic objectives of the Safety Va lve Agreement for Hillingdon:  The school will provide high -quality, tailored education for children and young people with severe and profound learning difficulties (SLD/PMLD), addressing a growing local need and helping to reduce reliance on costly out-of-borough placements. Cabinet report – 20 November 2025 (Part 1 Public)  The long lease ensures the site remains dedicated to specialist education for generations, offering stability for families and service users, and supporting sustainable SEND planning under the Safety Valve programme.  The redevelopment will deliver modern, purpose -built facilities, improving the learning environment and supporting better outcomes for pupils, in line with Hillingdon’s commitment to improving local SEND infrastructure.  The school will offer opportunities for inclusive activities, partnerships, and engagement with local residents and organisations, fostering a sense of belonging and shared purpose.  Local provision reduces travel time for families, enabling better access to wraparound services and support networks, and contri buting to improved wellbeing and educational continuity. Consultation & Engagement carried out (or required) No public consultation required. Conclusion It is recommended that Cabinet approve the granting of a 125 -year lease on standard terms for the new Free School, Pinn River, to the Eden Academy Trust. This approval is subject to confirmation from the Department for Education regarding the formal closur e of Grangewood School and the opening of Pinn River. The proposal supports the strategic objective of ensuring sufficient and suitable school places for children and young people with special educational needs and disabilities (SEND) in Hillingdon. CORPORATE CONSIDERATIONS Corporate Finance Corporate Finance have reviewed this report and concur with the Financial Implications set out above, noting approval is sought for granting a 125 -year lease on standard terms to the Eden Academy Trust for the new Free School, Pinn River, subject to DfE approval for the formal closure of Grangewood School and the opening of Pinn River. Furthermore, it is noted that the creation of Pinn River increases local special school capacity and supports the strategy to achieve a balanced in year DSG budget by 2028/29. The additional 49 places has a potential cost avoidance of up to £1.2m annually, if fully utilised by pupils who would have been placed into independent placements. Legal The Council will be entering into a new lease with the tenant in question. The lease will set out the obligations and rights to be accepted by the tenant and the obligations and rights the Council will accept as landlord. In the event of any disputes, regard will be given to the lease in q uestion to determine what rights exist in respect of either party. Legal relationships will be created by virtue of this lease and thus any future dealings with the tenant in question in respect of the property will be regulated by such lease. Legal Services confirm there are no legal impediments in the Council agreeing the recommendation. Cabinet report – 20 November 2025 (Part 1 Public) BACKGROUND PAPERS NIL

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8. Monthly Council Budget Monitoring Report: Month 6 PDF 760 KB

RESOLVED: That: 1. the revenue and capital budget monitoring positions and treasury management update as at September 2025 (Month 6) as set out in Part A of the report be noted, furthermore, the actions proposed by officers be noted. 2. the financial recommendations as set out in Part B of this report be approved. a) the budget virement of £8,850k from the General Contingency budget to resolve underlying budget pressures that are currently being covered by the release of these funds, be approved. b) the introduction of non-commercial photography fees for the use of council-owned green spaces for engagement or wedding photography, be approved. c) Councillor Martin Goddard be removed as a voting Member of the Shareholder Committee and Councillor Eddie Lavery be appointed as a voting Member of the Shareholder Committee. Reasons for decision Before considering the report, the Leader expressed gratitude to Councillor Goddard for over four years of dedicated service as Cabinet Member for Finance and Transformation, praising his integrity and commitment during a challenging period. The change in responsibilities was explained as part of succession planning, with Councillor Lavery working alongside Councillor Goddard to ensure a smooth transition. Councillor Lavery, the new Cabinet Member for Finance and Transformation, echoed the Leader’s thanks to Councillor Goddard and acknowledged the valuable support received since the summer, which had enabled a smooth transition into the role. The new Cabinet Member introduced the Month 6 budget monitoring report covering the General Fund, Housing Revenue Account (HRA) and capital programme. The General Fund showed an overspend of £36 million, up £5.8 million from Month 5, driven by pressures in adult social care, children’s services and homelessness, alongside adjustments to transformation capital. The Cabinet Member gave an overview of delivery of the savings programme for 2025/26 totalled £38.8 million, with 48% banked or in progress. Reviews would continue monthly. The Cabinet Member highlighted wider financial challenges, including national pressures, Hillingdon’s Port Authority responsibilities and arrivals from the Chagos Islands. He noted the Council remained a low-tax, efficient authority despite being underfunded by around £50 million annually under the current formula. Discussions with Government were ongoing in respect of Exceptional Financial Support, and therefore the Section 151 Officer was not minded to issue a Section 114 notice, supported by positive engagement and legal advice. The HRA was performing to budget, while the capital programme at 83% was expected to be spent this year and the remainder rephased. The Cabinet Member confirmed an error in the published capital budget had been corrected in respect of funding for the Chrysalis Scheme. The Dedicated Schools Grant in-year deficit remained the same, with initiatives underway to stabilise the position. The Leader of the Council noted recent publicity regarding London-wide overspends by councils of £800 million this year and £1 billion next year, stressing the need for continued savings and efficiencies. He clarified that £12.3 million of savings marked red were expected to slip into 2026/27 rather than being undeliverable. The Leader also moved a late addendum to amend membership of the Shareholder Committee following Cabinet changes, which was agreed. Cabinet agreed the reports recommendations, which also included virement of contingency budget and the introduction of new non-commercial photography fees for the use of council-owned spaces. Alternative options considered and rejected None. Relevant Select Committee Corporate Resources & Infrastructure Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Cabinet’s decisions on this matter (2 a, b and c) can be called in by a majority of the select committee by 5pm, Friday 28 November 2025. If not called-in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Steve Muldoon / Andy Goodwin Directorate Finance 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

📄 Monthly Council Budget Monitoring Report: Month 6 PDF 760 KB

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Cabinet Report – 20 November 2025 (Part 1 – Public) COUNCIL BUDGET – 2025/26 BUDGET MONITORING Cabinet Member & Portfolio Councillor Eddie Lavery Cabinet Member for Finance & Transformation Responsible Officer Steve Muldoon, Corporate Director of Finance Report Author & Directorate Andy Goodwin, Head of Strategic Finance Papers with report None HEADLINES Overview This report sets out a summary of the Council’s General Fund and Housing Revenue Account forecast positions for both revenue and capital budgets as at the end of September 2025 (Period 6) for the financial year 2025/26. General Fund Revenue The Council has an approved expenditure budget of £ 974m, comprised of £ 552m within the General Fund and £422m within the Dedicated Schools Grant. As at the end of September 2025 (Period 6), the General Fund forecast shows an overspend of £36.0m, leading to an adverse movement of £5.8m from Month 5 against the General Reserves position. The aggregate year to date forecast overspend represents a variance predominantly driven by service operati ons and reflects the ongoing pressures and risks local authorities face in homelessness, children’s and adults social care provision, as well as challenges in the delivery of savings in year , whilst the changes from Month 6 are largely comprised of changes to the assumptions of expenditure to be funded by the flexible use of capital receipts . There remain significant inherent risks which continue to be reviewed and may impact t he forecast at a future point. Dedicated Schools Grant (DSG) The in -year forecast deficit relating to DSG remains in line with budget, i.e. a £12.5m in-year increase in the deficit reserve position. It should be noted that the in -year deficit for 2025/26 represents an improvement of £2.5m on the in-year deficit reported for 2024/25. When factoring in the opening deficit position of £65.9m, this forecast position leads to a closing cumulative deficit for 2025/26 of £78. 4m. The statutory override is in place until March 2028 while the Council continues with its deficit management plan. Housing Revenue Account (HRA) The 2025/26 HRA revenue budget consists of £85.4m expenditure matched by an equivalent level of income (rents, service charges and other contributions). The Month 6 forecast reflects an unchanged position (nil variance) against this budget. This comprises a £1.3m pressure against service expenditure offset by a reduction in the revenue contribution to the capital programme. Cabinet Report – 20 November 2025 (Part 1 – Public) General Fund and HRA Capital Programmes The Council set itself ambitious targets to invest in local services, infrastructure and homes during 2025/26 – a total of £3 57.5m being budgeted across both the General Fund and HRA areas in 2025/26. 83% of that target is expected to be spent in year, with the majority of the underspend potentially rephased into 2026/27 at this stage , subject to further review as part of the 2026/27 budget setting process and Cabinet approval as part of the draft outturn report in early 2026/27. The General Fund capital programme budget includes £17.0m of capital receipts to be used to fund transformation costs leading to ongoing future revenue savings or cost avoidance through the flexible use of capital receipts mechanism as allowed for under Government regulation. The level of available capital receipts and how this will be applied to qualifying expenditure in this year has been reviewed with reductions factored into the Month 6 update. 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: 1. the revenue and capital budget monitoring positions and treasury management update as at September 2025 (Month 6) as set out in Part A of the report be noted, furthermore, the actions proposed by officers be noted. 2. the financial recommendations as set out in Part B of this report be approved. Reasons for recommendation 1. The reason for Recommendation 1 is to measure performance against the Council ’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. 2. Recommendation 2 seeks approval for the 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 3. There are no other options proposed for consideration. Cabinet Report – 20 November 2025 (Part 1 – Public) Select Committee comments None at this stage. PART A: 2025/26 MONTHLY BUDGET MONITORING SUMMARY GENERAL FUND REVENUE 4. As at Month 6, the Council is forecasting a net overspend of £ 36.0m on its core operating activities. This includes overspends of £2 7.1m across Service Operating Budgets , a £4.2m pressure against the budgeted use of reserves and a £6.7m pressure across centralised and Corporate Budgets including Corporate Funding. These pressures are partially mitigated by £2.0m of planned interventions, which are expected to deliver savings aligned with the Target Operating Model (TOM) , spend control measures and other mitigations. For Month 6, it is recommended that Cabinet approve a budget virement of £8.8m from General Contingency to permanently fund underlying budget issues including Adult Social Care demand and the pay award shortfall, leaving £1.7m of the funds to offset the overall position . The update presented in this report is based on the position after this virement is actioned. 5. The service operating budget pressure of £2 7.1m, represents an underlying £4.7m adverse movement from Month 5, but the General Contingency virement of £5.6m in this area reduces this to a £0.9m favourable movement from Month 5. The pressure against Service Operating Budgets is largely being driven by four pressure areas: i. c£13.5m relating to further demand pressures above the budget position presented to February Cabinet and Council, with £ 3.2m being driven by Adult Social Care demand (after the £5.6m budget virement) , £ 6.5m from homelessness support, £4.6m within Children’s Social Care, offset by a £0.6m reduction in the waste forecast. ii. c£7.9m relates to a shortfall against the savings budgeted in 2025/26 and the £38.8m target to be delivered this year (with a further £7.1m included in unallocated savings budgets), representing 34% slippage. iii. c£2.3m from the General Fund share of Treasury activities and the interest costs arising from the increase in borrowing resulting from the forecast iv. Lastly, c£3.4m net overspend relating to a number of other smaller updates, with a shortfall against the capital receipts target leading to some transformation activity now being funded from revenue, alongside further pressures from the use of agency staff, offset by staffing underspends across SEND Transport of c£1.0m Adult Social Care & Health (c£0.8m) and other minor movements. 6. Within centralised and Corporate Budgets, a forecast overspend of £6.7m is presented, which includes a pressure of £7.1m from an under-delivery against unallocated savings. A further pressure of £ 1.3m is reported against Corporate Funding due to the Children’s Prevention Grant that was announced as part of Core Spending Power needing to be spent on new Cabinet Report – 20 November 2025 (Part 1 – Public) initiatives leading to the grant being transferred to the Children’s Social Care service. The forecast then includes two mitigati ons, firstly the remaining £1.7m general contingency and secondly £2.0m of interventions to incorporate an anticipated reduction in expenditure as a consequence of introducing more stringent spend controls. 7. Within the position, the planned use of reserves of £4.2m will not proceed due to the Council’s low balance of opening reserves 8. As part of the Month 6 review, the Council has carried out an analysis of exposure to risks and where further opportunities exist. This review has identified more risks than opportunities, with risks totalling £6.9m against further opportunities of £2. 3m. The identified risks i nclude demand exposure from homelessness (£0.8m), adult social care (£1.8m) and Waste Services (£0.3m) with wider corporate risks linked to the delivery of the interventions (£1.0m). The level of risk has reduced at Month 6 as the risk associated with the level of capital receipts used to fund transformation activity has now been incorporated into the forecast. The remaining risks come from a number of smaller updates including funding strategies such as buyers premium and potential environmental costs associated with compliance related activities. It should be noted that risks not able to be quantified include the cost of any redundancies that may arise from any TOM savings implementation (redundancies would precede any sav ings that ensue), and also the financial impact relating to the amortisation of any EFS that may get agreed in respect of the 2024/25 financial year. 9. Opportunities in this position include £1.3m related to the Council’s ability to positively impact the homelessness support pressure through demand and market management, maximising available funding sources, reducing energy costs and potential upsides from fees and charges. 10. It should be noted that the risk of further overspend against homelessness costs remains high, like many London boroughs, given the rising levels of homeless presentations and the challenges in securing suitable alternative accommodation to prevent homelessness, particularly in the private rented sector. This position is being reviewed in detail and updates will be provided in future budget monitoring reports. 11. Within the £1.0m homelessness demand risk, it is worth noting that the Council is seeing exceptional costs as a result of being a port authority. This includes the arrival of UK nationals, which remains an unknown quantum at this time, given the costs incurred by the Council are not fully funded by the Government. T he Council’s forecast is based on the current run rate to date. It should be noted that a review commissioned by London Councils has identified a “Funding Gap” of £740m for London Councils between homelessness costs incurred and funding provided by Central Government in 2024/25. Cabinet Report – 20 November 2025 (Part 1 – Public) Table 1: General Fund Overview Service Approved Budget Forecast Outturn Variance Forecast Variance Prior Month Change in Variance £m £m £m £m £m Service Operating Budgets 272.2 299.3 27.1 28.0 (0.9) Development & Risk Contingency 1.7 0.0 (1.7) (10.5) 8.8 Unallocated Budget Items: Pay Award Inflation 0.0 0.0 0.0 2.7 (2.7) Unallocated Budget Items: Unallocated Savings (7.1) 0.0 7.1 7.1 0.0 Budgeted Use of Reserves (4.2) 0.0 4.2 4.2 0.0 Total Net Expenditure 262.6 299.3 36.7 31.5 5.2 Corporate Funding (262.6) (261.3) 1.3 0.7 0.6 Subtotal 0.0 38.0 38.0 32.2 5.8 Interventions 0.0 (2.0) (2.0) (2.0) 0.0 Net Total 0.0 36.0 36.0 30.2 5.8 Opening General Reserve 1.5 1.5 0.0 Less: Underlying Variance (36.0) (30.2) 5.8 Closing General Reserve (34.5) (28.7) 5.8 Opening Controllable Earmarked Reserves 5.2 5.2 0.0 Use of Controllable Earmarked Reserves (2.0) (1.4) 0.6 Closing Controllable Earmarked Reserves 3.2 3.8 0.6 12. The Council’s unaudited opening reserves position, comprising both General and Controllable Earmarked Reserves , stands at £1.5m of General Reserves and £5.2m of Earmarked Reserves. In arriving at the net £36.0m overspend projected above, the forecast assumes a £2.0m drawdown from Earmarked Reserves to support service-level requirements, bringing the forecast usable General Reserve position to £34.5m overdrawn whilst Controllable Earmarked Reserves are forecast to close at £3.2m. This is stated before any potential impact from other financial risks which are not currently built into the forecast. It is clearly untenable for the Council to leave this position unaddressed. 13. To this end, the Council is engaged in conversations with the Ministry for Housing, Communities & Local Government (MHCLG) with a view to securing Exceptional Financial Support (EFS), and in order to progress matters has already made a formal submission to MHCLG for support in the form of a capitalisation direction and additional grant funding. 14. Exceptional Financial Support may be granted by the Ministry of Housing, Communities and Local Government (MHCLG) to councils facing significant financial pressures and unable to deliver a balanced budget or maintain adequate reserves. Support can be provided in one or more of the following forms: i. Capitalisation Direction – This permits a council to account for its revenue overspend as capital, subject to Government approval. Without such approval, this approach Cabinet Report – 20 November 2025 (Part 1 – Public) would be unlawful. Once approved, this capital item can be addressed either through offsetting capital receipts or amortised as MRP over a maximum of twenty years. If a council were to have to borrow to make the cash flow balance this would also incur interest costs. ii. Additional Grant Funding – In certain circumstances, a council may receive direct grant support to help manage exceptional financial pressures. iii. Council Tax Flexibility – A council may be granted permission to raise Council Tax above the referendum threshold without holding a referendum. This option is only available as part of the annual Council Tax setting process. 15. The S151 Officer remains of the view that he is not minded to issue a S114 notice at this point in time on the basis that MHCLG are engaged in substantive discussions and reviewing the Council’s position. There remains a reasonable likelihood that EFS can be approved within an appropriate time line. This position is held on the current assumption that MHCLG will support the Council’s application for EFS and that the level of EFS agreed will be seen through on time and to the level required by the Council. The decision not to issue a S114 at this time is wholly contingent on the discussions with MHCLG and ultimately without reassurance and progress of substance in the se discussions very serious c onsideration would need to be given to issuing such a notice. Under S114(3) legislation, consideration needs to be given to whether the expenditure of the Council in a financial year (i.e. 2025/26) will exceed the resources (including sums borrowed) available to it to meet that expenditure. This condition will be satisfied through the agreement of EFS, for which there is currently a reasonable likelihood. MHCLG agreement to EFS will come with certain conditions that demonstrate to the Ministry that the Council is taking the necessary steps to address the situation. Th ese would include, but are not limited to, ongoing engagement with MHCLG officials and representatives, working towards implementing the “Section 24 ” recommendations of the auditor, utilising peer support and advice from outside the authority, and potentially an additional external assurance review. These steps mentioned are already underway to ensure that the Council is heeding the advice and expectations to facilitate the agreement to EFS. 16. The Council is actively reviewing all available options to address the current financial pressure and the forecast negative reserves position. Central to this is the delivery of the 2025/26 savings programme, totalling £34.0m. In addition, £4.8m of unresolved savings from previous years have been carried forward, increasing the total savings requirement for 2025/26 to £38.8m. To date, slippage of £13.0m has been identified within this savings requirement and built into the forecast position. 17. Under Government guidance, councils may fund transformation activity using capital receipts from asset disposals. Given the scale of the savings programme, it is likely that the Council will need to utilise all available capital receipts to support transformatio n. The Council is reviewing the pipeline of assets which can be targeted with a view to delivering capital receipts in this financial year. Any receipts will need to be verified to assure that they qualify under the regulations pertaining to flexible capital receipts. A view has now been formed of the extent of qualifying receipts that can be achieved and be put towards qualifying expenditure . As a Cabinet Report – 20 November 2025 (Part 1 – Public) consequence of this, the level of expenditure set to be funded in this way has been reduced, leading to a c£4m impact on the revenue forecast. The Council has a level of capital receipts brought forward from previous years which, along with known 2025/26 disposals, will be able to fund the residual requirement. There is no further risk now anticipated from this updated position. 18. The Council remains firmly committed to achieving a sustainable financial position. It continues to be run efficiently , with spend per capita on frontline services below that of comparable authorities, primarily Outer London boroughs. Des pite the financial pressures, the Council has consistently delivered high-quality, well-regarded services in a cost-effective manner, while maintaining one of the lowest Council Tax levels in its comparator group. The chart below, based on 2023/24 data, illustrates this position: Chart 1: Income & Spend per Head Compared to Cohort Average 19. The Council’s forecast of overdrawn reserves by year -end reflects a range of national challenges, compounded by insufficient funding from central government to meet rising demand. A key pressure continues to be the delivery of temporary accommodation and homelessness support. This is particularly acute in Hillingdon, due to the presence of Heathrow Airport - a major port of entry into the UK - which places additional strain on local housing supply and demand, driving up costs. This housing pressure also affects Children’s Social Care, where vulnerable young people in supported accommodation are unable to transition into independent tenancies due to a shortage of general needs housing. At the same time, demand for Adult Social Care remains consistently high follo wing the pandemic, with funding from the Department of Health and Social Care failing to keep pace with increasing client demand volume and complexity and market pressures. Cabinet Report – 20 November 2025 (Part 1 – Public) 20. The Council is taking steps to address the rising cost of temporary accommodation by seeking to make acquisitions which can then be used to address the issue and mitigate the impact of high rental costs in the private sector. For this reason, Cabinet recently approved the forward phasing of future years’ HRA capital budget alongside a virement of £20m from the General Fund capital programme to the HRA to support developments and acquisitions. 21. The Government has now closed its consultation on the Fair Funding Review 2.0 with the Council awaiting the outcome of the consultation . The fair funding review has been delayed since the pandemic, with the consultation covering the funding distribution formula e used by Government to allocate funds to each council across the country. Whilst the outcome of the review is still awaited, early modell ing by both London Councils and Pixel indicate that Hillingdon should see a net growth in funding from 2026/27 and beyond. Whilst it is recognised that the borough was aware of the current level of Government funding at the time of setting the 2025/26 budg et, the review indicates that Hillingdon has been significantly underfunded by Government over an extended period of time and had this review taken place in line with the original timescale, Hillingdon’s financial position is likely to have been far more favourable. 22. Hillingdon’s consultation response largely agreed with the Fair Funding Review 2.0 information and data that the Government shared, supported by the London Councils model. The Council’s primary response was focused on the timing of the transition period , with the Government indicating transitioning to the new funding level over a 3 -year period. The Council’s stance is that residents should not be required to fund transitional arrangements and that the Government should seek alternative methods to fund any such arrangements, rather than restrain the release of funding due to Hillingdon. 23. The pressures presented in this report therefore present a challenge for the Council, with the above table setting out this position against service operating budgets, corporate budgets and the use of reserves . This forecast position does not include any potential outcome from the Exceptional Financial Support conversations being held with Government, likewise it does not reflect the reven ue impact of any EFS which may be agreed in respect of 2024/25 and would begin to be amortised from 2025/26. 24. The Council’s forecast position is therefore a highly challenging one and is highly dependent on the assumptions built into the forecast being deliverable. The contingency has been fully released in the forecast and so there is no capacity to offset further unforeseen costs , or savings or income shortfalls. It is of critical importance that all areas of the Council aim to deliver on, and give sup port to, all of the savings commitments made to ensure they are delivered on time and to the value and scale planned in the budget . Equally, it is important that any savings falling short are still pursued so that they can be delivered in full and on time in order to deliver the maximum benefit to 2026/27 and the MTFS. 25. The risks and upsides not encapsulated within the forecast will also need to be carefully reviewed and addressed in order to mitigate and prevent or limit the impact they may present. Any further impacts may have consequences for the EFS requirement and add pressure to the Council’s finances in repaying this over time. The Council will have to continue to focus on identifying options to address the se risks and not assume that the increa se in funding Cabinet Report – 20 November 2025 (Part 1 – Public) anticipated through the Fair Funding review, which may only be phased in over three years, will fully resolve the situation. 26. The Leader and his Cabinet have asked officers to do everything they can to address and mitigate the overspend and financial pressures faced. To this end, officers have been working on developing strict spend control processes across all areas of the Council , extending the existing controls over staffing costs to non-staff costs. This will bring with it a burden of administration but is essential to demonstrate that the Council is taking its fiduciary duties seriously. These measures are expected to bring a reduction in the level of non -essential expenditure as well as challenge to the scope of spend which is curren tly deemed to be statutory in nature. Consequently, an assumption has been made that this intervention could lead to a cost reduction of circa £2m in this financial year. 27. Alongside this, officers have been asked to review the capital expenditure programme to identify any schemes which can be deferred, reduced or stopped , in particular any which require Council borrowing in order to fund, or will be a drain on Council cash. This will in turn lead to a reduction in the level of borrowing required and hence t he interest cost of such borrowing. In future years this would lead to a reduction in the level of Minimum Revenue Provision (MRP) arising from capital schemes and so help to mitigate the impact of MRP arising from Exceptional Financial Support. MRP is a c harge that local authorities must set aside for the repayment of debt. The reduction in the capital forecast this quarter shows the first signs of the review work, and while some of this reduction is reflected as slippage, there will be a review of the programme of works as part of the 2026/27 budget setting process to establish which schemes will not progress. 28. Finally, it should be remembered that not all of the potential risks facing the Council this financial year have been quantified and built into the forecast. All efforts will be undertaken to minimise the impacts of these risks on the Council both in this and into future years. GENERAL FUND CAPITAL EXPENDITURE 29. The Council updates its capital forecasts on a quarterly basis, with Month 6 being the second update presented to Cabinet . A £43.4m underspend is projected on the 2025/26 General Fund Capital Programme of £1 38.4m, with the forecast outturn variance over the life of the 2025/26 to 2029/30 programme currently projected to bank in -year cost underspe nds of £4.8m. General Fund Capital Receipts of £1 7.0m were budgeted for 202 5/26, with these funds planned to fund transformation activity . A t Month 6, the use of capital receipts has reduced due to the DSG safety valve contributions currently being suspended (£4.0m) and a reduction in the Transformation Capitalisation forecast presented in the revenue update. Overall, Prudential Borrowing required to support the 202 5/26 to 202 9/30 General Fund capital programme remains on budget. These projections will be revisited as part of the Month 9 forecast as well as the 2026/27 budget setting process. SCHOOLS BUDGET 30. The Dedicated Schools Grant (DSG) total Block for the Maintained Schools is forecast to have an in -year deficit of £12.5m , unchanged from Month 5, representing an ongoing improvement from the draft outturn for 2024/25 of £15.0m as a result of a broad range of Cabinet Report – 20 November 2025 (Part 1 – Public) positive measures 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 from the DfE. This position means that the cumulative deficit carried forward to 2026/27 is forecast at £78.4m. 31. There is currently a time -limited statutory override in place , now extended until 31 March 2028, ringfencing the Schools Budget deficit such that this does not impact upon general reserves. The Council is one of many local authorities managing a large deficit within the Schools Budget and this stood at £65. 9m at 31 March 2025, exceeding the level of General Fund reserve s held . It is worth noting that between outturn 2024/25 and the position presented in this report, the Council has successfully reduced the in-year spend against the Schools Budget by £2.5m and continues to make good progress in this. 32. The issue of mounting DSG deficits remains a national issue, with projections for a £6.2bn deficit across the country by 2026/27 forming a key strand to lobbying by sector bodies such as the LGA and London Councils. Were the Council faced with having to absorb the deficit into its own reserves from 1 April 2028, it would have no option other than to request a further increase in EFS. Given the national cumulative position indicated above, it is hard to see how this can be managed and so the proposed way forward from Government is keenly awaited by councils across the country. HOUSING REVENUE ACCOUNT 33. The Housing Revenue Account (HRA) continu es to forecast a breakeven position at Month 6. Operating costs are showing an in-year pressure of £ 1.3m, an adverse movement of £0.4m, primarily driven by staffing costs, emergency B&B placements and leaseholder insurance premiums, with the adverse movement related to a shortfall in the forecast rental income. These pressures are offset by a reduction in the revenue contributions to the capital programme, ensuring the HRA remains financially viable. The 2025/26 closing HRA General Balance is forecast to be £15m, in line with the target level established for 2025/26. The HRA Capital Programme is forecast to breakeven over the five-year programme, with investment of £549.2m increasing housing supply and maintaining and improving existing stock. Cabinet Report – 20 November 2025 (Part 1 – Public) FURTHER INFORMATION General Fund Revenue Budget 34. As at Month 6, the Council’s General Fund is reporting an overspend of £36.0m after allowing for the anticipated delivery of £2.0m in savings through interventions including tighter spend controls, and the remaining £1.7m contingency. This leads to an adverse movement in general and controllable earmarked reserves from Month 5 of £6.4m. This position includes a £13.0m shortfall against the total £38.8m savings target, and a reduction in the level of capital receipts being used to fund transformation activity. 35. The Month 6 position also includes the deployment of £ 2.0m from Earmarked Reserves, primarily to support insurance claims and homelessness related pressures. In addition, £1.2m is being drawn down from the Public Health ringfenced reserve, accumulated from prior year underspends against the Public Health Grant , with the £0.6m movement in month against Earmarked Reserves being wholly driven by the Public Health ringfenced reserve. 36. To support the delivery of the savings programme, the Council is utilising £5.7m of capital receipts to fund transformation costs, in line with Government guidance. Asset disposals in 2025/26 plus previously unspent capital receipts are expected to support this transformation activity in the current financial year. Progress on Savings 37. The savings requirement for 2025/26 is £34.0m as set out in the Council’s budget strategy . This position has been supplemented by a further £4. 8m of savings carried forward from 2024/25 as set out in the outturn report presented to July Cabinet , resulting in a n overall programme of £38.8m savings being targeted in year: Cabinet Report – 20 November 2025 (Part 1 – Public) Table 2: Savings Tracker Directorate Blue Green Amber I Amber II Red Savings to be Written Out Banked Delivery in progress Initial stages of delivery Potential problems in delivery Serious problems in delivery Total £m £m £m £m £m £m £m Finance (0.8) 0.0 0.0 0.0 (0.4) 0.0 (1.2) Adult Services & Health (3.1) (0.7) (0.6) (0.1) (3.8) 0.0 (8.3) Children & Young People's Services (2.9) (1.4) 0.0 (0.3) 0.0 0.0 (4.6) Place (2.6) (1.4) (0.6) (1.0) (0.9) (0.1) (6.6) Homes & Communities (1.5) (1.2) (2.7) (0.2) (1.1) (0.3) (7.0) Corporate Services (2.0) (1.0) (0.1) 0.0 (0.4) 0.0 (3.5) Chief Executive Office 0.0 0.0 (0.3) (0.1) 0.0 0.0 (0.4) Cross-Cutting 0.0 0.0 0.0 0.0 (5.7) (1.5) (7.2) Total 2025/26 Savings Programme (12.9) (5.7) (4.3) (1.7) (12.3) (1.9) (38.8) 33% 15% 11% 4% 32% 5% 100% Prior Month (3.9) 1.3 4.5 1.5 (2.9) (0.5) (38.8) Change 10% -3% -12% -4% 8% 1% 100% 38. As of Month 6, £18.6m (48%) of the savings and interventions are being recorded as banked or on track for delivery. A further £6.0m (15%), being tracked above as amber, are in delivery but may not deliver in full this financial year. Of this, £1.6m is currently anticipated to slip but deliver in 2026/27. There are £12.3m (32%) of savings reported as red and having challenges in delivery, with mitigations being sought in-year where feasible. Of these, £11.4m are forecast to slip into 2026/27 but are ultimately expected to be delivered. Thus, a total of £13.0m in savings is forecast to slip into 2026/27 and forms part of the overall forecast overspend. A further £1.9m of savings are considered to be undeliverable and will need to be written out of the Council’s budget from 2026/27. Of these, £1.7m relate to the brought forward balance from the prior year while £0.2m of savings budgeted for delivery in 2025/26 can no longer be delivered. 39. Where savings are at risk of not being delivered in full during 2025/26, the associated pressures have been factored into the monitoring position with compensating actions being implemented where possible to offset the impact. Service Operating Budgets 40. Service Operating Budgets represent the majority of the Council’s invest ment in day-to-day services for residents. With the Council continuing to operate in an environment driven by national pressures and exceptionally high demand, these budgets have been supplemented with £5.5m of funding to meet forecast inflationary pressur es and £1 7.8m for demographic growth and other drivers impacting on demand for services. 41. Table 3.3 represents the position reported against normal activities for the Service Operating Budgets now being presented at Corporate Director level . The salient ris ks and variances within this position are summarised in the following paragraphs. Cabinet Report – 20 November 2025 (Part 1 – Public) Table 3: Service Operating Budgets Directorate Approved Budget Underlying Forecast Earmarked Reserves Provisions Transformation Capitalisation Forecast Outturn Variance Forecast Variance Prior Month Change in Variance £’m £’m £’m £’m £’m £’m £’m £’m £’m Finance Expenditure 113.7 118.1 0.3 0.0 (0.6) 117.7 4.0 2.4 1.6 Income (79.7) (78.3) 0.0 0.0 0.0 (78.3) 1.4 1.3 0.1 Subtotal 34.0 39.8 0.3 0.0 (0.6) 39.4 5.4 3.7 1.7 Adult Social Care & Health Expenditure 185.4 192.8 0.0 0.0 (0.1) 192.7 7.3 11.4 (4.1) Income (84.2) (85.2) (1.3) 0.0 0.0 (86.5) (2.3) (1.5) (0.8) Subtotal 101.2 107.6 (1.3) 0.0 (0.1) 106.2 5.0 9.9 (4.9) Children & Young People Services Expenditure 79.3 85.2 (0.4) 0.0 (0.7) 84.1 4.8 3.5 1.3 Income (22.2) (20.9) (0.1) 0.0 0.0 (21.0) 1.2 0.6 0.6 Subtotal 57.1 64.3 (0.5) 0.0 (0.7) 63.1 6.0 4.1 1.9 Place Expenditure 78.8 79.3 (0.4) 0.0 (0.3) 78.6 (0.2) (0.4) 0.2 Income (34.3) (32.4) 0.1 0.0 0.0 (32.3) 2.0 2.2 (0.2) Subtotal 44.5 46.9 (0.3) 0.0 (0.3) 46.3 1.8 1.8 0.0 Homes & Communities Expenditure 46.6 72.2 (0.2) 0.0 (0.6) 71.3 24.7 22.4 2.3 Income (38.9) (55.4) 0.0 0.0 0.0 (55.4) (16.5) (14.5) (2.0) Subtotal 7.7 16.8 (0.2) 0.0 (0.6) 15.9 8.2 7.9 0.3 Corporate Services Expenditure 22.0 26.5 0.0 0.0 (3.3) 23.2 1.2 1.2 (0.0) Income (0.7) (1.4) 0.0 0.0 0.0 (1.4) (0.7) (0.7) 0.0 Subtotal 21.3 25.1 0.0 0.0 (3.3) 21.8 0.5 0.5 (0.0) Chief Executive Office Expenditure 8.0 8.5 0.0 0.0 (0.2) 8.3 0.3 0.1 0.2 Income (1.6) (1.7) 0.0 0.0 0.0 (1.7) (0.1) 0.0 (0.1) Subtotal 6.4 6.8 0.0 0.0 (0.2) 6.6 0.2 0.1 0.1 Total Service Operating Budgets 272.2 307.3 (2.0) 0.0 (5.8) 299.3 27.1 28.0 (0.9) Cabinet Report – 20 November 2025 (Part 1 – Public) 42. As can be seen from the table above, Service Operating Budgets are forecasting a £27.1m overspend which is the cumulative effect of a number of variances which are briefly outlined below by Cabinet Portfolio: i. Finance – As at Month 6 the service is reporting a pressure of £ 5.4m, which is a £1.7m adverse movement against the previous report. The variance is predominantly caused by a £2.2m pressure against the Council’s Treasury budget as a result of the adverse financial position for the Council. The cash balance is forecast to reduce through the year as a consequence of the revenue overspend and the increase in the DSG deficit, leading to increased finance costs, however the forecast borrowing costs have reduced at Month 6 leading to a favourable movement in this area . This position is compounded by staffing pressures from agency staffing and the associated premium above the workforce budget. The adverse movement relates to the reduction in the use of flexible capital receipts to fund transformation costs. ii. Adult Social Care & Health – are reporting an overspend of £5.0m, with adult care placements forecasting a pressure of £7.3m offset by a c£1.0m underspend against SEND Transport and further mitigations of £1.3m through reductions in staff forecasts and holding vacant posts. This position is driven by the ongoing and unrelenting grow th in demand for the service since the pandemic, with al l client groups reporting ongoing exceptional demand in 2025/26 . To date, client numbers continue to grow above the budgeted position, particularly in Learning Disabilities and Mental Health services. The underspend in SEND Transport is driven by a more economical procurement of personal assistants and maximising efficiencies through the mix of delivery options. The movement against the prior month’s forecast is primarily driven by the proposed budget virement from the general contingency budget. iii. Children & Young People’s Services – As at Month 6, services within this directorate are reporting a pressure of £ 6.0m, representing an adverse movement of £1.9m from Month 5. The pressure in this area is driven by additional demand for care, with this position bein g in part impacted by the Temporary Accommodation pressure leading to a lack of general needs properties within the Housing Revenue Account (HRA) for move-on. Additional pressure, and the reason for the forecast change since last month , is driven by a reduction in the use of flexible c apital receipts to fund transformation costs within Education. iv. Place – Are reporting a n overspend of £1. 8m at Month 6, representing no movement in forecast from Month 5. £2.2m of this variance relates to income, the largest driver for which is the forecast shortfall against the Garden Waste subscription fee (£0.8m), with further pressures across other income streams including the delivery of the Trade Waste income target rolled forward into 2025/26. Further shortfalls include pressures in Property Services against lease income. Part of this is linked to the Civic Centre Transformation saving and compounded by assumptions made about staffing costs incurred and the associated recharge into Cabinet Report – 20 November 2025 (Part 1 – Public) the capital programme, and buyers premium. The underspend against expenditure is largely driven by staff vacancies being held to support the position where possible. v. Homes & Communities – Are reporting a net overspend of £8.2m, representing an adverse movement of £ 0.3m, driven by a gross expenditure pressure of £ 24.7m offset by additional income of £ 16.5m. The gross pressure is largely driven by temporary accommodation and homelessness support pressure s. This reflects a national pressure, but with Hillingdon particularl y impacted by Heathrow having a material impact on local supply and demand economics. The additional income is linked to the same driver where by the additional demand for temporary accommodation attracts Housing Benefit Subsidy payments and grant funding where applicable. The change in forecast in this area is wholly driven by this pressure, with further risks reported in the summary of this repor t, particularly relating to those arriving from the Chagos Islands. vi. Corporate Services – As at Month 6 are reporting an overspend of £0.5m driven by a number of minor variances, with the most salient being an overspend within Human Resources of £0.4m due t o staffing cost pressures , offset by a £0.2m underspend within Procurement. vii. Chief Executive’s Office – Are reporting a pressure of £0.2m driven largely b y staffing cost pressures within the Legal service. Collection Fund 43. At Month 6, the Council continues to report a minor deficit of £0.1m within the Collection Fund against 2025/26 activity, before the prior year deficit variance of £10.1m takes the total deficit to £10.2m. Within the Collection Fund, an adverse position is reported within Council Tax of £2.8m against in-year activity, offset by a favourable position within Business Rates of £2.7m. This position remains unchanged from Month 5 and is driven by the following key factors: i. Council Tax is presenting an in -year pressure of £2.8m against a £154.1m budget as a result of slow growth in the taxbase, with a further £9.2m being driven by the adverse movement on 2024/25. ii. Business Rates is presenting an in-year surplus of £2.7m against a £72.1m budget, with this position being driven by pressures within collection, predominantly linked to empty properties , offset by a reduction in the Council’s levy against retained business rates above the Government determined baseline level. iii. The Business Rates position is then compounded by an adverse £0.8m against the 2024/25 outturn position. iv. The Council continues to monitor the outstanding debt associated with Council Tax and Business Rates and provide cover against this debt, with this position remaining under review. Cabinet Report – 20 November 2025 (Part 1 – Public) 44. 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 2026/27 budget. This leads to an adverse impact of £10.2m set to be incorporated in the Council’s refresh of the budget strategy for 2026/27 , with any further updates thereafter between Month 10 and outturn impacting on 2027/28. This position therefore will increase the Council’s 2026/27 budget gap by £10.2m. General Fund Capital 45. Table 4 presents the Month 6 forecast position for the 2025/26 General Fund Capital Programme, presented on a directorate basis. This represents the second formal monitoring position since the 2024/25 outturn and incorporates the latest approved budget movements, virements, and rephasing adjustments following the capital virements approved by Cabinet in Month 5. 46. The 2025/26 forecast expenditure stands at £95.0m against a revised budget of £138.4m, representing a net variance of £43.4m bel ow budget. This comprises £38.6m of rephasing and a £4.8m cost variance (underspend). These variances are summarised in Table 4, including £0.1m newly announced grant funding from Thames Water Crane Valley for the Queenswalk River Restoration Project. 47. Across the five-year programme to 2029/30, total forecast expenditure is £361.3m, £4.8m below the approved budget of £366.1m. The principal driver of this movement remains the removal of DSG Capitalisation Support forecast (£4.0m) in relation to the Safety Val ve contribution whilst the Council’s contributions are suspended by the DfE . The remainder reflects genuine underspends on completed schemes rather than rephasing. 48. The programme continues to be characterised by timing and profiling movements across major education, regeneration, digital, and fleet schemes, with no material cost escalation reported. The overall variance remains consistent with prudent programme management and the phasing of delivery into future years, with the underspend reflecting Council activities to actively reduce spend and reduce borrowing requirement. 49. Major Projects : The in -year forecast of £63.8m is £26.7m below the revised budget of £90.5m, comprising £21.9m rephasing and a £4.8m cost variance. 50. The main drivers are rephasing within Meadow High School (£9.5m), Hillingdon Water Sports Facility (£7.0m), and Secondary School Expansions (£4.4m), reflecting construction sequencing, planning dependencies, and programme re-profiling. 51. Additional rephasing includes Harefield Family Hub (£2.0m) , Otterfield Road Library (£1.1m), and Breakspear Crematorium (£0.6m), alongside smaller deferrals across depot, fleet, and green-space projects. 52. These are partly offset by £4.0m acceleration at the Civic Centre Transformation, where refurbishment activity has advanced ahead of schedule , with this investment linked to a revenue saving for the Council. 53. Programme of Works: The in-year forecast of £31.2m reflects £16.7m of rephasing, led by the School Building Condition Programme (£6.2m), Disabled Facilities G rant (£3.5m), and Cabinet Report – 20 November 2025 (Part 1 – Public) Corporate Technology & Innovation (£3.4m), where project starts have been deferred to 2026/27 pending approval. 54. Fleet purchases (£2.0m) continue to experience delivery delays, particularly for electric vehicles, partially offset by the early arrival of heavy fleet and plant later this year. 55. Minor deferrals are also noted within the Chrysalis Programme (£0.4m). Overall, this represents delivery profiling rather than slippage due to performance or funding constraints. Table 4: General Fund Capital Programme Summary Revised Budget 2025/26 Forecast 2025/26 Cost Variance 2025/26 Rephasing Variance 2025/26 5 Year Budget 5 Year Forecast 5 Year Variance £m £m £m £m £m £m £m Breakdown by Directorate Finance 5.1 3.1 0.0 (2.0) 31.2 31.2 0.0 Adult Social Care and Health 2.4 2.4 0.0 0.0 13.8 13.8 0.0 Children's Services 4.0 0.0 (4.0) 0.0 4.0 0.0 (4.0) Corporate Services 16.4 11.9 0.0 (4.5) 45.7 45.7 0.0 Place 110.5 77.6 (0.8) (32.1) 271.3 270.6 (0.8) Grand Total 138.4 95.0 (4.8) (38.6) 366.0 361.3 (4.8) Breakdown by Category GF Major Projects 90.4 63.8 (4.8) (21.9) 186.8 182.1 (4.8) GF Programme of works 48.0 31.2 0.0 (16.7) 173.2 173.2 0.0 Capital GF Contingency 0.0 0.0 0.0 0.0 6.0 6.0 0.0 Grand Total 138.4 95.0 (4.8) (38.6) 366.0 361.3 (4.8) 56. The below section sets out the salient variance by directorate , with a full programme breakdown included in Appendix A1: i. Finance – Forecast £3.1m against a £5.1m budget, reflecting £2.0m of rephasing within vehicle purchases due to ongoing electric fleet supply constraints. A minor acceleration in heavy fleet procurement is expected later in the year. ii. Adult Social Care and Health – Forecast £2.4m, in line with the £2.4m budget, with steady progress across Investment in Home Care Capacity and Equipment Capitalisation. No rephasing or cost variances are reported. iii. Children’s Services – Forecast nil spend against a £4.0m budget, resulting in a £4.0m cost variance, reflecting the removal of DSG Capitalisation Support at Month 6 with the DfE having suspended the Council’s Safety Valve contributions where negotiations are ongoing. iv. Corporate Services – Forecast £11.9m against a budget of £16.4m, representing £4.5m of rephasing. The variance is primarily within Corporate Technology & Innovation, where several Digital projects (e.g. Cloud Telephony, GIS Security/API, and AI Assistant) have been deferred pending contract release. No material cost pressures are reported. Cabinet Report – 20 November 2025 (Part 1 – Public) v. Place – Forecast £77.6m against a budget of £110.4m, representing a total variance of £32.9m, comprising £32.1m rephasing and a £0.8m underspend. The rephasing reflects movements across education, housing, and leisure schemes, i ncluding Meadow High (£9.5m), Water Sports Facility (£7.0m), Secondary Expansions (£4.4m), and Harefield Family Hub (£2.0m). The underspend reflects completed or scaled-back projects such as the Battle of Britain Bunker (£0.3m) and Flood Alleviation (£0.3m) 57. A number of schemes remain paused or under management review across Directorates, including Flood Alleviation, Older People’s Initiatives, and Appropriation of Townfield. Other schemes, such as Battle of Britain Bunker Water Mitigation and ERI Pinn Meado w, have now completed with underspends to be released. 58. Acceleration continues within the Civic Centre Transformation, consistent with revised delivery sequencing and design progress, contributing to reduced rephasing in -year within Corporate Services, with this investment generating a revenue saving for the Council. 59. Rephasing remains the predominant factor across the General Fund capital programme, primarily reflecting planning dependencies, procurement lead times, and supply constraints within major education, regeneration, fleet, and ICT projects. These reflect timing rather than cost pressures, and while delivery profiles continue to be actively managed, no systemic delivery or financial risks have been identified at this stage. The wider capital programm e, including schemes slipping from 2025/26, will be reviewed as part of the 2026/27 capital budget setting process to assess those projects which are no longer suitable to progress in the Council’s current financial position. Capital Financing – General Fund 60. The funding for the above expenditure is set out in the table below. Table 5: General Fund Capital Financing Approved Financing 2025/26 Forecast 2025/26 Cost Variance 2025/26 Rephasing Variance 2025/26 Total Financing Budget 2025- 2030 Total Financing Forecast 2025-2030 Total Variance £m £m £m £m £m £m £m Grants & Other Contributions 39.9 18.1 0.0 (21.8) 95.8 94.1 (1.7) S106 0.4 0.6 0.0 0.2 0.4 0.6 0.2 Capital Receipts 17.0 5.7 (4.0) (7.3) 46.5 41.5 (5.0) CIL 3.0 3.0 0.0 0.0 21.0 17.2 (3.8) Prudential Borrowing 78.1 67.6 (0.8) (9.7) 202.3 207.9 5.5 Total Funding 138.4 95.0 (4.8) (38.6) 366.0 361.3 (4.8) 61. Table 5 summarises the Month 6 General Fund financing position. The in -year forecast of £95.0m is £43.4m below the revised budget of £138.4m, comprising £38.6m of rephasing and a £4.8m underspend. The lower in-year spend profile reduces immediate borrowing and grant drawdown requirements. Cabinet Report – 20 November 2025 (Part 1 – Public) 62. The £38.6m of rephasing is primarily funded from Government grants (£21.8m) and prudential borrowing (£9.7m), with minor movements across capital receipts driven by the revised transformation capitalisation spend in revenue. Grant -funded rephasing reflects projects that have not yet reached delivery or approval milestones (e.g. School Building s Condition Programme £6.2m, Disabled Facilities Grant £3.5m, and Hillingdon Water Sports Facility £7.0m). Associated grants will be carried forward in accordance with funding conditions. Borrowing reductions mainly relate to deferred fleet and ICT procurement, driven by supply-chain lead times. This reduction in capital spend will reduce the pressure on the Council’s cash position by year end. 63. Overall, the five -year financing forecast of £361.3m remains broadly aligned with the approved programme value, with the £4. 8m variance corresponding to known cost adjustments. Capital receipts remain a key funding stream, and continued close monitoring of receipt attainment will be essential to ensure alignment between financing and delivery, informing any required reprioritisation within the programme. Schools Budget 64. As of Month 6 (September 2025), the Dedicated Schools Grant (DSG) is forecasting a deficit of £12.5m with no change from Month 5, representing an improvement from the £15m outturn for 2024/25. This in -year shortfall is entirely driven by continued demand and cost pressures in High Needs placements, which remain significantly underfunded in the DSG allocation from the Department for Education (DfE). These pressures are not unique to the local authority; nationally, local authorities are facing similar challenges. Rising demand for specialist provision, a shortage of maintained special school places, and increasing reliance on costly independent non -maintained placements are contributing to widespread overspends in the High Needs Block. Despite efficiency targets and mitigation efforts, the structural underfunding of High Needs provision continues to place significant strain on DSG budgets across the country. The table below provides a summary of the Schools Bud get and the current forecast. 65. Whilst the Safety Valve funding with the Department of Education (DfE) is currently suspended the Council is actively progressing a range of strategic initiatives aimed at improving outcomes for children and young people with Special Educational Needs and Disabilities (SEND), while ensuring more sustainable use of resources. These efforts include reducing the overall number of Education, Health and Care Plans (EHCPs), lowering the average top-up funding required per EHCP, and d ecreasing the average cost of education placements. In parallel, the Council is working to enhance the value for money of commissioned services and to increase financial contributions from partner agencies towards the support of children and young people w ith SEND. The Council is beginning to see a significant reduction in the in-year deficit as a consequence. Cabinet Report – 20 November 2025 (Part 1 – Public) Table 6: DSG Income and Expenditure Summary Dedicated Schools Grant (DSG) Blocks Budget 2025/26 Forecast Variance Month 4 Change DSG Settlement Academy Recoupment LBH Maintained £m £m £m £m £m £m £m Schools Block 297.9 (187.0) 110.9 110.9 0 0 0 Early Years Block 48.3 0 48.3 48.3 0 0 0 Central Schools Block 2.5 0 2.5 2.5 0 0 0 High Needs Block 86.8 (13.1) 73.7 73.7 0 0 0 Budgeted Use of Reserves (12.5) 0 (12.5) (12.5) 0 0 0 Total 423.0 -200.1 222.9 222.9 0 0 0 Balance Brought Forward 1 April 2025 65.9 Budgeted Use of Reserves 12.5 Pressure 0 Total Deficit at 31 March 2026 78.4 66. A core target for the revised High Needs Safety Valve Plan is to actively reduce unit costs by concentrating SEN support in-borough within our maintained schools and thereby reduce dependence on high cost independent and out -of-borough placements. Trend da ta shows clear evidence that the approach which has been in place since early 2024/25 is now beginning to have a positive impact. 67. The mounting DSG deficits remain a significant national issue, with projections indicating a substantial funding gap for English councils. Specifically, English councils face a £2.3 billion funding gap in 2025/26, rising to £3.9 billion by 2026/27, creating a £6.2 billion shortfall over two years, according to the Local Government Association (LGA). This deficit is primarily driven by increased demand for services for children with special educational needs and disabilities (SEND). Cabinet Report – 20 November 2025 (Part 1 – Public) Housing Revenue Account 68. The Housing Revenue Account (HRA) is currently forecasting a breakeven position, with ongoing market and demand risk being closely monitored throughout the year. The 2025/26 closing HRA General Balance is forecast to be £15 .0m, in line with the target leve l set out in the Council’s budget strategy. The table below presents key variances with a £0. 5m pressure against operating costs being compounded by a £0.4m variance against rental income. This position is kept to breakeven by a reduction in the capital financing costs, with the Council opting to reduce the revenue contribution to capital schemes in order to maintain the target level of balances, whilst ensuring the HRA remains in a financially sustainable position. This position therefore represents a £0.4m adverse movement since Month 5 offset by a £0.4m reduction in revenue contributions to capital. Table 7: Housing Revenue Account Service Budget Forecast Outturn Variance Prior Month Change £m £m £m £m £m Rent & Other Income (85.7) (85.3) 0.4 0.4 0.0 Net Income (85.7) (85.3) 0.4 0.4 0.0 Operational Assets 16.0 16.0 0.0 0.0 0.0 Director of Housing 10.3 10.8 0.5 0.5 0.0 Other Service Areas 1.0 1.4 0.4 0.0 0.4 Contribution to Shared Services 17.4 17.4 0.0 0.0 0.0 HRA Operating Costs 44.7 45.6 0.9 0.5 0.4 Capital Programme Financing 18.9 21.5 2.6 3.0 (0.4) Interest and Investment Income 22.1 18.2 (3.9) (3.9) 0.0 Total Capital Programme Financing 41.0 39.7 (1.3) (0.9) (0.4) (Surplus) / Deficit 0.0 0.0 0.0 General Balance 01/04/2025 15.0 15.0 0.0 General Balance 31/03/2026 15.0 15.0 0.0 69. At Month 6, rent and other income is forecasting a pressure of £0.4m. The Council’s budget strategy to deliver a net increase of 209 new homes is anticipated to be on track to deliver but weighted towards the latter part of the year. The budgets are based on a void rate of 1.02%, with any material variation from this level feeding into rental projections as appropriate. 70. The HRA Operating Costs budget is £44. 7m at Month 6 is forecasting a minor £0. 9m overspend against the budget, due to staffing pressures, B&B costs associated with emergency housing and leaseholder insurance premiums. The £0.4m adverse movement is driven by costs associated with the implementation costs of a system upgrade. These budgets are based on supporting the Council’s housing stock as at 1 April 2025, with growth added in line with the increase in stock numbers and to support the additional costs associated with this increase and ensuring regulatory compliance. This area remains under Cabinet Report – 20 November 2025 (Part 1 – Public) review, with growth in these budgets included in the approved budget from February 2025 being deployed as and when new homes are brought online. 71. Operational Assets are forecast to breakeven . This incorporates a number o f minor pressures, the most material of which is a reduction in the cost of subsidence surveys, offset by in-year mitigations, predominantly linked to a reduction in boiler repairs driven by the replacement programme . Inflation was added to HRA Operating C osts in the Council’s budget strategy, with forecasts indicating the uplift is sufficient to meet inflationary demands on the service. 72. 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. ii. The Director of Housing budget includes tenancy management and tenants’ services. The budgets include utility costs, and these wi ll 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 Servic es budget includes the development and risk contingency, overheads and corporate and democratic core charges, and the bad debt provision. 73. The Medium Term Financial Strategy (MTFS) savings target is £1.0m which is expected to be delivered by virtue of the Council’s general fund savings against support services, leading to a reduction in the recharge to the HRA for these services. 74. As at Month 6 the capital programme financing budget of £41.0m was forecast to underspend by £ 1.3m. This budget forecast includes £21.5m (depreciation and revenue contributions) to fund the HRA capital programme, the position also includes £ 18.2m for repayments of loans and interest on borrowing . T his position will be closely monitored throughout the year with clear linkages to the commissioning plan. HRA Capital Programme 75. At Month 6, the HRA Capital Programme is forecasting an underspend of £16.1m, with the whole of this variance proposed for rephasing into future years. Cabinet Report – 20 November 2025 (Part 1 – Public) Table 8: HRA Capital Programme Revised Budget 2025/26 Forecast 2025/26 Cost Variance 2025/26 Rephasing Variance 2025/26 5 Year Budget 5 Year Forecast 5 Year Variance £m £m £m £m £m £m £m HRA Major Projects 142.2 134.4 0.0 (7.8) 239.5 239.5 0.0 HRA Regeneration 19.6 19.6 0.0 0.0 104.1 104.1 0.0 HRA Programme of Works 57.3 49.0 0.0 (8.3) 205.6 205.6 0.0 Grand Total 219.1 203.0 0.0 (16.1) 549.2 549.2 0.0 76. HRA Major Projects – The in -year forecast of £134.4 million represents £7.8 million rephasing against the £142.2 million revised budget. The variance arises mainly within Development Allocated, where £7.8 million has been reprofiled into 2026/27 to reflect the timing of start onsite and contract mobilisation at Falling Lane. Acquisition programmes, including properties purchased and repaired un der the Madison Brooke contract, are forecast to spend to budget, maintaining delivery momentum and supporting stock acquisition objectives across the year. All major schemes remain within approved five-year allocations, and no cost pressures are reported. 77. HRA Regeneration – Forecast expenditure of £19.6 million

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Cabinet addendum sheet – 20 November 2025 Part 1 - Public Cabinet Addendum Sheet 20 November 2025 Classification: Public ITEM 8 – MONTHLY BUDGET MONITORING REPORT New recommendation 2c (under Part B) That Councillor Martin Goddard be removed as a voting Member of the Shareholder Committee and Councillor Eddie Laver y be appointed as a voting Member of the Shareholder Committee. Reasons for recommendation The Shareholder Committee is a Cabinet Sub- Committee and discharges the functions of the Council as shareholder and monitors the activities of the following Council owned companies: Company Name Description Incorporated Company No. Hillingdon First Ltd. Housing Development 11 April 2018 11303813 The Hillingdon Care Company (THCC) Care services 23 January 2025 16204132 This recommendation seeks to ensure relevant and sufficient representation on the Shareholder Committee following Cabinet portfolio changes. Other voting Members on the Committee are Cllr Ian Edwards (Chair), Cllr Jonathan Bianco (Vice- Chair) and Cllr Jane Palmer. This will enable there to be 4 Members in total, noting that the quorum is 2. Alternative options considered To not appoint a Cabinet Member to the Shareholder Committee.

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9. Public Preview of Confidential Reports PDF 305 KB

RESOLVED: That Cabinet note the reports to be considered later in private and Part 2 of the Cabinet agenda and comment on them as appropriate for public information purposes. Reasons for decision The Leader of the Council introduced the public preview report outlining items to be considered in private later in the meeting. 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.

📄 Public Preview of Confidential Reports PDF 305 KB

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Cabinet report – 20 November 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 – 20 November 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 – 20 November 2025 (Part 1 Public) SUPPORTING INFORMATION ITEM 10 – CORPORATE DISPOSALS PROGRAMME 2025/26 - MAD BESS WOOD COTTAGE, HAREFIELD Relevant Cabinet Members Councillor Jonathan Bianco, Cabinet Member for Corporate Services & Property Relevant Ward(s) Ruislip Relevant Select Committee Corporate Resources & Infrastructure Information Mad Bess Wood Cottage is a three -bedroom detached house located about two miles from Ruislip High Street. Following the service tenancy coming to an end, Cabinet will consider the disposal and sale of the cottage on the open market , contributing to the Council’s Annual Disposal Target. ITEM 1 1 – CORPORATE DISPOSALS PROGRAMME 2025/26 - FORMER CARETAKERS HOUSE, WHITEHEATH JUNIOR SCHOOL, RUISLIP Relevant Cabinet Members Councillor Jonathan Bianco, Cabinet Member for Corporate Services & Property Relevant Ward(s) Ruislip Relevant Select Committee Corporate Resources & Infrastructure Information The report proposes the disposal and sale of the Caretaker’s House at Whiteheath Junior School, Ruislip, as part of the Council’s Corporate Disposals Programme for 2025/26. The property was previously used as tied accommodation, but the house has been vacated and surrendered back to the Council. Education Services have confi rmed there is no further educational need for the property. ITEM 12 – CORPORATE DISPOSAL PROGRAMME 2025/26 - APPROPRIATION OF FORMER CARETAKERS HOUSE, 12 FORE STREET, EASTCOTE Relevant Cabinet Members Councillor Jonathan Bianco, Cabinet Member for Corporate Services & Property Relevant Ward(s) Eastcote Relevant Select Committee Corporate Resources & Infrastructure Information The report seeks Cabinet approval for the appropriation (transfer of use or ownership) of a former caretaker’s house at 12 Fore Street, Eastcote, as part of the Council's wider Corporate Disposal Programme for 2025/26. The property is currently vacant and is deemed suitable for being transferred to the Housing Revenue Account, for use as part o f the Council’s housing portfolio supporting residents in housing need.

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10. Corporate Disposals Programme 2025/26 - Mad Bess Wood Cottage, Harefield

RESOLVED: That: 1) following the service tenancy coming to an end in August 2025, the property known as Mad Bess Wood Cottage, Harefield, UB9 6LZ, as shown edged red on Appendix A, be declared surplus to requirements; 2) the disposal and the sale of the freehold interest of Mad Bess Wood Cottage on the open market on the terms and conditions as set out this report, be agreed; 3) all other necessary decisions regarding the disposal and the sale be delegated to the Corporate Director of Residents Services, in consultation with the Cabinet Member for Corporate Services and Property. Reasons for decisions The Cabinet Member for Corporate Services & Property introduced the report and recommendations, which Cabinet agreed, to dispose and sell Mad Bess Wood Cottage, a charming three-bedroom detached house located approximately two miles from Ruislip High Street, on the open market. Alternative options considered and rejected Cabinet considered alternative leasing and development options but considered these not viable. 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 28 November 2025. If not called-in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Tom Prevezer Directorate Residents 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 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).

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11. Corporate Disposals Programme 2025/26 - Former Caretakers House, Whiteheath Junior School, Ruislip

RESOLVED: That: 1) the Caretakers House at Whiteheath Junior School in Ruislip, as shown edged red on the plan at Appendix 1, be declared surplus to requirements; 2) the disposal and the sale of the freehold interest of the Caretakers House, Whiteheath Junior School, as set out in this report, be agreed; 3) all other necessary decisions regarding the disposal and the sale be delegated to the Corporate Director of Residents Services, in consultation with the Cabinet Member for Corporate Services and Property. Reasons for decisions The Cabinet Member for Corporate Services & Property introduced a report and recommendations, which Cabinet agreed, to dispose and sell a Caretakers House at Whiteheath Junior School that was vacant and no longer required for education purposes. Alternative options considered and rejected Cabinet considered other options, including use for council housing, disposal with planning consent, development or lease, but considered these not providing best value. Relevant Select Committee Corporate Resource and 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 28 November 2025. If not called-in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Tom Prevezer Directorate Residents 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 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).

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12. Corporate Disposals Programme 2025/26 - Appropriation of Former Caretakers House, 12 Fore Street, Eastcote

RESOLVED: That: 1) the appropriation of the long leasehold interest for 12 Fore Street, Eastcote, HA5 2HY as shown edged red on Appendix 1 out of the General Fund and into the Housing Revenue Account, and subject to consent from the Secretary of State for Education, be approved. 2) the Corporate Director of Residents Services, in consultation with the Cabinet Member for Corporate Services and Property, be granted delegated authority to make all further necessary decisions regarding the appropriation and property use. Reasons for decision The Cabinet Member for Corporate Services & Property introduced a report and recommendations, which Cabinet agreed, to appropriate a former Caretakers house on Fore Street, Eastcote for use as council housing. Alternative options considered and rejected Cabinet could have decided to sell the Council’s interest in the property on the open market, but considered in respect of this site, the need for affordable local housing was the overriding factor. 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 28 November 2025. If not called-in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Jessica Shepherd Directorate Residents 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 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).

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13. Any other items the Chairman agrees are relevant or urgent

Item 14 on the agenda was taken as urgent business.

14. Finance Modernisation Programme - Oracle Phase 2

RESOLVED: That the single tender from Grant Thornton UK LLP via the MCF4 Framework for the delivery of the modern finance processes and organisation phase of the Finance Modernisation Programme to the London Borough of Hillingdon for a 4-month period following approval, and at the estimated value of £357,200, be approved. Reasons for decision The Leader of the Council introduced a report and recommendations, which Cabinet agreed, to procure additional consultancy services to deliver the Finance Modernisation Programme, specifically for Phase 2 of the Oracle project, noting this was also being monitored by the Audit Committee. Alternative options considered and rejected Cabinet could have decided not to procure such support, or have adopted alternate procurement approaches, but discounted these based upon officer professional advice. 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 28 November 2025. If not called-in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Matthew Wallbridge / Steve Muldoon Directorate Corporate Services / 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 particular person (including the Authority holding that information) and the public interest in withholding the information outweighed the public interest in disclosing it in accordance with Section 100(A) and paragraph 3 of Part 1 of Schedule 12 (A) to the Local Government Act 1972 (as amended). Urgency provisions – The Chair agreed the report relating to this decision as an urgent item. This decision was taken under special urgency provisions in accordance with the Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012.

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The meeting closed at 7.28pm 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 28 November 2025 However, this is subject 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. Please note that these minutes and decisions are the definitive record of proceedings by the Council of this meeting. If you would like further information about the decisions of the Cabinet, please contact the Council below: democratic@hillingdon.gov.uk Democratic Services: 01895 250636 Media enquiries: 01895 250403

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