Home
Planning ▾
Ruislip & Ruislip Manor Eastcote Ickenham South Ruislip Whole Borough
Decisions Meetings News
← Back to Cabinet

Cabinet

Tuesday 23rd December 2025 • View on LB Hillingdon’s website
Meeting documents
👥 Attendance details📄 Agenda frontsheet PDF 412 KB📦 Public reports pack PDF 18 MB📦 Agenda reports pack - Cabinet Agenda B - Cabinet's Budget Proposals 2026/2027 PDF 7 MB📝 Printed minutes PDF 431 KB
Read the text of: Agenda frontsheet PDF 412 KB (6 pages)
Audit Committee 28 June 2010 PART 1 – MEMBERS, PUBLIC & PRESS ANNUAL REVIEW OF THE EFFECTIVENESS OF THE SYSTEMS OF INTERNAL AUDIT Contact Officer: Helen Taylor Telephone: 01895 556132 REASONS FOR REPORT The Accounts and Audit Regulations 2003 (as amended 2006) require a review of the systems of Internal Audit . This report summarised the outcome of the review and provides an action plan for improvement. OPTIONS OPEN TO THE COMMITTEE Review the actions and summary of the outcomes. 1.INFORMATION 1.1. The Accounts and Audit Regulations 2003 (as amended 2006) require a review of the systems of Internal Audit. The first review, for the financial year 2006-07, was a self- assessment by the Head of Audit. This was followed by a review by Councillor Elizabeth Kemp in 2007-08 and a peer review by the Head of Audit at Southend on Sea Borough Council in 2008-9. 1.2. Following discussions with the committee the view was that a self-assessment in line with guidance issued by the Chartered Institute of Public Finance and Accountancy (CIPFA) would be sufficient for 2009-10. 1.3. The self assessment included a full review against CIPFA’s Code of Practice for Internal Audit in Local Government, to check that the previously reported compliance with standards was still in operation. 1.4. For those areas where improvements were identified and an action plan agreed following the 2008-09 review, progress is outlined below. (The actions from the review are at Appendix 1) 1.5. An updated Terms of Reference was approved by this Committee in June 2009 with a further review, containing minor updates, also being approved in March 2010. The main changes were:- /square4 a requirement for the Head of Internal Audit to pr oduce an annual audit opinion, /square4 Adding Internal Audit’s involvement in contributing to the production of the Annual Governance Statement /square4 Internal Audit’s role in consultancy work /square4 How Internal Audit resources will be determined 1.6. Establishing a Terms of Reference with partner organisations was not included in the updated Terms of Reference. After considering this proposal, it was considered that as each partner would need to agreed the TOR, it would not necessarily be a straightforward Audit Committee 28 June 2010 PART 1 – MEMBERS, PUBLIC & PRESS exercise. No problems had occurred during 2009-10 when audits on the Mental Health Service and S75 Learning Disability Funding which involved partners were undertaken. It was therefore not considered a priority. Contacting LSP partners to identify common areas of interest will be developed over the next few years. 1.7. This Committee undertook a review of its effectiveness in November 2009 and formally reported its findings to the December 2009 meeting. An action plan has been agreed and will be monitored throughout 2010-11. 1.8. Written protocols between Internal Audit and management were not progressed. However, Terms of Reference for each audit are agreed with relevant management and they cover, in broad terms, the protocol to be followed. The protocol with the Corporate Management Team, although not in writing, has been embedded over the last year and is working well. 1.9. The liaison arrangements with Deloitte are included in their Planning Report. 1.10. The Head of Internal Audit conducted sample reviews of audit files in 2009-10 to assess compliance and quality standards. Areas for improvement in respect of recording audit work were identified and brief training sessions have been held during monthly Team meetings. 1.11. A written policy for the retention and destruction of audit documentation, both paper and electronic, was written and incorporated into the Corporate Policy in December 2009. 1.12. Although production of an access policy for audit files and records was agreed as part of the action plan, it was considered that this was not a priority as access to audit reports was governed by Data Protection and Freedom of Information legislation. Also, all audit staff are required to sign up to the Code of Practice which includes guidance on distribution of audit reports. We will develop a formal policy in 2010-11. 1.13. To ensure that any significant risks identified during an audit are incorporated into the council’s risk management process, the finalisation checklist has been amended to remind auditors to report to the Risk Management and Insurance Manager. The Risk Manager has a direct reporting line to the Head of audit and emerging issues are discussed at monthly meetings. 1.14. There was an action to include managers in the benchmarking exercise, which is usually undertaken annually. However, we did not participate in the benchmarking exercise in year so the action was redundant. APPENDIX 1 INTERNAL AUDIT SUMMARY SELF ASSESSMENT & ACTION PLAN : 2008/09 – UPDATED WITH CURRENT PROGRESS ON 28 MAY 2010 REF ADHERENCE TO THE STANDARD Y P N ACTION REQUIRED RESPONSIBLE OFFICER DATE Updated May 2010 1 London Borough of Hillingdon 1: SCOPE OF INTERNAL AUDIT SCOPE OF INTERNAL AUDIT 1.1 Terms of Reference X Update Term of Reference Head of Audit June2009 1.2 Scope of Work X Liaise with significant partners in the Local Strategic Partnership to try to establish common Terms of reference, data sharing protocol and the approach to sharing assurance . Head of Internal Audit March 2010 4: AUDIT COMMITTEES SCOPE OF INTERNAL AUDIT 4.2 Internal Audit’s Relationship with the Audit Committee X The Committee need to carry out a review of its own effectiveness Head of Audit Sep 2009 APPENDIX 1 INTERNAL AUDIT SUMMARY SELF ASSESSMENT & ACTION PLAN : 2008/09 – UPDATED WITH CURRENT PROGRESS ON 28 MAY 2010 REF ADHERENCE TO THE STANDARD Y P N ACTION REQUIRED RESPONSIBLE OFFICER DATE Updated May 2010 2 London Borough of Hillingdon 5: RELATIONSHIPS SCOPE OF INTERNAL AUDIT 5.1 Principles of Good Relationships X Develop working protocols with significant partners Internal Auditors: Head of Audit March 2009 a) Draft a working protocol for relationship with CMT b) Negotiate a protocol with Deloitte c) Contact LSP partners to identify common areas of interest. Head of Internal Audit Sep 2009 July 2009 July 2009 5.5 Relationships with Other Regulators and Inspectors X None. There is no regular liaison with the Audit Commission’s Relationship Manager or other inspectors but it is not felt necessary to pursue this. 8: UNDERTAKING AUDIT WORK APPENDIX 1 INTERNAL AUDIT SUMMARY SELF ASSESSMENT & ACTION PLAN : 2008/09 – UPDATED WITH CURRENT PROGRESS ON 28 MAY 2010 REF ADHERENCE TO THE STANDARD Y P N ACTION REQUIRED RESPONSIBLE OFFICER DATE Updated May 2010 3 London Borough of Hillingdon 8.2 Approach X Introduce a cold review of Audit Files to assess compliance with documents and quality standard set Head of Audit July 2009 8.3 Recording Audit Assignments X Include the specific Internal Audit document retention policies in the corporate guidance. Formal document and access policy for Audit files and records Head of Audit June 2009 Sep 2009 10: REPORTING SCOPE OF INTERNAL AUDIT 10.2 Reporting on Audit Work X Formalise reporting of identified audit risks to the Risk Manager . Head of Audit Sep 2009 11: PERFORMANCE , QUALITY AND EFFECTIVENESS SCOPE OF INTERNAL AUDIT APPENDIX 1 INTERNAL AUDIT SUMMARY SELF ASSESSMENT & ACTION PLAN : 2008/09 – UPDATED WITH CURRENT PROGRESS ON 28 MAY 2010 REF ADHERENCE TO THE STANDARD Y P N ACTION REQUIRED RESPONSIBLE OFFICER DATE Updated May 2010 4 London Borough of Hillingdon 11.1 Principles of Performance, Quality and Effectiveness X Review how to engage service managers in completing the CIPFA survey on the whole section performance. Head of Internal Audit Sept 2009

Text extracted automatically from the PDF, so layout, tables and images are not shown. Open the original PDF on LB Hillingdon’s website.

Read the text of: Printed minutes PDF 431 KB (6 pages)
Audit Committee 28 June 2010 PART 1 – MEMBERS, PUBLIC & PRESS ANNUAL REVIEW OF THE EFFECTIVENESS OF THE SYSTEMS OF INTERNAL AUDIT Contact Officer: Helen Taylor Telephone: 01895 556132 REASONS FOR REPORT The Accounts and Audit Regulations 2003 (as amended 2006) require a review of the systems of Internal Audit . This report summarised the outcome of the review and provides an action plan for improvement. OPTIONS OPEN TO THE COMMITTEE Review the actions and summary of the outcomes. 1.INFORMATION 1.1. The Accounts and Audit Regulations 2003 (as amended 2006) require a review of the systems of Internal Audit. The first review, for the financial year 2006-07, was a self- assessment by the Head of Audit. This was followed by a review by Councillor Elizabeth Kemp in 2007-08 and a peer review by the Head of Audit at Southend on Sea Borough Council in 2008-9. 1.2. Following discussions with the committee the view was that a self-assessment in line with guidance issued by the Chartered Institute of Public Finance and Accountancy (CIPFA) would be sufficient for 2009-10. 1.3. The self assessment included a full review against CIPFA’s Code of Practice for Internal Audit in Local Government, to check that the previously reported compliance with standards was still in operation. 1.4. For those areas where improvements were identified and an action plan agreed following the 2008-09 review, progress is outlined below. (The actions from the review are at Appendix 1) 1.5. An updated Terms of Reference was approved by this Committee in June 2009 with a further review, containing minor updates, also being approved in March 2010. The main changes were:- /square4 a requirement for the Head of Internal Audit to pr oduce an annual audit opinion, /square4 Adding Internal Audit’s involvement in contributing to the production of the Annual Governance Statement /square4 Internal Audit’s role in consultancy work /square4 How Internal Audit resources will be determined 1.6. Establishing a Terms of Reference with partner organisations was not included in the updated Terms of Reference. After considering this proposal, it was considered that as each partner would need to agreed the TOR, it would not necessarily be a straightforward Audit Committee 28 June 2010 PART 1 – MEMBERS, PUBLIC & PRESS exercise. No problems had occurred during 2009-10 when audits on the Mental Health Service and S75 Learning Disability Funding which involved partners were undertaken. It was therefore not considered a priority. Contacting LSP partners to identify common areas of interest will be developed over the next few years. 1.7. This Committee undertook a review of its effectiveness in November 2009 and formally reported its findings to the December 2009 meeting. An action plan has been agreed and will be monitored throughout 2010-11. 1.8. Written protocols between Internal Audit and management were not progressed. However, Terms of Reference for each audit are agreed with relevant management and they cover, in broad terms, the protocol to be followed. The protocol with the Corporate Management Team, although not in writing, has been embedded over the last year and is working well. 1.9. The liaison arrangements with Deloitte are included in their Planning Report. 1.10. The Head of Internal Audit conducted sample reviews of audit files in 2009-10 to assess compliance and quality standards. Areas for improvement in respect of recording audit work were identified and brief training sessions have been held during monthly Team meetings. 1.11. A written policy for the retention and destruction of audit documentation, both paper and electronic, was written and incorporated into the Corporate Policy in December 2009. 1.12. Although production of an access policy for audit files and records was agreed as part of the action plan, it was considered that this was not a priority as access to audit reports was governed by Data Protection and Freedom of Information legislation. Also, all audit staff are required to sign up to the Code of Practice which includes guidance on distribution of audit reports. We will develop a formal policy in 2010-11. 1.13. To ensure that any significant risks identified during an audit are incorporated into the council’s risk management process, the finalisation checklist has been amended to remind auditors to report to the Risk Management and Insurance Manager. The Risk Manager has a direct reporting line to the Head of audit and emerging issues are discussed at monthly meetings. 1.14. There was an action to include managers in the benchmarking exercise, which is usually undertaken annually. However, we did not participate in the benchmarking exercise in year so the action was redundant. APPENDIX 1 INTERNAL AUDIT SUMMARY SELF ASSESSMENT & ACTION PLAN : 2008/09 – UPDATED WITH CURRENT PROGRESS ON 28 MAY 2010 REF ADHERENCE TO THE STANDARD Y P N ACTION REQUIRED RESPONSIBLE OFFICER DATE Updated May 2010 1 London Borough of Hillingdon 1: SCOPE OF INTERNAL AUDIT SCOPE OF INTERNAL AUDIT 1.1 Terms of Reference X Update Term of Reference Head of Audit June2009 1.2 Scope of Work X Liaise with significant partners in the Local Strategic Partnership to try to establish common Terms of reference, data sharing protocol and the approach to sharing assurance . Head of Internal Audit March 2010 4: AUDIT COMMITTEES SCOPE OF INTERNAL AUDIT 4.2 Internal Audit’s Relationship with the Audit Committee X The Committee need to carry out a review of its own effectiveness Head of Audit Sep 2009 APPENDIX 1 INTERNAL AUDIT SUMMARY SELF ASSESSMENT & ACTION PLAN : 2008/09 – UPDATED WITH CURRENT PROGRESS ON 28 MAY 2010 REF ADHERENCE TO THE STANDARD Y P N ACTION REQUIRED RESPONSIBLE OFFICER DATE Updated May 2010 2 London Borough of Hillingdon 5: RELATIONSHIPS SCOPE OF INTERNAL AUDIT 5.1 Principles of Good Relationships X Develop working protocols with significant partners Internal Auditors: Head of Audit March 2009 a) Draft a working protocol for relationship with CMT b) Negotiate a protocol with Deloitte c) Contact LSP partners to identify common areas of interest. Head of Internal Audit Sep 2009 July 2009 July 2009 5.5 Relationships with Other Regulators and Inspectors X None. There is no regular liaison with the Audit Commission’s Relationship Manager or other inspectors but it is not felt necessary to pursue this. 8: UNDERTAKING AUDIT WORK APPENDIX 1 INTERNAL AUDIT SUMMARY SELF ASSESSMENT & ACTION PLAN : 2008/09 – UPDATED WITH CURRENT PROGRESS ON 28 MAY 2010 REF ADHERENCE TO THE STANDARD Y P N ACTION REQUIRED RESPONSIBLE OFFICER DATE Updated May 2010 3 London Borough of Hillingdon 8.2 Approach X Introduce a cold review of Audit Files to assess compliance with documents and quality standard set Head of Audit July 2009 8.3 Recording Audit Assignments X Include the specific Internal Audit document retention policies in the corporate guidance. Formal document and access policy for Audit files and records Head of Audit June 2009 Sep 2009 10: REPORTING SCOPE OF INTERNAL AUDIT 10.2 Reporting on Audit Work X Formalise reporting of identified audit risks to the Risk Manager . Head of Audit Sep 2009 11: PERFORMANCE , QUALITY AND EFFECTIVENESS SCOPE OF INTERNAL AUDIT APPENDIX 1 INTERNAL AUDIT SUMMARY SELF ASSESSMENT & ACTION PLAN : 2008/09 – UPDATED WITH CURRENT PROGRESS ON 28 MAY 2010 REF ADHERENCE TO THE STANDARD Y P N ACTION REQUIRED RESPONSIBLE OFFICER DATE Updated May 2010 4 London Borough of Hillingdon 11.1 Principles of Performance, Quality and Effectiveness X Review how to engage service managers in completing the CIPFA survey on the whole section performance. Head of Internal Audit Sept 2009

Text extracted automatically from the PDF, so layout, tables and images are not shown. Open the original PDF on LB Hillingdon’s website.

Attendance
Present: Councillor Jonathan Bianco, Councillor Susan O'Brien, Councillor Jane Palmer, Councillor Eddie Lavery, Councillor Steve Tuckwell, Councillor Wayne Bridges, Councillor Scott Farley, Councillor Sital Punja
Apologies: Councillor Ian Edwards

Agenda

Before the start of the meeting, the Vice-Chair, Councillor Jonathan Bianco wished those present and watching a Merry Christmas and a happy healthy New Year.
1. Apologies for Absence PDF 4 KB
Apologies were received from Councillor Ian Edwards and the Vice-Chair, Councillor Jonathan Bianco, chaired the meeting.
📄 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 462 KB
The minutes and decisions of the Cabinet meeting held on 20 November 2025 were agreed as a correct record.
📄 To approve the minutes of the last Cabinet meeting PDF 462 KB
Read the text of this document (13 pages)
_________________________________________________________________________ - Page 1 - Minutes & Decisions CABINET Thursday, 20 November 2025 Meeting held at Committee Room 6 - Civic Centre, High Street, Uxbridge UB8 1UW Decisions Published on: 21 November 2025 Decisions come into effect from: 5pm, 28 November 2025 or as stated Cabinet Members Present: Ian Edwards (Chair) Jonathan Bianco (Vice-Chair) Susan O'Brien Eddie Lavery Steve Tuckwell Members also Present: Peter Smallwood OBE Richard Mills Sital Punja Nick Denys 1. APOLOGIES FOR ABSENCE Apologies were received from Councillor Jane Palmer. 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 an d decisions of the Cabinet meeting held on 23 October 2025 were agreed as a correct record. 4. TO CONFIRM THAT THE ITEMS OF BUSINESS MARKED PART 1 WILL BE CONSIDERED IN PUBLIC AND THAT THE ITEMS OF BUSINESS MARKED PART 2 IN PRIVATE It was confirmed that items of business marked Part 1 would be considered in public and those marked Part 2 in private. _________________________________________________________________________ - Page 2 - 5. REPORT FROM THE HEALTH & SOCIAL CARE SELECT COMMITTEE - GP COVERAGE IN HILLINGDON RESOLVED: That the insight and findings of th e 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, incl uding 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 surg eries and practitioners would be available by 2035. The Committee had suggested collaboration between the GP Confederation and the _________________________________________________________________________ - Page 3 - 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 informatio n 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 unnec essary 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 tria ge 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 ack nowledged 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 b y then, Cabinet’s decisions can then be implemented. Officer(s) to action Nikki O’Halloran Directorate Chief Executive’s Office _________________________________________________________________________ - Page 4 - Classification Public - The report and any background papers relating to this decision by the Cabinet are available to view o n the Council's website or by visiting the Civic Centre, Uxbridge 6. WEST LONDON WASTE PLAN REGULATION 18 CONSULTATION - POLICY FRAMEWORK 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) t o 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 fin al 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 expect ed to be managed. Failure to progress the plan would leave Hillingdon and neighbouring boroughs exposed when deter mining 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, m aking clear that evidence showed West London currently had sufficient waste management capacity to meet London’s p lanned 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, _________________________________________________________________________ - Page 5 - 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 consulta tion 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 approva l 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 visit ing the Civic Centre, Uxbridge 7. MINOR PROPERTY TRANSACTIONS - ACADEMY LEASE FOR PINN RIVER SCHOOL, EASTCOTE 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 Riv er 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. _________________________________________________________________________ - Page 6 - 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 20 25. 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 8. MONTHLY COUNCIL BUDGET MONITORING REPORT: MONTH 6 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 spa ces 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 re sponsibilities was explained as part of succession planning, with Councillor Lavery working alongside Councillor Goddard to ensure a smooth transition. _________________________________________________________________________ - Page 7 - 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 Ac count (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, Hi llingdon’s Port Authority responsibilities and arrivals from the Chagos Islands. He noted the Council remained a low -tax, efficient authorit y 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 ha d 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 no n-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 _________________________________________________________________________ - Page 8 - Classification Public - The report and any background papers relating to this decision by the Cabinet are available to view on the Council's website or by visiting the Civic Centre, Uxbridge 9. PUBLIC PREVIEW OF CONFIDENTIAL REPORTS RESOLVED: That Cabinet note the reports to be considered later in private and Part 2 of the Cabinet agenda and comment on them as appropriate for public information purposes. Reasons for decision The Leader of the Counci l 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. _________________________________________________________________________ - Page 9 - 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 inte rest 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 di sposal 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 charmin g 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 rep ort 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 publ ic 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 Sched ule 12 (A) to the Local Government Act 1972 (as amended). _________________________________________________________________________ - Page 10 - 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 a t 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 leas e, 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 (inclu ding 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 Schedul e 12 (A) to the Local Government Act 1972 (as amended). _________________________________________________________________________ - Page 11 - 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 co nsultation 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 Coun cil’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 p aragraph 3 of Part 1 of Schedule 12 (A) to the Local Government Act 1972 (as amended). _________________________________________________________________________ - Page 12 - 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 Hillingd on 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 d eliver 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, o r have adopted alternate procurement approaches, but discounted these based upon officer p rofessional 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 19 72 (as amended). Urgency provisions – The Chair agreed the report relating to this decision as an urgent item. This decision was taken under special urgency provision s in accordance with the Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012. _________________________________________________________________________ - Page 13 - 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

Text extracted automatically from the PDF, so layout, tables and images are not shown. Open the original PDF on LB Hillingdon’s website.

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
The Vice-Chair welcomed to the Cabinet Councillor Wayne Bridges in his new role as Cabinet Member for Community & Environment.
5. 2026/27 Budget and Future Medium-Term Financial Strategy PDF 2 MB
RESOLVED: That the Cabinet: 1) Notes the circumstances that have led to the council’s current financial position and the assumptions used in producing the medium-term financial strategy (MTFS) as set out in this report; 2) Notes the key risks and mitigations associated with this budget strategy as set out in this report; 3) Approves the draft General Fund and Housing Revenue Account budgets, including growth and savings proposals, fees and charges, and Capital Programme proposals for 2026/27 and beyond (as detailed in Appendices B to F) as the basis for consultation with Select Committees and other stakeholders; 4) Authorises officers to commence consultation on the budget and notes that this will commence on 24th December for a period of 6 weeks, with the results to be reported for consideration by Cabinet at the February 2026 Cabinet meeting; 5) Notes that the final General Fund Revenue Budget, Capital Strategy, Capital Programme, HRA 2026/27 Budget and Business Plan and Treasury Management Strategy Statement will be presented to Cabinet on 19 February 2026 to be recommended for approval to the Full Council meeting taking place on 26 February 2026. Furthermore: 6) Authorises officers to action where possible any efficiency and invest to save proposals at the earliest opportunity in 2025/26 where operational savings are not public facing and so not subject to formal consultation and where assessed not to have any equality impacts. All other proposals subject to public consultation and equality impact assessment will only be implemented after Cabinet considers the consultation feedback, and subject to Full Council approval; 7) Notes that the Final Local Government Finance Settlement (LGFS) is awaited from HM Government and that officers will continue to review and update the 2026/27 MTFS up until the point that EFS is confirmed and the final budget setting report is submitted to Cabinet in February 2026; 8) Notes the material scale of the increase in rateable values for Hillingdon businesses and that officers are taking proactive and urgent communication with relevant parties to determine the veracity of those increases and risks to future income and cashflow of the council if those increases are successfully appealed; 9) Authorises the Corporate Director of Finance, in consultation with the Cabinet Member for Finance & Transformation, to respond on behalf of the council to the consultation on the Provisional LGFS and to the Mayor of London’s budget consultation; 10) Notes that support will be required from government in the form of Exceptional Financial Support in order to set a balanced budget for 2026/27, and indicatively for later years in the MTFS period, and authorises officers to continue to work with MHCLG representatives to make the appropriate arrangements to get this in place. In respect of the 2025/26 budget: 11) Approves the new fees and charges for the council’s leisure centres operated by GLL with effect December 2025, as set out within Appendix F. Reasons for decision The Cabinet Member for Finance and Transformation introduced the Cabinet’s budget proposals for 2026/27 and future years. It was proposed to release the consultation budget for a six-week period, after which it would return in February before being presented to full Council for approval. The proposals included a three-year revenue forecast and a five-year capital programme. The 2026/27 capital programme totalled £75 million following a review to reduce borrowing, while the HRA programme of £133 million included major works to improve social housing stock. The Cabinet Member highlighted the continuing financial challenges caused by years of underfunding, recognised in the Fair Funding Review, and explained that transitional relief would leave the Council underfunded until 2028/29 at a net cost of £44 million. Exceptional financial support would be required in later years to achieve a fully balanced budget by 2028/29. Inflationary pressures, rising costs in adult social care, children’s services and homelessness, and additional responsibilities as a Port Authority were noted as key drivers of demand. The proposed Council Tax increase was 4.99%, including the social care precept, and fees and charges were assumed to rise by 10% with resident discounts retained. The current gap for 2026/27 was £59 million, largely due to transitional funding arrangements. The Cabinet Member confirmed that service modelling and new delivery models were being developed to contain costs, including changes in adult social care, children’s homes and temporary accommodation. The HRA was forecast to maintain £15 million in reserves and continue major works programmes, including the significant housing regeneration project in Hayes. Business rates revaluation for Heathrow Airport was highlighted as a potential risk by the Cabinet Member, requiring further engagement with Government and the airport operator. The Cabinet Member thanked the Corporate Director of Finance and his team for their extensive work on the proposals. The Vice-Chair supported the proposals, acknowledging the ongoing pressures in adult social care, SEND and homelessness, and thanked officers and Members for their work in producing a robust consultation budget. Cabinet, therefore, agreed the proposed 2026/27 budget for consultation. Alternative options considered and rejected Alternative proposals considered but rejected by the Cabinet were set out in the public report. Relevant Select Committee All Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Those Cabinet decisions related to the 2026/27 Budget and MTFS are not subject to call-in as a budget and policy framework document. This will be considered by select committees and ultimately by full Council as the decision-maker. These decisions take immediate effect to enable the budget consultation to commence. Officer(s) to action Steve Muldoon 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
📄 2026/27 Budget and Future Medium-Term Financial Strategy PDF 2 MB
Read the text of this document (63 pages)
Cabinet – 23 December 2025 (Part 1 Public) 2026/27 BUDGET AND FUTURE MEDIUM-TERM FINANCIAL STRATEGY Cabinet Member & Portfolio Cllr Eddie Lavery, Cabinet Member for Finance and Transformation Responsible Officer Steve Muldoon, Corporate Director of Finance & S151 Officer Report Author & Directorate Andy Goodwin, Head of Strategic Finance & Deputy Section 151 Matt Davis, Director of Strategic & Operational Finance Papers with report Appendices A to F HEADLINES Summary This report sets out the council’s draft budget for 2026/27 and the medium-term financial strategy through to 2028/29 for revenue and to 2030/31 for capital. The council continues to face significant financial pressures, driven by rising demand for services, high inflation, and the phased implementation of the government’s new funding formula. Despite a substantial uplift in funding over the next three years, the council remains reliant on Exceptional Financial Support (EFS) to set a balanced budget, as the funding is only phasing in over 3 years, and reserves have been depleted by previous years’ overspends and underfunding. The draft proposals include savings and growth measures, a 4.99% Council Tax increase, and a robust approach to risk management. The capital programme has been reprioritised to focus on essential projects, while maintaining investment in community assets. The council will consult widely on these proposals, seeking feedback from residents, businesses, and stakeholders before finalising the budget in February 2026. 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 This report sets out the draft budget for 2026/27 including savings and growth proposals, and the outline medium-term financial strategy through to 2028/29 for revenue and to 2030/31 for capital expenditure. The projected position requires a substantial level of EFS from central government in order to deliver a balanced budget and which will have financial implications into future years to repay this support. The financial implications are discussed throughout the report. Cabinet – 23 December 2025 (Part 1 Public) Select Committee All Ward(s) All RECOMMENDATIONS That the Cabinet: 1. Notes the circumstances that have led to the council’s current financial position and the assumptions used in producing the medium-term financial strategy (MTFS) as set out in this report; 2. Notes the key risks and mitigations associated with this budget strategy as set out in this report; 3. Approves the draft General Fund and Housing Revenue Account budgets, including growth and savings proposals, fees and charges, and Capital Programme proposals for 2026/27 and beyond (as detailed in Appendices B to F) as the basis for consultation with Select Committees and other stakeholders; 4. Authorises officers to commence consultation on the budget and notes that this will commence on 24th December for a period of 6 weeks, with the results to be reported for consideration by Cabinet at the February 2026 Cabinet meeting; 5. Notes that the final General Fund Revenue Budget, Capital Strategy, Capital Programme, HRA 2026/27 Budget and Business Plan and Treasury Management Strategy Statement will be presented to Cabinet on 19 February 2026 to be recommended for approval to the Full Council meeting taking place on 26 February 2026. Furthermore: 6. Authorises officers to action where possible any efficiency and invest to save proposals at the earliest opportunity in 2025/26 where operational savings are not public facing and so not subject to formal consultation and where assessed not to have any equality impacts. All other proposals subject to public consultation and equality impact assessment will only be implemented after Cabinet considers the consultation feedback, and subject to Full Council approval; 7. Notes that the Final Local Government Finance Settlement (LGFS) is awaited from HM Government and that officers will continue to review and update the 2026/27 MTFS up until the point that EFS is confirmed and the final budget setting report is submitted to Cabinet in February 2026; Cabinet – 23 December 2025 (Part 1 Public) 8. Notes the material scale of the increase in rateable values for Hillingdon businesses and that officers are taking proactive and urgent communication with relevant parties to determine the veracity of those increases and risks to future income and cashflow of the council if those increases are successfully appealed; 9. Authorises the Corporate Director of Finance, in consultation with the Cabinet Member for Finance & Transformation, to respond on behalf of the council to the consultation on the Provisional LGFS and to the Mayor of London’s budget consultation; 10. Notes that support will be required from government in the form of Exceptional Financial Support in order to set a balanced budget for 2026/27, and indicatively for later years in the MTFS period, and authorises officers to continue to work with MHCLG representatives to make the appropriate arrangements to get this in place. In respect of the 2025/26 budget: 11. Approves the new fees and charges for the council’s leisure centres operated by GLL with effect December 2025, as set out within Appendix F. Reasons for recommendations The council has a statutory duty to set a balanced budget each year, as set out under the Local Government Finance Act 1992 and this report forms a key part of the budget setting process by setting out the approach to delivering this and a refreshed medium-term financial strategy. It also highlights key updates in terms of funding, expenditure, risks and issues emerging since the last report in February 2025. With regard to being able to set a balanced budget, the council requires EFS to be approved by central government. Discussions have been ongoing with representatives of MHCLG in order to secure this and the council is optimistic that this will be agreed in due course and in time for the final budget approval in February. The recommendations have been framed to comply with the council’s Budget and Policy Framework rules. They require the presentation to Council of recommended budgets for 2026/27. This includes the impact on Council Tax, alongside housing rents and service charges. The council has powers only to approve revenue budgets and set Council Tax and housing rents for the following financial year. Medium-term revenue budgets are presented to aid future financial planning and support good decision-making, with this document outlining Cabinet’s budget strategy for the next three years. The Capital Programme is approved over a five-year period as the statutory framework and the Prudential Code provides greater freedoms to encourage a longer-term approach to capital financing and borrowing decisions. Cabinet – 23 December 2025 (Part 1 Public) If approved by Cabinet, these budget proposals will be presented to Select Committees, the business community and residents for consultation before being updated and presented to Cabinet on 19 February 2026 for recommendation to Full Council. Once approved by Council on 26 February 2026 the proposals will become effective immediately. Alternative options considered / risk management The council faces a highly challenging financial position and must reduce, not increase, its dependency on EFS. It should be noted that a material proportion of the EFS requirement over the next two years is because the funding increase due to the council will be fed in over three years, not from 2026/27 in full due to damping arrangements set out in the LGFS. Closing the budget gap quickly is critical to restoring financial resilience. While this will be difficult, there remain opportunities that can be explored, subject to robust review and risk assessment. Council Tax is currently modelled at the maximum level permitted under the government’s referendum regime: 2.99% for general Council Tax and 2.00% for the Social Care Precept. Increasing Council Tax beyond 4.99% would require either a resident referendum or special dispensation from MHCLG. Neither option is currently planned. It should be noted that Hillingdon’s Council Tax remains around 14% lower than the average for outer London boroughs who are also likely to apply at least a 4.99% increase. Alternative proposals could include adding to or extending existing savings plans, generating additional income, or reducing growth assumptions. However, any new proposals must undergo rigorous review to ensure deliverability and avoid unintended consequences. Reducing the £10m risk contingency would be an option, but this would weaken budget robustness and increase the likelihood of overspends. In 2025/26, the council faced the challenge of delivering £38.8m of savings, including undelivered savings carried forward from 2024/25, and it has been a challenge to deliver to this scale. For 2026/27, service savings of £22.3m are proposed, alongside an estimated £4.8m carried forward from 2025/26. Members could also consider reprioritising or removing capital schemes from the programme. While this would reduce future borrowing costs and revenue pressures, any new schemes would likely require prudential borrowing, increasing costs to the General Fund over the asset’s life. A prioritisation review has already been undertaken, so further reductions would involve difficult decisions. Finally, Members could vary the proposed Fees and Charges set out in Appendix F. While a substantial uplift has been applied, further increases or removal of discounts could generate additional income. However, this must be balanced against the risk of reducing demand if changes are too steep or implemented too quickly. Further risks inherent in the proposed budget and the approach to the mitigation of these are set out later in this report (see section 11) Cabinet – 23 December 2025 (Part 1 Public) Democratic compliance / previous authority This is the first budget report in the 2026/27 budget-setting cycle and is a key report that will enable the council to undertake consultation with residents and the business community before the final budget for 2026/27 can be approved. Consultation responses and any further updates will be factored into the budget report to February 2026 Cabinet. Select Committee comments A full report on the budget process, financial strategy and detailed budget proposals for the relevant Cabinet portfolios will be taken to Select Committees for review in January 2026, with feedback presented to Cabinet alongside the final budget report to Cabinet on 19 February 2026. Cabinet – 23 December 2025 (Part 1 Public) SUPPORTING INFORMATION 1. Executive Summary 1.1. The council has to manage over one billion pounds’ worth of budgeted spend, as illustrated in the table below: Table 1: Total Council Budgeted Spend Budgeted Spend 2025/26 £000 2026/27 £000 General Fund gross expenditure 530,068 578,886 Housing Revenue Account 85,406 89,891 Schools Budget gross expenditure 236,133 236,133 (TBC) Total budgeted revenue expenditure 851,607 904,910 General Fund Capital 138,418 74,838 Housing Revenue Account Capital 219,130 133,458 Total capital budget expenditure 357,548 208,296 Total budget under management 1,209,155 1,113,206 NB – The above 2026/27 figures are estimates and will be refined in the February budget report. The Schools total budget for 2026/27 is not yet available. 1.2. Under the Local Government Finance Act 1992, the council has a statutory duty to set a balanced budget each financial year. This means that the planned expenditure for the year must be matched by estimated income, including funding from government, Council Tax, Business Rates, and other sources or transfers to/from reserves. The budget must also be robust and supported by adequate reserves to ensure financial sustainability and compliance with CIPFA’s Financial Management Code. 1.3. This report sets out the proposed savings, growth, and other adjustments identified to date to work towards a balanced revenue budget for 2026/27 and gives an indication of the profile over the three years to 2028/29. The full list of proposed savings is included in Appendix B1 and amounts to £22.3m in 2026/27, while service growth and other service adjustments of £69.5m are detailed in Appendix B2, and corporate budget adjustments of £11.8m in Appendix B3. 1.4. The council continues to face increasing demand for services such as Adult and Children’s social care and temporary accommodation and, like many other councils, these pressures are compounded by rising costs driven by higher inflation. This is creating pressure on the council finances despite the council benchmarking as low cost in comparison to other comparable London boroughs. Due to the scale of financial pressures the council is facing, it has not been possible to balance the budget without the need to request EFS, as explained in section 7. The council will continue to seek Cabinet – 23 December 2025 (Part 1 Public) further opportunities for reducing pressures and increasing savings as it continues through the budget setting process. 1.5. In addition, the report outlines in Appendix A the journey over recent years to explain how the council has arrived at this challenging financial position, providing context for the decisions now required. It also provides details of the overall financial environment facing local government and how the council benchmarks by comparison to peers. 1.6. The most recent funding position announced by government in the Provisional Local Government Finance Settlement (LGFS) is reflected, although there are some grants which are still to be confirmed and the full ramifications of the Business Rates reset will need more time to be worked through. The Final LGFS will not be announced until early February 2026, shortly before the February Cabinet meeting. The settlement shows Hillingdon gaining substantially over the next three years, however the council is coming from a position of exhausted reserves following a number of years of underfunding, a low income base, service costs rising at above inflation rates, increased pressure from asylum seekers and British nationals repatriation as a port authority and under-delivery against ambitious savings programmes set with insufficient rigour. The additional funding will only phase in over the next three years, not landing in full in 2026/27, and so the council will continue to carry the burden of supporting those councils which are now recognised to be overfunded, but which are only being asked to relinquish this excess funding over the same three-year period. This implicitly means the council will suffer a further under-funding of more than £40m over the next two years. This will add to the EFS burden of the council and become a burden in future years as the council strives to pay this off. 1.7. A key challenge arising for the council in the Provisional LGFS is in respect of the business rates revaluation and funding reset. One of the largest rate payers in the country, Heathrow Airport, is situated in the borough and faces an exceptional increase in business rates charges. We believe that the airport is likely to robustly challenge this increase and if successful would be due a refund that could potentially run into the hundreds of millions of pounds. The risk to the council if unadjusted for would be in respect of 1) the cash flow impact in repaying a successful appeal, and 2) the share of the impact of this on the retained level of business rates assumed in the LGFS. This is not a risk that can be carried by the council and so a substantial appeals provision will need to be maintained. The business rates safety net mechanism will limit the downside risk on the council’s funding, but will likely mean that the funding announced by government for Hillingdon will not be as great as portrayed. 1.8. Council Tax is currently modelled at the maximum level permitted under the government’s referendum regime: 2.99% for general Council Tax and 2.00% for the Social Care Precept. This is anticipated to generate circa £7.7m per year in additional Council Tax revenues for Hillingdon. With reference back to the LGFS, the government models the potential Council Tax income differently to how the council actually Cabinet – 23 December 2025 (Part 1 Public) experiences this based on the actual tax base and collection rate, so again government modelling of the benefit to the council is essentially overstated. 1.9. The Capital Programme has been reviewed in light of the council’s financial position and the General Fund programme over the next five years amounts to a gross spend of £228.792m, of which £122.618m is funded through borrowing. This compares to the previous five-year programme of a gross £342.046m, of which £200.736m was planned to be funded by borrowing. A similar approach has been taken with the HRA capital programme, whereby the proposed five-year programme is a total gross spend of £522.2m, of which £268.2m from borrowing. Previously the total was £514.3m and £235.1m. 1.10. It has been recognised that weaknesses in previous rounds of budget-setting have been to under-estimate the growth faced by the council, both in the current and future years, over-estimate the new savings and their deliverability, and under-estimate the value and deliverability of savings carrying forward from the previous year. There has therefore been weakness in terms of carrying forward budget shortfalls inherent in the current year as well as in the new year’s budget, leading to the substantial overspends experienced over the past two years. The process this year has sought to rebuild realism into the assumptions, ensure that proposals are operationally sound and balanced, that they are underpinned by evidence and workings, and finally that they are sustainable and transparent. There is a significant amount of growth built back into the base budget in 2026/27 to ensure that the starting point heading into the year minimises any unaddressed ongoing pressures from 2025/26 that would repeat. Trends on growth have been reviewed and so these should also be more closely aligned. Savings have been subjected to challenge by both officers, Corporate Directors and members, and there are no savings which are not owned by a senior officer in the council. Taking the necessary action to deliver the savings on time and to scale will therefore be key to assure and press on through the year. 1.11. Regardless of the work that has gone into the setting of the budget, there will still be scope given the scale of the budget as set out above for there to be shortfalls in the delivery of savings or income, or unplanned growth and inflation above expectations. To this end, the council has rebuilt a contingency to provide some cover for this. The greater the contingency, the more reassurance there is in the delivery of the budget, however this would come at the cost of additional EFS, cost savings or service reductions. 1.12. Reserves are another key area for the council to rebuild and stabilise, and in the current circumstances this can only be achieved through the use of EFS. The council has formally applied for approval of a retrospective application of EFS from government in respect of 2024/25 and 2025/26 and awaits news on this request. 1.13. In setting this MTFS, the council’s objectives are: Cabinet – 23 December 2025 (Part 1 Public)  To continue to drive value for money for our residents in our services;  To continue to be a comparatively low Council Tax charging borough;  To review our operating model to deliver even more efficient and effective services and make significant savings, maintaining our status of being low-cost;  To invest in and maintain council assets, build out our infrastructure and seeking invest to save opportunities through our capital programme;  To invest in improving the quality of our homes for our housing residents;  To increase our income levels and charge appropriate levels of fees;  To continue to respond to inadequate levels of government funding including lobbying central government and the GLA for more funding for our residents;  Rebuilding our financial resilience; and  To assess our levels of efficiency and delivery and benchmark against other low- cost councils whilst maintaining good outcomes for residents. 1.14. In spite of the challenges set out above, the council is a low-cost (with highly regarded levels of service and quality) and low-tax authority (having the lowest Council Tax Band D charge amongst the sixteen local authorities CIPFA classifies as our statistical nearest neighbours). Like all local government, the council has seen consistently rising cost pressures yet falling real-terms government funding. As a low-cost, low-tax authority this makes balancing the budgets that much harder than for many others. Council reserves have fallen as the council has been using these to protect services and money in the pockets of its residents. 1.15. Whilst priding itself on being a low-tax authority (the lowest amongst Outer London boroughs), the council also prides itself on being able to deliver good quality services efficiently. Some key metrics demonstrating this position are set out in Section 2. 1.16. As noted in Section 2, local government has seen funding constraints impact on its finances for over a decade. Hillingdon has not been exempt from these pressures. We have long argued that the basis of core funding levels had not been updated to reflect growing need since 2013/14 and Hillingdon had been penalised as a result. Section 4 outlines the impact of this under-funding and provides a summary of the government’s approach to rebasing the Formula Funding from 2026/27 – albeit with a continuation of further damping adjustments that will not see the council fully receive the government- assessed fair share of funding until 2028/29. 1.17. The MTFS as it is currently modelled indicates that there is substantial work still to do to get back to a balanced position. The uplift coming through the settlement will have been received in full by 2028/29 and so the target will be to reduce this to a balanced position by that point. Officers will continue to work over the coming months to identify further initiatives to generate efficiencies, cost reductions and additional income in order to close the gap by 2028/29, whilst seeking to ensure that statutory and highly valued services continue and vulnerable residents are supported. Cabinet – 23 December 2025 (Part 1 Public) 2. Context for the Budget 2.1. Local Authority Financial Environment and Funding 2.2. Local government has been at the forefront of bearing the burden of austerity as the national economy has suffered the shocks of the banking crisis, Covid, and most recently the impacts of global conflicts. An analysis of government Departmental Expenditure Limits (DEL) between 2010/11 and 2025/26 shows how Local Government funding has seen a disproportionate change compared to most departmental budgets. Compared to an average (cash) increase of 71%, Local Government has seen a reduction of 63%. This change in purchasing power would be much larger if inflation were taken into account. Chart 1: Change in Government DEL Budgets 2010/11 to 2025/26 2.3. Inflation has added to the pressure faced by the local government sector over the same period. While averaging around 3% between 2011 and 2025, Local Government has faced above average inflationary pressures since 2020 as illustrated in the chart below: Cabinet – 23 December 2025 (Part 1 Public) Chart 2: Annual CPI & CPIH Inflation (as at September each year) CPI = Consumer Prices Index; CPIH = Consumer Prices Index including owner occupiers’ housing costs 2.4. Latest projections contained in the Chancellor’s Autumn Budget anticipate inflation to peak and return to the Bank of England (BoE) target rate of 2% by the beginning of 2027. 2.5. BoE or HM Treasury inflation forecasts are useful in projecting the impact of inflation on future year budget and MTFS assumptions, but they remain only forecasts and can differ significantly to what is ultimately experienced. The chart below compares past BoE three-year CPI forecasts to actual CPI and shows that their projections assume hitting the 2% target more closely than is actually experienced. Chart 3: Bank of England CPI Three-Year Forecasts Compared to Actual CPI Cabinet – 23 December 2025 (Part 1 Public) 2.6. Specific market pressures applicable to local government expenditure mean that the true inflationary pressures faced by local government may not be reflected in the general CPI measure discussed above. Changes to Employers National Insurance rates, above inflation rises in the Living Wage and market conditions have all particularly impacted on the cost of children’s and adults social care services over and above general CPI. 2.7. Councils invest heavily in assets to provide services, facilities and local infrastructure, whilst at the same time investing surplus cash ahead of future spend. Nationally, local government was borrowing £137bn at the end of March 2025, whilst investing £32bn. Changes in interest rates on both these quanta can have significant impacts on revenue cost and income. The chart below shows the changes in the Official Bank Rate over time: Chart 4: Bank of England Bank Rate 2.8. The last Monetary Policy Report (December 2025) predicted a modest reduction in the Bank Rate over the coming two years. 2.9. Government funding is a key component in the financing of local authority expenditure, whilst government retains significant control over council income from business rates (National Non-Domestic Rates (NNDR)) and council tax. Analysis of local authority annual budget setting statistics published by MHCLG shows that whilst the main funding streams have increased between 2010/11 and 2025/26, that has largely been paid for by residents as council tax payers. Indeed, if the impacts of CPI inflation are taken into account, it is only council tax income that has risen nationally above the rate of inflation, with real terms cuts in government funding and overall purchasing power. These changes and the rise in the importance of council tax in overall funding are illustrated in the chart below: Cabinet – 23 December 2025 (Part 1 Public) Chart 5: National Change in Funding 2.10. Whilst facing real terms funding reductions over the past fifteen years and pressures arising from inflation, the local government sector has also seen specific rising demand which it has a statutory obligation to meet.  Nationally the budgeted cost of providing adult social care services has risen from £14.4bn in 2010/11 to £26.7bn in the current year;  Nationally the budgeted cost of providing children’s social care services has risen from £6.5bn in 2010/11 to £15.5bn in the current year;  Nationally the budgeted cost of providing homelessness services has risen from £292m in 2010/11 to £2,014m in the current year;  In 2010 there were 220,890 pupils with Special Educational Needs and EHC Plans (2.7% of the total school roll). By 2025, this has risen to 482,640 (5.3%);  In 2010 there were 1,470,900 pupils with Special Educational Needs without an EHC Plan (18.2% of the total school roll). By 2025, this has fallen to 1,284,284 (14.2%) – this fall reflect the growing number of pupils having an EHC plan above; Cabinet – 23 December 2025 (Part 1 Public) 3. Hillingdon’s Services and Council Tax 3.1. The council prides itself on providing good and extensive services to its residents. Examples of this include the following:  The council was awarded the second highest grading by the Housing Regulator (C2) which highlighted strengths in ensuring tenant safety, understanding of the condition of homes and an effective and efficient repairs service  Hillingdon was rated ‘Good’ in July 2024 by the Care Quality Commission, with the borough in the top quarter of London boroughs inspected. The cost of the borough’s adult social care service is the second lowest in London and 20 per cent lower than the national average  The council’s adult education service was rated ‘good’ in all areas following an Ofsted inspection  The council held its second Old Vinyl Factory Festival in September, welcoming more than 1,600 people to the event celebrating Hayes’ musical heritage  We held our first Age-Friendly Festival, a celebration of our older residents, featuring a series of events in libraries and community venues offering free activities, information and support  The council secured £1.1 million UK Shared Prosperity Funding to deliver projects that support residents into work, help local businesses grow and make improvements to the borough’s high streets and town centres  The council joined the West London Economic Prosperity Board to unlock new opportunities for growth, investment and innovation  Subscription-based garden waste collections were introduced to make the service more sustainable while delivering better value for money than neighbouring boroughs  In 2024/25 our counter fraud team recovered £10.9 million, with £6.8 million recovered so far in 2025/26  Following a successful bid by the council, Hayes became one of 12 London high streets to receive £50,000 funding as part of the Mayor of London’s new High Street Place Labs initiative. This scheme is designed to help town centres attract investment, improve public spaces, and boost the local economy  We celebrated the 10th anniversary of Hillingdon Dementia Action Alliance, founded to improve the lives of residents living with the condition and their carers, and a Hayes resident who benefits from the council's range of support for those living with dementia accompanied the England football team onto the pitch for one of their friendly matches Cabinet – 23 December 2025 (Part 1 Public) 3.2. The council has continued with its programme of investment in community facilities with most notably:  A new, modern Uxbridge Library opened at the Civic Centre as part of the council’s strategy to co-locate services to enhance access and deliver value for money for residents  Six new residential homes for local children were built so they can remain in the borough close to family and friends  A new care facility, The Burroughs, was purchased to secure local provision to meet the growing demand for residential care and reduce private provider costs  The council is proposing to dispose of its car park site adjacent to the Civic Centre, known locally as the Lobster Pot, to be transformed into a nursing care facility with a total of 162 beds and reduce reliance on costly private sector provision to meet growing demand  The council has nearly completed its new state-of-the-art Platinum Jubilee Leisure Centre in West Drayton, which is managed by Greenwich Leisure Limited and will help more residents stay fit and active. Due to open in early 2026. 3.3. Benchmarking of Hillingdon’s cost of services based on formal statistical RO data from 2024/25 outturns supplied by all local authorities, shows that compared to a portfolio of 10 statistically near neighbours, the council is in many cases low or even very low cost. The following analysis has been independently produced to compare unit cost figures between Hillingdon and all London boroughs and the 10 near neighbours: Table 2: Benchmarking of Hillingdon service costs to peer authorities Cabinet – 23 December 2025 (Part 1 Public) 3.4. As demonstrated in the table above, delivering good quality services does not mean charging residents more – indeed, and despite an under-allocation of government funding, the council has continued to have one of the lowest Council Tax charges across London and the country as a whole. The council has the lowest Band D charge amongst its CIPFA-identified nearest neighbour authorities and Outer London boroughs of 14%, providing evidence of the efficiency and low-cost ethos – keeping more money in the pockets of residents. The chart below shows the council’s £1,462.00 element of the Band D charge (excluding the GLA charge of £490.38 standard across all) compared to the nearest-neighbour authorities’ charges: Chart 6: Comparison of Nearest Neighbour Own Band D Charge 2025/26 3.5. Had the council charged the average nearest neighbour Band D charge in the current year, a Band D taxpayer would have paid an extra £241.48 in 2025/26. The council has historically set a low Council Tax and not just in the current financial year. The average Band D taxpayer in Hillingdon has saved £1,719 compared to taxpayers across the other nearest-neighbour average over the last 10 years. 3.6. The ability to deliver this saving to residents has been achieved by driving efficiencies in the delivery of services and at the same time keeping charges to service users at the minimum. The analysis of government published local authority budget and outturn statistics demonstrates the success of this underlying ethos. 4. Hillingdon’s Funding and the Local Government Finance Settlement 4.1. Government funding for Hillingdon is significantly driven by the LGFS. Prior to 2026/27, the methodology and data were last fundamentally updated in 2013/14 when business rate income, rather than being pooled nationally, was localised (30% being retained Cabinet – 23 December 2025 (Part 1 Public) locally but subject to a Tariff or Top-Up). In 2013/14 Hillingdon’s estimated required allocation of £114.4m was top-sliced by £4.8m to limit reductions in other councils’ funding which would otherwise have seen lower funding. 4.2. This top-slice has effectively remained in place between 2013/14 and 2025/26, and a fair allocation of resources has been further eroded over time by growth in population and other needs data not been updated. 4.3. Whilst two previous governments have consulted on updating the formulae and data used for Settlement Funding, the government has last week refreshed the underlying model for allocating resources in the Provisional LGFS for 2026/27 to 2028/29. 4.4. Preliminary modelling, based on analysis produced by London Councils, has proved to be largely in line with the Provisional LGFS announcement. The government’s preferred measure of the resources available to councils is Core Spending Power (CSP) and (after re-basing the 2025/26 CSP value to reflect grants now included or excluded from Formula Funding) is forecast to rise by 13% in 2026/27, 25% in 2027/28, and 36% in 2028/29. The table below summarises the quanta for each of those years, and projects CSP to rise by £105.2m by 2028/29: Table 4: Calculation of Core Spending Power 4.5. The above Core Spending Power projections set out in the LGFS includes £28.7m which government assumes will be funded by Council Tax increases. Government assumptions of being able to collect 100% of amount billed is likely to reduce the gain as we anticipate a 1% Bad Debt provision (£1.8m adverse to the £105.2m exemplified above). The CSP forecasts also assume a higher taxbase in 2026/27 than our own modelling suggests which will also reduce the overall gain. Cabinet – 23 December 2025 (Part 1 Public) 4.6. We are disappointed, but unsurprised, that government chose to phase in the increase in Hillingdon’s Core Spending Power over three years. Had the full fair funding requirement for Hillingdon been met in 2026/27, we calculate that we would have received more than an additional £40m over the following two years 4.7. Of particular concern are government’s assumptions around the National Non-Domestic Rates payable by Hillingdon businesses. The Valuation Office Agency (VOA) have published draft assessments for the 2026/27 Business Rate Revaluation. These indicate Hillingdon’s business rate taxbase will see an extraordinary average 102% increase (albeit the median increase is only 22%). The chart below illustrates Hillingdon’s position compared to each region: Chart 7: Change in rateable values by region 4.8. Our analysis of the changes identifies that the proposed change in the rateable value Heathrow Airport by itself is a key driver of the above total change. That valuation is rising from £210m to £951m – a rise of 353%. Of the local authority areas seeing the highest rateable value rises, most have airports or ports within their region. These include:  Hillingdon (Heathrow) 102%  Crawley (Gatwick) 85%  Dover (Port) 76%  Uttlesford (Stanstead) 59%  Luton (Airport) 45% Cabinet – 23 December 2025 (Part 1 Public) 4.9. In using the draft VOA Valuations and consequent expected yield for 2026/27 to determine Hillingdon’s 2026/27 Tariff charge (the amount our notional 30% retention of business rates is further reduced by), a significant risk exists that these exceptional increases will be appealed and the council will need to determine an appropriate provision for that likelihood and the resultant impact on NNDR yield over the next few weeks. Given the potential scale of possible effect, this will have cashflow as well as Core Spending Power implications. Whilst government have provided for a 100% Safety Net protection scheme in 2026/27, this falls back to 92.5% by 2028/29. 4.10. Whilst transitional arrangements for business rate increases limit Heathrow’s increase to a maximum 30% in 2026/27 (£63m increase) and 25% increases for the following two years, these increases may need to be eventually refunded and are significant to the Council’s business rate retention position. Careful consideration will be given to the scale of appropriate provision for 2026/27 ahead of submitting our business rate retention budget to MHCLG before the end of January 2026, and that position will be included in the February Budget setting report. As the Tariff is fixed for the next three years and is based on government’s assumptions as to the NNDR yield from local businesses, any subsequent falls as the result of successful appeals would materially disadvantage the Council. Cabinet – 23 December 2025 (Part 1 Public) 5. The 2026/27 Budget and Medium-Term Financial Strategy 5.1. The Budget Setting Process 5.2. The development of the 2026/27 budget has followed a rigorous and transparent process to ensure compliance with statutory requirements and alignment with the council’s strategic priorities. Key steps undertaken over the summer and autumn include:  Strategic Challenge Sessions: Two “Star Chamber” rounds were held to critically review growth and savings proposals, ensuring robust challenge and alignment with corporate objectives;  Iterative Updates: Regular updates on proposals and the overall MTFS position were provided throughout the planning timeframe to maintain transparency and inform decision-making;  Cross-Directorate Engagement: Challenge sessions led by the Corporate Director of Finance with Corporate Directors and Cabinet Members explored underlying demand drivers and validated assumptions;  External Review: Independent scrutiny by Grant Thornton built on their earlier Zero-Based Budget Review, validating major proposals and identifying further opportunities for cost reduction. 5.3. To ensure clarity and accountability, a standardised pro-forma template was introduced for all budget change proposals. This captures evidence, ownership, and key governance requirements, including stakeholder impacts, risks and barriers, equalities considerations, investment needs, and delivery milestones. 5.4. Savings certainty has been assessed through a review of all 2025/26 proposals not yet fully delivered to ensure any savings carried forward can still be delivered; 5.5. A corporate MTFS Tracker has been implemented to capture, analyse and report on all proposal forms submitted and is used as the basis for producing all the subsequent reports, ensuring that there is consistency between what has been submitted by Directorates and their end budgets. 5.6. The budget variances reported at Month 7 have been compared to the budget pressures submitted as part of the budget process and growth bids have been categorised to capture the level of budget rebasing being built back in for current ongoing pressures. 5.7. The use of “flexible capital receipts” has been reviewed to reduce the dependency on this as part of service budgets, when the availability of capital receipts is not assured. There may be a requirement to use this on a more limited basis to fund the direct Cabinet – 23 December 2025 (Part 1 Public) incremental cost of implementing savings through interim staffing or external advisory support but this will be strictly controlled. 5.8. Weaknesses in the budget setting process in the past have been identified as including unrealistic assumptions around growth and savings in the current forecast year which then carries into the budget year, inclusion of savings which are not properly owned by the directorates to ensure delivery and in particular where these are cross-cutting in nature, unrealistic assumptions of growth and inflation rates for demand-led services, the use of reserves to balance, and insufficient contingency and reserves. 5.9. The budget process this year has sought to address as many of these issues as possible through increased focus on reviews to address the above issues, both applied to the in-year position as well as the savings and growth proposals. The process began in earnest later than would normally be expected and so this will be addressed in future years so that key work can be started/completed earlier and spread more through the year. 5.10. A further planned step will be to request more detailed business plans to be prepared in respect of those savings which are deemed to be inherently more challenging, risky, or higher value and hence present a greater risk to the delivery of the budget. 5.11. Finally, it is recognised that the council still has work to do to close the gap by the end of the settlement period and so officers will continue to review and refine both the existing proposals as well as consider how further savings and efficiencies can be brought forward at the earliest opportunity. As part of this, officers will review benchmarking for service areas that indicate opportunities exist for the council to increase income or reduce unit cost further. 6. Budget Proposals and the Future Budget Position 6.1. A summary of the Service Area budget proposals Cabinet is asked to consider is set out in the table below (full details are set out in Appendix B1 (savings) and Appendix B2(growth)): Table 5: Summary of 2026/27 and MTFS Net Budget Proposals – Service Areas Cabinet – 23 December 2025 (Part 1 Public) 6.2. In addition to the service area budget proposals summarised above are changes in Corporate Budgets. A summary of those changes is set out in the table below and is set out in further detail in Appendix B3: Table 6: Summary of 2026/27 and MTFS Net Budget Proposals – Corporate 6.3. Taken collectively, both service and corporate budget change proposals result in a budget gap as set out in the table below: Table 7: Summary of all Proposed Budget Changes and Gap: 6.4. The council’s level of available reserves are such that the cumulative gaps set out above cannot be funded from the drawing down of reserves. The council will require a combination of additional income sources and reductions in expenditure to eliminate this gap. In the absence of such measures the council needs EFS to be approved by government and has made an application in this regard. This is explained further in section 7 to this report. Savings proposals 6.5. The council is proposing Service Area savings amounting to £22.3m in 2026/27, rising to a cumulative £30.4m by 2028/29. The analysis of these savings by Directorate by year are as follows: Cabinet – 23 December 2025 (Part 1 Public) Table 8: Savings by Directorate 6.6. An overview of the savings presented by each directorate is as follows: Children and Young People 6.7. The Children and Young People directorate is proposing new savings and income of £2.876m in 2026/27 from 4 savings proposals. £1.4m is to come from as a result of the opening of six new residential homes and a reduction in the reliance on costly external placements. £0.899m is in the form of income from a ringfenced grant for Best Start in Life, which will be used towards expenditure to improve outcomes for 0-5 year olds. £0.344m will be delivered as a result of a service saving already delivered in August 2025 when the SEND key working service was disbanded. The remaining £216k relates to a previously agreed saving from a review of semi-independent and shared accommodation. Adult Social Care 6.8. The Adults directorate is projecting savings of £3.265m in 2026/27. £1.3m of this relates to a reduction in SEND transport demand, mirroring the reduction in demand in the DSG budget, £0.4m relates to a review of the Telecare model, £387k as a continuation of the savings from changes made in 2025/26 to the post-16 transport policy and the introduction of personal travel budgets, and £736k from the creation of a further care company to support Council service delivery. Residents Services 6.9. The largest contribution to savings in 2026/27 comes from the Residents Services, which is proposing £14.433m of savings next year. Within this, £8.5m is proposed from Housing alone, through targeted savings to mitigate demand and the expensive pathways of support. There are initiatives cutting across annual lettings plans, supported housing, private rented sector and initiatives to mitigate temporary accommodation need. £3.443m is projected from Environment, £2.653m (one-off) of which is through use of the Extended Producer Responsibility Grant and an uplift of the budget to meet the expected grant income. Community Safety and Enforcement plans Cabinet – 23 December 2025 (Part 1 Public) savings in 2026/27 of £1.192m, which will come from a change in parking tariff structures. Property Services will seek savings of £0.623m through the generation of increased income from commercial leases, garages and council asset savings. There will also be savings from increases in fees and charges, efficiencies in street lighting, recycling bags and reductions in the number of waste weekends. 6.10. Due to the complexity and difficulty in determining and assuring the growth in cost and demand for temporary accommodation, it has been decided that the projections for this service into 2027/28 and 2028/29 be subjected to further review through January and an updated view on this be provided in the February budget report. Corporate Services (Chief Operating Officer) 6.11. The savings in the Corporate Services directorate are spread across HR, Digital, Business Intelligence, Technology, Counter Fraud and the Residents Hub. The overall saving proposed amounts to £0.579m in 2026/27, with the most notable savings being: £0.173m from contract savings relating to Teams telephony and the EYES system, and £0.161m from removing vacant posts in the transformation team. Corporate Services are also critical in enabling cost reductions across the organisation. Finance 6.12. The Finance directorate is proposing savings of £0.640m in 2026/27, mainly from the Revenues and Benefits and the Transformation departments. Of this, £0.135m will be from extending supplier incentive programmes designed to generate discounts for early payment, £0.130m from an increase in the charges applied in the recovery of court costs, £0.178m from the deletion of vacant posts in the Revenues and Benefits team, and £0.098m from an increase in the housing benefit subsidy grant now expected. CEO 6.13. The Chief Executive’s Officer includes the Communications, Legal and Democratic Services. The Legal department has proposed £0.485m of savings, mainly from a staffing reorganisation that has now been completed, generation of income and reduced costs through the introduction of a new prosecution lawyer, and using AI licences to reduce junior research costs. The Democratic Services department will bring in additional income from civic and ceremonial and registration services, planned at £0.154m, while the Communications department will release a vacant post, generate increased income through the outsourcing of its film service, and by reducing the number of editions of Hillingdon People produced each year. Growth Proposals 6.14. There is a significant requirement for budget growth relating to the service areas in 2026/27. A substantial proportion of this is recognising the need to rebase budgets for the pressures and undeliverable savings targets implicit in the 2025/26 budget build and Cabinet – 23 December 2025 (Part 1 Public) as borne out by the significant budget overspend currently forecast. Implicit in this is the £36.0m overspend, stated after the release of £10.5m of contingency which will need to be rebuilt, and recognising the reversal of an assumed use of £4.2m in general reserves. 6.15. The council is proposing Service Area growth amounting to £69.5m in 2026/27, rising to a cumulative £98.3m by 2028/29. 6.16. The major areas of growth relate to demand and inflation, in particular relating to the largest areas of Council spend, being Adults’ and Children’s Social Care and Temporary Accommodation. 6.17. The growth proposals over the latter years of the MTFS become more speculative as over recent times there have been factors such as changes to employers National Insurance, above inflation Living Wage increases, foreign and British national resettlement schemes, changes in legislation that made it more difficult for landlords, leading to increased costs being passed on, and general supply issues in the housing market – none of which were predictable. 6.18. It is in particular very difficult to assess at this stage what the potential growth impact will be in some of these areas into 2027/28 and beyond, in particular for Housing which is less predictable than say social care which can at least look to demographics for sense-checking. The Housing growth costs and related savings opportunities are therefore the hardest to provide certainty on and will need ongoing review and refinement of demand and costs analysis over the coming months to build greater levels of assurance. To this end, both growth and savings relating to Housing in 2027/28 and 2028/29 are excluded from this consultation budget pending further review through January and will be updated on in the February budget setting report. The significant growth applied in 2026/27 to this area, combined with the rebuilt corporate contingency will provide a reasonable level of assurance over the coming year. Corporate Budgets 6.19. The Corporate Budget proposals, as set out in Appendix B3, comprises all those areas of funding and expenditure which are not directly attributed to the service areas. A central provision for inflation is made and held centrally which will be allocated in the course of the year. Capital financing costs relating to the capital programme and EFS borrowing, council tax and funding settlement allocations are also recorded here. The previous budgeted drawdown from reserves has been reversed, unallocated cross- cutting savings reversed, and the corporate contingency rebuilt. An adjustment relating to a deficit on the 2024/25 collection fund lands in 2026/27 as a one-off impact, while a favourable adjustment to the long term pension fund deficit contribution rate is also applied. Cabinet – 23 December 2025 (Part 1 Public) 7. The Remaining Gap and EFS 7.1. The number of councils seeking EFS has increased significantly in recent years, with 30 being granted EFS in 2025/26 and speculation that this could rise to anywhere between 50 and 100 in 2026/27, with half of London boroughs needing EFS by 2028/29 (Local Government Chronicle). While the financial troubles of a number of councils that entered S114/EFS in past years may have been viewed as self-inflicted, the wave of councils now entering into “exceptional” measures surely cannot be viewed in the same light, and this trend looks set to continue despite the announcement of Fair Funding 2.0. 7.2. As set out in Table 7 above, the council has been unable to close the gap in order to balance the budget and does not have the benefit of reserves to be able to cushion the deficit, having used these up in previous years. It is therefore recognised that in order to meet the statutory requirement of setting a balanced budget, the council will need to apply for EFS from the government, and a submission has been made. This can be provided in one or more of the following forms: 7.2.1. Capitalisation Direction – This permits a council to account for its revenue overspend as capital, subject to government approval. Without such approval, this approach 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. A council in this position is likely to have to borrow to support their cash flow and so this would also incur interest costs. 7.2.2. Additional Grant Funding – In certain circumstances, a council may receive direct grant support to help manage exceptional financial pressures. 7.2.3. 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 as a rise mid-year is not feasible 7.3. Officers have modelled the impact of increasing Council Tax above the allowable 4.99%. Each additional 1% increase on Council Tax would raise an additional circa £1.54m per year. Outcomes under different scenarios have been modelled and shared with lead members but at this current time an increase in Council Tax for 2026/27 has not been requested from MHCLG. On this basis, the council is requesting £60m in EFS backed by borrowing to close the budget gap for 2026/27. A decision on future years’ tax increases has not been made at this point and will depend on what further savings the council can identify to close the gap but could make a significant contribution towards closing the gap. 7.4. The above EFS request is in addition to requests for both 2024/25 and 2025/26. The amount requested for 2024/25 is £40m with the purpose of bringing the general fund reserves up to a level in the region of £40m, having ended the year 2024/25 with £1.5m (unaudited). A further £50m has been requested in respect of 2025/26 to cover the Cabinet – 23 December 2025 (Part 1 Public) £36.0m forecast deficit as reported at month 7, together with a level of contingency to cover any potential risk in the closing position and risks or pressures that may materialise by the time of the final outturn and audited position. This additional contingency figure is considered to be a prudent measure on the basis that the council’s accounts are currently disclaimed by the auditor and will take time to build back to a clean position with all areas of the accounts verified through the audit. It should be noted that the request will not be drawn down in full if not required. 7.5. As the position currently stands, the council will also need EFS for later years in the MTFS period. Despite additional funding being awarded through the Provisional LGFS, this is being phased in by government over 3 years and so the council will continue to be underfunded in both 2026/27 and 2027/28. This results in more than £40m of the EFS requirement arising as a result of the delay to the full allocation of the funding due. It is the council’s intent to work through further opportunities to identify savings that benefit 2027/28 onwards and reduce the budget gap in these years. The uplift coming through the settlement will have been received in full by 2028/29 and so the target will be to reduce this to a balanced position by that point. Significant effort will be required involving reviews of departments across the organisation to find further efficiencies and reduce the footprint of the council. 7.6. The impact on the revenue budget of requiring EFS through borrowing, as stated above, is that this creates the need to amortise the balance over a period of 20 years. The council would apply this MRP charge using the annuity method, meaning that the charge applied in earlier years is lower than in later years, accounting for the time value of money. Depending on cash flow needs, much of this will also need to be borrowed against in order to stay within prudential borrowing limits and hence incur interest costs on top. In 2026/27 this combined figure is projected to cost the council £1.6m, rising to £11.5m in 2028/29. This impact could be reduced by an above-referendum increase in Council Tax, which would be an ongoing uplift in the income received by the council (not currently modelled into the projections), as well as any surplus capital receipts but which would only be one-off in nature. The model currently assumes a £7m receipt in 2028/29 towards this. 7.7. The council cannot determine a decision on EFS on its own and a submission requesting approval has been made to MHCLG for this, on which a decision is pending. Approval at this stage would be in the form of a “minded to” decision on the basis of which the council would be able to determine a balanced budget as well as be able to borrow against this figure. A final capitalisation direction would be issued by government at the time of finalising the audited accounts, well after the end of the financial year. MHCLG will expect councils to submit to a review process, likely to start early in 2026, and the decision may be subject to the council agreeing to certain conditions, yet to be determined. Cabinet – 23 December 2025 (Part 1 Public) 7.8. The timeline for such a decision on 2026/27 is likely to culminate in February 2026 around the time of the Final LGFS announcement, before the Cabinet and Council finally convene to consider and approve the budget. 8. Reserves 8.1. Local authorities are required under the Local Government Act 2003 and CIPFA’s Financial Management Code to maintain adequate reserves to safeguard financial resilience and ensure the continued delivery of statutory services. Reserves provide a critical buffer against unforeseen events, demand fluctuations, and timing differences in funding. While short-term use of reserves to manage volatility is permissible, reliance on them to fund recurring expenditure or balance the budget is unsustainable and contrary to best practice. Persistent dependency on reserves erodes financial stability and limits flexibility in managing risks. The council’s MTFS therefore prioritises rebuilding and maintaining reserves at a prudent level, alongside delivering structural savings and transformation to reduce reliance on one-off measures. 8.2. Despite savings being identified, general fund reserves have had to be drawn down over time to bridge the gap in funding faced by the council. The chart below shows the movement in General Reserves since 2015/16. Note that an exercise to review balance sheet values in 2024/25 identified £14.1m of accounting adjustments, of which £7.5m would have impacted in earlier years. Chart 8: Movement in General Fund Reserves 8.3. An analysis of the published draft accounts for 2024/25 across London boroughs illustrates the relatively low level of reserves currently held by Hillingdon. Hillingdon ended 2024/25 with £1.45m of general reserves together with £9.40m of earmarked reserves

Text extracted automatically from the PDF, so layout, tables and images are not shown. Only the start of this long document is shown here. Open the original PDF on LB Hillingdon’s website.

📄 Appendix B – General Fund: Revenue , item 5. PDF 341 KB
Read the text of this document (11 pages)
2026/27 2027/28 2028/29 2026/27 2027/28 2028/29 Annual Annual Annual Cumulative Cumulative Cumulative Change Change Change Change Change Change (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) SavingAdult Services and HealthDirect Care & Business Delivery2025/26 012 Telecare Review (400) - - (400) (400) (400) 2025/26 025 Post 16 Policy change to offer Personal Transport Budgets (387) - - (387) (387) (387) 2025/26 026 Creation of a SPV for Direct Care services (736) - - (736) (736) (736) 2026/27 109 Passenger Assistant supplier switch (Pertemps to Operator) (227) (76) (25) (227) (303) (328) 2026/27 110 Supported Living De-Commissioning (253) (84) - (253) (337) (337) 2026/27 176 SEND Transport Demand 2026/27 to 2030/31 (1,262) 148 (58) (1,262) (1,114) (1,172) Direct Care & Business Delivery Total (3,265) (12) (83) (3,265) (3,277) (3,360) Adult Services and Health Total (3,265) (12) (83) (3,265) (3,277) (3,360) Chief Executive's OfficeCommunications2025/26 009 Outsourcing of the Council's Film Office (60) (30) (15) (60) (90) (105) 2026/27 019 Hillingdon People Magazine (77) - - (77) (77) (77) 2026/27 133 Communications Vacant Post Removal (56) - - (56) (56) (56) Communications Total (193) (30) (15) (193) (223) (238) Democratic Services2025/26 010 Registration Service Income (20) (20) - (20) (40) (40) 2026/27 031 Civic and Ceremonial (134) - - (134) (134) (134) Democratic Services Total (154) (20) - (154) (174) (174) Legal Services2026/27 051 Legal Management Restructure (91) - - (91) (91) (91) 2026/27 057 Legal Research AI Licence (47) - - (47) (47) (47) Legal Services Total (138) - - (138) (138) (138) Chief Executive's Office Total (485) (50) (15) (485) (535) (550) Chief Operating OfficerBusiness Intelligence2025/26 011 Business Intelligence Review (62) (124) - (62) (186) (186) Business Intelligence Total (62) (124) - (62) (186) (186) Human Resources2025/26 008 HR Service Review (100) - - (100) (100) (100) Human Resources Total (100) - - (100) (100) (100) Resident Hub2025/26 006 Reshaping Resident Hub - (228) (186) - (228) (414) 2026/27 206 Hillingdon First Card (84) - - (84) (84) (84) Resident Hub Total (84) (228) (186) (84) (312) (498) Technology2025/26 007 Digital and Technology Contract Review (173) (170) - (173) (343) (343) Technology Total (173) (170) - (173) (343) (343) Digital Service2026/27 131 Transformation Team (161) (59) - (161) (220) (220) Digital Service Total (161) (59) - (161) (220) (220) Chief Operating Officer Total (579) (581) (186) (579) (1,160) (1,346) Appendix B1 - Service Directorate Savings 2026/27 2027/28 2028/29 2026/27 2027/28 2028/29 Annual Annual Annual Cumulative Cumulative Cumulative Change Change Change Change Change Change (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) Appendix B1 - Service Directorate Savings Children and Young People's ServicesChildren's Social Care2025/26 021 Review of Semi-Independent & Shared Accommodation (216) (216) - (216) (432) (432) 2025/26 023 New Care Offer - Review of Operating Model (1,417) (1,616) - (1,417) (3,033) (3,033) Children's Social Care Total (1,633) (1,832) - (1,633) (3,465) (3,465) Education and SEND2026/27 172 Ceasing SEND Keyworking (344) - - (344) (344) (344) Education and SEND Total (344) - - (344) (344) (344) Children Social Care2026/27 231 Family Hubs - new grant (899) 74 (27) (899) (825) (852) Children Social Care Total (899) 74 (27) (899) (825) (852) Children and Young People's Services Total (2,876) (1,758) (27) (2,876) (4,634) (4,661) FinanceService Finance & Business Partnering2026/27 032 Corporate Management Team (6) - - (6) (6) (6) Service Finance & Business Partnering Total (6) - - (6) (6) (6) Strategic & Operational Finance2025/26 004 Revenues & Benefits - Automations & Customer Contact (178) - - (178) (178) (178) 2025/26 005 Review of Cashflow Measures - Supplier Incentive Programme (115) (15) (15) (115) (130) (145) 2025/26 068 HB Admin Subsidy (98) - - (98) (98) (98) 2026/27 002 Increase in Charges to Recover Court Costs (130) - - (130) (130) (130) 2026/27 014 Supplier Incentive Programme - Construction (20) (25) (30) (20) (45) (75) 2026/27 034 Digital take up (33) - - (33) (33) (33) 2026/27 229 Appointeeship Client Charges (60) (10) - (60) (70) (70) Strategic & Operational Finance Total (634) (50) (45) (634) (684) (729) Finance Total (640) (50) (45) (640) (690) (735) Residents Services Environment2025/26 067 Extended Producer Responsibility Grant (2,653) 2,653 - (2,653) - - 2026/27 134 Grounds Maintenance service review (300) (300) - (300) (600) (600) 2026/27 137 Increase Garden Waste Subscription fee (189) - - (189) (189) (189) 2026/27 138 Street Scene (50) (50) - (50) (100) (100) 2026/27 139 Waste collection efficiencies - (854) (2,038) - (854) (2,892) 2026/27 156 Service delivery model review (62) (62) - (62) (124) (124) 2026/27 159 ULEZ expenditure (48) (48) - (48) (96) (96) 2026/27 160 Fleet management improvements (24) - - (24) (24) (24) 2026/27 162 NYGL civic amenities site (70) - - (70) (70) (70) 2026/27 182 Waste disposal management (resource) (48) (44) - (48) (92) (92) Environment Total (3,444) 1,295 (2,038) (3,444) (2,149) (4,187) Assets2025/26 001 Review Garage Voids - (300) (700) - (300) (1,000) 2026/27 2027/28 2028/29 2026/27 2027/28 2028/29 Annual Annual Annual Cumulative Cumulative Cumulative Change Change Change Change Change Change (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) Appendix B1 - Service Directorate Savings 2026/27 027 Facilities management restructure (297) - - (297) (297) (297) Assets Total (297) (300) (700) (297) (597) (1,297) Community Safety And Enforcement2025/26 016 Review Domestic Support Contracts (80) - - (80) (80) (80) 2026/27 070 Implementation of Additional Licensing Policy 100 (114) (14) 100 (14) (28) 2026/27 077 Review of Pest Control discounts (49) - - (49) (49) (49) 2026/27 080 Proceeds of Crime and POCA Investigations - - (100) - - (100) 2026/27 197 Parking Services Programme Management Capacity - (95) - - (95) (95) 2026/27 198 Changes to parking tariffs (1,232) - - (1,232) (1,232) (1,232) 2026/27 201 Domestic Abuse Support Officer - service growth proposal (76) - - (76) (76) (76) 2026/27 213 Changes to parking payment options (95) (95) - (95) (190) (190) 2026/27 235 Removal of Multiple Daily Free HFC Parking Sessions (65) (65) - (65) (130) (130) Community Safety And Enforcement Total (1,497) (369) (114) (1,497) (1,866) (1,980) Community Services2025/26 015 Platinum Jubilee Leisure Centre Management Fee (70) - - (70) (70) (70) 2025/26 020 Subsidy removal (100) - - (100) (100) (100) 2026/27 165 Digital Library Plan Pilot (450) (306) - (450) (756) (756) 2026/27 217 Digital Library Plan Phase 2 - (1,100) - - (1,100) (1,100) 2026/27 223 Theatres Operating Model - (482) - - (482) (482) 2026/27 224 Bunker & Visitor Centre Operating Model - (388) - - (388) (388) Community Services Total (620) (2,276) - (620) (2,896) (2,896) Housing2026/27 082 Annual Lettings Plan to allocate 400 social homes to househlds in B&B (1,055) - - (1,055) (1,055) (1,055) 2026/27 084 Housing for vulnerable families (144) - - (144) (144) (144) 2026/27 085 Additional Full Repair and TA Insure Leases (386) - - (386) (386) (386) 2026/27 086 Additional Leasing Scheme 1 (838) - - (838) (838) (838) 2026/27 087 Reduced Cost Temporary Accommodation 1 (226) - - (226) (226) (226) 2026/27 143 PRS acommodation 1 (609) - - (609) (609) (609) 2026/27 145 Private Management Agreement Leasing Scheme (205) - - (205) (205) (205) 2026/27 147 Supported Housing (1,388) - - (1,388) (1,388) (1,388) 2026/27 148 PRS accommodation 2 (867) - - (867) (867) (867) 2026/27 189 Additional Leasing Scheme 2 (157) - - (157) (157) (157) 2026/27 190 Rapid PRS Rehousing (231) - - (231) (231) (231) 2026/27 191 Supported Housing - Rough Sleeper Pathway (318) - - (318) (318) (318) 2026/27 2027/28 2028/29 2026/27 2027/28 2028/29 Annual Annual Annual Cumulative Cumulative Cumulative Change Change Change Change Change Change (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) Appendix B1 - Service Directorate Savings 2026/27 193 Reconciliation of Resident engagement cost (100) - - (100) (100) (100) 2026/27 214 Increase Homeless Prevention (850) - - (850) (850) (850) Housing Total (7,374) - - (7,374) (7,374) (7,374) Planning and Sustainable Growth2025/26 019 Discretionary Planning Fees Uplift (12) (9) (23) (12) (21) (44) 2026/27 050 Festive Light Residual Budget (150) - - (150) (150) (150) Planning and Sustainable Growth Total (162) (9) (23) (162) (171) (194) Planning, Regeneration and Enviornment2025/26 017 Fast Track Planning Service (3) (3) - (3) (6) (6) 2025/26 018 Building Control Fee Uplift (15) (16) - (15) (31) (31) 2025/26 019 Discretionary Planning Fees Uplift (16) (17) - (16) (33) (33) Planning, Regeneration and Enviornment Total (34) (36) - (34) (70) (70) Property Services2025/26 024 Review of Early Years Operating Model (93) (30) - (93) (123) (123) Property Services Total (93) (30) - (93) (123) (123) Safer Communities and Vulnerabilities2026/27 212 Review of CCTV Service - (365) - - (365) (365) Safer Communities and Vulnerabilities Total - (365) - - (365) (365) Residents Services2026/27 099 Resources for bereavement services - (60) - - (60) (60) Residents Services Total - (60) - - (60) (60) Corporate Director Place2026/27 136 Waste Weekends - Powerday (150) (151) - (150) (301) (301) 2026/27 140 Reduction in cost of recycling bags (200) - - (200) (200) (200) 2026/27 142 Weekend provision Cemetery and crematorium (100) - - (100) (100) (100) 2026/27 163 Street lighting (125) (125) - (125) (250) (250) 2026/27 164 Street inspections digitally performed (107) - - (107) (107) (107) 2026/27 216 Efficiency Gain Fleet (230) - - (230) (230) (230) Corporate Director Place Total (912) (276) - (912) (1,188) (1,188) Residents Services Total (14,433) (2,426) (2,875) (14,433) (16,859) (19,734) Saving Total (22,278) (4,877) (3,231) (22,278) (27,156) (30,387) 2026/27 2027/28 2028/29 2026/27 2027/28 2028/29 Annual Annual Annual Cumulative Cumulative Cumulative Change Change Change Change Change Change (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) GrowthAdult Services and HealthASC Placements2026/27 173 ASC Placements Demand 2026/27 - 2030/31 3,600 4,700 5,800 3,600 8,300 14,100 2026/27 174 ASC Placements Inflation 2026/27 - 2030/31 6,900 7,100 8,300 6,900 14,000 22,300 2026/27 178 ASC Placements Rebasing for 2025/26 Pressure 4,400 - - 4,400 4,400 4,400 2026/27 200 Placements Fee Renegotiation 1,739 - - 1,739 1,739 1,739 ASC Placements Total 16,639 11,800 14,100 16,639 28,439 42,539 Direct Care & Business Delivery2026/27 177 SEND Transport Inflation 2026/27 to 2030/31 127 25 207 127 152 359 2026/27 209 Legal Costs for the development of the Lobster Pot Site for Care Provision 100 (100) - 100 - - Direct Care & Business Delivery Total 227 (75) 207 227 152 359 Immediate Response2026/27 115 Section 117 Funding split with ICB 1,081 (1,000) - 1,081 81 81 Immediate Response Total 1,081 (1,000) - 1,081 81 81 Adult Services and Health Total 17,947 10,725 14,307 17,947 28,672 42,979 Chief Executive's Office0 2026/27 105 Transformation Capital Budget Rebasing - Chief Executive's Office 106 - - 106 106 106 Directorate-Wide 106 - - 106 106 106 Communications2026/27 180 Managed Vacancy Target - Communications 32 - - 32 32 32 Communications Total 32 - - 32 32 32 Democratic Services2026/27 181 Managed Vacancy Target - Democratic Services 84 - - 84 84 84 2026/27 203 Local Elections Funding 133 (110) 85 133 23 108 Democratic Services Total 217 (110) 85 217 107 192 Legal Services2026/27 057 Legal Research AI Licence 40 - - 40 40 40 2026/27 058 Data Protection Audit Requirements 30 - - 30 30 30 2026/27 059 Legal Software and Licences Utilisation 24 - - 24 24 24 2026/27 184 Statutory Data Protection Officer 65 - - 65 65 65 Legal Services Total 159 - - 159 159 159 Chief Executive's Office Total 515 (110) 85 515 404 490 Chief Operating Officer0 2026/27 104 Transformation Capital Budget Rebasing - Corporate Services 1,577 - - 1,577 1,577 1,577 Directorate-Wide 1,577 - - 1,577 1,577 1,577 Business Intelligence2025/26 011 Business Intelligence Review 158 55 - 158 213 213 Business Intelligence Total 158 55 - 158 213 213 Counter Fraud Team2026/27 128 Cross Cutting - Debt Consolidation & Recovery - Income & Growth 319 (319) - 319 - - Debt Consolidation 138 (138) - 138 - - Counter Fraud Team Total 457 (457) - 457 - - Appendix B2 - Service Directorate Growth 2026/27 2027/28 2028/29 2026/27 2027/28 2028/29 Annual Annual Annual Cumulative Cumulative Cumulative Change Change Change Change Change Change (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) Appendix B2 - Service Directorate Growth Digital Service2026/27 129 Project Management Office 214 - - 214 214 214 Digital Service Total 214 - - 214 214 214 Human Resources2025/26 008 HR Service Review 322 (70) (52) 322 252 200 2026/27 125 Lone Worker Devices 53 - - 53 53 53 2026/27 126 Rebasing of Learning and Development Income Target 22 - - 22 22 22 Human Resources Total 397 (70) (52) 397 327 275 Resident Hub2026/27 021 Postage Service Rebasing 73 - - 73 73 73 Resident Hub Total 73 - - 73 73 73 Technology2026/27 038 Technology Contract Inflation 35 - - 35 35 35 2026/27 039 Planning System 246 (91) (17) 246 155 138 2026/27 120 Backup System Growth 391 - - 391 391 391 2026/27 121 Cloud Consumption 238 62 57 238 301 358 2026/27 122 L&D Growth - Creating a culture of continuous improvement 428 (71) (48) 428 358 310 2026/27 123 Enterprise Service Management Growth 22 - - 22 22 22 Technology Total 1,361 (99) (7) 1,361 1,262 1,255 Digital Service2026/27 127 Digital Growth 145 - - 145 145 145 2026/27 130 Technology costs to support AI implementation 49 (14) - 49 35 35 Digital Service Total 194 (14) - 194 180 180 Chief Operating Officer Total 4,432 (585) (59) 4,432 3,847 3,788 Children and Young People's Services0 2026/27 107 Transformation Capital Budget Rebasing - CYPS 194 - - 194 194 194 Directorate-Wide 194 - - 194 194 194 2025/26 047 Support for Looked After Children 392 412 433 392 804 1,237 2025/26 048 Support for Children with Disabilities 40 42 44 40 82 126 2026/27 003 Asylum and Public Health Rebasing 2,591 - - 2,591 2,591 2,591 2026/27 004 Placements Growth Bid 3,901 823 841 3,901 4,724 5,565 2026/27 005 Section 17 Growth Bid 1,579 209 230 1,579 1,788 2,018 2026/27 006 Corporate Director - Children's Services Salary Budget Rebasing 44 - - 44 44 44 2026/27 025 Training residential 21 - - 21 21 21 Children's Social Care Total 8,568 1,486 1,548 8,568 10,054 11,602 Education and SEND2026/27 007 Growth of EHC team to meet Statutory Duties 1,527 - - 1,527 1,527 1,527 2026/27 008 Rebasing of Music Service grant income budget 437 - - 437 437 437 2026/27 2027/28 2028/29 2026/27 2027/28 2028/29 Annual Annual Annual Cumulative Cumulative Cumulative Change Change Change Change Change Change (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) Appendix B2 - Service Directorate Growth 2026/27 009 Growth of EP team to meet Statutory Duties 172 - - 172 172 172 2026/27 010 Growth to fund SEND Brokerage role to support lower costs 54 - - 54 54 54 Education and SEND Total 2,190 - - 2,190 2,190 2,190 SPQR2026/27 024 Permanence cost (Kinship and Adoption) 250 264 238 250 514 752 SPQR Total 250 264 238 250 514 752 Children Social Care2026/27 183 Practice Educators growth bid. 32 - - 32 32 32 2026/27 231 Family Hubs - new grant 899 (74) 27 899 825 852 Children Social Care Total 931 (74) 27 931 857 884 Children and Young People's Services Total 12,133 1,676 1,813 12,133 13,809 15,622 Finance0 2026/27 103 Transformation Capital Budget Rebasing - Finance 437 - - 437 437 437 Directorate-Wide 437 - - 437 437 437 Directory of Statutory Accounting Investments and Pensions Total2026/27 111 External Audit Fees 63 - - 63 63 63 Directory of Statutory Accounting Investments and Pensions Total Total 63 - - 63 63 63 Service Finance & Business Partnering2026/27 108 Temporary Pressure on Staffing Req't pending delivery of FMP Improvements 1,618 (537) (802) 1,618 1,081 279 2026/27 226 Insurance Growth 474 - - 474 474 474 Service Finance & Business Partnering Total 2,092 (537) (802) 2,092 1,555 753 2025/26 058 HB Subsidy - Recovery of Overpayments 100 100 100 100 200 300 2025/26 068 HB Admin Subsidy - 100 100 - 100 200 2026/27 033 Client Financial Affairs - bank charges 10 - - 10 10 10 2026/27 035 Increase in postage costs 14 - - 14 14 14 2026/27 054 Finance Modernisation Programme 350 (350) - 350 - - 2026/27 091 Revenues & Benefits Capita Contract 38 - - 38 38 38 2026/27 158 Future of Financial Systems 234 (100) - 234 134 134 2026/27 179 Income Control Bank Charges 49 - - 49 49 49 2026/27 228 Search Fees 15 - - 15 15 15 Strategic & Operational Finance Total 810 (250) 200 810 560 760 Finance Total 3,402 (787) (602) 3,402 2,615 2,013 Residents Services0 2026/27 106 Transformation Capital Budget Rebasing - Homes & Communities 23 - - 23 23 23 Directorate-Wide 23 - - 23 23 23 Environment2025/26 067 Extended Producer Responsibility 797 598 448 797 1,395 1,843 2026/27 092 Loss of income recharges to HRA - no longer applicable 128 - - 128 128 128 2026/27 2027/28 2028/29 2026/27 2027/28 2028/29 Annual Annual Annual Cumulative Cumulative Cumulative Change Change Change Change Change Change (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) Appendix B2 - Service Directorate Growth 2026/27 094 Tree Maintenance - Staff and revenue budget 430 - - 430 430 430 2026/27 095 Extra crews for the new food waste vehicles 258 - - 258 258 258 2026/27 096 Garden Waste Bag Tags 137 - - 137 137 137 2026/27 097 New Term Service Contract 45 - - 45 45 45 2026/27 098 Country Park Management staff and maintenance 54 - (54) 54 54 - 2026/27 100 New Term Service Contract 160 - - 160 160 160 2026/27 101 FLEET Maintenance and Repair Contract annual increases 130 217 269 130 347 616 2026/27 102 Rebasing of garden waste income budget 610 - - 610 610 610 2026/27 135 NYGL civic amenities site Budget pressure savings brought forward 165 - - 165 165 165 2026/27 162 NYGL civic amenities site 70 - - 70 70 70 2026/27 182 Waste disposal management (resource) 94 - - 94 94 94 2026/27 186 Electrical Vehicle Charging (EVC) budget realignment 46 - - 46 46 46 2026/27 230 Fleet Insurance 351 - - 351 351 351 Environment Total 3,475 815 663 3,475 4,290 4,953 Assets2025/26 001 Review Garage Voids 180 - - 180 180 180 2025/26 002 Review of Commercial Leases 200 - - 200 200 200 2025/26 003 Maximisation of Council Assets 75 - - 75 75 75 2026/27 028 Review of Civic Centre Operating Costs (2024/25 MTFS) 274 - - 274 274 274 2026/27 208 Family Hub Ruislip YPC Flood Surveys 200 (200) - 200 - - 2026/27 215 NNDR Multipliers 222 - - 222 222 222 2026/27 225 Landlord Liaison Team - Removel of Grant 35 - - 35 35 35 Assets Total 1,186 (200) - 1,186 986 986 Communitity Safety and Enforcment2026/27 078 Principal Emergency Planning and Continuity Officer 60 - - 60 60 60 Communitity Safety and Enforcment Total 60 - - 60 60 60 Community Safety And Enforcement2026/27 071 Domestic Abuse Related Death Review Cost Pressures 20 - - 20 20 20 2026/27 072 Community Impacts Officer 60 - - 60 60 60 2026/27 073 Parking pay and display income rebasing 600 - - 600 600 600 2026/27 074 Counsel and Investigative Costs 150 - - 150 150 150 2026/27 075 Domestic Abuse Support Officer 40 - - 40 40 40 2026/27 079 Private Sector Housing Growth & Recruitment 180 (100) - 180 80 80 2026/27 080 Proceeds of Crime and POCA Investigations 100 - - 100 100 100 2026/27 2027/28 2028/29 2026/27 2027/28 2028/29 Annual Annual Annual Cumulative Cumulative Cumulative Change Change Change Change Change Change (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) Appendix B2 - Service Directorate Growth 2026/27 081 Stray Dogs Contract 15 - - 15 15 15 2026/27 112 Parking budget rebasing 210 - - 210 210 210 2026/27 113 Parking enforcement costs 80 - - 80 80 80 2026/27 153 Out of Hours Nuisance Service Review 220 - - 220 220 220 2026/27 169 Budget Rebasing - Food Safety Income 488 - - 488 488 488 2026/27 196 Domestic Abuse Support Services Contracts 80 - - 80 80 80 2026/27 197 Parking Services Programme Management Capacity 95 - - 95 95 95 2026/27 199 Rebasing of postal charges 162 - - 162 162 162 2026/27 201 Domestic Abuse Support Officer - service growth proposal 76 - - 76 76 76 Community Safety And Enforcement Total 2,576 (100) - 2,576 2,476 2,476 Community Services2026/27 210 Lake Farm BMX Track 10 - - 10 10 10 Community Services Total 10 - - 10 10 10 Health and Strategic Partnership2026/27 124 Additional management responsibility or Emergency planning manager and correction to Historic budget shortfall13 - - 13 13 13 Health and Strategic Partnership Total 13 - - 13 13 13 Homes and Communities2026/27 168 Budget Rebasing - Budget adjustment - Director of Central Services 451 - - 451 451 451 Homes and Communities Total 451 - - 451 451 451 Housing2025/26 052 Homelessness Prevention 2,000 - - 2,000 2,000 2,000 2026/27 083 Base TA Budget Reset 4,872 - - 4,872 4,872 4,872 2026/27 088 TA Rental Inflation 772 - - 772 772 772 2026/27 144 Homeless Support Growth 1,500 - - 1,500 1,500 1,500 2026/27 170 Unrealised Savings - Temporary Accommodation 3,600 - - 3,600 3,600 3,600 2026/27 171 Service Level Agreements 354 - - 354 354 354 2026/27 188 TA Mix-Percent larger households in TA 182 - - 182 182 182 2026/27 205 Base TA Budget Growth 8,235 - - 8,235 8,235 8,235 Housing Total 21,515 - - 21,515 21,515 21,515 2026/27 043 Planning Legal Budget 35 - - 35 35 35 2026/27 045 CIL Admin Budget Rebasing 298 - - 298 298 298 2026/27 046 Dangerous Structures Out of Hours Service Budget 30 - - 30 30 30 2026/27 047 Removal of MVF from Statutory, Demand-Led, Income Generating Posts 172 - - 172 172 172 2026/27 132 Potential CIL Income Reduction 50 - - 50 50 50 2026/27 157 Funding for Additional Parking Management Schemes 60 - - 60 60 60 2026/27 2027/28 2028/29 2026/27 2027/28 2028/29 Annual Annual Annual Cumulative Cumulative Cumulative Change Change Change Change Change Change (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) Appendix B2 - Service Directorate Growth 2026/27 187 Strategic Asset Optimisation Project 160 - (160) 160 160 - 2026/27 232 Implementation of Additional Licensing Policy 130 - - 130 130 130 Planning and Sustainable Growth Total 935 - (160) 935 935 775 Residents Services2026/27 093 Household recycling centre - maintenance 80 (40) - 80 40 40 2026/27 099 Resources for bereavement services 60 - - 60 60 60 Residents Services Total 140 (40) - 140 100 100 Corporate Director Place2026/27 161 Rebasing of trade waste income budget 300 - - 300 300 300 2026/27 164 Street inspections digitally performed 70 - - 70 70 70 Corporate Director Place Total 370 - - 370 370 370 Environment2025/26 046 Waste Disposal Levy & Contracts 311 656 679 311 967 1,646 Environment Total 311 656 679 311 967 1,646 Residents Services Total 31,066 1,131 1,182 31,066 32,197 33,379 Growth Total 69,495 12,049 16,726 69,495 81,544 98,270 2026/27 2027/28 2028/29 2026/27 2027/28 2028/29 Annual Annual Annual Cumulative Cumulative Cumulative Change Change Change Change Change Change (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) Corporate BudgetsCorporate Expenditure2025/26 027 Target Operating Model 5,000 - - 5,000 5,000 5,000 2025/26 028 Procurement Saving 600 - - 600 600 600 2025/26 033 Pension Contribution (3,771) - - (3,771) (3,771) (3,771) 2025/26 054 Capital Financing Costs 7,982 2,000 2,000 7,982 9,982 11,982 2025/26 057 Concessionary Fares (81) 642 618 (81) 561 1,179 2025/26 060 Added-Years Pension Costs (25) (25) (25) (25) (50) (75) 2026/27 017 Capital Financing Costs on Potential EFS Support 1,596 5,545 4,328 1,596 7,142 11,469 2026/27 227 Corporate Inflation 12,592 7,629 7,777 12,592 20,221 27,998 Corporate Expenditure Total 23,893 15,791 14,698 23,893 39,685 54,382 Corporate Funding2025/26 059 Cost of Older People Discount (75) (70) (65) (75) (145) (210) 2025/26 071 Collection Fund Adj (866) - - (866) (866) (866) 2026/27 013 Impact of Fair Funding Review (25,500) (22,500) (23,700) (25,500) (48,000) (71,700) 2026/27 016 2024/25 Collection Fund Deficit Charged to 2026/27 Revenue 10,217 (10,217) - 10,217 - - 2026/27 218 Council Tax - Taxbase Increase 1,333 (718) (1,306) 1,333 615 (690) 2026/27 219 Council Tax - Changes to Local Council Tax Support Scheme (3,384) 46 83 (3,384) (3,338) (3,255) 2026/27 220 Council Tax - Second Homes Premium (72) - - (72) (72) (72) 2026/27 221 Council Tax - Increase in Band D Charge (7,796) (8,256) (8,823) (7,796) (16,052) (24,875) Corporate Funding Total (26,143) (41,715) (33,811) (26,143) (67,858) (101,669) Corporate Income2026/27 001 Cessation of New Homes Bonus Grant 85 - - 85 85 85 2026/27 233 Adults - Fees & Charges 2026/27 Uplift from 10% on Discretionary Charges 10 - - 10 10 10 Residents - Fees & Charges 26-27 Uplift from 10% on Discretionary Charges (413) (500) (500) (413) (913) (1,413) Corporate Income Total (318) (500) (500) (318) (818) (1,318) Transfers +/- Reserves & Provisions2025/26 055 Corporate Risk & Contingency Provision 10,000 5,000 3,000 10,000 15,000 18,000 Savings Risk Provision - - 2,000 - - 2,000 2025/26 072 Transfer to Reserves 14,428 (2,258) (1,810) 14,428 12,170 10,360 2026/27 012 Contributions To/(From) General Reserves (10,264) 2,258 1,810 (10,264) (8,006) (6,196) Transfers +/- Reserves & Provisions Total 14,164 5,000 5,000 14,164 19,164 24,164 Unallocated Budgets and Corporate Funding2025/26 066 Better Care Fund (170) (174) - (170) (344) (344) 2025/26 069 Levy Allocation 396 - - 396 396 396 Unallocated Budgets and Corporate Funding Total 226 (174) - 226 52 52 Corporate Budgets Total 11,823 (21,598) (14,613) 11,823 (9,775) (24,388) Appendix B3 - Corporate Budget Changes

Text extracted automatically from the PDF, so layout, tables and images are not shown. Open the original PDF on LB Hillingdon’s website.

📄 Appendix C - General Fund: Capital Programme , item 5. PDF 42 KB
Read the text of this document (2 pages)
Appendix C General Fund Capital Programme 2026/27 to 2030/31 2026/27 2027/28 2028/29 2029/30 2030/31 5-Year Total Borrowing Other Total Funding £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Major Projects Residents Services Hillingdon Water Sports Facility & Activity Centre 8,234 6,234 7,000 238 0 21,706 0 (21,706) (21,706) Cedars and Grainges 250 2,500 5,000 2,350 50 10,150 (10,150) 0 (10,150) Refurbishment of Crematorium 750 4,000 4,240 603 0 9,593 (6,593) (3,000) (9,593) Civic Centre Transformation 3,500 0 0 0 0 3,500 (3,500) 0 (3,500) Garage Site Refurbishment 1,000 1,000 850 0 0 2,850 (2,850) 0 (2,850) Yiewsley/Otterfield Library 776 53 0 0 0 829 (829) 0 (829) Hayes Canal Project 7 5 00000 750 0 (750) (750) Harlington Road Fuel Pumps and Canopy Replacement 718 15 0 0 0 733 (733) 0 (733) Motor Vehicle Workshop - Relocation 7 0 00000 700 (700) 0 (700) Jubilee Leisure Centre, West Drayton 6 0 70000 607 (607) 0 (607) Carbon Initiatives 5 0 00000 500 0 (500) (500) Flood Alleviation 300 50 0 0 0 350 0 (350) (350) St Martins Approach (Former Citizens Advice Bureau Site) 3 0 00000 300 (300) 0 (300) Cranford Park Heritage 2 0 00000 200 (200) 0 (200) Parking Services Improvements 50 50 0 0 0 100 (100) 0 (100) Endeavours Sea Scouts New build 6 00000 60 0 (60) (60) Uxbridge Cemetery Gatehouse & Chapel Refurbishment 2 20000 22 (22) 0 (22) Residents Services Total 18,717 13,902 17,090 3,191 50 52,949 (26,583) (26,366) (52,949) Children's & Young Peoples Services SRP/ SEND Meadow High School - Northwood Road 8,578 380 0 0 0 8,958 (8,958) 0 (8,958) Secondary School Expansions 3,835 214 0 0 0 4,049 0 (4,049) (4,049) SRP / SEND Meadow School - Royal Lane 2 5 00000 250 (250) 0 (250) Charville Lane - Children Specialist House 8 60000 86 (86) 0 (86) Youth Provision 2nd Ickenham Scouts Group 6 00000 60 0 (60) (60) Children's & Young Peoples Services Total 12,809 594 0 0 0 13,403 (9,294) (4,109) (13,403) Major Projects Total 31,526 14,496 17,090 3,191 50 66,352 (35,877) (30,475) (66,352) Programme of Works Residents Services Highways Structural Works 6,152 6,152 6,152 6,152 6,152 30,760 (25,000) (5,760) (30,760) Vehicle Replacement Programme 3,533 6,291 3,534 7,115 1,750 22,223 (22,223) 0 (22,223) Disabled Facilities Grant 2,146 2,146 2,146 2,146 2,146 10,730 0 (10,730) (10,730) Devolved Capital to Schools 2,000 2,000 2,000 2,000 2,000 10,000 0 (10,000) (10,000) Property Works Programme 1,840 1,480 1,520 1,400 1,400 7,640 (7,640) 0 (7,640) Transport for London Funded Schemes 1,458 1,458 1,458 1,458 1,458 7,290 0 (7,290) (7,290) Replacement of Street Light Columns 600 600 600 600 600 3,000 (3,000) 0 (3,000) Highways Bridges and Structures 400 400 400 300 300 1,800 (1,800) 0 (1,800) CCTV Programme 409 462 262 257 187 1,577 (1,577) 0 (1,577) Playground Refurbishment Programme 200 200 200 200 200 1,000 (1,000) 0 (1,000) Road Safety 120 120 120 120 120 600 (600) 0 (600) Leisure Centre Refurbishment 100 100 100 100 100 500 (500) 0 (500) Residents Services Total 18,958 21,409 18,492 21,848 16,413 97,120 (63,340) (33,780) (97,120) Children's & Young Peoples Services School Building Condition Works 9,200 3,000 3,000 3,417 3,417 22,034 0 (22,034) (22,034) Children's & Young Peoples Services Total 9,200 3,000 3,000 3,417 3,417 22,034 0 (22,034) (22,034) Adult Services & Health Social Care Equipment 3,977 3,977 3,977 3,977 3,977 19,885 0 (19,885) (19,885) Adult Services & Health Total 3,977 3,977 3,977 3,977 3,977 19,885 0 (19,885) (19,885) Corporate Services Digital, Data and Technology Investment 4,198 3,999 50 150 25 8,422 (8,422) 0 (8,422) Corporate Services Total 4,198 3,999 50 150 25 8,422 (8,422) 0 (8,422) Programme of Works Total 36,333 32,385 25,519 29,392 23,832 147,461 (71,762) (75,699) (147,461) Contingency 6,979 2,000 2,000 2,000 2,000 14,979 (14,979) 0 (14,979) Grand Total 74,838 48,881 44,609 34,583 25,882 228,792 (122,618) (106,174) (228,792) 5-Year FundingExpenditure NameDirectorateCategory Appendix C General Fund Capital Programme 2026/27 to 2030/31 Expenditure 2026/27 Prudential Borrowing Existing Grants & Contrib New Grants & Contrib's s106 Funding Total Funding £'000 £'000 £'000 £'000 £'000 £'000 Major Projects Residents Services Hillingdon Water Sports Facility & Activity Centre 8,234 0 (8,234) 0 0 (8,234) Cedars and Grainges 250 (250) 0 0 0 (250) Refurbishment of Crematorium 750 (450) (300) 0 0 (750) Civic Centre Transformation 3,500 (3,500) 0 0 0 (3,500) Garage Site Refurbishment 1,000 (1,000) 0 0 0 (1,000) Yiewsley/Otterfield Library 776 (776) 0 0 0 (776) Hayes Canal Project 750 0 (750) 0 0 (750) Harlington Road Fuel Pumps and Canopy Replacement 718 (718) 0 0 0 (718) Motor Vehicle Workshop - Relocation 700 (700) 0 0 0 (700) Jubilee Leisure Centre, West Drayton 607 (607) 0 0 0 (607) Carbon Initiatives 500 0 0 0 (500) (500) Flood Alleviation 300 0 (300) 0 0 (300) St Martins Approach (Former Citizens Advice Bureau Site) 300 (300) 0 0 0 (300) Cranford Park Heritage 200 (200) 0 0 0 (200) Parking Services Improvements 50 (50) 0 0 0 (50) Endeavours Sea Scouts New build 60 0 (60) 0 0 (60) Uxbridge Cemetery Gatehouse & Chapel Refurbishment 22 (22) 0 0 0 (22) Residents Services Total 18,717 (8,573) (9,644) 0 (500) (18,717) Children's & Young Peoples Services SRP/ SEND Meadow High School - Northwood Road 8,578 (8,578) 0 0 0 (8,578) Secondary School Expansions 3,835 0 (3,497) (338) 0 (3,835) SRP / SEND Meadow School - Royal Lane 250 (250) 0 0 0 (250) Charville Lane - Children Specialist House 86 (86) 0 0 0 (86) Youth Provision 2nd Ickenham Scouts Group 60 0 (60) 0 0 (60) Children's & Young Peoples Services Total 12,809 (8,914) (3,557) (338) 0 (12,809) Major Projects Total 31,526 (17,487) (13,201) (338) (500) (31,526) Programme of Works Residents Services Highways Structural Works 6,152 (5,000) (1,152) 0 0 (6,152) Vehicle Replacement Programme 3,533 (3,533) 0 0 0 (3,533) Disabled Facilities Grant 2,146 0 (2,146) 0 0 (2,146) Devolved Capital to Schools 2,000 0 (385) (1,615) 0 (2,000) Property Works Programme 1,840 (1,840) 0 0 0 (1,840) Transport for London Funded Schemes 1,458 0 (1,458) 0 0 (1,458) Replacement of Street Light Columns 600 (600) 0 0 0 (600) Highways Bridges and Structures 400 (400) 0 0 0 (400) CCTV Programme 409 (409) 0 0 0 (409) Playground Refurbishment Programme 200 (200) 0 0 0 (200) Road Safety 120 (120) 0 0 0 (120) Leisure Centre Refurbishment 100 (100) 0 0 0 (100) Residents Services Total 18,958 (12,202) (5,141) (1,615) 0 (18,958) Children's & Young Peoples Services School Building Condition Works 9,200 0 (9,200) 0 0 (9,200) Children's & Young Peoples Services Total 9,200 0 (9,200) 0 0 (9,200) Adult Services & Health Social Care Equipment 3,977 0 (3,977) 0 0 (3,977) Adult Services & Health Total 3,977 0 (3,977) 0 0 (3,977) Corporate Services Digital, Data and Technology Investment 4,198 (4,198) 0 0 0 (4,198) Corporate Services Total 4,198 (4,198) 0 0 0 (4,198) Programme of Works Total 36,333 (16,400) (18,318) (1,615) 0 (36,333) Contingency 6,979 (6,979) 0 0 0 (6,979) Grand Total 74,838 (40,866) (31,519) (1,953) (500) (74,838) Category Directorate Name Funding

Text extracted automatically from the PDF, so layout, tables and images are not shown. Open the original PDF on LB Hillingdon’s website.

📄 Appendix D – Housing Revenue Account: Revenue , item 5. PDF 155 KB
Read the text of this document (3 pages)
Appendix D Housing Revenue Account 2026/27 to 2030/31 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 Three Year Change Five Year Change £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Rental Income (78,575) (82,288) (86,568) (90,409) (95,334) (99,799) (11,834) (21,224) Other Income (6,831) (7,603) (7,755) (7,910) (8,068) (8,230) (1,079) (1,399) Net Income (85,406) (89,891) (94,323) (98,319) (103,402) (108,029) (12,913) (22,623) Housing & Tenancy Management 28,430 33,878 34,606 35,352 36,197 36,922 6,922 8,492 Repairs and Planned Maintenance 15,004 12,427 12,770 13,123 13,638 13,911 (1,881) (1,093) Capital Programme Funding 18,903 26,520 26,518 26,273 27,705 31,934 7,370 13,031 Interest & Investment Income 22,144 16,195 19,532 22,647 24,911 24,282 503 2,138 Bad Debt Prov and Dev & Risk Contingency 925 871 897 924 951 980 (1) 55 Cross-Cutting 0 0 0 0 0 0 0 0 Operating Costs 85,406 89,891 94,323 98,319 103,402 108,029 12,914 22,624 (Surplus) / Deficit 0 0 0 0 0 0 0 0 Opening HRA General Balance (15,000) (15,000) (15,000) (15,000) (15,000) (15,000) 0 0 In-Year Monitoring Variance Closing HRA General Balance (15,000) (15,000) (15,000) (15,000) (15,000) (15,000) 0 0 HRA Service Budgets Appendix D Housing Revenue Account 2026/27 to 2030/31 Housing Revenue Account Rental Income Breakdown 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 Three Year Change Five Year Change £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Resources CPI+1% CPI+1% CPI+1% CPI+1% CPI+1% CPI+1% Increase in rents 2.7% 4.8% 3.0% 3.0% 3.0% 3.0% Average Weekly Rent (£) £141.11 £147.88 £152.32 £156.89 £161.60 £166.44 £15.78 £25.33 Increase/(Decrease) in Number of Dwellings 152 6 252 147 150 381 (5) 229 Opening Number of Dwellings 10,518 10,670 10,676 10,928 11,075 11,225 410 707 Closing Number of Dwellings 10,670 10,676 10,928 11,075 11,225 11,606 405 936 Average Number of Dwellings 10,594 10,673 10,802 11,002 11,150 11,416 408 822 Gross Dwelling Rents 78,291 83,012 87,331 91,208 96,180 100,686 12,917 22,395 Void Risk Contingency inc. Regen (681) (724) (764) (799) (846) (887) (118) (206) Net Dwelling Rents 78,575 82,912 88,164 92,695 98,334 103,212 14,121 24,637 Total Resources 78,575 82,912 88,164 92,695 98,334 103,212 14,121 24,637 Appendix D Housing Revenue Account 2026/27 to 2030/31 2026/27 2027/28 2028/29 2029/30 2030/31 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Inflation Rates Workforce Expenditure (including Pension costs) N/A 3.0% 2.0% 2.0% 2.0% 2.0% 7.0% 11.0% Contracted Expenditure and Materials N/A 2.8% 2.0% 2.0% 2.0% 2.0% 6.8% 10.8% Other Expenditure N/A 2.8% 2.0% 2.0% 2.0% 2.0% 6.8% 10.8% Fuel N/A 0.0% 2.0% 2.0% 2.0% 2.0% 4.0% 8.0% Energy Gas N/A 0.3% 5.0% 5.0% 5.0% 5.0% 10.3% 20.3% Energy Electricity N/A 5.0% 5.0% 5.0% 5.0% 5.0% 15.0% 25.0% Inflation Projections Housing & Tenancy Management N/A 1,487 704 720 819 697 2,911 4,427 Repairs and Planned Maintenance N/A 686 342 353 515 273 1,381 2,169 Bad Debt Prov and Dev & Risk Contingency N/A 45 26 27 28 29 98 155 Gross Inflation Requirement 0 2,218 1,072 1,100 1,362 999 4,390 6,751 Other Income N/A (772) (152) (155) (158) (162) (1,079) (1,399) Total Inflation Provision 1,446 920 945 1,204 837 3,311 5,352 Housing Revenue Account Inflation Provision 2025/26 Annual Movement in Budget Requirement Three Year Change Five Year Change

Text extracted automatically from the PDF, so layout, tables and images are not shown. Open the original PDF on LB Hillingdon’s website.

📄 Appendix E – Housing Revenue Account: Capital Programme , item 5. PDF 61 KB
Read the text of this document (2 pages)
Appendix E HRA Capital Programme 2026/27 to 2030/31 2026/27 2027/28 2028/29 2029/30 2030/31 5-Year Total Borrowing Other Total Funding £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Major Projects HRA In-House Housing Supply Acquisitions 50,000 0 0 0 0 50,000 (30,000) (20,000) (70,000) Development Yiewsley Housing Scheme 16,687 8,169 407 0 0 25,263 (19,607) (5,656) (30,919) Existing FRI Leases - HRA 16,732 0 0 0 0 16,732 (16,732) 0 (16,732) Campbell and Hale End Close rebuild/redevelopment 1,000 2,000 2,000 2,000 2,000 9,000 (4,500) (4,500) (13,500) Redevelopment of 1-10 Nelson Lane 1,000 3,500 3,500 0 0 8,000 (8,000) 0 (8,000) Development Northwood Hills Library 372 4,882 662 83 0 5,999 (5,999) 0 (5,999) Development Harefield Library Housing Units 512 1,792 2,048 500 0 4,852 (2,426) (2,426) (7,278) Staying Close Acquisition Programme 2,772 0 0 0 0 2,772 (2,772) 0 (2,772) Garage Site New Peachy Lane 500 1,250 0 0 0 1,750 (875) (875) (2,625) Sullivan Crescent Housing ( CornFlower Place ) 68 0 0 0 0 68 (34) (34) (102) Major Projects Total 89,644 21,593 8,617 2,583 2,000 124,437 (90,946) (33,491) (157,928) Programme of Works Works to Stock - Reactive and Planned Capital Budget 29,793 30,091 27,082 24,374 21,936 133,276 0 (133,276) (266,552) Green Homes Initiative - Reactive and Planned Capital Budget 10,000 10,000 6,000 5,000 3,000 34,000 (34,000) 0 (34,000) Major Adaptations 4,000 4,000 3,500 3,500 3,000 18,000 (18,000) 0 (18,000) Programme of Works Total 43,793 44,091 36,582 32,874 27,936 185,276 (52,000) (133,276) (318,552) Hayes Regen Hayes Regeneration - Avondale Phases 2 and 1B 2,921 38,000 58,500 25,000 3,579 128,000 (76,800) (51,200) (179,200) Hayes Regeneration Phase 1 and 1A 13,206 41,812 29,462 0 0 84,480 (48,448) (36,032) (120,512) Hayes Regen Total 16,127 79,812 87,962 25,000 3,579 212,480 (125,248) (87,232) (299,712) Grand Total 149,564 145,496 133,161 60,456 33,515 522,192 (268,193) (253,999) (776,191) 5-Year Expenditure NameCategory 5-Year Funding Appendix E HRA Capital Programme 2026/27 to 2030/31 Prudential Borrowing Revenue Contribs RTB Capital Receipts New Grants & Contribs Existing Grants & Contrib £'000 £'000 £'000 £'000 £'000 £'000 Major Projects HRA In-House Housing Supply Acquisitions 50,000 (30,000) 0 (20,000) 0 0 Development Yiewsley Housing Scheme 16,687 (16,687) 0 0 0 0 Existing FRI Leases - HRA 16,732 (16,732) 0 0 0 0 Campbell and Hale End Close rebuild/redevelopment 1,000 (500) 0 0 (500) 0 Redevelopment of 1-10 Nelson Lane 1,000 (1,000) 0 0 0 0 Development Northwood Hills Library 372 (372) 0 0 0 0 Development Harefield Library Housing Units 512 (256) 0 0 (256) 0 Staying Close Acquisition Programme 2,772 (2,772) 0 0 0 0 Garage Site New Peachy Lane 500 (250) 0 0 (250) 0 Sullivan Crescent Housing ( CornFlower Place ) 68 (34) 0 0 0 (34) Major Projects Total 89,644 (68,604) 0 (20,000) (1,006) (34) Programme of Works Works to Stock - Reactive and Planned Capital Budget 29,793 0 (29,793) 0 0 0 Green Homes Initiative - Reactive and Planned Capital Budget 10,000 (10,000) 0 0 0 0 Major Adaptations 4,000 (4,000) 0 0 0 0 Programme of Works Total 43,793 (14,000) (29,793) 0 0 0 Hayes Regen Hayes Regeneration - Avondale Phases 2 and 1B 2,921 (2,921) 0 0 0 0 Hayes Regeneration Phase 1 and 1A 13,206 (13,206) 0 0 0 0 Hayes Regen Total 16,127 (16,127) 0 0 0 0 Grand Total 149,564 (98,731) (29,793) (20,000) (1,006) (34) Category Name 2026/27 Funding 2026/27 Expenditure

Text extracted automatically from the PDF, so layout, tables and images are not shown. Open the original PDF on LB Hillingdon’s website.

📄 Appendix F - Fees and Charges , item 5. PDF 1 MB
Read the text of this document (99 pages)
Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % 1. Corporate Communications Advertising charges in Hillingdon People Full page B 2,528.40 2,528.40 STD 2,528.40 0.00% 2,528.40 0.00% 01-Apr-25 Half page B 1,444.80 1,444.80 STD 1,444.80 0.00% 1,444.80 0.00% 01-Apr-25 Quarter page B 752.85 752.85 STD 752.85 0.00% 752.85 0.00% 01-Apr-25 Eighth page B 452.55 452.55 STD 452.55 0.00% 452.55 0.00% 01-Apr-25 Display box B 218.40 218.40 STD 218.40 0.00% 218.40 0.00% 01-Apr-25 Back page B 2,889.60 2,889.60 STD 2,889.60 0.00% 2,889.60 0.00% 01-Apr-25 Inside front full page B 2,709.00 2,709.00 STD 2,709.00 0.00% 2,709.00 0.00% 01-Apr-25 Inside front half page B 1,535.10 1,535.10 STD 1,535.10 0.00% 1,535.10 0.00% 01-Apr-25 Advertising Notice Board Display - Rental Charge R 55.65 55.65 STD 61.20 9.97% 61.20 9.97% 01-Apr-25 01-Apr-26 Bill posting fee - Up to 3 posters R 294.00 294.00 STD 323.40 10.00% 323.40 10.00% 01-Apr-25 01-Apr-26 2. Revenues And Benefits Court Summons Council Tax- Summons Fee R 122.00 122.00 NB 130.00 6.56% 130.00 6.56% 01-Apr-11 01-Apr-26 Council Tax- Liability Order R 0.00 0.00 NB 20.00 0.00% 20.00 6.97% 01-Apr-11 01-Apr-26 NNDR - Summons Fee R 165.00 165.00 NB 162.00 -1.82% 162.00 -1.82% 01-Apr-11 01-Apr-26 NNDR - Liability Order R 0.00 0.00 NB 23.00 0.00% 23.00 8.01% 01-Apr-11 01-Apr-26 Type of Fee / Charge TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge 3. Registrar Certificates Birth Certificates M 12.50 12.50 NB 12.50 0.00% 12.50 0.00% 01-Apr-24 Register 0.00 0.00 Registration of name of child or of alteration of name M 44.00 44.00 NB 44.00 0.00% 44.00 0.00% 01-Apr-24 Correction to Register - person with custody of register M 83.00 83.00 NB 83.00 0.00% 83.00 0.00% 01-Apr-24 Correction to Register - person with custody of register on authority of General Registrar M 99.00 99.00 NB 99.00 0.00% 99.00 0.00% 01-Apr-24 Marriages/Civil Partnerships (Statutory fees) Entry of each notice M 42.00 42.00 NB 42.00 0.00% 42.00 0.00% 01-Apr-24 Notice of Marriage - Immigration Checks M 57.00 57.00 NB 57.00 0.00% 57.00 0.00% 01-Apr-24 Letter provided by General Registar confirming that no record of marriage found M 55.00 55.00 NB 55.00 0.00% 55.00 0.00% 01-Apr-24 Basic ceremony/Schedule in Superintendent's Office M 56.00 56.00 NB 56.00 0.00% 56.00 0.00% 01-Apr-24 Registrar's attendance at Registered Building M 104.00 104.00 NB 104.00 0.00% 104.00 0.00% 01-Apr-24 Ceremony Fees (Non - Statutory fees) Ceremony in Four Seasons Room (Mon- Thurs) M 295.00 295.00 STD 295.00 0.00% 295.00 0.00% 01-Apr-25 Ceremony in Four Seasons Room (Fri) M 378.00 378.00 STD 378.00 0.00% 378.00 0.00% 01-Apr-25 Ceremony Fee in Four Seasons Room (Sat) M 431.00 431.00 STD 431.00 0.00% 431.00 0.00% 01-Apr-23 Ceremony Fee in Four Seasons Room (Sun) M 610.00 610.00 STD 610.00 0.00% 610.00 0.00% 01-Apr-25 Ceremony Fee in four seasons room (Out of Hours and Bank Holiday M 678.00 678.00 STD 678.00 0.00% 678.00 0.00% 01-Apr-25 (Mon - Thurs) Nova Room (20pax) M 295.00 295.00 STD 295.00 0.00% 295.00 0.00% 01-Apr-25 (Mon - Thurs) Astra Suite (80pax) M 530.00 530.00 STD 530.00 0.00% 530.00 0.00% 01-Apr-25 Nova Room (20pax) (Fri) M 378.00 378.00 STD 378.00 0.00% 378.00 0.00% 01-Apr-25 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Astra Suite (80pax) (Fri) M 640.00 640.00 STD 640.00 0.00% 640.00 0.00% 01-Apr-25 Nova Room (20pax) (Sat) M 431.00 431.00 STD 431.00 0.00% 431.00 0.00% 01-Apr-25 Astra Suite (80pax) (Sat) M 640.00 640.00 STD 640.00 0.00% 640.00 0.00% 01-Apr-25 Nova Room (20pax) (Sun) M 610.00 610.00 STD 610.00 0.00% 610.00 0.00% 01-Apr-25 Astra Suite (80pax) (Sun) M 715.00 715.00 STD 715.00 0.00% 715.00 0.00% 01-Apr-25 Nova Room (20pax) (Out of Hours) M 678.00 678.00 STD 678.00 0.00% 678.00 0.00% 01-Apr-25 Astra Suite (80pax) (Out of Hours) M 1,020.00 1,020.00 STD 1,020.00 0.00% 1,020.00 0.00% 01-Apr-25 Nova Room Hire per hour (excluding ceremony) M 70.00 70.00 STD 70.00 0.00% 70.00 0.00% 01-Apr-25 Astra Suite Hire per hour (excluding ceremony) M 130.00 130.00 STD 130.00 0.00% 130.00 0.00% 01-Apr-25 Ceremony at approved Premises (Mon - Thurs) M 565.00 565.00 EXP 565.00 0.00% 565.00 0.00% 01-Apr-25 Ceremony at approved Premises (Fri - Sat) M 678.00 678.00 EXP 678.00 0.00% 678.00 0.00% 01-Apr-25 Ceremony at approved Premises (Sun) M 753.00 753.00 EXP 753.00 0.00% 753.00 0.00% 01-Apr-25 Ceremony Fee at approved premises (Out of Hours) M 1,075.00 1,075.00 EXP 1,075.00 0.00% 1,075.00 0.00% 01-Apr-25 Webcasting of wedding ceremonies M 106.00 106.00 STD 106.00 0.00% 106.00 0.00% 01-Apr-25 Citizenship ceremony Citizenship ceremony (Home Office set fee) M 130.00 130.00 NB 130.00 0.00% 130.00 0.00% 01-Apr-23 Electoral Edited registers B 30.00 30.00 NB 30.00 0.00% 30.00 0.00% 01-Apr-23 Credit reference agencies registers B 500.00 500.00 NB 500.00 0.00% 500.00 0.00% 01-Apr-23 Certificate Priority Service 24 Hour M 38.50 38.50 STD 38.50 0.00% 38.50 0.00% 01-Apr-23 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Citizenship ceremony Individual Citizenship ceremony (cost in addition to statutory charge) - Midweek Charge M 151.00 151.00 NB 166.00 9.93% 166.00 9.93% 01-Apr-25 01-Apr-26 Individual Citizenship ceremony (cost in addition to statutory charge) - Saturday Charge M 188.00 188.00 NB 207.00 10.11% 207.00 10.11% 01-Apr-25 01-Apr-26 Civil Funerals Conducting Civil Funerals (Civil Celebrants) M 337.00 337.00 STD 337.00 0.00% 337.00 0.00% 01-Apr-25 Other Change of Name- Deed M 75.00 75.00 NB 83.00 10.67% 83.00 0.00% 01-Apr-23 01-Apr-26 Passport Pre Marriage Form - PD2 M 20.00 20.00 NB 22.00 10.00% 22.00 0.00% 01-Apr-23 01-Apr-26 4. Facilities Management Civic Centre Room Hire Rates CR2 per hour M 33.30 33.30 EXP 36.60 9.91% 36.60 9.91% 01-Apr-25 01-Apr-26 CR3 per hour M 44.20 44.20 EXP 48.60 9.95% 48.60 9.95% 01-Apr-25 01-Apr-26 CR3a per hour M 39.90 39.90 EXP 43.90 10.03% 43.90 10.03% 01-Apr-25 01-Apr-26 CR3/3a combined per hour M 66.50 66.50 EXP 73.20 10.08% 73.20 10.08% 01-Apr-25 01-Apr-26 CR4 per hour M 53.10 53.10 EXP 58.40 9.98% 58.40 9.98% 01-Apr-25 01-Apr-26 CR4a per hour M 39.90 39.90 EXP 43.90 10.03% 43.90 10.03% 01-Apr-25 01-Apr-26 CR4/4a combined per hour M 66.60 66.60 EXP 73.30 10.06% 73.30 10.06% 01-Apr-25 01-Apr-26 CR5 per hour M 66.60 66.60 EXP 73.30 10.06% 73.30 10.06% 01-Apr-25 01-Apr-26 CR6 per hour M 66.60 66.60 EXP 73.30 10.06% 73.30 10.06% 01-Apr-25 01-Apr-26 CR7 per hour M 31.10 31.10 EXP 34.20 9.97% 34.20 9.97% 01-Apr-25 01-Apr-26 CR9 per hour M 33.30 33.30 EXP 36.60 9.91% 36.60 9.91% 01-Apr-25 01-Apr-26 Interview rooms per hour M 20.90 20.90 EXP 23.00 10.05% 23.00 10.05% 01-Apr-25 01-Apr-26 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Council Chamber per hour M 127.80 127.80 EXP 140.60 10.02% 140.60 10.02% 01-Apr-25 01-Apr-26 Middlesex Suite (Day) per hour - Take out now the Library M 115.90 115.90 EXP 127.50 10.01% 127.50 10.01% 01-Apr-25 01-Apr-26 Middlesex Suite (Night) per hour -Take out now the Library M 162.00 162.00 EXP 178.20 10.00% 178.20 10.00% 01-Apr-25 01-Apr-26 Bar Area per hour M 63.50 63.50 EXP 69.90 10.08% 69.90 10.08% 01-Apr-25 01-Apr-26 5. Estates & Valuation Other Licence to assign leases: initial flat rate M 537.40 537.40 EXP 591.10 9.99% 591.10 9.99% 01-Apr-25 01-Apr-26 Thereafter: fee scale at officer rate: Principal Valuer M 118.30 118.30 EXP 130.10 9.97% 130.10 9.97% 01-Apr-25 01-Apr-26 Qualified Valuer M 95.10 95.10 EXP 104.60 9.99% 104.60 9.99% 01-Apr-25 01-Apr-26 Assistant / admin officer M 72.10 72.10 EXP 79.30 9.99% 79.30 9.99% 01-Apr-25 01-Apr-26 Licence to make alterations to leases fee scale at officer rate: Principal Valuer M 118.30 118.30 EXP 130.10 9.97% 130.10 9.97% 01-Apr-25 01-Apr-26 Qualified Valuer M 95.10 95.10 EXP 104.60 9.99% 104.60 9.99% 01-Apr-25 01-Apr-26 Assistant Valuer / admin officer M 72.10 72.10 EXP 79.30 9.99% 79.30 9.99% 01-Apr-25 01-Apr-26 Licence to change or extend leases fee scale at officer rate: Principal Valuer M 118.30 118.30 EXP 130.10 9.97% 130.10 9.97% 01-Apr-25 01-Apr-26 Qualified Valuer M 95.10 95.10 EXP 104.60 9.99% 104.60 9.99% 01-Apr-25 01-Apr-26 Assistant Valuer / admin officer M 72.10 72.10 EXP 79.30 9.99% 79.30 9.99% 01-Apr-25 01-Apr-26 Party Wall award Administrative Charge M 385.50 NEW 385.50 NEW 01-Apr-26 Additional Hourly Rate: Programme Co- Ordinator M 54.00 NEW 54.00 NEW 01-Apr-26 Additional Hourly Rate: Head of Capital Works M 105.00 NEW 105.00 NEW 01-Apr-26 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Arbitration of disputes regards leases related charges : Photocopying Assistant / admin officer M 72.10 72.10 EXP 79.30 9.99% 79.30 9.99% 01-Apr-25 01-Apr-26 Transport M LBH milage rates LBH milage rates EXP LBH milage rates N/A LBH milage rates N/A 01-Apr-24 01-Apr-26 Licence to install satellite dishes per licence M 118.30 118.30 EXP 130.10 9.97% 130.10 9.97% 01-Apr-25 01-Apr-26 6. Highways Cars for Sale on the Highway Removals - full cost and storage of removed vehicle until collection by owner. B N/A N/A NB N/A N/A N/A N/A 01-Apr-25 01-Apr-26 "A"Board fees & charges - if have to remove these full costs charged to relevant party. Initial application fee B 79.00 79.00 NB 87.00 10.13% 87.00 10.13% 01-Apr-25 01-Apr-26 Once approved by Planning a further: B 147.50 147.50 NB 162.50 10.17% 162.50 10.17% 01-Apr-25 01-Apr-26 Thereafter annual fee B 227.50 227.50 NB 250.50 10.11% 250.50 10.11% 01-Apr-25 01-Apr-26 Public Rights of Way Application to change definitive map & statement M 230.00 230.00 NB 253.00 10.00% 253.00 10.00% 01-Apr-25 01-Apr-26 Highways Enquires For legal purposes requiring a written response M 76.70 76.70 NB 84.50 10.17% 84.50 10.17% 01-Apr-25 01-Apr-26 Streetworks Inspection / Licensing Sample Inspection B N/A 50.00 NB N/A N/A 50.00 0.00% 01-Apr-17 Defected Works B N/A 47.50 NB N/A N/A 47.50 0.00% 01-Apr-17 Utilities Fixed Penalty Notices (FPNs) paid in 30 days B N/A 80.00 NB N/A N/A 80.00 0.00% 01-Apr-17 Utilities Fixed Penalty Notices (FPNs) paid after 30 days B N/A 120.00 NB N/A N/A 120.00 0.00% 01-Apr-17 Working Without a Permit (WWP) paid in 30 days B N/A 300.00 NB N/A N/A 300.00 0.00% 01-Apr-17 Working Without a Permit (WWP) paid after 30 days B N/A 500.00 NB N/A N/A 500.00 0.00% 01-Apr-17 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge License new plant B N/A 767.50 NB N/A N/A 844.50 10.03% 01-Apr-25 01-Apr-26 License old plant B N/A 767.50 NB N/A N/A 844.50 10.03% 01-Apr-25 01-Apr-26 Statutory charge for Streetworks Overruns (min/day) B N/A 250.00 NB N/A N/A 250.00 0.00% 01-Apr-17 Streetworks Overruns (max/day) B N/A 10,000.00 NB N/A N/A 10,000.00 0.00% 01-Apr-17 Bar marks in front of vehicle crossings M 207.50 207.50 NB 228.50 10.12% 228.50 10.12% 01-Apr-25 01-Apr-26 Section 50 Street Works Licence Excavations up to 1.5m deep B 932.00 932.00 NB 1,025.00 9.98% 1,025.00 9.98% 01-Apr-25 01-Apr-26 Excavations over 1.5m deep B 2,293.00 2,293.00 NB 2,522.00 9.99% 2,522.00 9.99% 01-Apr-25 01-Apr-26 Refundable bond B 300.00 per m² 300.00 per m² NB 300.00 per m² 0.00% 300.00 per m² 0.00% 01-Nov-22 Section 96 Call out fee to inspect damage to highways infrastruture/equipment B 72.00 72.00 NB 79.00 9.72% 79.00 9.72% 01-Apr-25 01-Apr-26 Remedial works to repair damage to highways infrastructure/equipment B At cost plus 25% At cost plus 25% At cost plus 25% 25.00% At cost plus 25% 25.00% 01-Apr-25 01-Apr-26 Section 278 works design check Initial check of outline proposals (non- refundable) B 5,000.00 5,000.00 NB 5,000.00 0.00% 5,000.00 0.00% 01-Apr-24 Administration, design check and inspection of works B 11% of works cost or 5,250 (whichever higher); less fee for initial check 11% of works cost or 5,750 (whichever higher); less fee for initial check NB 12% of works cost or 5,250 (whichever higher); less fee for initial check N/A 12% of works cost or 5,750 (whichever higher); less fee for initial check N/A 01-Apr-25 01-Apr-26 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Minor Highways Fees Vehicle crossing application fee (non- refundable) R 149.00 163.90 NB 164.00 10.07% 180.00 9.82% 01-Apr-25 01-Apr-26 Vehicle crossing application fee (as part of planned works) (non-refundable) R 149.00 163.90 NB 164.00 10.07% 180.00 9.82% 01-Apr-25 01-Apr-26 Vehicle Crossings contstruction fee R At cost plus 5% N/A NB At cost plus 5% N/A N/A N/A 01-Apr-25 01-Apr-26 Vehicle Crossings contstruction fee (as part of planned works) R At 75% cost N/A NB At 75% cost N/A N/A N/A 01-Apr-25 01-Apr-26 Vehicle crossing supervision Fee R 240.00 264.00 NB 264.00 10.00% 290.00 N/A 01-Apr-25 01-Apr-26 Oversail Licences (e.g. cranes and canopies) Additional charges per hr B N/A 76.90 NB N/A N/A 85.00 10.53% 01-Apr-25 01-Apr-26 All Highways enqueries for legal purposes requiring written response M 73.10 76.90 NB 80.00 9.44% 85.00 10.53% 01-Apr-25 01-Apr-26 Commercial crossing application fee R 1,680.00 1,680.00 NB 1,848.00 10.00% 1,848.00 10.00% 01-Apr-25 01-Apr-26 Heavy duty vehicle crossing application fee (non-refundable) R 1,680.00 1,680.00 NB 1,848.00 10.00% 1,848.00 10.00% 01-Apr-25 01-Apr-26 Heavy duty vehicle crossing supervision fee R 551.00 606.00 NB 606.00 9.98% 667.00 10.07% 01-Apr-25 01-Apr-26 Heavy duty vehicle crossings contstruction fee R At cost plus 5% At cost plus 25% NB At cost plus 5% N/A At cost plus 25% N/A 01-Apr-25 01-Apr-26 Additional Highways Enquiries Standard Highways Adoption Question (1 to 3 questions) M 52.30 55.20 NB 57.55 10.04% 60.70 9.96% 01-Apr-25 01-Apr-26 Additional Highways Questions (each) M 18.60 19.40 NB 20.45 9.95% 21.30 9.79% 01-Apr-25 01-Apr-26 Minor Highways Fees Building Materials (charge per application) B 220.00 222.50 NB 242.00 10.00% 245.00 10.11% 01-Apr-25 01-Apr-26 Application for Banners on Street Furniture M 226.50 249.00 NB 249.00 9.93% 274.00 10.04% 01-Apr-25 01-Apr-26 Application for Festive Lights & Decorations M 226.50 249.00 NB 249.00 9.93% 274.00 10.04% 01-Apr-25 01-Apr-26 Skip Licencing (charge per application. (for 1-49) B 81.90 86.00 NB 90.00 9.89% 94.50 9.88% 01-Apr-25 01-Apr-26 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Minor Highways Fees Scaffold / Hoarding (charge per application) B 0.00 318.60 NB 0.00 N/A 350.50 10.01% 01-Apr-25 01-Apr-26 Scaffold / Hoarding (Additional charge per hour) B N/A N/A NB N/A N/A N/A N/A 01-Apr-25 01-Apr-26 Plant & Maintain Licences (Basic cost charged per application) M 255.50 279.00 NB 281.00 9.98% 307.00 10.04% 01-Apr-25 01-Apr-26 Plant & Maintain Licences (Additional cost /hr) B 75.25 75.25 NB 82.80 10.03% 82.80 10.03% 01-Apr-25 01-Apr-26 Mobile Construction Equipment (e.g. cranes on the highway) B 0.00 279.00 NB 0.00 N/A 307.00 10.04% 01-Apr-25 01-Apr-26 Mobile Construction Equipment (e.g. cranes on the highway) Additional cost per hr B 0.00 0.00 NB 0.00 N/A 0.00 N/A 01-Apr-25 01-Apr-26 Oversail Licences (e.g. cranes and canopies) B 0.00 279.00 NB 0.00 N/A 307.00 10.04% 01-Apr-25 01-Apr-26 Entrance to Cellars and Pavement Lights B At cost plus 5% N/A NB At cost plus 5% N/A N/A N/A 01-Apr-25 01-Apr-26 Complete Road Closure - by notice (TTRO) Emergency B 2,256.00 2,260.00 STD 2,481.50 10.00% 2,486.00 10.00% 01-Apr-25 01-Apr-26 Complete Road Closure - by order (TTRO) Planned B 4,752.00 4,752.00 STD 5,225.00 9.95% 5,227.00 10.00% 01-Apr-25 01-Apr-26 Events B 710.00 716.50 STD 780.00 9.86% 790.00 10.26% 01-Apr-25 01-Apr-26 Planned B 3,960.00 3,960.00 STD 4,360.00 10.10% 4,360.00 10.10% 01-Apr-25 01-Apr-26 Events B 680.00 682.50 STD 750.00 10.29% 750.00 9.89% 01-Apr-25 01-Apr-26 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge 7. Libraries Charges Compact Discs - every 3 weeks R 1.65 2.50 NB 1.80 9.09% 2.75 10.00% 01-Apr-25 01-Apr-26 Compact Discs - every 3 weeks (12-17 students & young adults; Leisure card holders) R 0.80 0.80 NB 0.90 12.50% 0.90 12.50% 01-Apr-25 01-Apr-26 CD & Cassettes (Talking Books) - every 3 weeks R 3.20 4.95 NB 3.50 9.38% 5.45 10.10% 01-Apr-25 01-Apr-26 Holds (Reservations) - Self Placed R 0.00 1.25 NB 0.00 0.00% 1.40 12.00% 01-Apr-25 Holds (Reservations) - Staff Placed R 0.00 1.25 NB 0.00 0.00% 1.40 12.00% 01-Apr-25 Lost Tickets R 3.20 3.45 NB 3.50 9.38% 3.80 10.14% 01-Apr-25 01-Apr-26 Lost Tickets (Child and 12-17 12-17 students & young adults) R 1.65 N/A NB 1.80 9.09% N/A 01-Apr-25 01-Apr-26 Fines Books R 0.25 0.30 NB 0.30 20.00% 0.35 16.67% 01-Apr-19 01-Apr-26 Books (12-17 students & young adults) R 0.10 0.10 NB 0.10 0.00% 0.10 0.00% 01-Apr-24 Talking Books R 0.25 0.30 NB 0.30 20.00% 0.35 16.67% 01-Apr-19 01-Apr-26 Talking Books (12-17 students & young adults) R 0.10 0.10 NB 0.10 0.00% 0.10 0.00% 01-Apr-24 Compact Discs R 0.25 0.30 NB 0.30 20.00% 0.35 16.67% 01-Apr-19 01-Apr-26 Compact Discs (12-17 students & young adults) R 0.10 0.10 NB 0.10 0.00% 0.10 0.00% 01-Apr-24 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Printing & Photocopies Black and White PC Prints per A4 sheets R 0.25 0.25 STD 0.30 20.00% 0.30 20.00% 01-Apr-11 01-Apr-26 Colour PC Prints per A4 sheets R 0.60 0.60 STD 0.65 8.33% 0.65 8.33% 01-Apr-25 01-Apr-26 Black & White A4 R 0.15 0.15 STD 0.15 0.00% 0.15 0.00% 01-Apr-11 Black & White A3 R 0.25 0.25 STD 0.30 20.00% 0.30 20.00% 01-Apr-11 01-Apr-26 Colour A4 R 1.60 1.60 STD 1.75 9.38% 1.75 9.38% 01-Apr-25 01-Apr-26 Colour A3 R 1.45 1.45 STD 1.60 10.34% 1.60 10.34% 01-Apr-25 01-Apr-26 Room hire per hour - equipped (Small/Medium/Large). Non-commercial / charity M Small 12.00 Medium 12.60 Large 13.40 Small 20.40 Medium 21.30 Large 21.75 NB Small 13.20 Medium 13.90 Large 14.70 10.00% Small 22.40 Medium 23.40 Large 23.90 10.00% 01-Apr-25 01-Apr-26 Room hire per hour - equipped (S/M/L) Commercial M Small - £21.15 Medium - £22.15 Large - £22.50 Small - £27.30 Medium - £28.55 Large - £29.20 NB Small 23.30 Medium 24.40 Large 24.80 10.00% Small 30.00 Medium 31.40 Large 32.10 10.00% 01-Apr-25 01-Apr-26 Family History Search Fee Family History - Census search - one address - Address & year R 5.50 8.05 STD 6.05 10.00% 8.85 9.94% 01-Apr-25 01-Apr-26 Family History - Census search - one address - same address subsequent year R 2.85 8.05 STD 3.15 10.53% 8.85 9.94% 01-Apr-25 01-Apr-26 Family History - Census search - one address - same address subsequent year to include copies of six entries R 2.85 8.05 STD 3.15 10.53% 8.85 9.94% 01-Apr-25 01-Apr-26 Family History - Local Newspapers Search - Article on one specific event R 5.50 11.50 STD 6.05 10.00% 12.65 10.00% 01-Apr-25 01-Apr-26 Family History - Electoral Register Search - 1890-1914. Name & address. Occupant at one address. (5 year Search) R 5.50 11.50 STD 6.05 10.00% 12.65 10.00% 01-Apr-25 01-Apr-26 Family History - Electoral Register Search- 1920 - onwards. Name & address. Occupant at one address. (5 year Search) R 5.50 11.50 STD 6.05 10.00% 12.65 10.00% 01-Apr-25 01-Apr-26 Family History - Directories Search - Occupant at one address or trade. (5 year Search) R 5.50 11.50 STD 6.05 10.00% 12.65 10.00% 01-Apr-25 01-Apr-26 Family History - Parish Registers Search - Entry of baptism, marriage or burial R 2.85 4.80 STD 3.15 10.53% 5.30 10.42% 01-Apr-25 01-Apr-26 Family History -Rate Books Search - Occupant at one address R 5.50 11.50 STD 6.05 10.00% 12.65 10.00% 01-Apr-25 01-Apr-26 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Family History -Journals Search - Article on one specific topic R 5.50 11.50 STD 6.05 10.00% 12.65 10.00% 01-Apr-25 01-Apr-26 Family History -Photograps Search - Photos of one specific place or topic R 5.50 11.50 STD 6.05 10.00% 12.65 10.00% 01-Apr-25 01-Apr-26 Family History - Maps - Extract showing 1 area. R 5.50 11.50 STD 6.05 10.00% 12.65 10.00% 01-Apr-25 01-Apr-26 Other Research - per half hour R 23.85 32.20 STD 26.25 10.06% 35.40 9.94% 01-Apr-25 01-Apr-26 8. Filming Filming on Location Very Large (50+) Full Day B £3400-£20,000+ £3400-£20,000+ STD £3400-£20,000+ 0.00% £3400-£20,000+ 0.00% 01-Apr-25 Very Large (50+) Half Day B £2165-£7425 £2165-£7425 STD £2165-£7425 0.00% £2165-£7425 0.00% 01-Apr-25 Large (16-50) Full Day B £2475-£6190 £2475-£6190 STD £2475-£6190 0.00% £2475-£6190 0.00% 01-Apr-25 Large (16-50) Half Day B £1240-£3710 £1240-£3710 STD £1240-£3710 0.00% £1240-£3710 0.00% 01-Apr-25 Medium (6-15) Full Day B £1115-£2475 £1115-£2475 STD £1115-£2475 0.00% £1115-£2475 0.00% 01-Apr-25 Medium (6-15) Half Day B £560-£990 £560-£990 STD £560-£990 0.00% £560-£990 0.00% 01-Apr-25 Small (1-5) Full Day B £865-£1860 £865-£1860 STD £865-£1860 0.00% £865-£1860 0.00% 01-Apr-25 Small (1-5) Half Day B £495-£805 £495-£805 STD £495-£805 0.00% £495-£805 0.00% 01-Apr-25 Small (1-5) 1 hour B 195.00 195.00 STD 195.00 0.00% 195.00 0.00% 01-Apr-26 Small Photography per hour B £70-£105 £70-£105 STD £70-£105 0.00% £70-£105 0.00% 01-Apr-25 Medium+ Photography per hour B £155-£310 £155-£310 STD £155-£310 0.00% £155-£310 0.00% 01-Apr-25 Traffic Controls Short Hold Agreement (Half/Full) - LEAD IN: 5 Working Days B £475/£675 (per road) £475/£675 (per road) STD £475/£675 (per road) 0.00% £475/£675 (per road) 0.00% 01-Apr-25 Temporary Traffic Notice - LEAD IN: 5 Weeks B 870.00 870.00 STD 870.00 0.00% 870.00 0.00% 01-Apr-25 Temporary Traffic Order - LEAD IN: Up to 12 Weeks B 2,012.70 2,012.70 STD 2,012.70 0.00% 2,012.70 0.00% 01-Apr-25 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Other Temporary Structure (Half/Full) - LEAD IN: 3 Working Days B £340/£620 £340/£620 STD £340/£620 0.00% £340/£620 0.00% 01-Apr-25 Crane License - LEAD IN: 5 Working Days B POA POA STD POA N/A POA N/A 01-Apr-25 01-Apr-26 Street Furniture Alterations - LEAD IN: 3 Weeks B POA POA STD POA N/A POA N/A 01-Apr-25 01-Apr-26 Lighting Engineer - LEAD IN: Up to 3 Weeks B POA POA STD POA N/A POA N/A 01-Apr-25 01-Apr-26 Street Filming Small (1-5) B 80.00 80.00 STD 80.00 0.00% 80.00 0.00% 01-Apr-25 Medium (6-15) B 190.00 190.00 STD 190.00 0.00% 190.00 0.00% 01-Apr-25 Large (16-50) B 250.00 250.00 STD 250.00 0.00% 250.00 0.00% 01-Apr-25 Very Large (50+) B 335.00 335.00 STD 335.00 0.00% 335.00 0.00% 01-Apr-25 Charity/Student B 35.00 35.00 STD 35.00 0.00% 35.00 0.00% 01-Apr-25 Drone Filming Drone Filming - LEAD IN: 7 Working Days B POA POA STD POA N/A POA N/A 01-Apr-25 01-Apr-26 Parking SYL/DYL Dispensation - LEAD IN: 7 Working Days B 53.00 53.00 STD 53.00 0.00% 53.00 0.00% 01-Apr-25 Parking Permits - LEAD IN: 3 Working Days B 53.00 53.00 STD 53.00 0.00% 53.00 0.00% 01-Apr-25 Bay Suspension* - LEAD IN: Res: 10wd / P&D: 5wd (Please note that longer lead in times will be required for any shoots that involve engagement with residents or suspension of residents’ bays) B £52 per bay per day £52 per bay per day STD £52 per bay per day 0.00% £52 per bay per day 0.00% 01-Apr-25 Bagging Fee B 52.00 52.00 STD 52.00 0.00% 52.00 0.00% 01-Apr-25 Unit Bases B £1485-£3710 per day £1485-£3710 per day STD £1485-£3710 per day 0.00% £1485-£3710 per day 0.00% 01-Apr-25 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge 9. Contact Centre Blue Badge Disabled Parking Blue Badge - New R 10.00 N/A EXP 10.00 0.00% N/A N/A 01-Apr-22 Disabled Parking Blue Badge - Renewal R 10.00 N/A EXP 10.00 0.00% N/A N/A 01-Apr-22 10. Street Naming & Numbering Naming/renaming a road M 423.00 N/A NB 465.00 9.93% N/A N/A 01-Apr-25 01-Apr-26 Naming/renaming a commercial property/block of flats B 461.00 N/A NB 507.00 9.98% N/A N/A 01-Apr-25 01-Apr-26 Naming/renaming a single residential property M 154.00 N/A NB 169.00 9.74% N/A N/A 01-Apr-25 01-Apr-26 Numbering/renumbering of a building M 221.00 N/A NB 243.00 9.95% N/A N/A 01-Apr-25 01-Apr-26 Numbering of a single flat/first flat in a block M 219.00 N/A NB 241.00 10.05% N/A N/A 01-Apr-25 01-Apr-26 Numbering/Renumbering of a flat - multiples of 2-19 (per unit) M 83.00 N/A NB 91.00 9.64% N/A N/A 01-Apr-25 01-Apr-26 Numbering/Renumbering of a flat - multiples of 20+ (per unit) M 38.00 N/A NB 42.00 10.53% N/A N/A 01-Apr-25 01-Apr-26 11. Building Control Table 1 (Erection of New Housing & Flats) - Building Notice Charge -Plan charge 50% : Inspection charge 50% STANDARD FEES 1 R 1,260.00 1,260.00 STD 1,386.00 10.00% 1,386.00 10.00% 01-Apr-25 01-Apr-26 2 R 1,580.00 1,580.00 STD 1,738.00 10.00% 1,738.00 10.00% 01-Apr-25 01-Apr-26 3 R 1,850.00 1,850.00 STD 2,035.00 10.00% 2,035.00 10.00% 01-Apr-25 01-Apr-26 4 R 2,180.00 2,616.00 STD 2,398.00 10.00% 2,878.00 10.02% 01-Apr-25 01-Apr-26 5 to 10 R 3,990.00 3,990.00 STD 4,389.00 10.00% 4,389.00 10.00% 01-Apr-25 01-Apr-26 1 to 5 Flats R 1,770.00 1,770.00 STD 1,947.00 10.00% 1,947.00 10.00% 01-Apr-25 01-Apr-26 5 to 10 Flats R 3,590.00 3,590.00 STD 3,949.00 10.00% 3,949.00 10.00% 01-Apr-25 01-Apr-26 10 Flats + R 245.00 p/h 245.00 p/h STD 270.00 p/h 9.86% 270.00 p/h 9.86% 01-Apr-25 01-Apr-26 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Table 1 (Erection of New Housing & Flats) - Building Notice Charge -Plan charge 50% : Inspection charge 50% REGULARISATION FEES (30% Penalty) 1 R 1,630.00 1,630.00 NB 1,793.00 10.00% 1,793.00 10.00% 01-Apr-25 01-Apr-26 2 R 2,060.00 2,060.00 NB 2,266.00 10.00% 2,266.00 10.00% 01-Apr-25 01-Apr-26 3 R 2,410.00 2,410.00 NB 2,651.00 10.00% 2,651.00 10.00% 01-Apr-25 01-Apr-26 4 R 2,830.00 2,830.00 NB 3,113.00 10.00% 3,113.00 10.00% 01-Apr-25 01-Apr-26 5 to 10 R 5,190.00 5,190.00 NB 5,709.00 10.00% 5,709.00 10.00% 01-Apr-25 01-Apr-26 1 to 5 Flats R 2,300.00 2,300.00 NB 2,530.00 10.00% 2,530.00 10.00% 01-Apr-25 01-Apr-26 6 to 10 Flats R 4,670.00 4,670.00 NB 5,137.00 10.00% 5,137.00 10.00% 01-Apr-25 01-Apr-26 10 Flats + R 315.00 p/h 315.00 p/h NB 347.00 p/h 10.16% 347.00 p/h 10.16% 01-Apr-25 01-Apr-26 Table 2 (Domestic Extension(s)) - Plan charge 40% : Inspection charge 60% STANDARD FEES Less than 40m2 R 850.00 850.00 STD 935.00 10.00% 935.00 10.00% 01-Apr-25 01-Apr-26 40m2 to 60m2 R 1,050.00 1,050.00 STD 1,155.00 10.00% 1,155.00 10.00% 01-Apr-25 01-Apr-26 60m2 (up to 100m2) R 1,220.00 1,220.00 STD 1,342.00 10.00% 1,342.00 10.00% 01-Apr-25 01-Apr-26 100m2+ R 245.00 p/h 245.00 p/h STD 270.00 p/h 9.86% 270.00 p/h 9.86% 01-Apr-25 01-Apr-26 Table 2 (Domestic Extension(s)) - Plan charge 40% : Inspection charge 60% REGULARISATION FEES (30% Penalty) Less than 40m2 R 1,100.00 1,100.00 NB 1,210.00 10.00% 1,210.00 10.00% 01-Apr-25 01-Apr-26 40m2 to 60m2 R 1,370.00 1,370.00 NB 1,507.00 10.00% 1,507.00 10.00% 01-Apr-25 01-Apr-26 60m2 (up to 100m2) R 1,590.00 1,590.00 NB 1,749.00 10.00% 1,749.00 10.00% 01-Apr-25 01-Apr-26 100m2+ R 315.00 p/h 315.00 p/h NB 347.00 p/h 10.16% 347.00 p/h 10.16% 01-Apr-25 01-Apr-26 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Domestic Loft Conversions STANDARD FEES Less than 40m2 R 840.00 840.00 STD 924.00 10.00% 924.00 10.00% 01-Apr-25 01-Apr-26 40m2 to 60m2 R 900.00 900.00 STD 990.00 10.00% 990.00 10.00% 01-Apr-25 01-Apr-26 60m2 (up to 100m2) R 920.00 920.00 STD 1,012.00 10.00% 1,012.00 10.00% 01-Apr-25 01-Apr-26 100m2+ R 245.00 p/h 245.00 p/h STD 270.00 p/h 9.86% 270.00 p/h 9.86% 01-Apr-25 01-Apr-26 Domestic Loft Conversions REGULARISATION FEES (30% Penalty) Less than 40m2 R 1,090.00 1,090.00 NB 1,199.00 10.00% 1,199.00 10.00% 01-Apr-25 01-Apr-26 40m2 to 60m2 R 1,160.00 1,160.00 NB 1,276.00 10.00% 1,276.00 10.00% 01-Apr-25 01-Apr-26 60m2 (up to 100m2) R 1,200.00 1,200.00 NB 1,320.00 10.00% 1,320.00 10.00% 01-Apr-25 01-Apr-26 100m2+ R 315.00 p/h 315.00 p/h NB 347.00 p/h 10.16% 347.00 p/h 10.16% 01-Apr-25 01-Apr-26 Table 2 Other Domestic Buildings (Detached Garage/Carport or attached Conservatory) Plan charge 40% : Inspection charge 60% STANDARD FEES Less than 40m2 R 620.00 620.00 STD 682.00 10.00% 682.00 10.00% 01-Apr-25 01-Apr-26 40m2 (up to 100m2) R 920.00 920.00 STD 1,012.00 10.00% 1,012.00 10.00% 01-Apr-25 01-Apr-26 100m2+ R 245.00 p/h 245.00 p/h STD 270.00 p/h 9.86% 270.00 p/h 9.86% 01-Apr-25 01-Apr-26 Table 2 Other Domestic Buildings (Detached Garage/Carport or attached Conservatory) Plan charge 40% : Inspection charge 60% REGULARISATION FEES (30% Penalty) Less than 40m2 R 800.00 800.00 NB 880.00 10.00% 880.00 10.00% 01-Apr-25 01-Apr-26 40m2 (up to 100m2) R 1,200.00 1,200.00 NB 1,320.00 10.00% 1,320.00 10.00% 01-Apr-25 01-Apr-26 100m2 + R 315.00 p/h 315.00 p/h NB 347.00 p/h 10.16% 347.00 p/h 10.16% 01-Apr-25 01-Apr-26 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Table 2 Other Works to Single Dwelling Plan charge 50% : Inspection charge 50% STANDARD FEES Installation of new WC/shower/bath or basin within existing room R 300.00 300.00 STD 330.00 10.00% 330.00 10.00% 01-Apr-25 01-Apr-26 Removal of Chimney Breast(s) R 300.00 300.00 STD 330.00 10.00% 330.00 10.00% 01-Apr-25 01-Apr-26 Formation of Structural Opening in wall e.g. simple through lounge R 300.00 300.00 STD 330.00 10.00% 330.00 10.00% 01-Apr-25 01-Apr-26 Formation of Structural Opening in wall with additional building works R 460.00 460.00 STD 506.00 10.00% 506.00 10.00% 01-Apr-25 01-Apr-26 Replacement of roof weathering (Flat & Pitched) R 300.00 300.00 STD 330.00 10.00% 330.00 10.00% 01-Apr-25 01-Apr-26 Underpinning up to 6m R 620.00 620.00 STD 682.00 10.00% 682.00 10.00% 01-Apr-25 01-Apr-26 Replacement or installation of 5 or fewer new windows / rooflights) R 300.00 300.00 STD 330.00 10.00% 330.00 10.00% 01-Apr-25 01-Apr-26 Re-plastering or re-rendering R 300.00 300.00 STD 330.00 10.00% 330.00 10.00% 01-Apr-25 01-Apr-26 Table 2 Other Works to Single Dwelling Plan charge 50% : Inspection charge 50% REGULARISATION FEE (30% Penalty) Installation of new WC/shower/bath or basin within existing room R 400.00 400.00 NB 440.00 10.00% 440.00 10.00% 01-Apr-25 01-Apr-26 Removal of Chimney Breast(s) R 400.00 400.00 NB 440.00 10.00% 440.00 10.00% 01-Apr-25 01-Apr-26 Formation of Structural Opening in wall e.g. simple through lounge R 400.00 400.00 NB 440.00 10.00% 440.00 10.00% 01-Apr-25 01-Apr-26 Formation of Structural Opening in wall with additional building works R 590.00 590.00 NB 649.00 10.00% 649.00 10.00% 01-Apr-25 01-Apr-26 Replacement of roof weathering (Flat & Pitched) R 400.00 400.00 NB 440.00 10.00% 440.00 10.00% 01-Apr-25 01-Apr-26 Underpinning up to 6m R 800.00 800.00 NB 880.00 10.00% 880.00 10.00% 01-Apr-25 01-Apr-26 Replacement or installation of 5 or fewer new windows / rooflights) R 400.00 400.00 NB 440.00 10.00% 440.00 10.00% 01-Apr-25 01-Apr-26 Re-plastering or re-rendering R 400.00 400.00 NB 440.00 10.00% 440.00 10.00% 01-Apr-25 01-Apr-26 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Table 2 Conversion work Dwellings Plan charge 50% : Inspection charge 50% STANDARD FEES Attached / detached Garage to habitable use R 620.00 620.00 STD 682.00 10.00% 682.00 10.00% 01-Apr-25 01-Apr-26 Conversion to habitable use (e.g. conservatory) R 620.00 620.00 STD 682.00 10.00% 682.00 10.00% 01-Apr-25 01-Apr-26 Conversion of existing building into 5 or fewer self contained flats R 920.00 920.00 STD 1,012.00 10.00% 1,012.00 10.00% 01-Apr-25 01-Apr-26 Conversion of one flat / house into two R 920.00 920.00 STD 1,012.00 10.00% 1,012.00 10.00% 01-Apr-25 01-Apr-26 Table 2 Conversion work Dwellings Plan charge 50% : Inspection charge 50% REGULARISATION FEE (30% Penalty) Attached / detached Garage to habitable use R 800.00 800.00 NB 880.00 10.00% 880.00 10.00% 01-Apr-25 01-Apr-26 Conversion to habitable use (e.g. conservatory) R 800.00 800.00 NB 880.00 10.00% 880.00 10.00% 01-Apr-25 01-Apr-26 Conversion of existing building into 5 or fewer self contained flats R 1,200.00 1,200.00 NB 1,320.00 10.00% 1,320.00 10.00% 01-Apr-25 01-Apr-26 Conversion of one flat / house into two R 1,200.00 1,200.00 NB 1,320.00 10.00% 1,320.00 10.00% 01-Apr-25 01-Apr-26 Table 3 Commercial Charges - Shops & Offices (Small Extensions) Plan charge 50% : Inspection charge 50% STANDARD FEE Less than 40m2 R 910.00 910.00 STD 1,001.00 10.00% 1,001.00 10.00% 01-Apr-25 01-Apr-26 40m2 to 60m2 R 1,190.00 1,190.00 STD 1,309.00 10.00% 1,309.00 10.00% 01-Apr-25 01-Apr-26 60m2 (up to 100m2) R 1,470.00 1,470.00 STD 1,617.00 10.00% 1,617.00 10.00% 01-Apr-25 01-Apr-26 100m2 + R 305.00 p/h 305.00 p/h STD 336.00 p/h 10.10% 336.00 p/h 10.10% 01-Apr-25 01-Apr-26 Table 3 Commercial Charges - Shops & Offices (Small Extensions) Plan charge 50% : Inspection charge 50% REGULARISATION FEE (30% Penalty) Less than 40m2 R 1,190.00 1,190.00 NB 1,309.00 10.00% 1,309.00 10.00% 01-Apr-25 01-Apr-26 40m2 to 60m2 R 1,540.00 1,540.00 NB 1,694.00 10.00% 1,694.00 10.00% 01-Apr-25 01-Apr-26 60m2 (up to 100m2) R 1,900.00 1,900.00 NB 2,090.00 10.00% 2,090.00 10.00% 01-Apr-25 01-Apr-26 100m2 + R 395.00 p/h 395.00 p/h NB 435.00 p/h 10.12% 435.00 p/h 10.12% 01-Apr-25 01-Apr-26 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Table 3 Commercial Charges - Detached shed or covered yard Plan charge 50% : Inspection charge 50% STANDARD FEES Less than 40m2 R 670.00 670.00 STD 737.00 10.00% 737.00 10.00% 01-Apr-25 01-Apr-26 40m2 (up to 100m2) R 1,000.00 1,000.00 STD 1,100.00 10.00% 1,100.00 10.00% 01-Apr-25 01-Apr-26 100m2 + R 305.00 p/h 305.00 p/h STD 336.00 p/h 10.10% 336.00 p/h 10.10% 01-Apr-25 01-Apr-26 Table 3 Commercial Charges - Detached shed or covered yard Plan charge 50% : Inspection charge 50% REGULARISATION FEE (30% Penalty) Less than 40m2 R 870.00 870.00 NB 957.00 10.00% 957.00 10.00% 01-Apr-25 01-Apr-26 40m2 (up to 100m2) R 1,310.00 1,310.00 NB 1,441.00 10.00% 1,441.00 10.00% 01-Apr-25 01-Apr-26 100m2 + R 395.00 p/h 395.00 p/h NB 435.00 p/h 10.12% 435.00 p/h 10.12% 01-Apr-25 01-Apr-26 Table 3 Commercial Charges - Other Minor works Plan charge 50% : Inspection charge 50% STANDARD FEES Other Minor Works R 280.00 280.00 STD 308.00 10.00% 308.00 10.00% 01-Apr-25 01-Apr-26 Table 3 Commercial Charges - Other Minor works Plan charge 50% : Inspection charge 50% REGULARISATION FEES (30% Penalty) Other Minor Works R 360.00 360.00 NB 396.00 10.00% 396.00 10.00% 01-Apr-25 01-Apr-26 Table 3 Commercial Charges (continued) - Fitting out works (including WC's, staff kitchen etc) Plan charge 50% : Inspection charge 50% STANDARD FEES Up to 500m2 R 500.00 500.00 STD 550.00 10.00% 550.00 10.00% 01-Apr-25 01-Apr-26 More than 500m2 (up to 1000m2) R 670.00 670.00 STD 737.00 10.00% 737.00 10.00% 01-Apr-25 01-Apr-26 Formation of commercial kitchen R 500.00 500.00 STD 550.00 10.00% 550.00 10.00% 01-Apr-25 01-Apr-26 Formation of structural opening (1 opening) R 330.00 330.00 STD 363.00 10.00% 363.00 10.00% 01-Apr-25 01-Apr-26 Formation of structural openings (up to 5 openings) R 500.00 500.00 STD 550.00 10.00% 550.00 10.00% 01-Apr-25 01-Apr-26 Formation of new WC / shower room / bathroom fit out R 330.00 330.00 STD 363.00 10.00% 363.00 10.00% 01-Apr-25 01-Apr-26 New partitions to form office / room(s) in existing building (up to 10m in length) R 330.00 330.00 STD 363.00 10.00% 363.00 10.00% 01-Apr-25 01-Apr-26 Works Valued at £1,000 - £5,000 R 500.00 500.00 STD 550.00 10.00% 550.00 10.00% 01-Apr-25 01-Apr-26 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Works Valued at £5,001 - £10,000 R 670.00 670.00 STD 737.00 10.00% 737.00 10.00% 01-Apr-25 01-Apr-26 Table 3 Commercial Charges (continued) - Fitting out works (including WC's, staff kitchen etc) Plan charge 50% : Inspection charge 50% REGULARISATION FEE (30% Penalty) Up to 500m2 R 650.00 650.00 NB 715.00 10.00% 715.00 10.00% 01-Apr-25 01-Apr-26 More than 500m2 (up to 1000m2) R 870.00 870.00 NB 957.00 10.00% 957.00 10.00% 01-Apr-25 01-Apr-26 Formation of commercial kitchen R 650.00 650.00 NB 715.00 10.00% 715.00 10.00% 01-Apr-25 01-Apr-26 Formation of structural opening (1 opening) R 440.00 440.00 NB 484.00 10.00% 484.00 10.00% 01-Apr-25 01-Apr-26 Formation of structural openings (up to 5 openings) R 650.00 650.00 NB 715.00 10.00% 715.00 10.00% 01-Apr-25 01-Apr-26 Formation of new WC / shower room / bathroom fit out R 440.00 440.00 NB 484.00 10.00% 484.00 10.00% 01-Apr-25 01-Apr-26 New partitions to form office / room(s) in existing building (up to 10m in length) R 440.00 440.00 NB 484.00 10.00% 484.00 10.00% 01-Apr-25 01-Apr-26 Works Valued at £1,000 - £5,000 R 650.00 650.00 NB 715.00 10.00% 715.00 10.00% 01-Apr-25 01-Apr-26 Works Valued at £5,001 - £10,000 R 870.00 870.00 NB 957.00 10.00% 957.00 10.00% 01-Apr-25 01-Apr-26 Table 3 General to all commercial - New Mezzanine floor - Plan charge 50% : Inspection charge 50% STANDARD FEES Up to 500m2 R 500.00 500.00 STD 550.00 10.00% 550.00 10.00% 01-Apr-25 01-Apr-26 More than 500m2 (up to 1000m2) R 670.00 670.00 STD 737.00 10.00% 737.00 10.00% 01-Apr-25 01-Apr-26 Replacement roof covering R 330.00 330.00 STD 363.00 10.00% 363.00 10.00% 01-Apr-25 01-Apr-26 Underpinning (up to 10m in length) R 1,000.00 1,000.00 STD 1,100.00 10.00% 1,100.00 10.00% 01-Apr-25 01-Apr-26 New wall / partition (up to 10m in length) R 330.00 330.00 STD 363.00 10.00% 363.00 10.00% 01-Apr-25 01-Apr-26 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Table 3 General to all commercial - New Mezzanine floor - Plan charge 50% : Inspection charge 50% REGULARISATION FEE (30% Penalty) Up to 500m2 R 650.00 650.00 NB 715.00 10.00% 715.00 10.00% 01-Apr-25 01-Apr-26 More than 500m2 (up to 1000m2) R 870.00 870.00 NB 957.00 10.00% 957.00 10.00% 01-Apr-25 01-Apr-26 Replacement roof covering R 440.00 440.00 NB 484.00 10.00% 484.00 10.00% 01-Apr-25 01-Apr-26 Underpinning (up to 10m in length) R 1,310.00 1,310.00 NB 1,441.00 10.00% 1,441.00 10.00% 01-Apr-25 01-Apr-26 New wall / partition (up to 10m in length) R 440.00 440.00 NB 484.00 10.00% 484.00 10.00% 01-Apr-25 01-Apr-26 Table 3 Other Commercial - Plan charge 40% : Inspection charge 60% STANDARD FEES Factory (up to 2000m2) R 305.00 p/h 305.00 p/h STD 336.00 p/h 10.10% 336.00 p/h 10.10% 01-Apr-25 01-Apr-26 Warehouses (up to 1000m2) R 305.00 p/h 305.00 p/h STD 336.00 p/h 10.10% 336.00 p/h 10.10% 01-Apr-25 01-Apr-26 Schools (up to 2000m2) R 305.00 p/h 305.00 p/h STD 336.00 p/h 10.10% 336.00 p/h 10.10% 01-Apr-25 01-Apr-26 Assembly Buildings (up to 2000m2) R 305.00 p/h 305.00 p/h STD 336.00 p/h 10.10% 336.00 p/h 10.10% 01-Apr-25 01-Apr-26 Commercial Buildings (up to 2000m2) R 305.00 p/h 305.00 p/h STD 336.00 p/h 10.10% 336.00 p/h 10.10% 01-Apr-25 01-Apr-26 Public Houses (up to 2000m2) R 305.00 p/h 305.00 p/h STD 336.00 p/h 10.10% 336.00 p/h 10.10% 01-Apr-25 01-Apr-26 Hotels (up to 2000m2) R 305.00 p/h 305.00 p/h STD 336.00 p/h 10.10% 336.00 p/h 10.10% 01-Apr-25 01-Apr-26 Hospitals (up to 2000m2) R 305.00 p/h 305.00 p/h STD 336.00 p/h 10.10% 336.00 p/h 10.10% 01-Apr-25 01-Apr-26 Commercial Quotes 305.00 p/h 305.00 p/h STD 336.00 p/h 10.10% 336.00 p/h 10.10% 01-Apr-25 01-Apr-26 Table 3 Other Commercial - Plan charge 40% : Inspection charge 60% REGULARISATION FEE (30% Penalty) Factory (up to 2000m2) R 395.00 p/hr 395.00 p/hr NB 435.00 p/h 10.12% 435.00 p/h 10.12% 01-Apr-25 01-Apr-26 Warehouses (up to 1000m2) R 395.00 p/hr 395.00 p/hr NB 435.00 p/h 10.12% 435.00 p/h 10.12% 01-Apr-25 01-Apr-26 Schools (up to 2000m2) R 395.00 p/hr 395.00 p/hr NB 435.00 p/h 10.12% 435.00 p/h 10.12% 01-Apr-25 01-Apr-26 Assembly Buildings (up to 2000m2) R 395.00 p/hr 395.00 p/hr NB 435.00 p/h 10.12% 435.00 p/h 10.12% 01-Apr-25 01-Apr-26 Commercial Buildings (up to 2000m2) R 395.00 p/hr 395.00 p/hr NB 435.00 p/h 10.12% 435.00 p/h 10.12% 01-Apr-25 01-Apr-26 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Public Houses (up to 2000m2) R 395.00 p/hr 395.00 p/hr NB 435.00 p/h 10.12% 435.00 p/h 10.12% 01-Apr-25 01-Apr-26 Hotels (up to 2000m2) R 395.00 p/hr 395.00 p/hr NB 435.00 p/h 10.12% 435.00 p/h 10.12% 01-Apr-25 01-Apr-26 Hospitals (up to 2000m2) R 395.00 p/hr 395.00 p/hr NB 435.00 p/h 10.12% 435.00 p/h 10.12% 01-Apr-25 01-Apr-26 Commercial Quotes 395.00 p/hr 395.00 p/hr NB 435.00 p/h 10.12% 435.00 p/h 10.12% 01-Apr-25 01-Apr-26 Other Sales - Historic Data Copy of official Documentation Administration Fee M 100.00 100.00 STD 110.00 10.00% 110.00 10.00% 01-Apr-25 01-Apr-26 Other Fees Demolition Notice Fees R 250.00 250.00 NB 300.00 20.00% 462.00 84.80% 01-Apr-25 01-Apr-26 Reversion Fee R 330.00 p/h 330.00 p/h NB 365.00 p/h 10.61% 365.00 p/h 10.61% 01-Apr-25 01-Apr-26 Cross Boundary Administration Fee M 100.00 100.00 STD 250.00 150.00% 385.00 285.00% 01-Apr-25 01-Apr-26 Stalled Application Administration Fee (hourly rate) NEW NEW 365.00 p/h NEW 365.00 p/h NEW 01-Apr-26 Other Administration Fee M 100.00 100.00 STD 125.00 25.00% 385.00 285.00% 01-Apr-25 01-Apr-26 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge 12. Leisure Centres Swimming-Indoor Peak - Adult R 5.35 6.20 STD 5.55 3.74% 6.40 3.23% 01-Dec-24 01-Dec-25 Peak - Adult Concession C 2.70 3.00 STD 2.80 3.70% 3.10 3.33% 01-Dec-24 01-Dec-25 Peak - Child R 2.80 2.80 STD 2.90 3.57% 2.90 3.57% 01-Dec-24 01-Dec-25 Peak -Child Concession C 1.75 1.75 STD 1.85 5.71% 1.85 5.71% 01-Dec-24 01-Dec-25 Off Peak - Adult R 4.45 4.95 STD 4.65 4.49% 5.15 4.04% 01-Dec-24 01-Dec-25 Off Peak- Adult Concession C 4.55 4.75 STD 4.75 4.40% 4.95 4.21% 01-Dec-24 01-Dec-25 Off Peak - Child R 2.40 2.40 STD 2.50 4.17% 2.50 4.17% 01-Dec-24 01-Dec-25 Off Peak Child Concession C 1.30 1.30 STD 1.35 3.85% 1.35 3.85% 01-Dec-24 01-Dec-25 Swimming-Outdoor Adult R 7.70 11.00 STD 8.00 3.90% 11.40 3.64% 01-Dec-24 01-Dec-25 Adult Concession C 5.20 7.25 STD 5.40 3.85% 7.50 3.45% 01-Dec-24 01-Dec-25 Child R 4.60 5.50 STD 4.75 3.26% 5.70 3.64% 01-Dec-24 01-Dec-25 Child Concession C 3.15 4.40 STD 3.25 3.17% 4.55 3.41% 01-Dec-24 01-Dec-25 Under 3's R 0.00 0.00 STD 0.00 0.00% 0.00 0.00% 01-Dec-24 01-Dec-25 Swimming - Other Birthday Parties Sports hall and room hire incl host (90 minutes) R 184.60 214.00 STD 191.10 3.52% 221.50 3.50% 01-Dec-24 01-Dec-25 Swimming Instruction (per lesson) Adult R 10.25 11.85 STD 10.75 4.88% 12.45 5.06% 01-Dec-24 01-Dec-25 Swimming Instruction (per lesson) Adult Concession C 7.30 7.85 STD 7.70 5.48% 8.25 5.10% 01-Dec-24 01-Dec-25 Swimming Instruction (per lesson) Child R 8.00 8.00 STD 8.40 5.00% 8.40 5.00% 01-Dec-24 01-Dec-25 Swimming Instruction (per lesson) Child Concession C 5.75 5.75 STD 6.00 4.35% 6.00 4.35% 01-Dec-24 01-Dec-25 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Swimming Instruction (per lesson) One to one tuition R 29.80 33.50 STD 31.30 5.03% 35.15 4.93% 01-Dec-24 01-Dec-25 Swim Crash Course 1/2 hour per day x 5 day (per half hour) R 39.00 39.00 STD 40.40 3.59% 40.20 3.08% 01-Dec-24 01-Dec-25 Private Hire (Hillingdon Pools from 25 to 33 metres) Hourly rate (Other organisations) R N/A 170.35 STD N/A N/A 176.30 3.49% 01-Dec-24 01-Dec-25 Hourly Rate (Hillingdon Clubs) R 135.20 N/A STD 139.95 3.51% N/A N/A 01-Dec-24 01-Dec-25 Per lane per hour (Other organisations) R N/A 34.45 STD N/A N/A 35.35 2.61% 01-Dec-24 01-Dec-25 Per lane per hour (Hillingdon Clubs) R 27.40 N/A STD 28.40 3.65% N/A N/A 01-Dec-24 01-Dec-25 Private Hire (50m Pool) Hourly rate (Other organisations) R N/A 335.50 STD N/A N/A 347.25 3.50% 01-Dec-24 01-Dec-25 Hourly Rate (Hillingdon Clubs) R 252.45 N/A STD 261.30 3.51% N/A N/A 01-Dec-24 01-Dec-25 Young at Heart Single session(highgrove Pool) R 5.20 5.75 STD 5.40 3.85% 5.95 3.48% 01-Dec-24 01-Dec-25 Gym Gym Inductions ( Casual use ) Group R 23.40 26.80 STD 24.20 3.42% 27.75 3.54% 01-Dec-24 01-Dec-25 Gym Inductions ( Casual use ) Individual 1:2:1 R 34.10 37.85 STD 35.30 3.52% 39.15 3.43% 01-Dec-24 01-Dec-25 Replacement Card Charge R 4.00 4.00 STD 4.15 3.75% 4.15 3.75% 01-Dec-24 01-Dec-25 Casual Gym Session Peak R 9.25 10.50 STD 9.60 3.78% 10.90 3.81% 01-Dec-24 01-Dec-25 Casual Gym Session Peak concession C 5.90 6.10 STD 6.10 3.39% 6.30 3.28% 01-Dec-24 01-Dec-25 Casual Gym Session Off-Peak R 7.60 8.45 STD 7.90 3.95% 8.75 3.55% 01-Dec-24 01-Dec-25 Casual Gym Session Off-Peak concession C 3.70 4.45 STD 3.85 4.05% 4.60 3.37% 01-Dec-24 01-Dec-25 Coached Fitness Classes Charges R 8.65 9.40 STD 8.95 3.47% 9.75 3.72% 01-Dec-24 01-Dec-25 Coached Fitness Classes Charges concession C 6.70 7.50 STD 6.95 3.73% 7.75 3.33% 01-Dec-24 01-Dec-25 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Exercise Prescription C 3.95 N/A STD 4.10 3.80% N/A N/A 01-Dec-24 01-Dec-25 Health & Fitness Membership Site Specific Peak Membership (Hillingdon Sport & Leisure Complex only including Outdoor Pool) R 63.00 75.50 STD 65.20 3.49% 78.15 3.51% 01-Dec-24 01-Dec-25 Site Specific Peak Membership (Botwell Sport & Leisure Centre, Highgrove Pool, Hillingdon Sport & Leisure Complex excluding the R 55.00 69.40 STD 56.95 3.55% 71.85 3.53% 01-Dec-24 01-Dec-25 Site Specific Peak Membership (Queensmead Sports Centre only) R 48.00 54.90 STD 49.70 3.54% 56.85 3.55% 01-Dec-24 01-Dec-25 Off Peak Site Specific Membership R 41.70 50.50 STD 43.20 3.60% 52.30 3.56% 01-Dec-24 01-Dec-25 Main Hall Hire Hillingdon Sport & Leisure Centre (4 courts) R 55.20 66.25 STD 57.15 3.53% 68.60 3.55% 01-Dec-24 01-Dec-25 Queensmead Sports Centre (6 courts) R 79.20 91.00 STD 82.00 3.54% 94.20 3.52% 01-Dec-24 01-Dec-25 Botwell Leisure Centre (4 courts) R 55.20 66.25 STD 57.15 3.53% 68.60 3.55% 01-Dec-24 01-Dec-25 Badminton Peak - Per court (Hillingdon Sport & Leisure Complex & Botwell Sport & Leisure Centre) R 13.65 15.80 STD 14.15 3.66% 16.35 3.48% 01-Dec-24 01-Dec-25 Peak - Per court (Queensmead Sports Centre) R 13.65 14.95 STD 14.15 3.66% 15.50 3.68% 01-Dec-24 01-Dec-25 Off Peak - Per court (All Sites) R 8.45 9.75 STD 8.75 3.55% 10.10 3.59% 01-Dec-24 01-Dec-25 Other Trampoline / Martial Arts etc. R 27.30 31.15 STD 28.25 3.48% 32.25 3.53% 01-Dec-24 01-Dec-25 Queensmead SC - Netball / 5-a-side External / Al (including floodlights) (per court) R 36.75 42.45 STD 38.05 3.54% 43.95 3.53% 01-Dec-24 01-Dec-25 Cricket Lane Charges R 39.05 44.20 STD 40.40 3.46% 45.75 3.51% 01-Dec-24 01-Dec-25 Table Tennis per table R 8.15 9.10 STD 8.45 3.68% 9.40 3.30% 01-Dec-24 01-Dec-25 Sports Parties R 144.85 163.30 STD 150.00 3.56% 169.00 3.49% 01-Dec-24 01-Dec-25 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Athletics Adult R 4.30 4.90 STD 4.45 3.49% 5.10 4.08% 01-Dec-24 01-Dec-25 Child R 2.35 2.40 STD 2.45 4.26% 2.50 4.17% 01-Dec-24 01-Dec-25 Meetings - Hillingdon Clubs / Schools (Monday - Friday) R 54.45 N/A STD 56.40 3.58% N/A N/A 01-Dec-24 01-Dec-25 Meetings - Hillingdon Clubs / Schools (Weekends) R 64.85 N/A STD 67.15 3.55% N/A N/A 01-Dec-24 01-Dec-25 Meetings - Other Organisations (Monday - Friday) R N/A 80.25 STD N/A N/A 83.05 3.49% 01-Dec-24 01-Dec-25 Meetings - Other Organisations (Weekends) R N/A 89.00 STD N/A N/A 92.15 3.54% 01-Dec-24 01-Dec-25 1 to 2 matches (per match) R 237.90 273.65 STD 246.20 3.49% 283.25 3.51% 01-Dec-24 01-Dec-25 3 to 5 matches (per match) R 208.15 237.95 STD 215.45 3.51% 246.30 3.51% 01-Dec-24 01-Dec-25 6 to 9 matches (per match) R 178.45 202.25 STD 184.70 3.50% 209.35 3.51% 01-Dec-24 01-Dec-25 10 or more matches (per match) R 160.65 178.45 STD 166.30 3.52% 184.70 3.50% 01-Dec-24 01-Dec-25 Astroturf Pitch Full pitch R 132.55 157.75 STD 137.20 3.51% 163.30 3.52% 01-Dec-24 01-Dec-25 1/3 pitch R 72.55 85.20 STD 75.10 3.51% 88.20 3.52% 01-Dec-24 01-Dec-25 Botwell Green Full Pitch (Botwell Green Sport & Leisure Centre) R 102.25 119.95 STD 105.80 3.47% 124.15 3.50% 01-Dec-24 01-Dec-25 Half Pitch (Botwell Green Sports & Leisure Centre) R 73.10 82.05 STD 75.65 3.49% 84.95 3.53% 01-Dec-24 01-Dec-25 Petanque Casual use R 1.60 2.55 STD 1.70 6.25% 2.65 3.92% 01-Dec-24 01-Dec-25 Full pitch (six) R 32.85 40.40 STD 34.00 3.50% 41.85 3.59% 01-Dec-24 01-Dec-25 1/6 pitch R 6.60 8.80 STD 6.85 3.79% 9.15 3.98% 01-Dec-24 01-Dec-25 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Gymnastics & Other Junior Activities Gym Tots & Pre School 45 minute lessons R 7.00 7.00 STD 7.25 3.57% 7.25 3.57% 01-Dec-24 01-Dec-25 Gym Tots & Pre School 45 minute lessons concession C 5.90 5.90 STD 6.10 3.39% 6.10 3.39% 01-Dec-24 01-Dec-25 General Gym 1-5 R 7.00 7.00 STD 7.25 3.57% 7.25 3.57% 01-Dec-24 01-Dec-25 General Gym 1-5 concessions C 5.90 5.90 STD 6.10 3.39% 6.10 3.39% 01-Dec-24 01-Dec-25 Adult Gymnastics R 11.35 12.25 STD 11.75 3.52% 12.70 3.67% 01-Dec-24 01-Dec-25 Adult Gymnastics concession C 8.80 9.90 STD 9.10 3.41% 10.25 3.54% 01-Dec-24 01-Dec-25 Acro 1 Squad (8 hours per week) R 4.75 4.75 STD 4.95 4.21% 4.95 4.21% 01-Dec-24 01-Dec-25 Acro 2 Squad (14 hours per week) R 3.40 3.40 STD 3.55 4.41% 3.55 4.41% 01-Dec-24 01-Dec-25 Extra coach R 31.00 31.00 STD 32.00 3.23% 32.00 3.23% 01-Dec-24 01-Dec-25 Toddlers World R 5.90 5.90 STD 6.10 3.39% 6.10 3.39% 01-Dec-24 01-Dec-25 Toddlers World concession C 4.85 4.85 STD 5.05 4.12% 5.05 4.12% 01-Dec-24 01-Dec-25 13. Golf Courses Golf Courses - Green Fees (Haste Hill) APR-OCT Adult 18 holes (Monday to Friday) R 24.00 24.00 STD 24.00 0.00% 24.00 0.00% 01-Apr-25 Adult 18 holes (Monday to Friday) 3 ball special offer after 12pm R 22.00 22.00 STD 22.00 0.00% 22.00 0.00% 01-Apr-25 Adult 18 holes (Monday to Friday) 4 ball special offer after 12pm R 19.75 19.75 STD 19.75 0.00% 19.75 0.00% 01-Apr-25 Adult 18 holes (weekends and bank holidays) R 29.75 29.75 STD 29.75 0.00% 29.75 0.00% 01-Apr-25 Adult 18 holes (weekends and bank holidays) 3 ball special offer after 12pm R 27.75 27.75 STD 27.75 0.00% 27.75 0.00% 01-Apr-25 Adult 18 holes (weekends and bank holidays) 4 ball special offer after 12pm R 24 24 STD 24.00 0.00% 24.00 0.00% 01-Apr-25 Adult dusk (Monday to Friday) R 16.75 16.75 STD 16.75 0.00% 16.75 0.00% 01-Apr-25 Adult dusk (Monday to Friday) Offer 1 13.00 13.00 STD 13.00 0.00% 13.00 0.00% 01-Apr-25 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Adult dusk (weekends and bank holidays) R 16.75 16.75 STD 16.75 0.00% 16.75 0.00% 01-Apr-25 Adult dusk (weekends and bank holidays) Offer 1 13.00 13.00 STD 13.00 0.00% 13.00 0.00% 01-Apr-25 Senior / Junior / Student (Monday to Friday) concession C 14.00 14.00 STD 14.00 0.00% 14.00 0.00% 01-Apr-25 Junior / Student (weekends and bank holidays) concession C 16.75 16.75 STD 16.75 0.00% 16.75 0.00% 01-Apr-25 Golf Courses - Green Fees (Uxbridge) Adult 12 holes (weekends and bank holidays) R 15.00 15.00 STD 15.00 0.00% 15.00 0.00% 01-Apr-25 Adult 12 holes (Monday to Friday) R 11.00 11.00 STD 11.00 0.00% 11.00 0.00% 01-Apr-25 Adult dusk (Monday to Friday) R 8.75 8.75 STD 8.75 0.00% 8.75 0.00% 01-Apr-25 Adult dusk (weekends and bank holidays) R 9.75 9.75 STD 9.75 0.00% 9.75 0.00% 01-Apr-25 Senior / Junior / Student (Monday to Friday) R 9.75 9.75 STD 9.75 0.00% 9.75 0.00% 01-Apr-25 Junior / Student (weekends and bank holidays) R 9.75 9.75 STD 9.75 0.00% 9.75 0.00% 01-Apr-25 Golf Courses - Winter Green Fees (Haste Hill NOV-MAR) Adult 18 holes (Monday to Friday) R 19.75 19.75 STD 19.75 0.00% 19.75 0.00% 01-Apr-25 Adult 18 holes (weekends and bank holidays) R 23.00 23.00 STD 23.00 0.00% 23.00 0.00% 01-Apr-25 Adult dusk (Monday to Friday) R 12.00 12.00 STD 12.00 0.00% 12.00 0.00% 01-Apr-25 Adult dusk (weekends and bank holidays) R 13.00 13.00 STD 13.00 0.00% 13.00 0.00% 01-Apr-25 Senior / Junior / Student (Monday to Friday) concession C 12.00 12.00 STD 12.00 0.00% 12.00 0.00% 01-Apr-25 Junior / Student (weekends and bank holidays) concession C 13.00 13.00 STD 13.00 0.00% 13.00 0.00% 01-Apr-25 TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix F Type Current Charge Residents Current Charge Non-Residents Vat Status Proposed Charge Residents Increase Proposed Charge Non residents Increase Date of last change to charge Effective Date £ £ £ % £ % Type of Fee / Charge Golf Courses - Golf Society Prices (Haste Hill ) 18 holes (Monday to Friday)

Text extracted automatically from the PDF, so layout, tables and images are not shown. Only the start of this long document is shown here. Open the original PDF on LB Hillingdon’s website.

Relevant Select Committee
Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in)
Officer(s) to action
Directorate
Classification
6. Monthly Council Budget Monitoring Report: Month 7 PDF 755 KB
RESOLVED: That the Cabinet: 1) Note the revenue and capital budget monitoring positions and treasury management update as at October 2025 (Month 7) as set out in Part A of the report, furthermore, noting the actions proposed by officers. 2) Approve the financial recommendations as set out in Part B of this report below: a. Approve acceptance of £166,583 of grant funding from the Department for Education (DfE) under the Building Stronger Independent Lives ( BSiL ) programme. b. Approve acceptance of £25,000 grant funding to support the EBSNA Response and Enhanced Rehabilitation Outreach Service (EROS). Reason for decision The Cabinet Member for Finance and Transformation introduced the Month 7 budget monitoring report, confirming that the overall position remained unchanged from Month 6, with an in-year deficit of £36 million. Minor movements had occurred, but service pressures continued to stem from adult social care, children’s services and homelessness. The 2025/26 savings programme faced £14 million of pressure, with 37% of savings rated red, 48% banked or on track, and £4.8 million in amber, expected to deliver in future years. The savings tracker was being fully reviewed as part of the budget-setting process. Discussions with Government on Exceptional Financial Support were ongoing, and the Corporate Director of Finance confirmed that a Section 114 notice was not being considered at this stage. A decision on the 2024/25 support request was expected soon, while the 2025/26 outcome was anticipated in February. The Dedicated Schools Grant position improved to a £10.6 million deficit, representing a £4.4 million improvement on the previous year, with measures taken by the Council beginning to show positive impact. The statutory override remained in place until March 2028, and government had indicated it would assume responsibility for DSG from 2028/29, though details were unclear. The Cabinet Member advised that the capital programme for 2025/26 had 83% expected to be spent this year and the remainder rephased into 2026/27, subject to review. The Vice-Chair welcomed the improved stability of the budget position. 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 (2 a & b) on this matter can be called in by a majority of the select committee by 5pm, Monday 5 January 2026. If not called-in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Steve Muldoon 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 7 PDF 755 KB
Read the text of this document (24 pages)
Cabinet Report – 23 December 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 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 October 2025 (Period 7) 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 D edicated Schools Grant. As at the end of October 2025 (Period 7), the General Fund forecast shows an overspend of £36.0m, leading to no movement from Month 6 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 . There remain significant inherent risks which continue to be reviewed and may impact the forecast at a future point. Dedicated Schools Grant (DSG) The in-year forecast deficit relating to DSG is reporting a favourable movement against budget of £1.9m, i.e. a £10.6m in-year increase in the forecast closing deficit reserve position. It should be noted that the in-year deficit for 2025/26 now represents an improvement of £4.4m 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 £7 6.5m. 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 7 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. 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 Cabinet Report – 23 December 2025 (Part 1 – Public) 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 7 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 the Cabinet: 1. Note the revenue and capital budget monitoring positions and treasury management update as at October 2025 (Month 7) as set out in Part A of the report, furthermore, noting the actions proposed by officers. 2. Approve the financial recommendations as set out in Part B of this report. 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. Select Committee comments None at this stage. Cabinet Report – 23 December 2025 (Part 1 – Public) PART A: 2025/26 MONTHLY BUDGET MONITORING SUMMARY GENERAL FUND REVENUE 4. As at Month 7, the Council is forecasting a net overspend of £ 36.0m on its core operating activities. This includes overspends of £2 6.8m across Service Operating Budgets , a £4.2m pressure against the budgeted use of reserves and a £6.5m pressure across centralised and Corporate Budgets including Corporate Funding. These pressures are partially mitigated by £1.5m of interventions, which are expected to deliver savings aligned with spend control measures, increased grant and other income and other mitigations. These interventions have been reduced by £0.5m due to the benefit of improvements in outturn forecasts now being reflected within Service Operating Budgets. 5. The service operating budget pressure of £26.8m, represents a £0.3m favourable movement from Month 6. The pressure against Service Operating Budgets is largely being driven by four pressure areas: i. c£15.9m relating to further demand pressures above the budget position presented to February Cabinet and Council, with £ 3.0m being driven by Adult Social Care demand, £6.5m from homelessness support, £ 7.0m within Children’s Social Care, offset by a £0.6m reduction in the waste forecast. ii. c£8.0m 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 39% slippage. iii. c£2.2m 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£0.7m 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 underspends across SEND Transport of c£1.6m and staffing within Adult & Children’s Social Care & Health (c£1.5m) and other minor movements. 6. Within centralised and Corporate Budgets, a forecast overspend of £6.5m 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 initiatives leading to the grant being transferred to the Children’s Social Care service. The forecast then includes two mitigati ons, firstly the remaining £1.9m general contingency and secondly £1.5m of interventions to incorporate an anticipated reduction in expenditure as a consequence of introducing more stringent spend controls and other measures. 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. Cabinet Report – 23 December 2025 (Part 1 – Public) 8. As part of the Month 7 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 £5.5m against further opportunities of £ 1.4m. The identified risks include demand exposure from homelessness (£0.6m), adult social care (£1.0m) and Waste Services (£0.3m) with wider corporate risks linked to the delivery of the interventions (£0.5m). The level of risk has reduced in recent months as demand risks start to come down as we progress through the year . The remaining risks come from a number of smaller updates inc luding 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 savings 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 £1.4m 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 £ 0.6m 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 – 23 December 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 272.0 298.8 26.8 27.1 (0.3) Development & Risk Contingency 1.9 0.0 (1.9) (1.7) (0.2) Unallocated Budget Items: Pay Award Inflation 0.0 0.0 0.0 0.0 0.0 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 262.6 298.8 36.2 36.7 (0.5) Corporate Funding (262.6) (261.3) 1.3 1.3 0.0 Subtotal 0.0 37.5 37.5 38.0 (0.5) Interventions 0.0 (1.5) (1.5) (2.0) 0.5 Net Total 0.0 36.0 36.0 36.0 0.0 Opening General Reserve 1.5 1.5 0.0 Less: Underlying Variance (36.0) (36.0) 0.0 Closing General Reserve (34.5) (34.5) 0.0 Opening Controllable Earmarked Reserves 5.2 5.2 0.0 Use of Controllable Earmarked Reserves (2.0) (2.0) 0.0 Closing Controllable Earmarked Reserves 3.2 3.2 0.0 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 – 23 December 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 referen dum 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 consideration 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 agree ment 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 are being actively pursued 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 negat ive reserves position. Central to this is the delivery of the 2025/26 savings programme, totalling £34.0m – the largest savings target the Council has ever undertaken. 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 £15.1m 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, the Council will utilise capital receipts to support transformation where appropriate. 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 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. The Council has a level of capital Cabinet Report – 23 December 2025 (Part 1 – Public) receipts brought forward from previous years which, along with known 2025/26 disposals, will be able to fund the forecast requirement. 18. The Council remains firmly committed to a chieving 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. Despite 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 2024/25 Revenue Outturn (RO) data and produced by Grant Thornton illustrates this position (where NN reflects our nearest neighbour comparison based on socio- economic factors and comprises 10 local authorities): Table 2: 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. 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 Cabinet Report – 23 December 2025 (Part 1 – Public) phasing of future years’ HRA capital contingency 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, expected to be announced in the draft Local Government Finance Settlement, expected in mid-late December. The fair funding review has been delayed since the pandemic, with the consultation covering the funding distribution formulae used by Gover nment to allocate funds to each council across the country. Whilst the outcome of the review is still awaited, modelling 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 budget, 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 reflected 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 revenue 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 support 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 , and mitigations to the overspend continue to be sought. 25. The risks and upsides not encapsulated within the forecast will also need to be carefully monitored 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 increase in Cabinet Report – 23 December 2025 (Part 1 – Public) funding 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 currently deemed to be statutory in nature. Consequently, an assumption has been made that this intervention, along with other measures, could lead to a cost reduction of circa £1.5m 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 (reported in the month 6 report) shows the first signs of the review work, and while some of this reduction is reflected as slippage, there is an ongoing 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 (see the month 6 position reported to Cabinet in November). A £43.4m underspend is projected on the 2025/26 General Fund C apital Programme of £138.4m. General Fund Capital Receipts of £1 7.0m were budgeted for 2025/26, 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. Cabinet Report – 23 December 2025 (Part 1 – Public) SCHOOLS BUDGET 30. The Dedicated Schools Grant (DSG) total Block for the Maintained Schools is forecast to have an in-year deficit of £10.6m, representing a £1.9m favourable movement and an ongoing improvement from the draft outturn for 2024/25 of £15.0m as a result of a broad range of 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 Department for Education ( DfE). This position means that the cumulative deficit carried forward to 2026/27 is forecast at £76.5m. 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 £4.4m 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. 33. In the November 2025 budget, the Government confirmed that starting from the 2028 -29 financial year, future special educational needs and disabilities (SEND) costs will be managed within the overall central government spending envelope, shifting the responsibility from local authorities. The Government did not provide a specific plan on how local authorities should handle historic SEND budget deficits that are expected to reach £14 billion by March 2028 when the statutory override ends. Instead, the Government stated that further details would be provided during the provisional Local Government Finance Settlement in December 2025. HOUSING REVENUE ACCOUNT 34. The Housing Revenue Account (HRA) continues to forecast a breakeven position. Operating costs are showing an in-year pressure of £ 1.3m, with no movement from Month 6 , the pressures are 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 – 23 December 2025 (Part 1 – Public) FURTHER INFORMATION General Fund Revenue Budget 35. As at Month 7, the Council’s General Fund is reporting an overspend of £36.0m after allowing for the anticipated delivery of £1.5m in savings through interventions including tighter spend controls, and the remaining £1.9m contingency. This includes favourable movements against Service Operating Budget and Corporate Budgets of £0.5m, with these favourable movements being the result o f the Council delivering mitigations previously reported under the interventions line and therefore leading to a net nil movement . This position includes a £15.1m shortfall against the total £38.8m savings target, and a reduction in the level of capital receipts being used to fund transformation activity. 36. The Month 7 position also includes the deployment of £ 2.0m from Earmarked Reserves, primarily to support insurance claims and homelessness related pressures. The main use of Earmarked Reserves relates to a £1.2m draw down from the Public Health ringfenced reserve, accumulated from prior year underspends against the Public Health Grant. 37. To support the delivery of the savings programme, the Council is utilising £5.8m of capital receipts to fund transformati on 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 38. 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 an overall programme of £38.8m savings being targeted in year: Cabinet Report – 23 December 2025 (Part 1 – Public) Table 3: 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 (0.2) (0.1) (1.1) Adult Services & Health (3.2) (0.7) (0.6) (0.1) (2.0) (1.7) (8.3) Children & Young People's Services (3.0) (1.2) 0.0 (0.3) 0.0 0.0 (4.5) Resident Services: Place (2.6) (1.5) 0.0 (0.6) (0.9) (1.1) (6.7) Resident Services: Homes & Communities (1.6) (1.1) (2.9) 0.0 (1.1) (0.3) (7.0) Corporate Services (2.8) (0.3) 0.0 0.0 (0.4) (0.1) (3.6) Chief Executive Office (0.1) (0.1) (0.3) 0.0 0.0 0.0 (0.5) Cross-Cutting 0.0 0.0 0.0 0.0 0.0 (7.1) (7.1) Total 2025/26 Savings Programme (14.1) (4.9) (3.8) (1.0) (4.6) (10.4) (38.8) 35% 13% 10% 3% 12% 27% 100% Prior Month (12.9) (5.7) (4.3) (1.7) (12.3) (1.9) (38.8) 33% 15% 11% 4% 32% 5% 100% Change (1.2) 0.8 0.5 0.7 7.7 (8.5) 2% -2% -1% -1% -20% 22% 39. As of Month 7, £19.0m (48%) of the savings and interventions are being recorded as banked or on track for delivery. A further £4.8m (13%), being tracked above as amber, are in delivery but may not deliver in full this financial year. Of this, £0.5m is currently anticipated to slip but deliver in 2026/27. There are £4.6m (12%) of savings reported as red and having challenges in delivery, with mitigations being sought in-year where feasible. Of these, £4.2m are forecast to slip into 2026/27 but are ultimately expected to be delivered. Thus, a total of £ 4.7m in savings is forecast to slip into 2026/27 and forms part of the overall forecast overspend. A further £10.4m of savings are considered to be undeliverable and will need to be written out of the Council’s budget from 2026/27. Of these, £2.3m relate to the brought forward balance from the prior year while £8.1m of savings budgeted for delivery in 2025/26 can no longer be delivered. 40. 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 41. Service Operating Budgets represent the majority of the Council’s investment in day-to-day services for residents. With the Council continuing to operate in an environment driven by national pressures and exceptionally high demand, these budgets have been supplemented with £5.5m of funding to meet forecast inflationary pressures and £1 7.8m for demographic growth and other drivers impacting on demand for services. Cabinet Report – 23 December 2025 (Part 1 – Public) 42. Table 3.3 represents the position reported against normal activities for the Service Operating Budgets now being presented at Corporate Director level . The salient risks and variances within this position are summarised in the following paragraphs. Cabinet Report – 23 December 2025 (Part 1 – Public) Table 4: 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 113.7 118.5 0.4 0.0 (0.6) 118.2 4.5 4.0 0.5 Income (79.7) (78.9) 0.0 0.0 0.0 (78.9) 0.8 1.4 (0.6) Subtotal 34.0 39.6 0.4 0.0 (0.6) 39.3 5.3 5.4 (0.1) Adult Social Care & Health Expenditure 185.2 192.1 0.0 0.0 (0.1) 192.0 6.8 7.3 (0.5) Income (84.3) (85.0) (1.4) 0.0 0.0 (86.4) (2.1) (2.3) 0.2 Subtotal 100.9 107.1 (1.4) 0.0 (0.1) 105.6 4.7 5.0 (0.3) Children & Young People Services Expenditure 79.3 85.9 (0.4) 0.0 (0.7) 84.8 5.5 4.8 0.7 Income (22.1) (21.5) (0.1) 0.0 0.0 (21.6) 0.5 1.2 (0.7) Subtotal 57.2 64.4 (0.5) 0.0 (0.7) 63.2 6.0 6.0 0.0 Resident Services: Place Expenditure 79.0 79.8 (0.4) 0.0 (0.3) 79.1 0.1 (0.2) 0.3 Income (34.5) (33.0) 0.1 0.0 0.0 (32.9) 1.6 2.0 (0.4) Subtotal 44.5 46.8 (0.3) 0.0 (0.3) 46.2 1.7 1.8 (0.1) Resident Services: Homes & Communities Expenditure 47.3 72.7 (0.2) 0.0 (0.6) 71.8 24.5 24.7 (0.2) Income (39.6) (55.6) 0.0 0.0 0.0 (55.6) (16.0) (16.5) 0.5 Subtotal 7.7 17.1 (0.2) 0.0 (0.6) 16.2 8.5 8.2 0.3 Corporate Services Expenditure 22.0 26.4 0.0 0.0 (3.3) 23.1 1.1 1.2 (0.1) Income (0.7) (1.4) 0.0 0.0 0.0 (1.4) (0.7) (0.7) 0.0 Subtotal 21.3 25.0 0.0 0.0 (3.3) 21.7 0.4 0.5 (0.1) Chief Executive Office Expenditure 8.0 8.5 0.0 0.0 (0.2) 8.3 0.3 0.3 0.0 Income (1.6) (1.7) 0.0 0.0 0.0 (1.7) (0.1) (0.1) 0.0 Subtotal 6.4 6.8 0.0 0.0 (0.2) 6.6 0.2 0.2 0.0 Total Service Operating Budgets 272.0 306.8 (2.0) 0.0 (5.8) 298.8 26.8 27.1 (0.3) Cabinet Report – 23 December 2025 (Part 1 – Public) 43. As can be seen from the table above, Service Operating Budgets are forecasting a £26.8m overspend which is the cumulative effect of a number of variances which are briefly outlined below by Cabinet Portfolio: i. Finance – As at Month 7 the service is reporting a pressure of £ 5.3m, which is a £0.1m favourable 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. This position is compounded by staffing pressures from agency staffing and the associated premium above the workforce budget. ii. Adult Social Care & Health – are reporting an overspend of £4.7m, with adult care placements forecasting a pressure of £7.2m offset by a c£1.6m underspend against SEND Transport and further mitigations of £0.9m 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 all 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 improvements within the SEND Transport forecast. iii. Children & Young People’s Services – As at Month 7, services within this directorate are reporting a pressure of £ 6.0m, representing no movement from Month 6. The pressure in this area is driven by additional demand for care, with this position being 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 is driven by a reduction in the use of flexible capital receipts to fund transformation costs within Education recognised in Month 6. iv. Resident Services: Place – Are reporting a n overspend of £1. 7m at Month 7, representing a £0.1m favourable movement from Month 6 . £1.6m 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. P art of this is linked to the Civic Centre Transformation saving and compounded by assumptions made about staffing costs incurred and the associated recharge into the capital programme, and buyers premium. Expenditure is largely forecast to breakeven across the directorate. v. Resident Services: Homes & Communities – Are reporting a net overspend of £8.5m, representing an adverse movement of £0.3m, driven by a gross expenditure pressure of £ 24.5m offset by additional income of £ 16.0m. The gross pressure is Cabinet Report – 23 December 2025 (Part 1 – Public) largely driven by temporary accommodation and homelessness support pressures. This reflects a national pressure, but with Hillingdon particularly impacted by Heathrow having a material impact on local supply and demand economics. The additional income is linke d 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 driven by fire safety concerns in a privately owned residential building in the borough and the need to provide a waking watch service to ensure resident safety. vi. Corporate Services – As at Month 7 are reporting an overspend of £0. 4m driven by a number of minor variances, with the most salient being an overspend within Human Resources of £0.4m due to 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 44. At Month 7, 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. 45. 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. Cabinet Report – 23 December 2025 (Part 1 – Public) Schools Budget 46. As of Month 7, the Dedicated Schools Grant (DSG) is forecasting an in-year deficit of £10.6m with a £1.9m favourable movement from Month 6, representing a further improvement from the £15m outturn for 2024/25. The favourable movement relates to High Needs expenditure and the service’s ongoing work to reduce reliance on costly independent placements through increased local provision and early intervention . This in -year shortfall is entirely driven by continued demand and cost pressures in High N eeds placements, which remain significantly underfunded in the DSG allocation from the DfE. These pressures are not unique to the local authority; nationally, local authorities are facing similar challenges. Rising demand for specialist provision, a shorta ge 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 underfundin g of High Needs provision continues to place significant strain on DSG budgets across the country. The table below provides a summary of the Schools Budget and the current forecast. 47. Whilst the Safety Valve funding with the DfE is currently suspended the Co uncil 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 reducin g the overall number of Education, Health and Care Plans (EHCPs), lowering the average top -up funding required per EHCP, and decreasing the average cost of education placements. In parallel, the Council is working to enhance the value for money of commissi oned services and to increase financial contributions from partner agencies towards the support of children and young people with SEND. The Council is beginning to see a significant reduction in the in - year deficit as a consequence. Cabinet Report – 23 December 2025 (Part 1 – Public) Table 5: DSG Income and Expenditure Summary Dedicated Schools Grant (DSG) Blocks Budget 2025/26 Forecast Variance Month 6 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 71.8 (1.9) 0 (1.9) Budgeted Use of Reserves (12.5) 0 (12.5) (12.5) 0 0 0 Total 423.0 (200.1) 222.9 221.0 (1.9) 0 (1.9) Balance Brought Forward 1 April 2025 65.9 Budgeted Use of Reserves 12.5 Pressure/(Reduction) (1.9) Total Deficit at 31 March 2026 76.5 48. 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. 49. 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 – 23 December 2025 (Part 1 – Public) Housing Revenue Account 50. 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 level set out in the Council’s budget strategy. The table below presents key variances with a £0. 8m pressure against operating costs being compounded by a £0.4m adverse 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 represents a £0.1m favourable movement since Month 6 offset by a £0.1m movement in revenue contributions to capital. Table 6: 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 1.3 0.3 0.4 (0.1) Contribution to Shared Services 17.4 17.4 0.0 0.0 0.0 HRA Operating Costs 44.7 45.5 0.8 0.9 (0.1) Capital Programme Financing 18.9 21.6 2.7 2.6 0.1 Interest and Investment Income 22.1 18.2 (3.9) (3.9) 0.0 Total Capital Programme Financing 41.0 39.8 (1.2) (1.3) 0.1 (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 51. At Month 7, 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 varia tion from this level feeding into rental projections as appropriate. 52. The HRA Operating Costs budget is £44.7m and at Month 7 is forecasting a minor £0. 8m overspend against the budget, due to staffing pressures, B&B costs associated with emergency housing and leaseholder insurance premiums. 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 review, with growth in these budgets included in the approved budget from February 2025 being deployed as and when new homes are brought online. Cabinet Report – 23 December 2025 (Part 1 – Public) 53. Operational Assets are forecast to breakeven . This incorp orates a number of 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 t o HRA Operating Costs in the Council’s budget strategy, with forecasts indicating the uplift is sufficient to meet inflationary demands on the service. 54. 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. 55. 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. 56. As at Month 7 the capital programme financing budget of £41.0m was forecast to underspend by £ 1.2m. This budget forecast includes £21.6m (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. Cabinet Report – 23 December 2025 (Part 1 – Public) Treasury Management Update as at 31st October 2025 Table 7: Outstanding Deposits Period Actual Actual Movement from M6 (£m) (%) (£m) Call Accounts and Month Market Funds Up to 3 Month Fixed-Term Deposits 40.1 62.7% 4.3 8.9 13.9% 3.9 Total 49.0 76.6% 8.2 Strategic Pooled Funds 15.0 23.4% 0 Deposits at 31st October 2025 64.0 100.0% 8.2 Average Investment Balances M6 73.9 19.0 57. Deposits are held with UK institutions, all of which hold a minimum A - Fitch (or lowest equivalent) long -term credit rating and AAA rated Money Market Funds (MMFs). UK deposits are currently held in NatWest Bank plc and the DMADF. There is also an allocation of £15m to three externally managed strategic pooled funds. 58. The average rate of return on day-to-day operational treasury balances since the beginning of the new financial year is 4.19%. As part of the Council’s investment strategy for 2024/25, the Council continues to hold a total of £15m in three long-dated strategic pooled funds (£5m in each). The strategic pooled funds have a long -term investment horizon with dividends being distributed periodically. When including projected dividend income on these strategic pooled funds, the overall rate of return increases to 4.21% based on the previous six months income average. 59. Bank of England base rate fell to 4% in August which will result in lower future returns on day-to-day operational investments in money market funds and the DMADF. 60. The Council aims to minimise its exposure to bail -in risk by utilising bail -in exempt instruments and institutions whenever possible. However, due to the significant amount held in instant access facili ties, which is needed to manage daily cashflow, it is not possible to fully protect Council funds from bail-in risk. Over October on average 79% of the Council’s day-to-day operational treasury investments had exposure to bail -in risk compared to a September benchmark average of 7 5% for London and metropolitan boroughs, as investments were partly held in money market funds which were returning a higher yield than DMADF. However, money market funds reduce the risk of bail -in compared to bank deposits as th ey provide wide diversification of investment risks with professional fund manager services. 61. Liquidity was maintained by placing surplus funds in instant access accounts and making short-term deposits, including overnight deposits, in the DMADF. Cash flow was managed by ensuring maturities of any short -term deposits with the DMADF were matched to outflows. Average investments over the month (including strategic pooled funds) were £73.9m, an increase of £19.0m from Month 6 and balances at the end of October were £8.2m higher than at the end of September. Cabinet Report – 23 December 2025 (Part 1 – Public) Table 8: Outstanding Debt General Fund HRA Total Average Interest Rate (Total) £m £m £m % PWLB Long Term 187.9 304.4 492.3 3.99% Market 10.0 28.0 38.0 4.11% Temporary Borrowing: Local Authorities 68.0 0.0 68.0 4.51% PWLB 0.0 0.0 0.0 0.0% 265.9 332.4 598.3 4.06% Movement from Prior Month 10.0 0.0 10.0 0.01% 62. During October 2025 , £10m GF local authority (LA) loans were repaid. A £20m loan was acquired from PWLB to replace the LA loan and fulfil cashflow requirements. 63. PWLB rates fluctuated throughout October, ending in a lower position to the beginning of the month – EIP (Equal Instalment of Principal) rates at end of October range from 4.66% (1.5 - 2yrs) to 4.93% (9.5-10yrs) before concessionary discounts. Longer term rates are currently more expensive. Cabinet Report – 23 December 2025 (Part 1 – Public) PART B: FINANCIAL RECOMMENDATIONS That the Cabinet: a. Approve acceptance of £166,583 of grant funding from the Department for Education (DfE) under the Building Stronger Independent Lives (BSiL) programme. b. Approve acceptance of £25,000 grant funding to support the EBSNA Response and Enhanced Rehabilitation Outreach Service (EROS). Reasons for recommendation 64. Recommendation a – This funding will support targeted prevention initiatives within Children’s Social Care, aimed at strengthening early help and reducing escalation to statutory intervention. The grant will enable investment in innovative delivery models and partnership approaches to improve outcomes for children and families, aligning with national priorities for prevention and resilience. The Best Start in Life grant for the period April 2025 to March 2026 provides an opportunity to enhance local capacity for preventative work and embe d sustainable practices that reduce demand on statutory services. Acceptance of this funding will allow the development of new approaches, including collaborative work with partners, to deliver measurable improvements in family support and independence. 65. Recommendation b – This funding will enable the expansion of EROS, a specialist outreach service designed to address Emotional Based School Non -Attendance (EBSNA) across the borough. EROS delivers community-based, psychologically informed support through multi - agency partnership working, including collaboration with CAMHS, voluntary sector organisations, schools, and parent/carer representatives. 66. The grant will allow: i. Increased capacity for early intervention and preventative training for school staff and parents. ii. Establishment o f professional -led support groups for children, young people, and families. iii. Strengthening of multi -agency collaboration via the Inclusion Network and development of the EBSNA protocol. iv. Co-production of tailored resources with parents/carers through ongoing action research. 67. The initiative targets children and young people aged 6 –16 experiencing EBSNA, offering outreach consultations, direct interventions, and borough-wide training. The model is scalable and designed for borough-wide impact and regional replication. By intervening early, EROS reduces the need for costly out -of-borough placements and specialist transport, supporting sustainable inclusion in mainstream education. 68. Robust monitoring and evaluation frameworks will be in place, including quanti tative and qualitative KPIs (such as improved attendance, emotional wellbeing, staff training, and parent engagement). Cabinet Report – 23 December 2025 (Part 1 – Public) 69. The programme will operate through strong multi -agency partnerships and is governed via reporting to the LA’s Ambition Group 4 (SEND Oper ational Group). Dissemination will take place through established forums, newsletters, and strategic communications, ensuring broad understanding and adoption. 70. Implementation will begin immediately upon notification, with delivery plans finalised in January 2025, and outreach, training, and support groups delivered from January –March 2026. All funded activities will be completed by 31 March 2026, followed by sustainability planning. 71. Acceptance of this funding will enable the development and scaling of innov ative, evidence- informed approaches to improve attendance, inclusion, and long-term outcomes for children and young people, while embedding sustainable practices that reduce demand on statutory services.

Text extracted automatically from the PDF, so layout, tables and images are not shown. Open the original PDF on LB Hillingdon’s website.

Relevant Select Committee
Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in)
Officer(s) to action
Directorate
Classification
7. Six-month Performance Report, First Half 2025/26 - April to October PDF 237 KB
RESOLVED: That Cabinet: 1) Note the Six-month performance report for 2025/26, as attached in Appendix 1; 2) Note that it will also be presented to Select Committees in discharging their overview and scrutiny role, and also full Council; Reasons for decision The Cabinet Member for Finance and Transformation introduced the six-monthly performance report, which would be considered further by the Select Committee and presented to full Council in January. The Cabinet Member highlighted that the overall message was strong outcomes delivered at low cost, reflecting the long-standing policy of the Administration. Key points included Hillingdon having the fourth lowest expenditure in London per 100,000 residents despite additional pressures from asylum responsibilities and its role as a Port Authority at Heathrow. Adult social care expenditure was the second lowest among comparable boroughs, with a good CQC rating placing the Council in the top quartile nationally. Children’s services had the third lowest expenditure and retained an outstanding rating. Resident services demonstrated strong value for money, and general fund spending on housing ranked eighth lowest in London, with temporary accommodation costs mitigated by interventions. Rough sleeping remained a challenge, largely due to Heathrow’s presence within the Borough. The Vice-Chair commented that the report demonstrated the efficiency and value for money of Council services, noting that financial pressures were driven by demand factors beyond the Council’s control rather than poor performance. Alternative options considered and rejected None. Relevant Select Committee All Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Not for call-in. Officer(s) to action Ian Kavanagh 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
📄 Six-month Performance Report, First Half 2025/26 - April to October PDF 237 KB
Read the text of this document (6 pages)
Cabinet report – 23 December 2025 (Part 1 Public) SIX-MONTH COUNCIL PERFORMANCE REPORT, FIRST HALF 2025/26 - APRIL TO OCTOBER Cabinet Member & Portfolio Cllr Eddie Lavery – Cabinet Member for Finance & Transformation / All Cabinet Members Responsible Officer Matthew Wallbridge, Chief Operating Officer Report Author & Directorate Ian Kavanagh, Head of Business Intelligence, Corporate Services Papers with report Six-month performance report, First Half 2025/26 (April to October) HEADLINES Summary This report monitors the value the council provides by benchmarking our expenditure against key performance indicators for each directorate. Putting our Residents First Delivering on the Council Strategy 2022-2026 This report supports the Council’s ambition 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:  Safe and strong communities  A thriving economy  A digital-enabled, modern, well-run council  Thriving, healthy households  A green and sustainable borough Financial Cost None. Select Committee All Ward(s) All RECOMMENDATIONS That Cabinet: 1. Note the Six-month performance report for 2025/26, as attached in Appendix 1; 2. Note that it will also be presented to Select Committees in discharging their overview and scrutiny role, and also full Council; Cabinet report – 23 December 2025 (Part 1 Public) Reasons for recommendation(s) Performance management is a critical function in local government, enabling councils to use data- driven insights to improve outcomes for residents. It supports accountability—both internally and externally—by demonstrating how public ser vices respond to local needs and ensure value for money. The Council’s performance framework is aligned with the Hillingdon Council Strategy and incorporates a suite of reports accessible to services, senior management, the Corporate Management Team, and Cabinet – and then reported to select committees . This annual report draws on key performance indicators and monitoring data to assess progress against strategic objectives. Where applicable, it includes the most recent data available, including pre -2024/25 benchmarks. Notably, the report integrates financial benchmarking from the 2024 -25 local authority revenue expenditure and financing outturn report. Alternative options considered / risk management None, as it is good business practice to report performance to decision-makers. Select Committee comments None at this stage, however, all select committees will be invited to consider the report in relation to their respective remits and to effectively discharge their overview and scrutiny role. SUPPORTING INFORMATION 1. Performance management is about using data to drive evidence -based decision making to challenge current ways of working and service delivery models. It is an important tool for local government to take responsibility for its own performance and for the public and national governments to hold local service providers to account, ensuring they respond to local needs and that public money is being spent wisely. 2. Performance management includes a range of processes and methods to ident ify shared goals and various measurements of progress towards these. Closely aligned to the concept of governance it ensures arrangements are in place so an authority’s objectives can be achieved. 3. Within Hillingdon , performance is aligned to the Council Strategy, where a suite of performance reports is available to services, senior management teams, our Corporate Management Team, and the Leader and Cabinet. Monthly reports are presented to CMT and action logs completed. Cabinet report – 23 December 2025 (Part 1 Public) 4. This report uses key performance i ndicators and benchmarking data to show performance and value on key services for financial Year 2024/25 (or in some cases, the latest data available as well as pre-financial year 2024/25). 5. The 6 -month performance report for 2025/26 presents a detailed and transparent benchmarking of how Hillingdon council is performing across its core service areas, with a clear emphasis on putting residents first. The report reflects a council that is activ ely responding to significant challenges —rising demand, financial pressures, and evolving community needs—while maintaining a strong commitment to service quality, accountability, and resident wellbeing. 6. Hillingdon had the 4th lowest net expenditure in Lo ndon per 100,000 residents. Heathrow Airport’s presence within the borough creates unique operational and financial pressures that many other London authorities do not face. Despite years of government underfunding and these unique challenges, Hillingdon c ontinues to be recognised as a well - run council, consistently delivering strong value for money and maintaining one of the lowest net expenditure levels in London. Adult Social Care and Health (ASC&H) 7. Hillingdon continues to deliver Adult Social Care in a financially sustainable and outcome - focused way. The borough has the 2nd lowest net expenditure on Adult Social Care among statistical neighbours, remaining below both the London and national averages. Despite this Hillingdon achieved a ‘Good’ Care Quality Commission (CQC) rating with an overall score of 73%. This score continues to see Hillingdon in the top quartile of inspected authorities. 8. Hillingdon’s rate of people in residential and nursing placements was in line with the average of our statistical neighbours and London average. This is a positive indicator of our ability to support people in the least restrictive setting and to promote independence wherever possible with the success of our d ischarge-to-assess model, short -term intervention pathways, and community-based support services, which together help residents avoid unnecessary long - term care placements. 9. 58.4% of service users are satisfied with care (slightly below London average), but Quality of Life score is above London average. Hillingdon continues to deliver Adult Social Care services with a strong emphasis on personalisation, safety, and positive outcomes for both residents and carers. The borough’s performance in key satisfaction measures reflects a service that is responsive, targeted, and committed to continuous improvement. 10. Hillingdon has the 5th lowest net expenditure on Public Health and Adult Obesity among neighbours but remains above London averages. Adult obesity (15.4%) is higher than England, London and NWL ICB, with highest prevalence in Hayes and Yiewsley. Hypertension prevalence has increased from 10% to 13.5%, reflecting the success of proactive case-finding, with 85% of diagnosed cases controlled—above target and national benchmarks. Cabinet report – 23 December 2025 (Part 1 Public) Residents Services 11. Hillingdon demonstrates strong value for money across Housing and Homelessness. Resident Services had the 8th lowest expenditure of London boroughs for housing general fund and homelessness expenditure. Hillingdon achieved a C2 (2nd highest) grade from the Regulator of Social Housing (RSH). Grading ranges from C1 to C4. Only 7 of 66 (10.6%) local authorities assessed achieved the C1 grade and most authorities (56%) received a C3 or C4 grade. 12. The proporti on of households in Temporary Accommodation (12.5 per 1,000) remains far lower than high-pressure boroughs such as Ealing and Harrow, reflecting effective prevention and case management. 13. However, rough sleeping remains a significant challenge, with rates the highest among comparators. Heathrow Airport continues to drive inflow pressures, alongside recent Home Office evictions contributing to short-term spikes. The council is working closely with partners and the Home Office to support individuals leaving asylum accommodation and reduce repeat homelessness. 14. The Housing Landlord Service continues to perform strongly across safety and asset management. Gas safety compliance is 99.61%, tenant arrears are better than the London average, and Hillingdon’s average re-let time of 30.6 days is the best among all comparators, more than 20 days faster than the London averages. While tenant satisfaction remains below the England average, Hillingdon perf orms strongly on key activity -based measures such as repairs timeliness. 15. The proportion of “dwellings vacant, but available to let ” in Hillingdon is 87%, which is 16 percentage points higher than London (71%) and 35 percentage points higher than England (52%). Hillingdon has an ambitious housing delivery programme, buying new properties for letting. This means a higher-than-average volume of properties are being let at any one time, but it is important to note these continue to be re -let within a faster than average end to end re-let time. 16. Hillingdon’s result on homes that do not meet the Decent Homes Standard is by far the highest at 30.90%, and over 14 percentage points higher than the next highest neighbours, Ealing (16.63%). Hillingdon's housing landlo rd service is investing over £108m to improve homes over the next five years and rapid progress is being made to reduce levels of non -decent homes. Programmes of work include window replacement, new gas boilers, new kitchens and new bathrooms, complementing home energy efficiency improvement works. 17. Highways and planning continue to support the borough’s economic and environmental ambitions. Despite one of the lowest net expenditures on planning nationally, Hillingdon meets 100% of major planning application timescales and continues to outperform on highways maintenance and street works. EV charging availability remains below London averages, and work with regional partners is ongoing to expand charging infrastructure. Cabinet report – 23 December 2025 (Part 1 Public) Children Services 18. Children’s Services continues to provide safe, responsive and inclusive support despite high- pressure operating conditions. Hillingdon has the 3rd lowest net expenditure for Children’s Social Care, however achieved an ‘Outstanding’ Ofsted rating in November 2023, the highest grade indicating a high quality, innovative service that consistently exceeds expectations where children achieve excellent outcomes. Only 15% of councils nationally are currently assessed at the highest standard. 19. Placement sufficiency remains a priority. Hillingdon has the lowest percentage of children in foster care (51%), which increases reliance on residential placements. Work is underway to stabilise provision and expand internal fostering capacity. 20. Placement sufficiency remains a priority. Hillingdon has the lowest percentage of children in foster care (51%), which increases reliance on residential placements. Work is underway to stabilise provision and expand internal fostering capacity. 21. Hillingdon’s Youth Justice Service has the 3rd highest net expenditure when compared to our youth justice statistical neighbours, however we are lower than the London average. It is positive to see we have the 4th lowest rate of first -time entrants compared to our statistical neighbours and lower than the London and national averages. 22. Hillingdon had the 4th lowest net expenditure for education and early years when compared to our statistical neighbours. This is reflected in the demand data for special educational needs and disabilities (SEND) as we have the 4th lowest rate of children on an Educational Health Care (EHC) plan and the 2nd lowest rate of education health care needs assessments (EHCNA) requests. Finance 23. Council tax collection costs are the 2nd lowest among neighbours, although in-year collection (96.49%) remains mid -range, and arrears brought forward are the 4th highest, impacting cashflow and recoverability. Hillingdon has significantly higher levels of locally funded council tax discounts, reflecting policy decisions that differ from comparators. 24. Housing benefit administration costs are above the London average, but Hillingdon delivers sector-leading processing times, ranking fastest for changes of circumstances and among the top performers for new claims, despite high levels of demand. Financial Implications There are no direct financial implications to the Council associated with the recommendations in this report. Cabinet report – 23 December 2025 (Part 1 Public) RESIDENT BENEFIT & CONSULTATION The benefit or impact upon Hillingdon residents, service users and communities? This report enables residents, communities, and service users to understand how well services are performing, ensuring transparency, accountability, and continuous improvement in meeting local needs. Consultation & Engagement carried out (or required) None required. CORPORATE CONSIDERATIONS Corporate Finance Corporate Finance have reviewed this report and concur with the Financial Implications set out above, noting there are no direct financial implications associated with the recommendation within this report. Legal Regular reporting on performance indicators is a good governance practice that aids in accountability and openness in the provision of performance-related information and relevant data, and in turn assists Members in relation to broader decision-making, leading to better outcomes for residents. There are no direct legal implications associated with the recommendations within this report. BACKGROUND PAPERS NIL

Text extracted automatically from the PDF, so layout, tables and images are not shown. Open the original PDF on LB Hillingdon’s website.

📄 Appendix - 6-month performance report 2025-26 , item 7. PDF 970 KB
Read the text of this document (45 pages)
Hillingdon Council Six-month performance report First half 2025/2026 (April to October) Approach The aim of this performance report is to assess the value the council provides by benchmarking our expenditure against key performance indicators across each directorate. The analysis is based entirely on publicly available data to ensure a fair, transparent, and repeatable comparison with other local authorities. As with all published datasets, the figures are only as accurate as the information submitted by each authority. Because this report relies on published national datasets, it uses the most recent information available. For most measures, this is the 2024/25 financial year, although a small number of datasets cover slightly different periods. These variations are due to the time required for data cleansing and standardisation by both local authorities and the relevant national publishing bodies (e.g. DLUHC, DfE). The report incorporates financial benchmarking from the 2024/25 Local Authority Revenue Expenditure and Financing Outturn to demonstrate how effectively Hillingdon deploys its resources to deliver positive outcomes for residents. To allow meaningful comparisons, expenditure figures have been standardised using published population data relevant to each service area—for example, using the 0 –18 population when analysing Children’s Services. Where available, comparisons are made against statistical neighbour groups, recognising that different services have different socio-demographic comparators, such as Youth Justice having a different statistical neighbour set from Adult Social Care . Where statistical neighbour sets are not published, nearest neighbours have been used instead. Executive Summary  Adult Social Care had the 2nd lowest expenditure of London boroughs per 100,000 residents.  Achieved a ‘Good’ Care Quality Commission (CQC) rating with an overall score of 73%. This score continues to see Hillingdon in the top quartile of inspected authorities.  Assessed across 5 key areas: safe, effective, caring, responsive and well-led.  Resident Services had the 8th lowest expenditure of London boroughs for housing general fund and homelessness expenditure per 100,000 residents.  Achieved a C2 (2nd highest) grade from the Regulator of Social Housing (RSH).  Grading ranges from C1 to C4. Only 7 of 66 (10.6%) local authorities assessed achieved the C1 grade and most authorities (56%) received a C3 or C4 grade.  Children’s social care had the 3rd lowest expenditure of London boroughs per 100,000 children.  Achieved an ‘Outstanding’ Ofsted rating in November 2023, the highest grade indicating a high quality, innovative service that consistently exceeds expectations where children achieve excellent outcomes.  Only 15% of Councils Nationally are currently assessed at the highest standard.  Hillingdon had the 4th lowest net expenditure in London per 100,000 residents.  Heathrow Airport’s presence within the borough creates unique operational and financial pressures that many other London authorities do not face.  Despite years of government underfunding and these unique challenges, Hillingdon continues to be recognised as a well-run council, consistently delivering strong value for money and maintaining one of the lowest net expenditure levels in London. Sandra Taylor Corporate Director of Adult Social Care and Health Adult Social Care and Health Summary Hillingdon has the 2nd lowest net expenditure across all London councils for Adult Social Care and health, but despite this services were judged to be ‘good’ with an overall score of 73% in the last Care Quality Commission (CQC) inspection. This score continues to see Hillingdon in the top quartile of inspected authorities. Authorities are assessed across 5 key areas: safe, effective, caring, responsive and well-led. Adult Social Care and Health – Adult Social Care Demand Understanding the data: • Adult Social Care net expenditure1 - Shows the 2024- 25 expenditure. Value is in £000s, per 100,000. • In home care4 – Shows the number of residents receiving home care as at 30/06/24, as a rate per 100,000 population. • In residential or nursing placement3 - Shows the number of residents in residential or nursing placements as at 31/09/24, as a rate per 100,000 population. • Hours of support given 4- Shows the number of weekly hours of home care given as at 31/09/24, as a rate per 100,000 population. Adult Social Care and Health – Adult Social Care Demand Hillingdon has the 2nd lowest net expenditure on Adult Social Care among its statistical neighbours and remains below both London and national averages. It also reports the 2nd lowest number of home care clients and hours. Hillingdon delivers Adult Social Care with a strong emphasis on value for money and effective demand management, ensuring high quality care in a financially sustainable way. Our home care provision is proportionate and well-managed, targeting support efficiently to help residents maintain independence while directing resources where they are most needed. Hillingdon’s rate of people in residential and nursing placements was in line with the average of our statistical neighbours and London average at 242 people per 100,000 compared to the average of 241. This is a positive indicator of our ability to support people in the least restrictive setting and to promote independence wherever possible with the success of our discharge-to-assess model, short-term intervention pathways, and community-based support services, which together help residents avoid unnecessary long-term care placements. Adult Social Care and Health – Adult Social Care Satisfaction Understanding the data: • Adult Social Care net expenditure1 - Shows the 2024-25 expenditure. Value is in £000s, per 100,000. • Social support of carer net expenditure1 - Shows the 2024-25 expenditure. Value is in £000s, per 100,000. • ASC complaints6 – 2024/25 complaints received as a rate per 100,000 population. • Overall satisfaction of service users 2 - as per Adult Social Care Outcomes Framework (ASCOF) 23-24. • Overall satisfaction of carers with social services 2 – percentage, as per ASCOF 23-24. • Older people still at home 91 days after discharge from hospital into reablement/rehabilitation 2 – percentage as per ASCOF 23-24. • Older people offered reablement services following discharge from hospital 2 – percentage, as per ASCOF 23-24. • Carers who receive self directed support 2 – percentage, as per ASCOF 23-24. Adult Social Care and Health – Adult Social Care Satisfaction Hillingdon had the 6th lowest net expenditure for its social support to carers when compared to our statistical neighbours. Hillingdon’s overall satisfaction is the 4th lowest out of our statistical neighbours for service users and 6th highest for carer satisfaction, using the latest published 2023/24 survey results. Hillingdon is 6th highest for those still at home 91 days after a hospital discharge and 4th lowest for the percentage of people offered reablement support after a hospital discharge. This shows how Hillingdon’s discharge arrangement does not direct everyone to the reablement route but instead offers a short discharge to assess service options to support an early discharge while the council can assess the correct level of care for the resident. By targeting reablement support toward those who are most likely to benefit, this can secure better outcomes for residents. Hillingdon is also one of the councils operating with 100% self-directed support, meaning that people have choice and control over how their care and support needs are met.. Hillingdon continues to deliver Adult Social Care services with a strong emphasis on personalisation, safety, and positive outcomes for both residents and carers. The borough’s performance in key satisfaction measures reflects a service that is responsive, targeted, and committed to continuous improvement. Adult Social Care and Health – Adult Social Care Satisfaction The 2023/24 Adult Social Care Survey, conducted between 8 January and 8 March 2024, gathered feedback from residents receiving care in the community, supported living, and residential or nursing settings. The survey achieved a return rate of 25.4%, with responses used to benchmark satisfaction and inform service development. • Satisfaction with care and support: 58.4% of respondents reported being ‘extremely’ or ‘very satisfied’ with the care and support they receive. While slightly below the London average (60.5%), this reflects a stable and improving trend. • Quality of life score: Hillingdon achieved a score of 19.1 out of 24, above the London average of 18.4. This composite score reflects residents’ views on dignity, safety, nutrition, social participation, and control over daily life. • Safety and independence: Hillingdon ranks 6th highest among statistical neighbours for the proportion of older people still at home 91 days after discharge, demonstrating the effectiveness of our discharge-to-assess model and short-term support pathways. • Reablement offer: While Hillingdon is 4th lowest for the proportion of residents offered reablement, this reflects a targeted and outcome-focused approach. By prioritising those most likely to benefit, this ensure resources are used effectively and residents receive tailored support. • Carer support: The borough continues to perform strongly in carer engagement, with 100% of carers receiving self-directed support, placing Hillingdon among the leading councils nationally for personalised care planning. The survey also highlighted areas for further development, including social contact and loneliness. These insights are being actively addressed through the borough’s Carers Strategy and wider wellbeing initiatives. Reablement Service – Key performance highlights (2023/24) • Residents Supported: Over 650 residents received reablement support across the first three quarters. • Independence outcomes: 63% required no further care 90 days post-intervention. • Cost avoidance: Achieved a total cost avoidance of £2.67 million, significantly exceeding the annual target of £500,000. Adult Social Care and Health - Public Health Understanding the data: • Public Health net expenditure1 - Shows the 2024-25 expenditure. Value is in £000s, per 100,000. • Adult obesity net expenditure1 - Shows the 2024-25 expenditure. Value is in £000s, per 100,000. • Hypertension prevalence5 – percentage of all ages with hypertension, registered with a GP in 2024/25. • Obesity prevalence – adults5 – percentage of adults aged 18+ , registered with a GP, with obesity in 2024/25. Adult Social Care and Health - Public Health Hillingdon's Health and Wellbeing Board identified five priorities for 2025-28: 1. Start Well: Improve early years outcomes, reduce child obesity, and promote readiness for school and life. 2. Live Well: Prevent and/or delay the onset of long-term conditions, particularly hypertension, improve mental wellbeing, and enhance access to early intervention and support for carers. 3. Age Well: Implement ‘at scale’ proactive frailty management, and better end-of-life care that enables people with multi-morbidity to maintain independence for as long as possible in order to avoid non-elective presentations, admission to long-term care and to promote early discharge. 4. Healthy Places: Tackle housing, environment, employment, and social isolation. 5. Equity and Inclusion: Target resources and interventions where inequalities are greatest using Core20PLUS5: specifically, Hayes, Yiewsley, and West Drayton. For years 1 and 2 the focus priorities are 'live well', 'age well' and 'equity and inclusion'. Chronic conditions are rising - 48% of adults have one or more long-term conditions (LTCs), with hypertension, obesity, anxiety, depression, and diabetes the most common. Hillingdon’s adult population has grown 16% in seven years, with a rapidly ageing population; the 65+ group represents 14% of the population but accounts for 40% of health and social care usage. Adult Social Care and Health - Public Health Hillingdon had the 5th lowest net expenditure on both public health and adult obesity when compared to our nearest neighbours, but this was significantly more than the London average. Obesity is a global and complex public health concern. It is associated with reduced life expectancy and is a risk factor for a range of chronic diseases, including cardiovascular disease, type 2 diabetes, at least 12 types of cancer, respiratory disease and can also impact on mental health. The risk and severity of these diseases increases with a higher body mass index (BMI). The proportion of adults in England living with obesity has seen large increases in the last four decades. Hillingdon's prevalence (15.4%) is higher than England (13.9%), London (11.9%) and North West London Integrated Care Board (ICB) (11.6%) rates.At GP practice level, the highest prevalence rates (20%+) can be seen in the south of the borough, specifically in Hayes and Yiewsley. The latest data on childhood obesity is due to be released in late 2025. The current prevalence rate for hypertension in Hillingdon is 13.5% against a target of 16% by March 2026; it is estimated that about 30% of the population nationally have hypertension. Hillingdon's prevalence has improved from 10% since the start of roll out of the Hypertension Anticipatory Care Programme in neighbourhoods. The percentage (of the 13.5%) with their blood pressure under control is 85% - which is above target. Prevalence rates will increase as the programme progressively rolls out.At GP practice level, three out of five of the highest rates are in surgeries in the north of the borough. Hillingdon's prevalence of hypertension is lower than England (15.2%), but significantly higher than London (11.3%) and North-West London ICB (11.2%). Data Sources Data Sources: 1. LA revenue expenditure and financing: 2024 - 2025 2. ASCOF 2023 – 2024 3. ADASS Bed based return 2024 4. ADASS Home Care return 2024 5. Disease Prevalence, Quality Outcomes Framework, NHS Digital 6. Local Government & Social Care Ombudsman Daniel Kennedy Corporate Director of Residents Services Resident Services Summary Hillingdon has the 8th lowest net expenditure across all London councils for general housing and homelessness, indicating a higher level ofcost-efficient service delivery. In addition, Hillingdon's Council Housing Service was awarded the second highest consumer grading of C2 by the Regulator of Social Housing (RSH) in July 2025. Grading ranges from C1 to C4. Only 7 of 66 (10.6%) local authorities assessed achieved the C1 grade and most authorities (56%) received a C3 or C4 grade. Residents Services – Temporary Accommodation (TA) and Homelessness Understanding the data: • Housing Services net expenditure1 - Shows the 2024-25 expenditure. Value is in £000s, per 100,000. • Homelessness net expenditure 1 - Shows the 2024-25 expenditure. Value is in £000s, per 100,000. • Households in TA3 – shows the number of households in temporary accommodation on 31 December 2024, per 1,000 households. • Households in TA with children 3 - shows households in TA with children on 31 December 2024, per 1,000 households. • People sleeping rough3 - shows the number of rough sleepers in June 2025, rate per 100,000 people. • New people sleeping rough 3 – shows the percentage of new rough sleepers in June 2025. Residents Services – Temporary accommodation (TA) and Homelessness Hillingdon’s net housing services expenditure is £9,395,000 per 100,000 people, which is significantly lower than the London average of £14,908,000 and close to the England average of £9,355,000 demonstrating cost-efficient service delivery. Homelessness net expenditure in Hillingdon is £6,250,000 per 100,000 people which is significantly lower than the London average of £11,822,000 and below many neighbouring boroughs, indicating tighter and more efficient homelessness spending. The proportion of households in temporary accommodation (TA) in Hillingdon is 12.50 per 1,000 households, which is substantially lower than boroughs such as Ealing (26.05) and Harrow (15.02), and closely aligned with Bromley (12.82), suggesting lower reliance on TA than other high-pressure councils. Households in TA with children stands at 7.77 per 1,000 households, again well below London’s average of 13.03 and below neighbouring high-demand boroughs like Ealing (19.19), demonstrating better outcomes for families. However, the number of people sleeping rough in Hillingdon is 28.60 per 1,000 households, which is the highest in this comparator group and more than double the England average of 14.90, highlighting a significant concern around street homelessness. The percentage of new people sleeping rough in Hillingdon is 49%, which is above the London average of 35% and indicates that a high proportion of rough sleeping cases are first-time incidents, suggesting rising prevention challenges.Hillingdon has a long history of higher levels of rough sleeping compared to many London boroughs, in part because Heathrow Airport attracts rough sleepers.Proactive working with Heathrow Airport Limited and partner organisations is helping to keep rough sleeping numbers lower, with appropriate engagement and move-on support. During the last year, monitoring suggests higher rates of evictions by the Home Office from theiraccommodation has contributed to an increase in rough sleeping on a short-term basis. The Council is working closely with the Home Office and partner organisations to provide advice to those leaving Home Office accommodation about their housing options and move-on pathways. Residents Services – Housing Landlord Service Understanding the data: • Homes with valid gas safety certificate2 – shows the 2024/25 percentage of properties with a valid landlord gas safety record. • ‘True’ current tenant arrears2 – shows the 2024/25 unpaid accommodation rent and service charges owed by tenants living in benchmarked stock types adjusted for pending benefits payments. • Dwellings vacant but available to let2 – shows the 2024/25 snapshot of the total number of units that were vacant but available for lettings. • Average re-let time in days2 – shows the 2024/25 average time in days it takes for void properties to be let. • Satisfaction with overall service landlord provides2 – shows the 2024/25 perception of satisfaction for residents. Residents Services – Housing Landlord Service Gas safety compliance in Hillingdon is 99.61%, which remains very high but is 0.32 percentage points lower than the London average (99.93%) and 0.28 points lower than the England average (99.89%). Hillingdon’s Landlord Service is proactively working with tenants to ensure timely access to properties to complete safety checks. Current tenant arrears in Hillingdon stand at 3.91%, which is 0.5 percentage points better than the London average (4.41%) and 2.75 points better than London and Arms-length Management Organisation (ALMO) (6.66%), although still 1.31 points higher than the England average (2.60%). The proportion of dwellings vacant, but available to let in Hillingdon is 87%, which is 16 percentage points higher than London (71%), 31 percentage points higher than London & ALMO (56%), and 35 percentage points higher than England (52%).Hillingdon has an ambitious housing delivery programme, buying new properties for letting. This means a higher-than-average volume of properties are being let at any one time, but it is important to note these continue to be re-let within a faster than average end to end re-let time. Hillingdon’s average re-let time is 30.64 days, which is 22 days faster than the England average (44.44 days), more than 22 days faster than London (52.85 days), and 27 days faster than the London & ALMO group (57.96 days) which makes Hillingdon the best performer ranking 1st compared to the benchmarking group. Tenant satisfaction in Hillingdon is 59%, which matches the London average (59%) but remains 14 percentage points below the England average (73%), indicating further work is required to understand and improve resident experience. An active tenant engagement programme is underway to involve tenants in the scrutiny and running of the service to strength satisfaction scores. Residents Services – Tenancy Satisfaction (Housing Landlord Service) Understanding the data: • Indicators are part of the Tenants Satisfaction Measures statutory return (TSM) and shows figures as of 2023/24. Residents Services – Tenancy Satisfaction (Housing Landlord Service) Hillingdon scores above average for several of the metrics on the Tenancy Satisfaction Measures, such as satisfaction with repairs. Hillingdon is 68.33%, which is above the London average of 63.86%, and one of the strongest results in this comparator group ranked 2nd highest. Hillingdon is also 2nd highest for satisfaction with the time taken to complete the most recent repair (66.99%), which is over five percentage points higher than the London average of 61.76%, demonstrating strong response times. Satisfaction that the home is well maintained is 64.72%, which is more than three points higher than the London average (61.08%), reflecting a positive perception of housing quality and ranks 2nd highest amongst the comparator group. Emergency repairs completed within the landlord’s target timescale are at 93.36%, which is better than the London average of 91.35% however non- emergency repairs completed within target timescales are at 77.21%, which is slightly below the London average of 78.19% ranking 7th highest amongst the comparator group, suggesting slower completion of routine repairs than some peers. Hillingdon is making significant investment to improve the quality of council homes, with more than £108m committed during the next five years, and rapid progress is already underway to reduce the number of non-decent homes. Although Hillingdon’s current proportion of homes that do not meet the Decent Homes Standard is 30.90%—around 14 percentage points higher than the next highest neighbour, Ealing (16.63%) —this is bein g addressed through major programmes of work including window replacement, new gas boilers, new kitchens and bathrooms, and wider home energy efficiency improvements. Significant and rapid progress is being made to reduce the number of non-decent homes in Hillingdon. Residents Services – Highways and Planning Understanding the data: • Highways and transport net expenditure1 - Shows the 2024-25 expenditure. Value is in £000s, per 100,000. • Planning and development services net expenditure1 - Shows the 2024-25 expenditure. Value is in £000s, per 100,000. • Major planning applications decided in time5 - shows the percentage decided in time for Q1 2025/26. • Minor planning applications decided in time 5 – shows the percentage decided in time for Q1 2025/26. • EV charging devices 6 - shows publicly available electric vehicle charging devices at all speeds per 100,000 people in July 2025 Residents Services – Highways and Planning Hillingdon’s highways and transport net expenditure is £2,159,000 per 100,000 people, which is the 5th lowest among the comparator group but double the London average of £1,038,00. Hillingdon’s net expenditure on planning and development services was the 2nd lowest at only £29,000 per 100,000 people, only higher than Merton who had a negative net expenditure of £1,058,000 per 100,000. Hillingdon secures additional discretionary income from the planning process. Even with low net expenditure, Hillingdon’s major planning applications were all decided within timescales (100%), compared to the London average of 96%. Minor application timeliness was slightly lower at 89% but still above the London average (88%). Hillingdon’s public electric vehicle charging devices was the 4th lowest of all comparators at 79.8 devices per 100,000 people. The London average was significantly higher at 275.4 devices per 100,000 people.Hillingdon is working in partnership with other London boroughs to increase access to charging devices in appropriate locations. Residents Services Data Sources Data Sources: 1. LA revenue expenditure and financing: 2024 - 2025 2. Housemark 2024/25 3. MHCLG Stat. Homelessness tables 2024/25 4. Housemark 2023/24 5. LG Inform 2025/26 Q1 6. Department for Transport 2024/25 Julie Kelly Corporate Director of Children’s Services Children’s Services Summary Hillingdon has the 3rd lowest net expenditure across all London councils for children’s social care per 100,000 children, but despite this achieved an ‘Outstanding’ Ofsted rating at the last inspection in November 2023. Achieving the highest grade indicates a high quality, innovative service that consistently exceeds expectations where children achieve excellent outcomes. Only 15% of Councils nationally are currently assessed at the highest standard. Children, Families and Education – Children’s Social Care (Demand and Safeguarding) Understanding the data: • Children’s Social Care net expenditure1 - Shows the 2024-25 expenditure. Value is in £000s, per 100,000 0-18-year-olds. • Safeguarding Children and Young People’s Services (CYP) net expenditure 1 - Shows the 2024-25 expenditure. Value is in £000s, per 100,000 0-18-year-olds. • Referrals2 - Shows the number of children referred to social care in 2023-24 per 100,000 0-17-year-olds. • Completed Assessments 2 - Shows the number of children completing a social care assessment in 2023-24 per 100,000 0-17-year-olds. • Assessment Timeliness2 - Shows the percentage of assessments completed in 45 working days in 2023-24. • S47 enquiries2 - Shows the number of s47 (Child protection enquiries) in 2023- 24 per 100,000 0-17-year-olds. • Re-registrations for child protection plans (CPP)2 - Shows the percentage of child protection plans starting in 2023-24 that had a previous CPP in the last 12 months. • Open CPP2 - Shows the number of open CPPs per 100,000 10-17-year-olds at the end of the year 2023-24. Children, Families and Education – Children’s Social Care (Demand and Safeguarding) Hillingdon had the 3rd lowest net expenditure for children’s social care when compared to our children’s statistical neighbours and are lower than the London and national average. Hillingdon also has the 2nd lowest net expenditure for safeguarding children and young people’s services compared to statistical neighbours. Hillingdon’s low cost is reflected in the demand indicators, as Hillingdon falls in the lowest third for assessments completed, section 47 enquiries and open child protection plans. However, Hillingdon’s referral rate is more in line with the average at 520 referrals per 100,000 0-17-year- olds, which is slightly above the national average of 518 but below the London average of 556. Hillingdon’s assessment timeliness was the 4th highest among neighbours at 92%, well above the London (86%) and national (84%) averages. The re- registrations for child protection plans was 24.5%, the 4th highest when compared to the statistical neighbours, slightly below the national (24.7%) average and above London (21.2%). Lower numbers result in higher percentage swings, deep dive into re-registrations take place to consider any learning. Children, Families and Education – Children’s Social Care (Care experienced) Understanding the data: • Children’s Social Care net expenditure1 - Shows the 2024-25 expenditure. Value is in £000s, per 100,000 0-18-year-olds. • Children looked after (CLA) net expenditure 1 – Shows the 2024-25 expenditure on looked after children. Value is in £000s, per 100,000 0-18- year-olds. • CLA unaccompanied asylum seeking children (UASC) net expenditure 1 - Shows the 2024-25 expenditure on unaccompanied asylum-seeking children. Value is in £000s, per 100,000 0-18-year-olds. • LAC in foster placements2 – Shows the percentage of looked after children in foster placements at the end of 2023-24. • Open LAC at year end2 - Shows the number of looked after children open at the end of 2023-24 per 100,000 0-17-year- olds. • UASC at year end2 - Shows the percentage of looked after children who are unaccompanied asylum-seeking children at the end of the year 2023-24. • 19-21-year-old care leavers in touch2 - Shows the percentage of care leavers the service are in touch with whose 19th to 21st birthday fell in the year 2023-24. • 19-21-year-old care leavers in suitable accommodation2 - Shows the percentage of care leavers who are in suitable accommodation around their 19th to 21st birthday in the year 2023-24. • 19-21-year-old care leavers in EET2 - Shows the percentage of care leavers who are in education, employment or training around their 19th to 21st birthday in the year 2023-24. Children, Families and Education – Children’s Social Care (Care experienced) Hillingdon had the 3rd lowest net expenditure for children’s social care when compared to our children’s statistical neighbours, and the 4th highest net expenditure on looked after children. Hillingdon is lower than the London and national average for both figures. However, Hillingdon has by far the largest spend on unaccompanied asylum-seeking children (UASC) at £6,367,000 per 100,000 0-18-year-olds – 56% more than the next highest statutory neighbour Redbridge (£4,071,000). Hillingdon has the highest percentage of looked after children who are UASC, at 26% compared to Redbridge’s 24% and the London and national averages at 12% and 9%, respectively. While UASC costs are significant this is fully grant funded. Hillingdon had the 5th lowest rate of looked after children (43) at the end of 2023-24, lower than both the London (51) and national (70) averages. However, Hillingdon had the lowest percentage of children in foster placements at 51%, significantly lower than the London (69%) and national (67%) averages. This may be contributing to higher reliance on residential placements, with associated cost and stability implications. Increasing the number and percentage of children cared for by foster carers is a key priority for the service area. Hillingdon has increased the number of fostering household by 14 with a further 14 expected by the end of this financial year. Hillingdon’s performance for 19 to 21-year-olds care leavers is mixed. Hillingdon has a high percentage (89%) of care leavers in suitable accommodation, in line with the London (89%) and national (88%) averages. Hillingdon was in touch with 85% of care leavers. This is the joint 2nd lowest percentage when compared to our statistical neighbours and below London (93%) and national (92%) averages. Hillingdon’s education, employment and training rate for care leavers was 54%, in line with the national (54%) rate but below the London (58%) average. Children, Families and Education – Youth Justice Understanding the data: • Youth Justice net expenditure1 - Shows the 2024-25 expenditure. Value is in £000s, per 100,000 11-18-year-olds. • Use of custody3 - Published figure from Youth Justice Board (YJB) 2024-25. Shows the number of children receiving a custodial sentence in 2024-25 per 1,000 10-17-year-olds. • First time entrants3 - Shows the number of children who receive a youth caution or court conviction for the first time in 2024-25 per 100,000 10-17-year-olds. • Reoffending rate 3 - Shows the percentage of children who reoffend within 12 months of a previous offence. Latest data is for July 22 - June 23 due to cohort being tracked for 12 months. • Reoffending frequency rate 3 - Shows the average number of reoffences per reoffender within the 12 months of a previous offence. Latest data is for July 22 - June 23 due to cohort being tracked for 12 months. Children, Families and Education – Youth Justice Hillingdon has the 3rd highest net expenditure when compared to our youth justice statistical neighbours, however Hillingdon is lower than the London average. It is positive to see Hillingdon has the 4th lowest rate of first-time entrants compared to the statistical neighbours and lower than the London and national averages. Hillingdon’s rates of custody are higher than most statistical neighbours but below London and national average. Hillingdon has the 3rd highest reoffending rate, but the 3rd lowest reoffending frequency, meaning children who enter the youth justice system are more likely to commit another offence, but are likely to commit fewer further offences. Often children commit a subsequent offence before being directed to youth justice services, where Hillingdon’s youth justice service can then intervene and successfully reduce the rate and number of offences. Children, Families and Education – SEND and Education Understanding the data: • Education net expenditure1 - Shows the 2024-25 expenditure. Value is in £000s, per 100,000 0-18- year-olds. • Early years net expenditure1 - Shows the 2024- 25 expenditure. Value is in £000s, per 100,000 0-4- year-olds. • EHCP active caseload4 - Shows the rate of open education, health and care plan on census day in January 2025, per 100,000 0-25-year-olds. • Requests proceeding to assessment4 - Shows the percentage of requests to SEND that proceeded to an Education, Health and Care Needs Assessment in the 2024-25 census year. • EHCNA requests 4 - Shows the rate of Education, Health and Care Needs Assessment requests in the 2024-25 census year, per 100,000 0-25-year- olds. • Eligible 3 and 4-year-olds for 15 hours funding 5- Shows the percentage of 3 and 4-year-olds who are eligible for up to 15 hours of free childcare funding in 2025. • NEET 16 and 17-year-olds 6 - Shows the percentage of 16 and 17-year-olds who are not in education, training or employment in 2025. Children, Families and Education – SEND and Education Hillingdon had the 4th lowest net expenditure for education and early years when compared to our statistical neighbours. Hillingdon are lower than the London and national average. This is reflected in the demand data for special educational needs and disabilities (SEND) as Hillingdon has the 4th lowest rate of children on an Educational Health Care (EHC) plan and the 2nd lowest rate of education health care needs assessments (EHCNA) requests compared to the statistical neighbours. Additionally, Hillingdon has the lowest percentage of requests proceeding to assessment. However, this may suggest a tendency to reject valid requests and should be considered alongside data on appeals and complaints. Hillingdon’s not in education or training (NEET) figure for 16 and 17-year-olds is 2.5%, which is the 6th highest compared to our statistical neighbours but below the national average of 3.4%. There has been a robust focus on NEET which has driven down the number of children whose destinations are 'not known' which subsequently raised the percentage of NEET. This however enables targeted intervention. Early years higher costs were attributable to the subsidised nursery provision that is no longer part of our delivery model. The service is are aware that Key Stage 5 opportunities and outcomes need improving and have prioritised this area, recent output being a digital Post 16 Prospectus. Children, Families and Education - Data Sources Data Sources: 1. LA revenue expenditure and financing: 2024- 2025 2. ChAT tool published data for 2023-24 3. YDS Published Data 4. SEN2 2025 5. DfE, Education provision for children u5 6. DfE Steve Muldoon Corporate Director of Finance Finance Summary Hillingdon has the 4th lowest net expenditure across all London councils for housing benefit and council tax administration and council tax collection. Finance – Council Tax Understanding the data: • Council Tax net expenditure1 - Shows the 2024-25 expenditure. Value is in £000s, per 100,000 people. • Council Tax discounts locally funded, net expenditure1 - Shows the 2024-25 expenditure. Value is in £000s, per 100,000 people. • Council Tax support administration net expenditure1 - Shows the 2024-25 expenditure. Value is in £000s, per 100,000 people. • Council Tax in year collection rates2 - Shows the percentage of 2024-25 council tax collected in year. • Arrears brought forward from previous years as a % of collectable debit2 – Shows arrears brought forward in previous years as a percentage of collectable debit in 2024-25. • Number of chargeable dwellings3 - Shows the total number of chargeable dwellings for council tax on 6 October 2025. Finance – Council Tax Hillingdon had the 2nd lowest net expenditure rate for council tax collection when compared to its nearest neighbours and remains below both the London and national averages. Council tax support administration costs are also the 2nd lowest among nearest neighbours, although slightly above the London average. This level of efficiency is particularly notable given that Hillingdon has the fourth highest number of chargeable dwellings. For those nearest neighbours that reported locally funded council tax discounts, Hillingdon stands out significantly, with £379,000 per 100,000 people. The next closest authority is Kingston upon Thames at £30,000 per 100,000, highlighting a substantial difference in approach. Although Hillingdon collected 96.49% of council tax in-year, ranking 7th lowest among its peers, it had the lowest estimated amount of council tax receipts collected in the year at £557.83 per 1,000 people however This is in part reflective of the low average council tax in Hillingdon. This compares to a London average of £627.97 per 1,000. Comparison between authorities relating to arrears will be impacted by individual authority approach to writing old debt off or carrying it forward to ultimately correct. The Council is currently reviewing old debt for potential write-off – this will reduce the percentage of old debt being brought forward Finance – Non-domestic Rates Understanding the data: • NDR collection net expenditure1 - Shows the 2024- 25 expenditure on non-domestic rate collection. Value is in £000s, per 100,000 people. • NDR in year collection rates 2 - Shows the percentage of 2024-25 non-domestic rates collected in year. • Est. NDR receipts collected in year2 - Shows the estimated 2024-25 receipts collected in year per 1,000 population. • Arrears brought forward from previous years as a % of collectable debit 2 – Shows arrears brought forward in previous years as a percentage of collectable debit in 2024-25. Finance – Non-domestic Rates Hillingdon had the 3rd lowest net expenditure rate for non-domestic rate collection when compared to its nearest neighbours, although it is slightly above the London average. This is a positive position when considered alongside in-year collection performance, as Hillingdon achieved the 5th highest collection rate at 97.37%. Hillingdon recorded by far the highest estimated non-domestic rate receipts collected in the year at £1,169.25 per 1,000 people. This figure is largely driven by the significant contribution from Heathrow Airport, which has a major impact on the borough’s business rates income. In terms of arrears, Hillingdon had the 5th lowest percentage of arrears brought forward from previous years when compared to the 2024–25 collectable debit, although the scale of Heathrow’s contribution also influences this measure. Although Heathrow significantly boosts Hillingdon’s business rate collection, it creates a concentration risk by making the borough heavily reliant on a single source of income. Any changes to Heathrow’s valuation or operations could have a disproportionate impact on overall revenue stability. Finance – Housing Benefits Understanding the data: • Housing benefit adminstration1 - Shows the 2024-25 expenditure on housing benefit administration. Value is in £000s, per 100,000 people. • Average processing days (New HB claims) 4 - Shows the average days to process new housing benefits claims, with target of 28 days in 2024-25. • Average processing days (Changes in HB circumstances) 4 – As above but for changes in housing benefit circumstances, with target of 28 days in 2024-25. • New HB Claims 4 – Shows the total number of new housing benefit claims in 2024-25, per 1,000 population. • Changes in HB Claims4 – Shows the total number of changes in housing benefit claims in 2024-25, per 1,000 population. Finance – Housing Benefits Hillingdon had the 5th lowest net expenditure rate for housing benefit administration when compared to its nearest neighbours at £728,000 per 100,000 people, although this is significantly above the London average of £278,000 per 100,000. Despite this higher cost relative to London, Hillingdon delivered exceptional performance in processing housing benefit claims, ranking as the fastest for processing existing claims and 4th highest for new claims when compared to statistical neighbours. This efficiency is achieved despite high demand, with the borough having the 2nd highest number of requests for changes to existing claims and the 5th highest for new claims when compared to statistical neighbours. EST NDR is driven by businesses we have the likes of Heathrow which is why we are much higher While performance outcomes are excellent, future strategy should consider whether similar results can be sustained with improved cost control, particularly given ongoing demand pressures. Finance - Data Sources Data Sources: 1. LA revenue expenditure and financing: 2024- 2025 2. Collection rates and receipts of council tax and non-domestic rates: Local Authority level data for 2024-25 - MHCLG 3. Council Taxbase 2025 in England - GOV.UK 4. DWP Housing Benefit (HB) Speed of Processing 2024-25

Text extracted automatically from the PDF, so layout, tables and images are not shown. Open the original PDF on LB Hillingdon’s website.

Relevant Select Committee
Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in)
Officer(s) to action
Directorate
Classification
8. Older People's Plan Update PDF 839 KB
RESOLVED: That the Cabinet: 1) Notes the activities undertaken to support older people in Hillingdon. 2) Endorses the proposed approach for the development of a Hillingdon Age Friendly Plan from 2026/27 as described in the report. Reasons for decision The Cabinet Member for Health and Social Care provided an update on the wide range of activities undertaken over the past year to support older residents. Highlights included 8,097 visits to Warm Welcome Centres between December and March, dementia-friendly physical activity sessions attended by 95 residents weekly, and over 2,200 health and well-being events hosted by libraries, attracting thousands of attendees aged over 65. It was advised that Telecare continued to help residents live independently, with 74% of users aged over 75. A new 70-bed care home had been purchased to expand provision, and public health initiatives included frailty awareness campaigns resulting in 265 referrals. The Hillingdon Advice Partnership secured funding for additional benefits for older residents, with further awards expected. An Age-Friendly Festival was held in October, offering health checks, vaccinations and advice. The Cabinet Member noted that the second part of the report proposed adopting the World Health Organisation’s Age-Friendly framework to deliver the “Ageing Well” priority within the draft Health and Wellbeing Strategy. This system-wide approach would involve the Council and health partners and focus on eight key areas, including housing, transport, social participation and health services. Consultation on the longer-term plan was scheduled for 2026/27, with annual updates to Cabinet. The Vice-Chair commended the report as a clear demonstration of strong outcomes delivered efficiently and praised the work undertaken to support older residents. Alternative options considered and rejected Cabinet could have decided that it did not wish to pursue the proposed Age Friendly Plan approach. 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 decision (2) on this matter can be called in by a majority of the select committee by 5pm, Monday 5 January 2026. If not called-in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Sarah Durner / 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
📄 Older People's Plan Update PDF 839 KB
Read the text of this document (20 pages)
Cabinet – 23 December 2025 (Part 1 Public) OLDER PEOPLE’S PLAN UPDATE Cabinet Member & Portfolio Cllr Jane Palmer – Cabinet Member for Health and Social Care Responsible Officer Sandra Taylor – Corporate Director, Adult Social Care & Health Report Author & Directorate Sarah Durner – Adult Social Care and Health Gary Collier – Adult Social Care and Health Papers with report Appendix 1 – Draft 2026/27 Hillingdon Age Friendly Delivery Plan HEADLINES Summary This report updates Cabinet on delivery of the Older People’s Plan over the last year. Putting our Residents First Delivering on the Council Strategy 2022-2026 This report supports our ambition for residents / the Council of:  Live active and healthy lives This report supports our commitments to residents of:  Safe and Strong Communities The report also supports the following:  Draft Joint Health and Wellbeing Strategy, 202- 2031  Better Care Fund Plan, 2025/26  Public Health priorities Financial Cost There are no direct financial implications in this report. Select Committee Health and Social Care Ward(s) All RECOMMENDATIONS That the Cabinet: 1) Notes the activities undertaken to support older people in Hillingdon. 2) Endorses the proposed approach for the development of a Hillingdon Age Friendly Plan from 2026/27 as described in the report. Cabinet – 23 December 2025 (Part 1 Public) Reasons for recommendation(s) 1. This report provides Cabinet with oversight of activity to support older people in Hillingdon in the twelve-month period since the last update and proposes a new approach to supporting Hillingdon’s older residence from April 2026. The new approach proposes to use the World Health Organisation (WHO)’s Age Friendly Framework as this is a proven model for enabling better health and wellbeing for older people and will contribute to the delivery of the Ageing Well priority within the draft Health and Wellbeing Strategy. Alternative options considered/risk management 2. Noting activities undertaken to support older people : No alternative option has been considered as Cabinet has asked to receive an annual update . Cabinet could, however, decide that it did not wish to receive any future updates. 3. Development of a Hillingdon Age Friendly Plan: Cabinet could decide that it did not wish to pursue the proposed approach in the report and/or instruct officers to explore other options. Democratic compliance / previous authority 4. Cabinet last considered an update on support provided to Hillingdon’s older residents by the Council and its partners in November 2024. Select Committee comments 5. None at this stage. SUPPORTING INFORMATION Strategic Context: Hillingdon’s Older People Population 6. Estimates suggest that in 2025 there are 44,000 people aged 65 +, 12,000 aged 80+ and 2,292 aged 90+. Over the next 10 years to 2035 the 65 + population is projected to increase by nearly 21% to 53,082, the 80+ population by nearly 26% to 15,092 and the number of people aged 90+ by 25% to 2,870. People aged 65 and above account for 13.1% Hillingdon’s population, which is higher than the London average of 12.3% but lower than England, which is 18.7%1. 7. Life expectancy of Hillingdon residents at age 65 is 19.5 years for men and 22.1 years for women, BUT healthy life expectancy at 65 is 9.8 years for men and 10.7 years for women in Hillingdon, which means that men are living 9.7 years and women 11.4 years in poor health, and this is increasing. This is a challenge for health and care services where demand is increasing. 8. For example, p eople aged 65 and above account for 13 .1% of the residen t Hillingdon population but make up over 30% of GP and unplanned and urgent acute (Accident and Emergency) attendances and 40% of emergency hospital admissions. 1 Office of National Statistics (ONS): Subnational Population Projections, mid-year 2022. Cabinet – 23 December 2025 (Part 1 Public) Part One: The Older People’s Plan and the Council Strategy 9. The November 2024 update report to Cabinet advised that the 2022 to 2026 Council strategy carried forward many of the activities to support older residents that had been reflected in the Older People's Plan that had been in place since 2009. Many of the activities contained in the plan are ongoing and remain important parts of the offer for older people. Reflecting practice in 2024, this part of the report provides updates to Cabinet aligned to the seven commitments in the Council Strategy. Commitment 1: Work to keep residents safe from harm Age-friendly facilities in parks and green spaces 10. The Council have undertaken a range of projects to improve accessibility and safety in parks making it easier for older people to enjoy outdoor spaces:  We improved lighting last year at The Closes.  The car park at Barra Hall was resurfaced to make it more accessible.  61 Age-friendly benches, i.e., including arm rests to provide support, were installed.  In response to concerns raised by residents, the lighting system in Dowding Park was improved. Accessibility of public footpaths 11. Improvements to the footpath network were carried out in Bessingby Park, Shenley Park, and Churchfield Gardens. Cabinet – 23 December 2025 (Part 1 Public) 12. 55 stretches of pathway in the borough will be improved, including through resurfacing by the end of 2025/26. Commitment 2: Enable … older people to live healthy, active and independent lives Information, Advice and Guidance 13. The Information, Advice, Guidance and Wellbeing Service for Adults is a cornerstone of the Council’s commitment to supporting vulnerable residents. Under a contract for up to eight years that started in June 2025, the service provides a single, accessible gateway for free, confidential information, advice and wellbeing support, delivered by the Hillingdon Advice Partnership, a consortium led by Age UK Hillingdon, Harrow and Brent and comprising of Disability Advice and Support Hillingdon (DASH), Bell Farm Christian Centre, and Nucleus Legal Advice Centre. This collaborative approach ensures residents receive timely, expert assistance on issues ranging from benefits and housing to health, debt, and social wellbeing. 14. Between 1 June and 31 August 2025, the service supported 925 new residents supported, nearly 50% of which have been people aged 65 and above. There have been 1,108 new enquiries and 3,514 repeat contacts. During this period an additional £120,111.96 has been secured in actual benefits awarded, with an additional £190,000 estimated to be confirmed. Case Study: Maximising Income and Wellbeing (Mrs A – aged 84) Mrs A, living alone with Alzheimer’s, was unaware of her benefit entitlements. Through local outreach, Age UK helped her secure Attendance Allowance (£110.40/week, plus £900 backdated), and a Severe Mental Impairment council tax discount. Mrs A’s financial stability and wellbeing improved, enabling her to access care and remain active in her community. Cabinet – 23 December 2025 (Part 1 Public) Age UK Services 15. Community services: During 2024/25 601 tasks were carried out for older people through the Good Neighbour Scheme that uses volunteers to support people to undertake specific activities, e.g., one-off errands, accompanying them to a medical appointment , and/or to shops if a person is anxious or has low confidence. There were 3,488 attendances at Active Ageing Groups in the borough, and these involved 151 unique residents. 16. Hospital services: In 2024/25 Age UK’s Home from Hospital Service escorted 598 older people who did not require personal care back to their usual home from Hillingdon Hospital and provided continuing support to them for up to six weeks. This included 1,219 follow-up welfare calls and 125 visits. Age UK’s Take Home and Settle Service also provided support on wards at Hillingdon Hospital to 3,746 older people. Supported included tea and a chat as well as information and advice. 17. Falls prevention team: Age UK’s Falls Prevention Team conducted 605 visits to 136 older people at risk of falling to advise on management techniques to avoid falls. 18. Charged for services: The Help at Home Service supported 400 older people by delivering 12,506 jobs that ranged from social contact to practical tasks like cleaning, shopping or accompanying them to appointments. 614 enquiries were received from older people about the Trusted Trader Service that in 2024/25 had 27 local traders registered that underwent a vetting process. Methodist Homes Association (MHA) 19. Between September 2024 and October 2025 1,438 older residents participated in social groups led by MHA. 1,749 older people also participated in physical activities organized by MHA. Warm Welcome Centres 20. A range of 19 organisations that included libraries, faith organisations, community centres and associations , agreed to take part in establishing warm welcome centres between December 2025 and March 2026. During this period there were 8,097 visits to sessions at 13 centres attended by 547 unique residents . The range of activities taking place at the centres included games afternoons, social group, health talks, health checks, physical activity sessions. 21. The main concerns raised by attendees at the centres included loneliness due to bereavement, memory problems, financial difficulties, health conditions including general fitness, mobility, balance and weight, how to keep warm in winter, difficulty in accessing services because everything is online, stopping smoking. Cabinet – 23 December 2025 (Part 1 Public) Promoting better strength as we age 22. Keeping active is crucial to preventing frailty in older people and with the risk of falls. There are several initiatives that have taken place over the review period and will continue going forward. Universal provision is shown below:  Walk Hillingdon programme : There have been 420 walks across the year with an average of 16 different routes to choose from. The walks remain popular and continue to be led by local volunteers.  Walking football: Men Walking Football has 22 active attendees who all suffer from, or are recovering from, a long -term condition and this low -level activity allows them to recover physically and mentally. Women’s Walking Football has 21 active attendees. This low -level phy sical activity is an opportunity to reintroduce residents into being active as they get older.  Tea dances: Hosting tea dances are important because they provide significant social, physical, and mental health benefits to participants of all ages. They se rve as a vital community gathering space that promotes social interaction and connection, while Some Resident Feedback Question to resident: What do you like about coming? I lost my wife; I am lonely and since coming here I have met some other fellas who also lost their wife. Now I know I am not alone. Cabinet – 23 December 2025 (Part 1 Public) helping to combat loneliness. 36 sessions took place during the twelve -month period to September 2025, and these supported 248 mainly older residents. 23. Examples of targeted provision are shown below. 24. Dementia friendly physical activity: A range of disability sporting activities including golf, boccia (a precision ball game related to bowls), tennis and football aimed at both the person living with dementia and their carer. Sessions allow participants to work on their cognitive skills, mobility, and overall wellbeing. There are 95 active participants a week. 25. Cabinet may be interested to note that a Hayes resident who benefits from Hillingdon Council's range of support for those living with dementia had a once in a lifetime opportunity when he accompanied the England football team in their friendly against Wales on 9 October. He was one of 22 people living with dementia given the opportunity thanks to a partnership between the Alzheimer's Society and the Football Association (FA).  The resident regularly joins the Forget Me Knot Football Club dementia walking football sessions at Rectory Park Footbal l Centre, Northolt every Friday, which were developed by the Uxbridge Amblers. These sessions are funded by the Council and delivered in partnership with the Amblers and Middlesex FA. 26. Parkinsons walking football: This has been established because of a partnership between Parkinsons UK and Middlesex Football Association . There are currently 12 active participants all aged 65 and above. Cabinet – 23 December 2025 (Part 1 Public) Library Services 27. Libraries offer a wide range of services to older people in Hillingdon , including access and support to digital services, health and wellbeing initiatives, reading, literacy and cultural events. Between April 2024 and March 2025 libraries hosted 2,201 events attended by 20,587 people over the age of 65. Between April and October 2025 there have been a further 1,085 library events attended by 9,453 residents over 65. 28. The Home Library Service also provides a valua ble resource to support people living with disabilities unable to leave their homes. Telecare 29. This technology ranges from the traditional push button alarm to a variety of sensors and detectors that can help reduce risk and provide reassurance both to the older resident but also their relatives, especially those that may live far away. People aged 65 and over represent nearly 89% (6,187) of the total users of the service. 74% (5,183) of users are aged 75 and above. An out of hours response service provided by Comfort Care Services is in place to assist people who do not have a responder if the alarm button is pressed or where the responded cannot be contacted. Community Equipment 30. The community equipment service continues to support residents with the provision of daily living aids ranging from raised toilet seats to electric profiling beds and hoists. The service also provides adaptations to residents' homes, such as grab rails by a door or a toilet and/or bath, valued up to £1k, as well as door entry systems to facilitate authorised access to the homes of residents where the resident is unable to directly open their front door because of a disability. There are currently 31,960 residents being supported by this service and nearly 77% (24,549) are people aged 65 and above. Adult Social Care 31. 2,330 people aged 65 + received long-term Adult Social Care support from the Council in 2024/25, of which 68.7% (1,601) in the community and 31.3% (729) was in a residential/nursing home setting. Commitment 3: Develop housing options for vulnerable adults and older people that promote active independent living. Improving Council homes for older tenants 32. The Council has in place an extensive planned works programme to improve its rented housing stock. Improvements that will particularly benefit older tenants include replacing windows with high efficiency A+ rated double glazed units, and the installation of new high efficiency and easy to use, domestic gas boilers. Our energy improvement programme that includes upgrading loft and cavity wall insulation and installing external wall insultation on some solid walled properties, will improve energy efficiency and help tenants to manage energy costs. Cabinet – 23 December 2025 (Part 1 Public) 33. Improvements to Council homes also includes fire safety upgrades such as replacing front entrance doors that are high security units and satisfy all required fire, smoke, security and energy standards. Smoke and heat detection devices have also been installed in all our properties to ensure the safety of our tenants. Extra Care and Sheltered Housing 34. The Council has 243 flats available for rent in four extra care schemes that have personal care available on site 24/7. The schemes are Cottesmore House (Ruislip), Grassy Meadow Court (Hayes), Parkview Court (Hillingdon) and Triscott House (Hayes) . The Council also has 19 sheltered housing schemes, all of which have a scheme manager who will help with information, advice and assistance. Care Home Provision 35. In 2025 the Council purchased a 70 -bed care home in the borough that will increase the scope for older people whose needs can no longer be safely supported in the community to remain in the borough. Commitment 4: Work with the NHS and other partners to continue to develop joined -up services to meet the health, care and support needs of residents in the community. Neighbourhood working 36. Neighbourhood working is a critical part of the Hillingdon’s model of care intended to identify people most at risk of hospital admission and a loss of independence. The model brings together in three Integrated Neighbourhood Teams (INT s) GPs, community nurses, social care professionals, mental health practitioners, therapists and voluntary sector partners to populations of approximately 100,000 residents to deliver coordinated, joined-up care. A key function of the INTs is to undertake proactive case finding to identify the residents most at risk of escalating need, e.g., people living with high blood pressure and those with a mild frailty score and take proactive measures through care planning to help prevent the level of need increasing. 37. Since August 2025 Public Health has been working with 13 surgeries in the North INT and 1,895 emails have been sent to patients aged between 45 and 85 with a mild frailty score. This has resulted in 265 referrals for frailty awareness sessions (91 men and 174 women). Dementia Medication Review Pilot 38. The North INT are collaborating with the Memory Clinic, Celandine and MetroCare PCN are piloting dementia medication reviews within primary care to enhance resident support and streamline services. This model, already practiced in other Northwest London boroughs, is now being developed into a shared care agreement between primary and secondary care to ensure residents receive the best possible support. Cabinet – 23 December 2025 (Part 1 Public) Supporting care homes 39. There are 44 care homes in Hillingdon with a bed capacity of 1,380. Approximately 88% of beds are supporting older people. Falls are one of the main causes of admission to hospital from care homes. A partnership project involving CNWL, Public Health and the third sector consortium, 3rd Sector Together (3ST) is targeting the 10 care homes with the highest number of falls -related admissions. A falls -related online training resource has been developed and distributed to all of Hillingdon’s care homes . This includes online seated exercise and strength and balance and programmes. Carer Support 40. The 2021 census showed that the 74% (16,625) of people who identified themselves as unpaid carers were aged between 25 and 26. The main offer of support to carer is through the Carer Support Service delivered by the Hillingdon Carers Partnership that is led by Carers Trust Hillingdon and Ealing. In 2024/25 1,017 new adult carers were registered and 4,643 directly supported. 345 new young/young adult carers were registered and 1,811 were directly supported. The service arranged 2,151 breaks for adult carers and secured £1.6m in carer-related benefits that benefited 130 households. Admiral Nurse Service 41. The Council jointly funds the Admiral Nurse Service with CNWL . The service provides specialist support to carers of people living with dementia and a five -year contract was awarded in 2025. The ‘Admiral Nurse ’ name is licenced by Dementia UK. Between April 2024 and March 2025, the service recorded 195 referrals, averaging 16 per month. The team supported an average of 110 people monthly, including new cases and ongoing ones through a mixture of face-to-face, telephone, emails and liaison work. The most common interventions provided to carers included providing emotional & psychosocial support and education, developing coping strategies & skills, adjustment, loss & bereavement counselling, managing & promoting physical wellbeing & managing risk. Commitment 5: Work with partners to ensure better access to healthcare in the community. Local Access Hubs 42. The Council is working closely with NHS partners to develop three neighbourhood centres, known as Local Access Hubs, that will offer a range of 7-day integrated services. The hubs, based in Ruislip, Uxbridge and Hayes, will offer same day GP services, community nursing services, access to mental health services and community diagnostic services, e.g., blood tests, wound management, ultrasound and X-ray. Commitment 6: Explore ways to work innovatively with the voluntary sector to help improve health and wellbeing outcomes for residents. Wellbeing Support Services for Residents 43. During 2024/25 officers coproduced with existing providers and users of services a new model of provision for a range preventative services to be delivered by the voluntary, Cabinet – 23 December 2025 (Part 1 Public) community and social enterprise (VCSE) sector . Contracts for up to eight years were tendered and contract awards were made by Cabinet in March 2025. The services included:  Carer Support Service (Carers Trust Hillingdon and Ealing as lead for Hillingdon Carers Partnership)  Information, Advice, Guidance and Wellbeing Service for Adults (Age UK as lead for the Hillingdon Advice Partnership)  Mental Health Early Intervention/Prevention Programme (Hillingdon Mind) Age Friendly Festival 43. This comprised of a range of events that took place throughout October in libraries, the Compass Theatre, St May’s Church in Harmondsworth and the Battle of Britain Bunker with the intention of enabling older people to access health checks, vaccinations as well as information and advice. The festival replaced the ‘Day of Older People ’. 206 older people attended events, 101 health checks were completed and 19 vaccines completed. Commitment 7: Improve digital access for all. 44. The Council’s Digital Strategy, 2024 – 2027, sets out a vision to make it easier for residents to access Council services. The Council and health and care partners recognise the importance of digital options to enable residents to manage their own health and wellbeing needs. Examples of how online options have been developed for residents have been given in this report. Further examples are given below. AskSARA 45. AskSARA (Self -Assessment Ra pid Access) is an online assessment tool that will help residents to identify potential aids and services that might be helpful. This can be accessed through the following link AskSARA (Self-Assessment Rapid Access) - Hillingdon Council. This has been visited 1,598 times since March 2025. 46. The use of lifestyle monitoring apps like Intelligent Lilli have enhanced the Council’s understanding of care needs at home and helped to inform the deployment of telecare equipment mentioned in paragraph 28. Resident Feedback Have these types of the events more often and in more libraries. I'm living proof - I came to the library for a computer class and stumbled on this event. This has been excellent, and I got my vaccinations. It's made my day. Cabinet – 23 December 2025 (Part 1 Public) Accelerated Reform Fund (ARF) 47. The Council is working with Carers Trust to use funding provided under the above, which is part of a government initiative to improve online access to services for carers. This will be developed further during Q4 2025/26. Part Two: An Age Friendly Approach 48. This report proposes the development of an Age Friendly Plan that will contribute to the delivery of commitments to prevention and early intervention goals to maximise the independence of Hillingdon’s older residents and reduce or delay the demand for health and care services. It is proposed that the Council and health and care partners take a system- wide approach to delivering agreed actions for 2026/27 across the eight domains in the WHO’s Age Friendly Framework . It also proposed that consultation on a lon ger-term Age Friendly Plan be undertaken during 2026/27 and that Cabinet continue to receive an annual update report on delivery. It is suggested that in future reporting be aligned with financial years to reflect how the Council and its partners generally collect and report data. Age Friendly Domains Domain One: Outdoor Spaces and Building Ambition: To build a community where everyone feels welcomed and supported in public spaces and older people feel motivated to lead active lives and fully engage with their community. Our vision includes well equipped parks, vibrant high streets, and accessible public spaces. Domain Two: Transport Ambition: Transport systems within the borough make it easier for older people to reach their destinations effortlessly. Every journey is simple and reliable, whether you're walking, wheeling, driving, or using public transport. Aiming for transport infrastructure which encourages active travel. Domain Three: Housing Ambition: Older People have access to quality housing. Affordable options are available for those who want to move house, and support is provided for those who wish to stay, and they can adapt their homes. Domain Four: Social Participation Ambition: Older people can build meaningful social connections. Diverse and accessible social opportunities are widely available, supported by community infrastructure that encourages participation. Domain Five: Respect and Social Inclusion Ambition: Older People are treated with respect and have a voice in the decisions that affect their lives. The contributions of older community members are recognised, fostering interactions between generations where a range of perspectives are shared. Domain Six: Civic Participation and Employment Ambition: Older People have roles that allow them to feel engaged in their communities that fit their needs, support their growth and keep them active. There are many ways to contribute to the community, both paid and unpaid, and these contributions are celebrated. Domain Seven: Communication and Information Ambition: Older people who are isolated can easily access relevant and timely information about services and opportunities. Information is accessible to everyone, regardless of disability Cabinet – 23 December 2025 (Part 1 Public) or internet access, allowing full engagement with the community and ensuring older people can make informed choices regarding their health. Domain Eight: Community Support and Health Services Ambition: Older people will be able to live healthier for longer and feel confident in engaging with services through whatever means they are happy to use. Older people can access the information they need in a timely manner and have access to a range of early intervention and prevention programmes. Hillingdon Age Friendly Network 49. An Age Friendly Network has been established that has contributed to the intended objectives in the draft 2026/27 Hillingdon Age Friendly Delivery Framework attached as Appendix 1. Actions to deliver the objectives in 2026/27 within existing resources will be consulted on in Q4, subject to Cabinet approving recommendation 2. Cabinet is advised that many of the commissioned services and programmes to deliver the ambitions for domains four to eight shown below are already in place and funded from the Public Health Grant (PHG) and therefore represent Council funded support, e.g., Information, Advice, Guidance and Wellbeing Service for Adults Service, Carer Support Service, Better strength as we age programme. 50. Should Cabinet approve the recommendation the Network will be used to develop the longer-term plan. Existing forums such as the Older People’s Assembly , the Assembly for People with Disabilities and the Carers Forum will also be used to develop the plan and provide feedback on delivery. Wider consultation with older residents through community groups will also be undertaken. Hillingdon Age Friendly Network  Green Spaces  Transport  Adult Social Care  Public Health  Housing  Planning  Primary care  CNWL  Older People’s Mental Health Services  Hillingdon Hospital  Age UK  3ST  Carers Trust  Methodist Homes Association Financial Implications 51. There are no direct financial implications in this report. Cabinet – 23 December 2025 (Part 1 Public) RESIDENT BENEFIT & CONSULTATION The benefit or impact upon Hillingdon residents, service users and communities? 52. The report reports activities across Council services and partner organisations that support older residents aligned to the commitments within the Council Strategy . The proposed approach to a new Age Well Plan aims to maximise the health, wellbeing and independence of Hillingdon’s ageing residents. Consultation & Engagement carried out (or required) 53. The Council’s Strategy was widely consulted on before being adopted in 2022 . Officers continue to consult with residents on emerging issues and concerns through routes such as the Older People's Assembly , the Assembly for People with Disabilities and the Carers Forum. Subject to recommendation 2 being agreed, the development of a longer-term Age Friendly Plan would require consultation that would be undertaken as described in paragraph 50. CORPORATE CONSIDERATIONS Corporate Finance 54. Corporate Finance have reviewed this report and concur with the Financial Implications set out above, noting there are no direct financial implications associated with the recommendations included in this report. 55. Furthermore, it is noted that the activities set out in the Older People’s plan are existing services contained within various service areas approved budgets. Legal 56. There are no legal impediments to the recommendations set out within this report. BACKGROUND PAPERS Nil Cabinet – 23 December 2025 (Part 1 Public) Appendix 1 Draft Hillingdon Age Friendly Delivery Plan / Framework, 2026/27 Domain One: Outdoor Spaces and Buildings Ambition: To build a community where everyone feels welcomed and supported in public spaces and older people feel motivated to lead active lives and fully engage with their community. Our vision includes well equipped parks, vibrant high streets, and accessible public spaces. What Hillingdon already does well:  Provide assisted collections for people who cannot put their waste or Recycling at the boundary of their property.  Offer a discount for the removal of bulky waste for people over the age of 65.  Offer discounts on allotments for over 60's, and over 65's are free of charge.  There are a range of outdoor gyms that are well maintained and offer a range of equipment for all ages. Objectives:  Improve accessibility of public buildings.  Improve accessibility of public footpaths.  Increase provision of age-friendly facilities in parks and green spaces.  Ensure that the information needed for older people to be supported and  active within public spaces is accessible to them. Intended impact:  More older people feel safe in parks and can enjoy outdoor spaces due to increased availability of seating, better paths and lighting.  More older people have access to public buildings due to better signage and step free access.  Outdoor spaces offer a range of opportunities for older people to be active.  Positive benefits for mental and physical health and well-being and reducing frailty. Domain Two: Transport Ambition: Transport systems within the borough that make it easier for older people to reach their destinations effortlessly. Every journey is simple and reliable, whether you're walking, wheeling, driving, or using public transport. Aiming for transport infrastructure which encourages active travel. Everyone can move freely and comfortably. Cabinet – 23 December 2025 (Part 1 Public) What Hillingdon already does well:  98% of Bus Stops are accessible with dropped kerbs and level access to the bus.  3km of towpath have been upgraded including resurfacing. Access points are also being upgraded, with two being fully accessible. Objectives:  Improve walking and cycling routes within the Borough. Improve accessibility of public transport for older and disabled residents.  Ensure resident concerns are considered in Council decision-making about transport. Intended impact:  More older people feel confident walking on local footpaths and roads due to improvements made.  Older people can access public transport to engage with activities in Hillingdon  There are a reduced number of falls occurring due to pavements and roads.  Positive benefits for mental and physical health and well-being and reducing frailty. Domain Three: Housing Ambition: Older People have access to quality housing. Affordable options are available for those who want to move house, and support is provided for those who wish to stay, and they can adapt their homes. People of all ages can live comfortably. What Hillingdon already does well:  The Council is addressing housing shortages and has invested in extra care and supported living. Objectives:  Recognising housing as a key determinant of healthy ageing.  Promote age-friendly housing design and access to extra care schemes.  Improve safety in Care Homes through reducing falls risk. What impact this will have:  Older people have choice regarding where they want to live and have access to housing they can afford and the support they need to live safely and comfortably in an environment that meets their needs.  Positive benefits for mental and physical health and well-being and reducing frailty. Cabinet – 23 December 2025 (Part 1 Public) Domain Four: Social Participation Ambition: Older people can build meaningful social connections. Diverse and accessible social opportunities are widely available, supported by community infrastructure that encourages participation. What Hillingdon already does well:  Older residents in Hillingdon have access to a range of social opportunities through Age UK, Carers Trust, Libraries, Public Health, community groups and faith organisations.  Housebound residents have access to social interaction through the home- visiting library service.  Residents in sheltered housing have access to social opportunities through Age UK and the mobile library service.  Care Home residents have access to social opportunities through the mobile library service and dementia activities.  Residents living with dementia have access to a wide range of free activities on a weekly basis.  Leisure centres offer a range of social opportunities for over 65s including club games. Objectives:  Ensure older people who are at risk due to factors including living alone, bereavement, retiring, being a carer, being frail or living with another long-term condition, have access to the support they need to build or maintain meaningful relationships.  Continue to work in partnerships with VCSE organisations to deliver social opportunities for older people.  Include community outreach and engagement as a core delivery method.  Ensure social opportunities are culturally appropriate and offer language- accessible services.  Ensure older people who are housebound have access to a range of opportunities for social interaction including those using digital solutions.  Improve access to social opportunities for older people through introducing new activities, discounts and local offers.  Develop more targeted opportunities for social interaction that respond to the needs and interests of older people Intended impact:  Older people who are housebound have better access to social opportunities  Older people have access to meaningful social interaction that allows them to participate and engage with others in a way that suits them.  Older people have access to culturally appropriate social opportunities.  Positive benefits for mental and physical health and well-being and reducing frailty. Cabinet – 23 December 2025 (Part 1 Public) Domain Five: Respect and Social Inclusion Ambition: Older People are treated with respect and have a voice in the decisions that affect their lives. The contributions of older community members are recognised, fostering interactions between generations where a range of perspectives are shared. If ageism arises, it is promptly reported and resolved. What Hillingdon already does well:  The Older People’s Assembly and the Assembly for People with Physical and Sensory Disabilities offer older people a regular opportunity to express their views. Objectives:  Ensure older people have a voice in the decisions made about them.  Create opportunities for older people’s stories to be preserved, celebrated and valued.  Work to reduce inequalities in access to services, particularly for ethnic minorities.  LGBTQIA+ communities, and those with communication barriers. Intended impact:  Older people feel valued.  Older people feel their voices are heard and action is taken.  With the voice and views of older people being included, services are more likely to be designed and developed to meet need.  Positive benefits for mental and physical health and well-being and reducing frailty. Domain Six: Civic Participation and Employment Ambition: Older People have roles that allow them to feel engaged in their communities that fit their needs, support their growth and keep them active. There are many ways to contribute to the community, both paid and unpaid, and these contributions are celebrated. Everyone is empowered to help shape their community. What Hillingdon already does well:  Older people working in libraries in flexible roles as casual library assistants.  Older people are employed as casual duty officers in local heritage and theatres.  Older people participate in a wide range of volunteering opportunities across the Council and voluntary sector in Hillingdon. Objectives:  Creating more volunteering opportunities for older people in libraries, theatres and local heritage sites. Cabinet – 23 December 2025 (Part 1 Public) Intended impact:  Older people have opportunities to engage in their community and feel valued for their contributions.  Communities, services, and organisations across the borough will be better able to draw on the breadth and depth of knowledge, skills, and resources held and offered by older people.  Positive benefits for mental and physical health and well-being and reducing frailty. Domain Seven: Communication and Information Ambition: Older people who are isolated can easily access relevant and timely information about services and opportunities. Information is accessible to everyone, regardless of disability or internet access, allowing full engagement with the community and ensuring older people can make informed choices regarding their health. What Hillingdon already does well:  Face to face support is available in libraries  Hillingdon People magazine is delivered to every household and provides information and guidance about local services and how to contact them  Online information through the Care and Support Directory  Hillingdon webpages Objectives:  Promoting a self-management approach to enable people to make informed choices by providing them with a range of advice and information  Address digital poverty and digital skills to enable older people to access and benefit from the multitude of opportunities online.  Continue to provide non digital communication opportunities for those older residents who are unable to engage digitally. Intended impact:  Older people will feel confident in engaging with services through whatever means they are happy to use.  Older people can access the information they need in a timely manner.  Improving timely access to services will improve the availability of proactive care and support and reduce the need for reactive care and support, often delivered in a crisis  Positive benefits for mental and physical health and well-being and reducing frailty. Cabinet – 23 December 2025 (Part 1 Public) Domain Eight: Community Support and Health Services Ambition: Older people will be able to live healthier for longer and feel confident in engaging with services through whatever means they are happy to use. Older people can access the information they need in a timely manner and have access to a range of early intervention and prevention programmes. What Hillingdon already does well:  Universal provision for older people’s physical activity.  Free swimming is available for the over 65s.  Free chair-based exercise programmes.  Free health education classes.  Introduction of neighbourhood working.  Prevention of long-term conditions through hypertension case finding. Objectives:  Deliver targeted prevention and early intervention action to help reduce demand for health and social care  Introduce a range of programmes to reduce the risk factors for frailty and encourage people to take responsibility for their health.  Proactively case find hypertension in residents to prevent the future risk of strokes and cardiovascular disease.  Co-produce services with residents to ensure that we are meeting their needs  Deliver new digital technologies to enable better health and independence.  Collaborate with NHS and VCSE partners on targeted interventions to promote mental health and prevent crisis for older people.  Offer a range of programmes to support residents in taking responsibility for their own health. Intended impact:  Older people live healthier for longer.  More people are taking responsibility for their health as they get older and implementing lifestyle changes to enable healthier ageing.  Positive benefits for mental and physical health and well-being and reducing frailty

Text extracted automatically from the PDF, so layout, tables and images are not shown. Open the original PDF on LB Hillingdon’s website.

Relevant Select Committee
Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in)
Officer(s) to action
Directorate
Classification
9. Consideration of Setting a Licensed Deficit Budget in FY 2025-26 for certain Schools in the Borough PDF 717 KB
RESOLVED: That the C abinet approves the application for a licensed deficit for all schools listed in Appendix 1 for 2025/26. Reasons for decision The Cabinet Member for Children, Families and Education presented a report seeking approval to set licensed deficit budgets for maintained schools. At the start of the academic year, 15 schools reported deficits for 2025/26, an notable increase. It was explained that maintained schools were required to submit balanced budgets annually, but in exceptional circumstances where all alternatives have been explored, a governing body may request a licensed deficit for a defined period, usually one year. Renewing licences enabled schools to continue operating while working towards financial recovery. The Cabinet Member explained that education finance officers and advisers would meet with headteachers, business managers and, where necessary, chairs of governors to monitor, support and review financial plans. The rise in deficits reflected wider challenges, including declining pupil numbers due to historically low birth rates, high staffing costs and increased operational expenses. These pressures were impacting the Dedicated Schools Grant, although there was no direct effect on the Council’s General Fund. However, cash advances to schools created interest costs and financial risk for the Council. The Vice-Chair noted that falling pupil numbers were a significant issue for many schools and that resolving these financial challenges would not be easy. Alternative options considered and rejected Cabinet could have decided to write off the deficits, which would have needed to be agreed by Schools Forum, or withdrawn the governor delegated powers over the schools’ budgets. 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, Monday 5 January 2026. If not called-in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Ndenko Asong / Luisa Hansen 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
📄 Consideration of Setting a Licensed Deficit Budget in FY 2025-26 for certain Schools in the Borough PDF 717 KB
Read the text of this document (8 pages)
Cabinet Report – 23 December 2025 (Part 1 – Public) CONSIDERATION OF SETTING A LICENSED DEFICIT BUDGET IN FY2025-26 FOR CERTAIN SCHOOLS IN THE BOROUGH Cabinet Member & Portfolio Cllr Susan O’Brien - Cabinet Member for Children, Families & Education Cllr Eddie Lavery - Cabinet Member for Finance & Transformation Responsible Officer Julie Kelly – Corporate Director of Children’s Services Steve Muldoon – Corporate Director of Finance Report Author & Directorate Ndenko Asong, Strategic Lead, DSG Papers with report Appendix 1 – Schools Requiring Deficit Budgets in FY2025-26 HEADLINES Summary This report seeks Cabinet’s approval for schools in Appendix 1 to set deficit budgets for FY2025-26 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 Funding for schools and school related expenditure is provided through the Dedicated Schools Grant (DSG) and the Pupil Premium and as such has no impact on the Council’s budget requirement, although the Council will need to provide the schools with sufficient cash-flow by means of paying the schools DSG Budget in advance of receipt of the grant. It should be noted that schools cannot borrow money unless they have written permission of the Secretary of State. Select Committee Children, Families & Education Ward(s) All RECOMMENDATION That the Cabinet approves the application for a licensed deficit for all schools listed in Appendix 1 for 2025/26. Cabinet Report – 23 December 2025 (Part 1 – Public) Reasons for recommendation Cabinet is the decision-making body for school funding issues. By agreeing for these schools to set a licensed deficit budget , it will enable the schools to function with the certainty of funding whilst the schools take reasonable steps to manage their cost s and return to a balanced budget position. Alternative Options Considered Cabinet could decide to take the following alternative action: (a) Write off the deficits, which would need to be agreed by Schools Forum, for the Schools Block funding of the DSG to fund any school deficit. (b) Withdraw the governor delegated powers over the schools’ budgets if it is felt that the school has been given advice and support by the Local Authority but has not taken adequate action to address the financial position. Select Committee comments None at this stage. SUPPORTING INFORMATION The Scheme for Financing Schools determines that maintained schools are required to submit a balanced budget plan approved by the full school g overning body by 31 st May of the applicable financial year. In exceptional circumstances, where a governing body has explored all alternatives to the satisfaction of the local authority , it may be appropria te for the local authority to agree to license a deficit for a specific period. It would be expected that most deficits should be for one financial year. In particularly exceptional circumstances, however, school governing bodies may agree with the local authority to manage a deficit over/up to three financial years. It is becoming increasingly evident that several schools are facing significant financial issues in the medium term. Schools Forum have been updated with the concerns regarding the future of schools’ budgets and officers continue to engage with Schools For um members to encourage that they consider ways that the situation could be addressed. Additionally, the local authority schools finance team continue to work with schools to closely monitor and support those that are a cause for concern in relation to their financial position. In the event that a school is unable to set a balanced budget, the school is moved to a process of formal monthly monitoring in order that a more regular review of income and expenditure against budget can be carried out. In some instances, the local authority may also be required to attend financial monitoring meetings with the headteacher and governors in order to review progress against the financial recovery plan. If a school fails to take action to safeguard the financial position, then the local authority has the option to withdraw full de legation. A local authority policy on schools in financial difficulties supports this process. Cabinet Report – 23 December 2025 (Part 1 – Public) Council officers continue to implement a more rigorous and stringent monitoring process for schools that are in financial difficulty. This will include all the schools applying for a licensed deficit as well as any schools showing early signs of financial difficulty. Council officers from education improvement, finance and place planning teams, where appropriate, will meet with these schools ’ headteachers, chair of governors and business mangers etc, to create an action plan with the school, monitor the position of these budgets termly and challenge their spending to close the gap as soon as possible. Bishop Winnington-Ingram CE Primary School The school closed the year with a £412k deficit, supported by a cash advance reprofile currently standing at £370k. This is a historical deficit that the school are working to reduce over the years, the deficit has reduced from £515k at March 2024 . The FY2025–26 budget forecasts a deficit of £422k. Interest accrued on the cash advance reprofile remains unpaid to the Local Authority. Oak Wood The school has suffered from low pupil numbers making the budget setting challenging. The FY25-26 budget projects a deficit of £2.32m by year end. There is a £2.507m cash advance reprofile awarded to the school to support the deficit balance position. There are significant overspends in a number of areas around staffing , which has increased the pressure on the school to be able to balance its budget. Field End Infant It is concerning that the balance of the school was wiped out in one year with the school posting a deficit balance position at the end of FY24-25 after carrying a surplus of £120k at the end of FY23-24. The overspends at the school are as a result of high staffing ratios particularly with support staff. The LA has engaged with the school following the submission of a £29k deficit budget for FY25- 26 and is actively working with the school to review expenditure. Harlyn Seeing a large year on year drop in pupil numbers has caused severe financial problems. This is particularly so as the drop in pupil numbers has not been matched by adjustments to the establishment. The school is setting a deficit budget for FY25 -26 with a projection of a £248k balance by the end of March 2026. St Swithun Wells The budgeted deficit of £160k has arisen mainl y from the school having to deal with staffing challenges over the last few years with significant legal costs. There are encouraging signs that the school is making good progress in addressing their position with better than expected third party income generation as well as targeted approaches to reducing overall cost. The school also benefits from a £192k cash advance reprofile to help with managing the deficit. Cabinet Report – 23 December 2025 (Part 1 – Public) Oak Farm Primary School The school plans to convert to academy status in April 2026 by joining Vanguard Learning Trust. The projected £74k deficit represents an optimistic outlook, given the significant costs anticipated from the planned restructuring of the staffing establishment. The primary financial challenges for the school stem from staffing pressures. Grange Park Infant School was projecting a deficit of -£84,07, however they have now merged with the Junior School to become Grange Park School. The LA is currently working to establish a new budget position of the newly amalgamated school. Coteford Infant School The school has faced declining pupil numbers for se veral years and, from September 2024, its PAN has reduced to 60 following a transition from three -form entry to two -form entry. It has already undergone two restructuring phases and is now entering a third. Frithwood Primary School The school’s deficit position is as a result of a number of issues:  The increased staffing cost  Higher than expected energy cost due to terms in old energy contracts the school is still bound by  A loss of income from extended school activities following changes in habits post COVID lockdown Harmondsworth Primary School The school had a fall in numbers when the previous Heathrow Airport expansion plans were announced and have not really recovered despite careful monitoring of their budget early implementation of cost-saving efforts. There are some unavoidable factors, such as:  Experienced long serving teaching staff, that is 83% on M6 and above  Energy cost increases  Drop in pupil numbers Lady Bankes Primary School The school was formed in September 2021 with the amalgamation of Lady Bankes Infant & Junior Schools. The school also has an increased numbers of pupils with complex medical needs and SEND. The school is now working in partnership with the Diabetic Team and a Clinical Officer to try and obtain funding directly from the NHS to help fund some of the support these pupils need. Cabinet Report – 23 December 2025 (Part 1 – Public) Sacred Heart Catholic Primary School School is facing significant pressures in its budget and struggling to meet its staffing cost obligations. Cost of staffing stands at 89% of its overall Budget. This school is also top heavy with a higher than average SLT costs as well as a high proportion of teachers paid upper scales levels as well as TLRs. Whitehall Infant School Whitehall Infant school remains a popular school, rated Good by Ofsted (2024). For many years, it had an excellent reputation and made a positive contribution to the local community. Since the expansion from 3FE to 4FE, the school has not been at full capacity, and this has had a financial impact on the school. The school has faced significant financial pressure from having to cover for long term sickness and maternity leave absences from two members of the team. Whiteheath Junior School The School has experienced a drop in pupil numbers in recent years, combined with additional demand for SEND provision. The School is currently working with the Schools Improvement Team to re view the staffing model and combine a more dynamic approach to SEND delivery. It is anticipated that the school will return to a balanced budget position in the medium term. Heathrow Primary School Following the appointment of an experienced School Business Mana ger, the school modelled a detailed budget based on current income and expenditure. Upon review, the school is reacting to its falling roll and strengthening the financial controls by scrutinising staffing costs, reducing headcount through attrition and eradicating agency costs, and further imposing strict financial discipline to manage cash flow. Other external factors aside i.e. Asylum Seeking Children housed locally and a third Heathrow Runway, the school expects to be in a more stable financial position in the medium term. Financial Implications Funding for schools and school related expenditure is provided mainly through the Dedicated Schools Grant (DSG) and as such there is currently no direct impact on the council’s general fund budget requirement. Currently, these deficit budgets are supported by cash advances paid to the schools. The interest cost of these advances is expected to be covered by the schools. The interest charges levied on these schools who are already facing challenges meeting their obligations increase the risk of default and therefore the authority’s bad debt risk. Cabinet Report – 23 December 2025 (Part 1 – Public) RESIDENT BENEFIT & CONSULTATION The benefit or impact upon Hillingdon residents, service users and communities By allowing the school to set a licensed deficit budget, it will enable the school to function with certainty of funding whilst the school takes reasonable steps to manage its costs back to a balanced budget position. Consultation & Engagement carried out (or required) No consultation is needed for this report. CORPORATE CONSIDERATIONS Corporate Finance Corporate Finance have reviewed this report and concur with the Financial Implications set out above, noting that that granting licensed deficits for Local Authority Schools does not have direct financial impact to the Council’s General Fund, noting the Statutory Override protects the General Fund from any deficits within the DSG. Furthermore, it is noted where licenced deficits are supported by cash advances from the Council, these represent an opportunity cost to the General Fund which is reflected within budgets held for interest and investment income. Legal The Council's Scheme for Financing Schools, required by section 48 of the School Standards and Framework Act 1998, authorises the Council to licence a deficit in respect of a maintained school where the governors have provided a satisfactory business plan for putting the school’s financial position back into balance (see sections 4.5 & 4.9 of the Scheme) . Provided the deficits to be licensed are with in the parameters set out in the Scheme, t here are no legal impediments to Cabinet agreeing the recommendation set out in the report. BACKGROUND PAPERS NIL. Cabinet Report – 23 December 2025 (Part 1 – Public) Appendix 1 – Schools Requiring Deficit Budgets in FY2025-26 FY2023-24 FY2024-25 FY2025-26 Actual Actual Budget LAESTAB School Name Phase Closing Balance Closing Balance as % of Income R a g Closing Balance Closing Balance as % of Income R a g Budget Income Budget In- year Movement Budget Closing Balance R a g 3123300 Bishop Winnington-Ingram CofE Primary School Primary -328,208.93 -15.75% -411,549.37 -19.42% 1,864,935.16 -11,267.62 -422,816.99 3122012 Coteford Infant School Primary -86,716.02 -4.59% -176,354.17 -9.24% 1,850,986.45 16,188.58 -160,165.59 3122019 Field End Infant School Primary 120,311.10 5.07% -186.23 -0.01% 2,321,392.10 -29,099.89 -29,286.12 3122076 Frithwood Primary School Primary -46,009.06 -1.74% -45,062.40 -1.64% 2,741,884.46 -131,653.63 -176,716.03 3125203 Grange Park Infant and Nursery School Primary 124,862.28 5.66% 34,742.63 1.53% 2,251,342.31 -118,814.60 -84,071.97 3122025 Harlyn Primary School Primary 302,360.09 10.24% 196,091.70 6.44% 2,810,860.83 -444,455.19 -248,363.49 3122026 Harmondsworth Primary School Primary 2,345.99 0.14% -60,353.59 -3.62% 1,620,907.15 -119,182.51 -179,536.10 3122029 Heathrow Primary School Primary 209,318.98 7.20% -48,513.34 -1.64% 2,982,867.81 -127,926.41 -176,439.75 3122032 Lady Bankes Primary School Primary -16,689.24 -0.45% -108,989.88 -2.77% 4,034,053.18 -78,881.04 -187,870.92 3125200 Oak Farm Primary School Primary -142,428.27 -3.65% -138,242.28 -3.45% 3,862,083.98 63,883.15 -74,359.13 3123405 Sacred Heart Catholic Primary School Primary 147,694.78 4.04% 75,113.26 1.91% 3,921,450.96 -173,719.85 -98,606.59 3123400 St Swithun Wells Catholic Primary School Primary -92,981.31 -6.16% -154,833.97 -9.49% 1,582,253.74 -5,228.22 -160,062.19 3122069 Whitehall Infant School Primary 86,756.97 3.58% -160,346.11 -6.42% 2,487,546.62 1,328.30 -159,017.81 3122054 Whiteheath Junior School Primary 57,439.90 2.79% -87,957.77 -4.23% 2,037,647.94 -77,598.65 -165,556.42 3125409 Oak Wood School Secondary -1,939,675.49 -18.24% -2,267,355.57 -20.59% 11,584,474.30 -55,136.00 -2,322,491.57 -1,601,618.23 -3,353,797.09 47,954,686.97 -1,291,563.58 -4,645,360.67 Cabinet Report – 23 December 2025 (Part 1 – Public) FY2025-26 LAESTAB School Name Opening Balance Budget Income Budget In- year Movement In-Year as % of Income Budget Closing Balance Cumulative Deficit as % of Income 3123300 Bishop Winnington-Ingram CofE Primary School -411,549.37 1,864,935.16 -11,267.62 0.60% -422,816.99 22.67% 3122012 Coteford Infant School -176,354.17 1,850,986.45 16,188.58 0.87% -160,165.59 8.65% 3122019 Field End Infant School -186.23 2,321,392.10 -29,099.89 1.25% -29,286.12 1.26% 3122076 Frithwood Primary School -45,062.40 2,741,884.46 -131,653.63 4.80% -176,716.03 6.45% 3125203 Grange Park Infant and Nursery School 34,742.63 2,251,342.31 -118,814.60 5.28% -84,071.97 3.73% 3122025 Harlyn Primary School 196,091.70 2,810,860.83 -444,455.19 15.81% -248,363.49 8.84% 3122026 Harmondsworth Primary School -60,353.59 1,620,907.15 -119,182.51 7.35% -179,536.10 11.08% 3122029 Heathrow Primary School -48,513.34 2,982,867.81 -127,926.41 4.29% -176,439.75 5.92% 3122032 Lady Bankes Primary School -108,989.88 4,034,053.18 -78,881.04 1.96% -187,870.92 4.66% 3125200 Oak Farm Primary School -138,242.28 3,862,083.98 63,883.15 1.65% -74,359.13 1.93% 3123405 Sacred Heart Catholic Primary School 75,113.26 3,921,450.96 -173,719.85 4.43% -98,606.59 2.51% 3123400 St Swithun Wells Catholic Primary School -154,833.97 1,582,253.74 -5,228.22 0.33% -160,062.19 10.12% 3122069 Whitehall Infant School -160,346.11 2,487,546.62 1,328.30 0.05% -159,017.81 6.39% 3122054 Whiteheath Junior School -87,957.77 2,037,647.94 -77,598.65 3.81% -165,556.42 8.12% 3125409 Oak Wood School -2,267,355.57 11,584,474.30 -55,136.00 0.48% -2,322,491.57 20.05%

Text extracted automatically from the PDF, so layout, tables and images are not shown. Open the original PDF on LB Hillingdon’s website.

Relevant Select Committee
Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in)
Officer(s) to action
Directorate
Classification
10. Infrastructure Funding Statement 2024/25 PDF 855 KB
RESOLVED: That the Cabinet notes the select committee’s comments and the Infrastructure Funding Statement (IFS) 2024/25, to be published on the Council’s website by 31 December 2025. Reasons for decision The Cabinet Member for Planning, Housing and Growth introduced the statutory Infrastructure Funding Statement under the Community Infrastructure Levy regulations, outlining how the Council had collected, allocated and spent developer contributions over the past year. The report aimed to ensure transparency and accountability in funding that supports sustainable growth and benefits residents. It had been reviewed by the Residents’ Services Select Committee, which commended strong monitoring arrangements, proactive compliance and timely collection, and noted that no Section 106 funds had lapsed in recent years. The committee also highlighted the need to improve transparency through a clearer and more accessible Section 106 database, a priority for the Council. The Cabinet Member highlighted key figures which included £736,000 collected through Hillingdon CIL, supporting projects such as the Platinum Jubilee Leisure Centre and the Chrysalis programme, and £5.3 million received via Section 106, with £5 million spent on affordable housing, air quality, parks, community facilities, and skills and training. A further £3 million was received as a carbon offset contribution from a data centre development in Hayes. The Cabinet Member warned that the Mayor of London’s proposal to reduce CIL contributions by 50% would significantly impact local infrastructure funding, and confirmed that the Council would continue to make the case for investment. The Vice-Chair welcomed the report as a clear explanation of funding sources and expenditure, while expressing concern about the potential reduction in CIL contributions. Alternative options considered and rejected None, as publication is a legal requirement. 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. Officer(s) to action Andrew Tebbutt 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
📄 Infrastructure Funding Statement 2024/25 PDF 855 KB
Read the text of this document (14 pages)
Cabinet – 23 December 2025 (Part 1 Public) INFRASTRUCTURE FUNDING STATEMENT 2024/25 Cabinet Member & Portfolio Cllr Steve Tuckwell, Cabinet Member for Planning, Housing and Growth Responsible Officer Daniel Kennedy - Corporate Director of Residents Services Report Author & Directorate Andrew Tebbutt, Planning and Sustainable Growth Papers with report 2024-25 Infrastructure Funding Statement (IFS) HEADLINES Summary The Infrastructure Funding Statement (IFS) reports information outlining how funding from developer contributions has been collected, allocated and spent to support infrastructure delivery across the borough in the previous financial year (2024/25). It confirms transparency and compliance with the relevant regulations. Putting our Residents First Delivering on the Council Strategy 2022-2026 This report supports all the ambition for residents and our commitments to residents of: Safe and Strong Communities Thriving, Healthy Households A Green and Sustainable Borough A Thriving Economy A Digital-Enabled, Modern, Well-Run Council Financial Cost The publication of the IFS itself does not have any financial implications. The IFS is only a record of how planning obligations have been collected and spent. It therefore contains a record of many decisions that were subject to the relevant democratic process and would have had financial implications assessed. Select Committee Residents' Services Select Committee Ward(s) N/A Cabinet – 23 December 2025 (Part 1 Public) RECOMMENDATION That the Cabinet notes the select committee’s comments and the Infrastructure Funding Statement (IFS) 2024/25, to be published on the Council’s website by 31 December 2025. Reasons for recommendation(s) The Council is required under Regulation 121A and Schedule 2 to the Community Infrastructure Levy (CIL) Regulations 2010 (as amended in 2019) to publish on its website an Infrastructure Funding Statement no later than 31st December each year. Such a Statement includes CIL and S106 receipts, allocations and spend from 1st April to 31st March of the preceding financial year. This is reported to Cabinet for information and to receive the select committee’s comments. Alternative options considered / risk management No alternative options were considered as the publication of the IFS is a legal requirement. Democratic compliance / previous authority Whilst the IFS is only a record of how planning obligations have been collected and spent, it contains a record of many decisions that were subject to their own relevant democratic process (e.g. via Planning Committee or Cabinet Member Approvals). Select Committee comments The Committee recognises the strong monitoring arrangements in place to secure developer contributions and prevent lapses and commends officers for maintaining a proactive approach to compliance and timely collection. Members note that no funds have lapsed recently, which reflects well on the processes currently in operation. However, the Committee remains concerned about the pace of progress in creating a definitive and transparent database for Section 106 contributions and associated expenditure. While acknowledging the resource challenges and the improvements already made, Members encourage Cabinet to prioritise this work so that it becomes easier for residents and stakeholders to see which developments generate funds and how these monies are reinvested locally. The Committee also welcomes the clarity provided in the statutory report but believes that future presentations could go further in illustrating the link between contributions and visible local improvements, particularly in a reas experiencing significant development. Demonstrating whether agreed improvements have been delivered would help strengthen public confidence and showcase the Council’s achievements in reinvesting funds effectively. Cabinet – 23 December 2025 (Part 1 Public) SUPPORTING INFORMATION 1. Please see the following summarised explanatory regarding the Infrastructure Funding Statement (IFS) 2024/2025. What is an Infrastructure Funding Statement? 2. An Infrastructure Funding Statement (IFS) outlines how developer contributions, via the Community Infrastructure Levy (CIL) and Section 106 (S106) agreements, have been collected, allocated, and spent to support infrastructure delivery across the London Borough of Hillingdon. 3. Local planning authorities in England are required to produce an Infra structure Funding Statement (IFS) annually under Community Infrastructure Levy (CIL) Regulations. This legal obligation applies to any authority that issues CIL liability notices or receives contributions through Section 106 agreements. The IFS must be pub lished by 31 December each year and must report on the previous financial year. Its purpose is to ensure transparency and accountability in how developer contributions are collected and spent, covering both CIL and Section 106 planning obligations. What is the Community Infrastructure Levy 4. The Community Infrastructure Levy (CIL) is a mandatory charge applied per square metre to new developments in the London Borough of Hillingdon that create one or more new dwellings or over 100 square metres of fl oorspace. It is set through a Charging Schedule and is payable upon commencement of development. Unlike Section 106 obligations, CIL is non-negotiable and is used to fund infrastructure projects across the borough, with the spend split into strategic, neighbourhood and administrative expenditure. What is Mayoral Community Infrastructure Levy 5. Mayoral CIL (MCIL) is a similar charge set by the Mayor of London and applied to most new developments across Greater London. It was introduced in 2012 to help fi nance the Elizabeth Line (Crossrail) and continues to be used to repay debt from that project. In Hillingdon, the Council acts only as the collecting authority, retaining a 4% administration fee, while the remaining funds are transferred to Transport for London (TfL). What are Section 106 Planning Agreements 6. Section 106 (s106) planning agreements are legal agreements made between local authorities and developers as part of the planning permission process. They are used to mitigate the impact of new development on the local community and infrastructure. While CIL is a fixed charge, s106 agreements are negotiated and can include obligations such as affordable housing, local road improvements, or contributions to education and healthcare services. They are particularly used for site -specific mitigation that cannot be addressed through CIL alone. Cabinet – 23 December 2025 (Part 1 Public) Summary of Key Data 7. Please see the following summarised key data from the IFS 2024/2025. Further information and commentary are included within the IFS. It has been split into the following three sections:  Community Infrastructure Levy (CIL)  Mayor Community Infrastructure Levy (MCIL)  S106 Planning Obligations For ease of navigation, a contents page has been provided to allow the reader to select the item they want to review. Equally, items can be hidden using the ‘show/hide’ button. Community Infrastructure Levy (CIL) ....................................................................................... 5 Item 1: Hillingdon CIL Receipts 2024/25 .................................................................................. 5 Item 2: Hillingdon CIL Receipts Previous Financial Years ........................................................ 5 Item 3: Total Hillingdon CIL Expenditure .................................................................................. 6 Mayor Community Infrastructure Levy (MCIL) ........................................................................ 6 Item 4: Mayoral CIL Receipts and Retained Admin Fees ......................................................... 6 S106 Planning Obligations ........................................................................................................ 7 Item 5: S106 Financial Balances .............................................................................................. 7 Item 6: Amount Secured via S106 Planning Agreements Signed in 24/25 by Category ........... 7 Item 7: S106 Financial Contributions Received in 24/25 by Category ...................................... 8 Item 8: List of Infrastructure with S106 Financial Contributions Allocated in 24/25 .................. 9 Item 9: List of Infrastructure with S106 Financial Contributions Spent in 24/25 ...................... 10 Item 10: Affordable Housing Secured via S106 Agreement signed in 2024/25 ...................... 12 Item 11: Affordable Housing Delivered in 2024/25 from S106 Agreements............................ 13 Cabinet – 23 December 2025 (Part 1 Public) Community Infrastructure Levy (CIL) Item 1: Hillingdon CIL Receipts 2024/25 Item 2: Hillingdon CIL Receipts Previous Financial Years HCIL Income 2024/25 (£) Strategic HCIL (80%) 589,108.07 Neighbourhood HCIL (15%) 110,457.76 Total HCIL admin (5%) 36,819.25 TOTAL HCIL 736,385.09 £- £1,000,000 £2,000,000 £3,000,000 £4,000,000 £5,000,000 £6,000,000 2021/22 2022/23 2023/24 2024/25 HCIL Income by Financial Year Strategic HCIL (80%) Neighbourhood HCIL (15%) Total HCIL admin (5%) Cabinet – 23 December 2025 (Part 1 Public) Item 3: Total Hillingdon CIL Expenditure Total Hillingdon CIL (HCIL) Expenditure Total (£) Strategic CIL (SCIL) Platinum Jubilee Leisure Centre 331,246.87 Chrysalis Programme 252,181.39 Total Strategic CIL Expenditure 583,428.26 Neighbourhood CIL (NCIL) Chrysalis Programme 110,457.76 Total Neighbourhood CIL Expenditure 110,457.76 Total HCIL Infrastructure Financing (SCIL + NCIL) 693,886.02 Administration Fee (5%) 36,819.24 Total Hillingdon CIL Expenditure 24/25 730,705.28 Total Hillingdon CIL Receipts 24/25 736,385.09 HCIL not used & Retained (Carried forward to 2025/26) 5,679.81 Mayor Community Infrastructure Levy (MCIL) Item 4: Mayoral CIL Receipts and Retained Admin Fees MCIL Receipts Amount collected (£) Amount Paid to TFL (£) Admin 4% (£) Q1 79,968.29 76,769.56 3,198.73 Q2 136,784.84 131,313.47 5,471.37 Q3 261,669.77 251,203.00 10,466.77 Q4 88,546.87 85,005.01 3,541.86 Totals 566,969.77 544,291.04 22,678.73 Cabinet – 23 December 2025 (Part 1 Public) S106 Planning Obligations Item 5: S106 Financial Balances S106 Balances Outturn for the Year 2024/25: (£) Opening S106 Balance 1st April 2024 28,959,000 Total income for the year 2024/251 5,095,000 Total Expenditure for the year 2024/25 5,029,000 Closing S106 Balance 31st March 2025 29,025,000 Interest accrued in 2024/25 258,000 S106 Monitoring Fees 227,000 1 For the purposes of establishing the balance the S106 monitoring fees and interest accrued are removed. Figures rounded to nearest 1,000. It is important to note that the balance of £29,025,000 consists of £9,219,000 that is already allocated towards projects. This figure includes funds that are earmarked for projects that will be delivered by the NHS and security bonds in the event a legal obligation is unfulfilled. Noting the above, the amount available to be allocated towards new projects is £19,046,898 and work has commenced in the financial year 2025/26 to allocate these funds. Item 6: Amount Secured via S106 Planning Agreements Signed in 24/25 by Category S106 Financial Obligations Signed by Category S106 Category (£) 24/25 Other 3,224,060.57 Affordable housing 2,883,578.00 Transport and travel 657,538.00 Open space and leisure 384,286.00 Health 309,551.00 Section 106 monitoring charges 90,830.38 Bonds (held or repaid to developers) 80,000.00 Highways 55,425.00 Grand Total £7,685,268.95 Cabinet – 23 December 2025 (Part 1 Public) Item 7: S106 Financial Contributions Received in 24/25 by Category S106 Received by Category Amount (£) Affordable housing 287,682.26 Bonds (held or repaid to developers) 40,000.00 Community facilities 13,863.73 Digital infrastructure 0.00 Education 234,745.08 Flood and water management 0.00 Green infrastructure 16,260.14 Health 323,938.71 Highways 1,475,156.17 Land 0.00 Open space and leisure 621,086.59 Section 106 monitoring charges 227,391.46 Transport and travel 117,096.71 Other 1,964,281.24 Total £5,321,502.09 Cabinet – 23 December 2025 (Part 1 Public) Item 8: List of Infrastructure with S106 Financial Contributions Allocated in 24/25 Infrastructure Allocated Date Allocated Unspent St Andrew's Roundabout Subway Improvements: Initial Feasibility Works £32,273.00 April 2024 0 Cycle Wayfinding in Yiewsley, West Drayton & Hayes £16,732.00 April 2024 £4,849.33 Hillingdon Civic Centre Decarbonisation Project (Phase 1) £2,620,910.31 April 2024 0 West London Alliance Energy Planning Partnership £50,800.00 June 2024 0 Implementation of electric vehicle charging infrastructure in Hillingdon £53,185.00 June 2024 0 Provision of a Health Hub in the Uxbridge Area (NHS) £447,149.63 August 2024 £447,149.63 Carbon Reporting & Auditing of CO2 sequestration from woodlands £40,550.00 September 2024 £32,850.00 Improvements to bus stop capacity and highway safety on Long Lane, Hillingdon £55,605.00 September 2024 £34,571.06 Hillingdon Air Quality Action Plan – Expert determination £210,000.00 January 2025 £142,012.36 Management of LBH Carbon Offset Fund £150,000.00 January 2025 £100,000.00 Implementation of Hillingdon Air Quality Action Plan 2024-2029 £53,972.00 February 2025 £35,995.80 Coordination of Construction Training Work Placements Two Years (Regeneration and Economic Development Team) £114,000.00 March 2025 £57,000.00 Total £3,845,176.94 £854,428.18 Cabinet – 23 December 2025 (Part 1 Public) Item 9: List of Infrastructure with S106 Financial Contributions Spent in 24/25 Infrastructure Spent Spend Description Construction Training - BUILD Training NVQ Scheme £18,600.00 Spend towards delivery of National Vocational Qualification (NVQ) construction training scheme by Hillingdon-based organisation, Build School of Construction Training Provision of a Construction Training Coordination Service £65,424.47 Annual spend from contract to provide a Construction Training Coordinator Service to monitor and enable on site construction Training in the Borough Provision of an Air Quality Monitoring Service £46,949.70 Annual spend from contract to monitor and report on air quality in the Borough Management of Hales Field Park and Stockley Land parcels £19,956.00 Annual spend towards management of Hales Field Park and Stockley Land parcels Grand Union Canal Quiet Way between Rockingham Road and Oxford Road £101,677.46 Spend towards improvements to the Grand Union Canal towpath to Quietway standard between Rockingham Road and Oxford Road, Uxbridge Grand Union Canal Quiet Way between Cowley Mill Road & Rockingham Road £1,957.12 Spend towards improvements to the Grand Union Canal towpath to Quietway standard between Rockingham Road and Cowley Mill Road, Uxbridge Minet Country Park Improvements £52,051.52 Annual spend towards recreational and ecological improvement project at Minet Country Park, Hayes LBH Construction Training Apprenticeship Scheme £42,187.26 Annual spend towards LBH Construction Training Apprenticeship scheme Lake Farm Country Park footpath improvements £2,769.60 Annual spend towards Footpath improvements at Lake Farm Country Park North Hyde Road - Healthy Streets Scheme £30,000.00 Second part of spend towards improvements to encourage walking and cycling in line with Health Streets Approach in North Hyde Road, Hayes Cabinet – 23 December 2025 (Part 1 Public) Infrastructure Spent Spend Description Dawley Road Pedestrian & Cycle Improvements £68,748.17 Spend towards improvements to benefit pedestrians and cyclists on Dawley Road and Botwell Common Road, Hayes Carbon Reporting & Auditing of CO2 sequestration from woodlands £7,700.00 Determining the carbon footprint of the extensive woodland and forests on the Council’s landholdings. This constitutes a large-scale tree canopy that has significant carbon sequestration Public realm improvements in Ruislip High Street £24,302.33 Annual spend towards public realm improvements between Ickenham Road and Pembroke Road, Ruislip Improved access onto the Grand Union Canal at Horton Road, West Drayton. £10,572.10 Spend towards public realm improvements including provision of Legible London signage to encourage pedestrians/cyclists use of the canal towpath at Horton Road, West Drayton Affordable Housing Fund £1,585,744.80 Spend in 2024/25 towards the S106 Affordable Housing Fund to support the delivery of affordable housing in the Council’s area Hillingdon Civic Centre Decarbonisation Project (Phase 1) £2,620,910.24 Spend towards a scheme to improve the energy efficiency of the Civic Centre including installation of Heat Pumps and secondary glazing (See Appendix 7) Cycle wayfinding in Yiewsley, West Drayton & Hayes £11,882.67 Spend towards the implementation of a cycle wayfinding scheme in Yiewsley, West Drayton & Hayes areas Carbon offset Fund - West London Alliance Energy Planning Partnership £50,800.00 Hillingdon’s contribution towards the West London Alliance Energy Planning Partnership Net Zero Work Programme Carbon Offset Fund - Implementation of Electric Vehicle Charging Infrastructure in Hillingdon (Phase 1) £53,185.30 Spend towards first phase of installation of electric vehicle charging points at various locations in the Borough as part of Hillingdon’s Electric Vehicle Charging Infrastructure Programme Cabinet – 23 December 2025 (Part 1 Public) Infrastructure Spent Spend Description Improvements to bus stop capacity and highway safety on Long Lane, Hillingdon £21,034.94 Spend towards works to improve capacity at bus stop on Long Lane and improve road safety for those accessing bus services from local schools Hillingdon Air Quality Action Plan and S106 Carbon Offset Fund £117,987.64 Spend towards expert determination of air quality issues and Management of the Council’s Carbon Offset Fund Implementation of Hillingdon's Air Quality Action Plan (2019-2024) and (2024- 2029) £17,976.20 Spend towards the implementation of measures contained in the Action Plan, including diffusion tube monitoring, AirText compliance and enforcing compliance on Non-Road Mobile Machinery (NRMM) Coordination of Construction Training Work Placements Two Years (Regeneration and Economic Development Team) £56,999.00 Spend towards the Regeneration and Economic Development Team to support the coordination of construction training work placements in the Borough. Total £5,029,416.52 Item 10: Affordable Housing Secured via S106 Agreement signed in 2024/25 Reference Site Name Low-Cost Rent Intermediate Housing 24843/APP/2022/2403 Tavistock Works (COMAG) Site, West Drayton 14 8 76795/APP/2023/2503 Land at Yiewsley Library and Former Yiewsley Pool, Falling Lane 95 585/APP/2024/1558 Land off Thompson Road and St Luke's Road, Uxbridge 72 12795/APP/2021/1584 Murray Engineering Site, Hayes 5 2 Total 186 10 Cabinet – 23 December 2025 (Part 1 Public) Item 11: Affordable Housing Delivered in 2024/25 from S106 Agreements Reference Site Name Low-Cost Rent Intermediate Housing 1331/APP/2019/2314 Former Nestle Factory Site, Hayes 5 109 585/APP/2024/1558 Land Off Thompson Road and St Luke’s Road, Uxbridge 72 43762/APP/2018/396 Former Maple and Poplar Site, Yeading 17 17 Total 94 126 Financial Implications There are no direct financial implications arising from the publication of the Infrastructure Funding Statement (IFS). It is a reporting requirement for the previous financial year and does not commit the Council to new expenditure. Additionally, the IFS is only a record of how planning obligations have been collected and spent. It therefore contains a record of many decisions that were subject to the relevant democratic process and would have had financial implications assessed. RESIDENT BENEFIT & CONSULTATION The benefit or impact upon Hillingdon residents, service users and communities? CIL and S106 agreements are important tools for local authorities to use to help deliver the infrastructure needed to support development in its area. Ensuring that growth in the borough is supported by appropriate investment in local infrastructure is critical to enhancing the quality of life for residents. By directing funding from development contributions, it enables the delivery of facilities and services that meet community needs and improve access to essential amenities. The publication of the IFS ensures these obligations can still be secured from developers and provides transparency to residents, service users and communities interested in know ing what was collected and delivered in the last financial year. Equalities Implications No adverse impacts identified. The IFS is a reporting tool and does not propose new policies or projects. Consultation & Engagement carried out (or required) The IFS is a statutory document required through the Community Infrastructure Levy (CIL) Regulations and does not require public consultation. Cabinet – 23 December 2025 (Part 1 Public) The report will be published in the public domain for residents and businesses to re view, in addition to the other information published periodically on the Council’s website. CORPORATE CONSIDERATIONS Corporate Finance Corporate Finance have reviewed this report and concur with the Financial Implications set out above, noting there are not direct financial implications associated with the recommendations in this report. Furthermore, it is noted that the decisions contained within the statement have been subject to the relevant governance and democratic processes. Legal In accordance with Regulation 121A of the Community Infrastructure Levy Regulations 2010 (“CIL Regs”) (as amended), as a contribution receiving authority (as defined in Regulation 121A (5) (a)), the Council must publish on its website by 31 December of each calendar year the annual infrastructure funding statement which comprises: a) a statement of the infrastructure projects or types of infrastructure which the charging authority intends will be, or may be, wholly or partly funded by CIL (“the infrastructure list”); b) a report about CIL, in relation to the previous financial year (“the reported year”), to include matters listed in paragraph 1 of Schedule 2 of the CIL Regs; and c) a report about planning obligations, in relation to the reported year, to include matters listed in paragraph 3 of Schedule 2 of the CIL Regs and may include matters referred in paragraph 4 Schedule 2 (“the section 106 report”). The recommendation in this report seeks to fulfil the Council’s statutory duty under the aforementioned CIL Regs. BACKGROUND PAPERS Community Infrastructure Levy Regulations 2010 (as amended)

Text extracted automatically from the PDF, so layout, tables and images are not shown. Open the original PDF on LB Hillingdon’s website.

📄 Appendix - Infrastructure Funding Statement 2024/25 , item 10. PDF 1 MB
Read the text of this document (65 pages)
Page | 0 INFRASTRUCTURE FUNDING STATEMENT 2024/25 London Borough of Hillingdon Page | 1 PREFACE This Infrastructure Funding Statement has been prepared in accordance with the detailed requirements set out in regulation 121A and schedule 2 of the Community Infrastructure Levy 2010 (as amended) including: • A report relating to the previous financial year on the Community Infrastructure Levy; • A report relating to the previous financial year on section 106 planning obligations. • A report on the infrastructure projects or types of infrastructure that the authority intends to fund wholly or partly by the levy (excluding the neighbourhood portion). Page | 2 CONTENTS Preface .............................................................................................................................. 1 Section 1: Introduction ......................................................................................................... 3 Section 2: Community Infrastructure Levy (CIL) ................................................................... 4 Introduction ....................................................................................................................... 4 Types of CIL........................................................................................................................ 5 Hillingdon CIL Charging Schedule (HCIL) ......................................................................... 5 Mayoral CIL Charging Schedule (MCIL) ............................................................................ 5 Hillingdon CIL Income 2024/25 ........................................................................................... 6 Hillingdon CIL Allocations and Expenditure 2024/25 ............................................................ 8 Strategic CIL Expenditure .............................................................................................. 10 Neighbourhood CIL (NCIL) Expenditure ......................................................................... 10 Mayoral CIL Income (MCIL) ............................................................................................... 11 Future CIL Spend Priorities ............................................................................................... 11 Strategic CIL ................................................................................................................. 11 Neighbourhood CIL ....................................................................................................... 12 Section 3: Section 106 (S106) ............................................................................................... 13 Introduction ..................................................................................................................... 13 Section 106 (S106) Agreements Signed ............................................................................. 13 Section 106 Financial Balances ........................................................................................ 14 Section 106 Financial Contributions Received ................................................................... 15 Section 106 Financial Contribution Allocations ................................................................. 16 Section 106 Financial Contribution Expenditure ................................................................ 18 Section 106 Non-Financial Obligations.............................................................................. 22 Affordable Housing ........................................................................................................... 23 Section 4: Appendices ........................................................................................................ 24 Appendix 1: CIL Receipts .................................................................................................. 24 Appendix 2: Chrysalis Programme CIL Expenditure 2024/25 ............................................... 27 Appendix 3: MCIL Receipts ............................................................................................... 28 Appendix 4: List of S106 Agreements Signed in the 2024/25 FY ........................................... 31 Appendix 5: Non-Financial S106 Obligations secured 2024/25 ........................................... 33 Appendix 6: Financial S106 Obligations secured 2024/25................................................... 48 Appendix 7: S106 Receipts 2024/25 .................................................................................. 57 Appendix 8: Case study .................................................................................................... 64 Page | 3 SECTION 1: INTRODUCTION 1.1 Welcome to the London Borough of Hillingdon’s Infrastructure Funding Statement for the 2024/25 financial year. 1.2 This Statement will provide information on Community Infrastructure Levy (CIL) and S106 Planning Obligation receipts for the 2024/2025 financial year and report on how they were allocated and spent. The report concludes with commentary on future spend priorities. 1.3 This report consists of the following sections: • Section 2: Community Infrastructure Levy (CIL) • Section 3: Section 106 Planning Agreements (S106) • S ection 4: Appendices including supporting data for the overall figures Page | 4 SECTION 2: COMMUNITY INFRASTRUCTURE LEVY (CIL) INTRODUCTION 2.1 CIL is a levy (chargeable per square metre) on developments which create one new dwelling or create over a 100 square metres of new floorspace. Any charging authority which wishes to charge CIL must produce a Charging Schedule which is subject to independent examination. The purpose of the Charging Schedule is to set out the charges which will apply to different use types. Unlike S106 planning obligations which are negotiated, the rate of CIL payable on a particular type of development is mandatory. CIL payment is due on the commencement of development works. Liabilities of over £250k are payable by instalments and can be paid across more than one financial year. 2.2 More information, including regular updates, about CIL in the London Borough of Hillingdon can be found here: Community Infrastructure Levy - Hillingdon Council 2.3 There are two types of CIL charged in Hillingdon • London Borough of Hillingdon CIL (HCIL) • Mayoral CIL (MCIL). Page | 5 TYPES OF CI L HILLINGDON CIL CHARGING SCHEDULE (HCIL) 2.4 Hillingdon’s CIL (HCIL) was introduced in August 2014. HCIL is a variable charge that applies to specific development types namely residential, offices, hotels, industrial storage and large format retail outside of town centres. In accordance with the CIL Regulation 121C, Hillingdon’s CIL charges are subject to indexation which allows the rates to be adjusted to reflect inflation. 2.5 Table 1 provides the figures for the period 1 January 2025 until 31 December 2025. This will shortly be subject to change in line with the Annual CIL Rate Summary as published at the follow: Community Infrastructure Levy - Hillingdon Council London Borough of Hillingdon CIL Charging rates until 31 December 2025 Table 1 Use Type Charging Schedule Rate 2014 (per sq.m.) Rate including Indexation 2026 (per sq.m.) Large format retail development (A1) greater than 1,000 sq. m, outside of designated town centres £215.00 £215.00 x 391 / 237 = £354.70 Offices (B1) £35.00 £35.00 x 391 / 237 = £57.74 Hotels (C1) £40.00 £40.00 x 391 / 237 = £65.99 Residential Dwelling Houses (C3) £95.00 £95.00 x 391 / 237 = £156.73 Industrial (B8) £5.00 £5.00 x 391 / 237 = £8.25 All other uses £0.00 £0.00 x 391 / 237 = £0.00 N.B. Rates have been rounded to 2 decimal places so CIL liabilities may differ slightly when calculating using the formula as set out in the CIL Regulations 2010 (as amended). MAYORAL CIL CHARGING SCHEDULE (MCIL) 2.6 Mayoral CIL (MCIL) is a standard charge that applies to most new development across Greater London. It was introduced in 2012 to help finance the Elizabeth Line (Crossrail) and will continue to repay its financing. The GLA has until 31 March 2043 to service this debt. Page | 6 2.7 These charges are set by the Mayor of London and are published on the GLA’s website. Hillingdon acts as the collecting authority only for MCIL and retains a 4% administration fee of all MCIL income collected. Therefore information on MCIL allocation and spend is not included within this IFS. 2.8 More information about MCIL can be found here: Mayoral Community Infrastructure Levy - Transport for London HILLINGDON CIL INCOME 2024/25 2.9 A Demand Notice is a formal request for payment issued to a developer under the CIL regulations. The total value of Demand Notices for HCIL issued during the reported period is £2,531,362.55. This figure represents the value of notices issued within the reporting period that remain valid and have not been suspended or replaced by updated notices issued outside of the reporting period. This is the total value of demand notices that were issued during the reporting period and are still valid — meaning they haven’t been cancelled, paused, or replaced by newer notices issued after the reporting period. These may contain surcharges and late payment interest where the Council have taken enforcement action in line with the CIL regulations. 2.10 The total amount of HCIL collected within the reported period totals £736,385.09. Table 2 provides a breakdown of the HCIL by its three spend categories. It also compares the total amount of HCIL collected in the last financial years for comparison. *Percentages are approximate in accordance with the CIL Regulations 2010 (as amended). 2.11 The amount of HCIL collected in 2024/25 has decreased compared to the previous year by over £1.5 million and almost £4.5 million less than in 2021/22. This downward trend reflects the wider downturn in the construction industry and fewer Table 2 HCIL Income 2024/25 (£) 2023/24 (£) 2022/23 (£) 2021/22 (£) Strategic HCIL (80%) £589,108.07 £2,157,406.31 £2,373,680.94 £5,193,333.12 Neighbourhood HCIL (15%) £110,457.76 £404,513.68 £443,168.75 £1,344,117.22 Total HCIL admin (5%*) £36,819.25 £134,837.86 £148,255.27 £327,884.13 TOTAL HCIL £736,385.09 £2,696,757.85 £2,965,104.96 £6,865.334.47 Page | 7 commencements on CIL liable sites. There has also been a slight increase in the number of developments receiving a full affordable housing exemption as those schemes coming forward are largely those supported by affordable housing grants from the GLA. Figure 1 below demonstrates the current decline in HCIL revenue compared to the past four financial years. 2.12 The full list of developments that provided a HCIL receipt in 2024/25 are detailed in Appendix 1. The largest payments were received from the Northwood Commercial Sales/Autocentre redevelopment on Pinner Road, contributing £99,574.43, and 27 Dene Road in Northwood, which contributed £88,741.30. Other notable schemes included the land adjacent to Whiteheath Junior School in Ruislip (£48,909.06), residential development at 5 & 6 Firs Walk in Northwood (£36,083.90) and the Blackmore Way site in Uxbridge (£30,391.58). These developments consist of small and medium scale residential buildings and this is reflected in the smaller overall total received compared to previous financial years. Figure 1 HCIL Receipts by Financial Year £- £1,000,000 £2,000,000 £3,000,000 £4,000,000 £5,000,000 £6,000,000 2021/22 2022/23 2023/24 2024/25 HCIL Income by Financial Year Strategic HCIL (80%) Neighbourhood HCIL (15%) Total HCIL admin (5%) Figure 2 – The Blackmore Way site in Uxbridge Page | 8 HILLINGDON CIL ALLOCATIONS AND EXPENDITURE 2024/25 2.13 Hillingdon’s Community Infrastructure Levy (HCIL) monies are allocated to fund infrastructure needs across the borough. These funds are currently delivered through both the Council’s Capital Programme and the Chrysalis Programme. 2.14 CIL is split into two main types: • Neighbourhood CIL (NCIL): This portion (15%) is allocated to support local infrastructure projects that benefit the communities where development has taken place. In Hillingdon, NCIL is spent through the Chrysalis Programme, which focuses on community-led improvements such as parks, public spaces, and local facilities. • Strategic CIL (SCIL): This portion (80%) is used for larger, borough-wide infrastructure projects and is delivered through both the Council’s Capital Programme and the Chrysalis Programme, depending on the nature of the project. 2.15 In line with the CIL Regulations, up to 5% of the total CIL monies collected is used to cover the collecting authority’s costs of administering the levy. Page | 9 2.16 A summary of CIL expenditure for the 2024/25 reporting year is provided in Table 3 below. It should be noted that no funds receipted in the previous financial year (2023/24) were carried forward. Table 3 – Total Hillingdon CIL Expenditure Total (£) Strategic CIL Platinum Jubilee Leisure Centre 331,246.87 Chrysalis Programme 252,181.39 Total Strategic CIL Expenditure 583,428.26 Neighbourhood CIL Chrysalis Programme 110,457.76 Total Neighbourhood CIL Expenditure 110,457.76 Total HCIL Infrastructure Financing (SCIL + NCIL) 693,886.02 Administration Fee (5%) 36,819.24 Total Hillingdon CIL Expenditure 24/25 730,705.28 Total Hillingdon CIL Receipts 24/25 736,385.09 HCIL not used & Retained (Carried forward to 2025/26) 5,679.81 *Percentages are approximate in accordance with the CIL Regulations 2010 (as amended). Page | 10 STRATEGIC CIL EXPENDITURE 2.17 The strategic portion of Hillingdon’s CIL expenditure is currently put towards the delivery of the Platinum Jubilee Leisure Centre, a major infrastructure project being delivered through the Council’s Capital Programme. This programme forms part of the Council’s Medium- Term Financial Forecast (MTFF), which is approved by Cabinet and outlines capital expenditure, financing, and receipts over a five-year period. 2.18 The leisure centre is one of several strategic infrastructure priorities identified by the Council to meet the needs of residents, improve access to high-quality community facilities, and support health and wellbeing across the borough. Its delivery reflects the Council’s commitment to investing in projects that provide long-term benefits to the wider community. 2.19 Please note that a portion (£252,181.39) of the Strategic CIL expenditure has also been directed towards the Chrysalis Programme, which is covered below and in Appendix 2. NEIGHBOURHOOD CIL (NCIL) EXPENDITURE 2.20 Neighbourhood CIL funded schemes across the borough are currently delivered through the Chrysalis Programme - local bids are submitted and reviewed to ensure that they meet the funding criteria. In 2024/25, £110,457.76 of NCIL collected was spent on the local schemes in the Chrysalis Programme. Please see Appendix 2 for a full breakdown of schemes funded by the Chrysalis Programme. It is important to note that the Chrysalis Programme is not Figure 3 - The Platinum Jubilee Leisure Centre under construction. Figure 4 - Refurbished bandstand at Barra Hall Park example of project formerly undertaken by the Chrysalis P Page | 11 solely funded through Neighbourhood CIL. It is made up of various funding sources, including Strategic CIL (£252,181.39 in FY24/25). • More Information on the Chrysalis Programme can be found here: Chrysalis projects - Hillingdon Council MAYORAL CIL INCOME (MCIL) 2.21 In 2024/25, £566,969.77 was collected in the London Borough of Hillingdon on behalf of Transport for London (TfL). These funds are transferred to the Mayor of London following the deduction of 4% administration charge which is retained by the Council. The total admin fee collected by the London Borough of Hillingdon in the financial year 2024/25 was £22,678.73. Appendix 3 provides the list of developments that have provided a MCIL receipt in the relevant period. 2.22 Please find a summary table of the Mayoral CIL for the 2024/25 financial year below: Table 4 MCIL Receipts Amount collected (£) Amount Paid to TFL (£) Admin 4% (£) Q1 79,968.29 76,769.56 3,198.73 Q2 136,784.84 131,313.47 5,471.37 Q3 261,669.77 251,203.00 10,466.77 Q4 88,546.87 85,005.01 3,541.86 Totals 566,969.77 544,291.04 22,678.73 FUTURE CIL SPEND PRIORITIES STRATEGIC CIL 2.23 As noted above, the Council’s strategic CIL receipts have historically been used to fund the new West Drayton Leisure Centre. This was approved as part of the 2024/25 budget. The new West Drayton Leisure Centre is retained within the latest budget for 2025/2026 and will likely require further strategic CIL receipts. 2.24 For the period beyond this project, the Council is currently producing an Infrastructure Development Plan (IDP) related to growth targets within the Development Plan. This work is being undertaken in coordination with a review of both the Local Plan and Community Infrastructure Levy (CIL). Any spend will need to Page | 12 be aligned with the definition of strategic infrastructure as set out in the CIL Regulations. NEIGHBOURHOOD CIL 2.25 As noted above, the Council’s neighbourhood CIL receipts have historically been used to part fund the Chrysalis Programme, which is also funded from other sources. 2.26 In the future, the Council will explore an option of funding dedicated Area Regeneration officers to support local community-focused projects and initiatives. The officers will identify local priorities, engage with local stakeholders and residents and will programme manage the delivery of projects and initiatives that support the infrastructure needs of the local area. Additional funding left from NCIL will go towards project delivery subject to sufficient receipts. Page | 13 SECTION 3: SECTION 106 (S106) INTRODUCTION 3.1 S106 agreements are used to mitigate the impact of development and to ensure that Hillingdon’s planning policy requirements, as set out in the Development Plan and Planning Obligations Supplementary Planning Document are met. S106 obligations include: • Site specific financial contributions for defined purposes such as air quality mitigation or carbon offset payments. • The provision of on-site affordable housing. • Other non-financial obligations including requirements such as construction training and travel plans. More information about planning obligations can be found here: Planning obligations - Hillingdon Council SECTION 106 (S106) AGREEMENTS SIGNED 3.2 During the 2024/25 financial year, a total of 45 new legal agreements were signed to deliver specific financial and non-financial obligations as set out in the relevant planning legal agreements. Of these 45 legal agreements, 9 were variations to existing agreements secured through a Deed of Variation. The list of sites with legal agreements signed in 2024/25 is provided in Appendix 4. 3.3 The 45 legal agreements previously mentioned contained 219 non-financial covenants and 112 financial obligations. The list of non-financial and financial covenants secured in the 2024/25 financial year can be found in Appendix 5 and 6 respectively. 3.4 The total value of new financial planning obligations agreed during the reported year is £7,685,269.41. It should be noted that planning obligations are typically secured with indexation in the agreement, which is normally applied when the money becomes due. Therefore, these sums will change on payment. Some amounts will also be determined in line with a technical study to be reviewed or a trigger point at a future date and therefore are not included within this figure. Page | 14 3.5 Table 5 below shows a breakdown of these contributions as categorised in accordance with the national standardised categories provided in National Planning Practice Guidance for Community Infrastructure Levy (Paragraph: 179). It is recognised that there is potential for a contribution or project to overlap between some of the categories. For the purpose of recording the intended purpose of the contribution or project, in has been recorded under the main intended purpose. Advice has also been followed in terms of categorisation based on guidance from the Planning Advisory Service (PAS): (Infrastructure Funding Statements | Local Government Association). 3.6 The largest category is ‘Other’ and includes contributions towards Air Quality improvements and Carbon Offsetting, which total £2,470,162 and £718,699 respectively. Table 5 S106 Financial Obligations Agreed by Category S106 Category (£) Other £3,224,060.57 Affordable housing £2,883,578.00 Transport and travel £657,538.00 Open space and leisure £384,286.00 Health £309,551.00 Section 106 monitoring charges £90,830.38 Bonds (held or repaid to developers) £80,000.00 Highways £55,425.00 Grand Total £7,685,268.95 SECTION 106 FINANCIAL BALANCES 3.7 Table 6 below outlines the Council’s Section 106 (S106) financial position as at the end of the 2024/2025 financial year. During this period, the Council received just over £5 million in new S106 contributions and expended a similar amount on eligible projects. As such, the amount of S106 funds held by the Council has grown by a small amount only. Further detail on the contributions received, allocations made, and expenditure incurred is provided in the subsequent sections of this report. Page | 15 Table 6 S106 Balances Outturn for the Year 2024/25: (£) Opening S106 Balance 1st April 2024 28,959,000 Total income for the year 2024/251 5,095,000 Total Expenditure for the year 2024/25 5,029,000 Closing S106 Balance 31st March 2025 29,025,000 Interest accrued in 2024/25 258,000 S106 Monitoring Fees 227,000 1 For the purposes of establishing the balance the S106 monitoring fees and interest accrued are removed. Figures rounded to nearest 1,000. 3.8 It is important to note that the balance of £29,025,000 consists of £9,219,000 that is already allocated towards projects. This figure includes funds that are earmarked for projects that will be delivered by the NHS and security bonds in the event a legal obligation is unfulfilled. Noting the above, the amount available to be allocated towards new projects is £19,046,898 and work has commenced in the financial year 2025/26 to allocate these funds. SECTION 106 FINANCIAL CONTRIBUTIONS RECEIVED 3.9 In the 2024/25 financial year, the Council received a total of £5.32 million in Section 106 financial contributions (including S106 Monitoring Fees), representing an increase from the £4.8 million received in 2023/24. These contributions are again categorised in accordance with the national standardised categories provided in National Planning Practice Guidance for Community Infrastructure Levy (Paragraph: 179). 3.10 Table 7 below provides a summary of the financial contributions received by each infrastructure category: Table 7 S106 Received by Category Amount (£) Affordable housing 287,682.26 Bonds (held or repaid to developers) 40,000.00 Community facilities 13,863.73 Digital infrastructure 0.00 Education 234,745.08 Flood and water management 0.00 Page | 16 Green infrastructure 16,260.14 Health 323,938.71 Highways 1,475,156.17 Land 0.00 Open space and leisure 621,086.59 Section 106 monitoring charges 227,391.46 Transport and travel 117,096.71 Other 1,964,281.24 Total £5,321,502.09 3.11 The largest category is ‘Other’ and includes receipted contributions towards Air Quality improvements and Carbon Offsetting, which total £1,685,314.27 and £115,099.73 3.12 In addition, £258,421.77 of interest accrued from S106 receipts is being held in interest bearing accounts. A further list of all S106 receipts for the 2024/25 financial year by their relevant site be found in Appendix 7. SECTION 106 FINANCIAL CONTRIBUTION ALLOCATIONS 3.13 The total amount of money from planning obligations allocated towards infrastructure during the reported year was £3,845,176.94. A full list of allocations made is provided below in Table 8. The largest allocation of £2,620,910.31 was made to the Hillingdon Civic Centre Decarbonisation Project. Other allocations were made to support improvements to the public realm including the cycle wayfinding in Yiewsley, West Drayton & Hayes. Other contributions included supporting the delivery of the Council’s Air Quality Management Plan and Provision of a Health Hub in the Uxbridge Area. Table 8 Infrastructure Allocated Date Allocated Unspent St Andrew's Roundabout Subway Improvements: Initial Feasibility Works £32,273.00 April 2024 0 Page | 17 Table 8 Infrastructure Allocated Date Allocated Unspent Cycle Wayfinding in Yiewsley, West Drayton & Hayes £16,732.00 April 2024 £4,849.33 Hillingdon Civic Centre Decarbonisation Project (Phase 1) £2,620,910.31 April 2024 0 West London Alliance Energy Planning Partnership £50,800.00 June 2024 0 Implementation of electric vehicle charging infrastructure in Hillingdon £53,185.00 June 2024 0 Provision of a Health Hub in the Uxbridge Area (NHS) £447,149.63 August 2024 £447,149.63 Carbon Reporting & Auditing of CO2 sequestration from woodlands £40,550.00 September 2024 £32,850.00 Improvements to bus stop capacity and highway safety on Long Lane, Hillingdon £55,605.00 September 2024 £34,571.06 Hillingdon Air Quality Action Plan – Expert determination £210,000.00 January 2025 £142,012.36 Management of LBH Carbon Offset Fund £150,000.00 January 2025 £100,000.00 Implementation of Hillingdon Air Quality Action Plan 2024-2029 £53,972.00 February 2025 £35,995.80 Coordination of Construction Training Work Placements Two Years (Regeneration and Economic Development Team) £114,000.00 March 2025 £57,000.00 Total £3,845,176.94 £854,428.18 Page | 18 SECTION 106 FINANCIAL CONTRIBUTION EXPENDITURE 3.14 The total amount of money from planning obligations spent during the reported year was £5,029,416.52. The specific items of infrastructure funded and the amounts spent are set out in full in Table 9 below. 3.15 The largest single item of expenditure this year was the decarbonisation of Hillingdon Civic Centre, which included the installation of heat pumps and secondary glazing to improve energy efficiency and reduce carbon emissions (See Appendix 8 for Case Study). Other notable items of expenditure included significant investment in the Council’s Affordable Housing Delivery Programme and enhancements to Minet Country Park. A range of public realm and active travel improvements were also delivered across the Borough, including towpath upgrades along the Grand Union Canal (Figure 5), pedestrian and cycle infrastructure on Dawley Road and wayfinding schemes in Yiewsley, West Drayton and Hayes. Table 9 Infrastructure Spent Spend Description Construction Training - BUILD Training NVQ Scheme £18,600.00 Spend towards delivery of National Vocational Qualification (NVQ) construction training scheme by Hillingdon-based organisation, Build School of Construction Training Provision of a Construction Training Coordination Service £65,424.47 Annual spend from contract to provide a Construction Training Coordinator Service to monitor and enable on site construction Training in the Borough Provision of an Air Quality Monitoring Service £46,949.70 Annual spend from contract to monitor and report on air quality in the Borough Figure 5 – Grand Union Canal Towpath Improvements Page | 19 Table 9 Infrastructure Spent Spend Description Management of Hales Field Park and Stockley Land parcels £19,956.00 Annual spend towards management of Hales Field Park and Stockley Land parcels Grand Union Canal Quiet Way between Rockingham Road and Oxford Road £101,677.46 Spend towards improvements to the Grand Union Canal towpath to Quietway standard between Rockingham Road and Oxford Road, Uxbridge Grand Union Canal Quiet Way between Cowley Mill Road & Rockingham Road £1,957.12 Spend towards improvements to the Grand Union Canal towpath to Quietway standard between Rockingham Road and Cowley Mill Road, Uxbridge Minet Country Park Improvements £52,051.52 Annual spend towards recreational and ecological improvement project at Minet Country Park, Hayes LBH Construction Training Apprenticeship Scheme £42,187.26 Annual spend towards LBH Construction Training Apprenticeship scheme Lake Farm Country Park footpath improvements £2,769.60 Annual spend towards Footpath improvements at Lake Farm Country Park North Hyde Road - Healthy Streets Scheme £30,000.00 Second part of spend towards improvements to encourage walking and cycling in line with Health Streets Approach in North Hyde Road, Hayes Dawley Road Pedestrian & Cycle Improvements £68,748.17 Spend towards improvements to benefit pedestrians and cyclists on Dawley Road and Botwell Common Road, Hayes Carbon Reporting & Auditing of CO2 sequestration from woodlands £7,700.00 Determining the carbon footprint of the extensive woodland and forests on the Council’s landholdings. This constitutes a large-scale tree canopy that has significant carbon sequestration Public realm improvements in Ruislip High Street £24,302.33 Annual pend towards public realm improvements between Ickenham Road and Pembroke Road, Ruislip Improved access onto the Grand Union Canal at Horton Road, West Drayton. £10,572.10 Spend towards public realm improvements including provision of Legible London signage to encourage pedestrians/cyclists use of the canal towpath at Horton Road, West Drayton Page | 20 Table 9 Infrastructure Spent Spend Description Affordable Housing Fund £1,585,744.80 Spend in 2024/25 towards the S106 Affordable Housing Fund to support the delivery of affordable housing in the Council’s area Hillingdon Civic Centre Decarbonisation Project (Phase 1) £2,620,910.24 Spend towards a scheme to improve the energy efficiency of the Civic Centre including installation of Heat Pumps and secondary glazing (See Appendix 7) Cycle wayfinding in Yiewsley, West Drayton & Hayes £11,882.67 Spend towards the implementation of a cycle wayfinding scheme in Yiewsley, West Drayton & Hayes areas Carbon offset Fund - West London Alliance Energy Planning Partnership £50,800.00 Hillingdon’s contribution towards the West London Alliance Energy Planning Partnership Net Zero Work Programme Carbon Offset Fund - Implementation of Electric Vehicle Charging Infrastructure in Hillingdon (Phase 1) £53,185.30 Spend towards first phase of installation of electric vehicle charging points at various locations in the Borough as part of Hillingdon’s Electric Vehicle Charging Infrastructure Programme Improvements to bus stop capacity and highway safety on Long Lane, Hillingdon £21,034.94 Spend towards works to improve capacity at bus stop on Long Lane and improve road safety for those accessing bus services from local schools Hillingdon Air Quality Action Plan and S106 Carbon Offset Fund £117,987.64 Spend towards expert determination of air quality issues and Management of the Council’s Carbon Offset Fund Implementation of Hillingdon's Air Quality Action Plan (2019-2024) and (2024-2029) £17,976.20 Spend towards the implementation of measures contained in the Action Plan, including diffusion tube monitoring, AirText compliance and enforcing compliance on Non-Road Mobile Machinery (NRMM) Coordination of Construction Training Work Placements Two Years (Regeneration and Economic Development Team) £56,999.00 Spend towards the Regeneration and Economic Development Team to support the coordination of construction training work placements in the Borough. Total £5,029,416.52* *Figure subject to rounding as per the Council planning obligations system. Page | 21 3.16 No planning obligation money was spent on repaying borrowed funds or interest during the reported year. This section is included in line with regulatory reporting requirements, which require authorities to disclose any use of planning obligation funds for loan repayments, even if no such expenditure has taken place. 3.17 The amount of planning obligation money spent in respect of administration of planning obligations and monitoring in relation to the delivery of planning obligations during the reported year was £227,391.46. 3.18 In the short term, future spending will be directed by the £9,219,000 of allocations that have already been agreed. This includes £3,845,000 that was allocated this year and is detailed in Table 8. The Council is also producing an Infrastructure Delivery Plan (IDP) which seeks to coordinate infrastructure delivery associated with the strategic growth policies in the Development. This will be published alongside the next public consultation of the Local Plan. Figure 7 - Hillingdon Civic Centre Decarbonisation Project Figure 6 – Minet Country Park Improvements Page | 22 SECTION 106 NON -FINANCIAL OBLIGATIONS 3.19 Non-financial obligations refer to mitigation measures secured through Section 106 agreements that are typically delivered directly by the developer, either on-site or off- site. These obligations do not involve financial payments but instead contribute directly to the delivery of infrastructure, services, or community benefits as part of the planning process. 3.20 The types of non-financial obligations negotiated via S106 agreements by the Council include, but are not limited to: • On-site delivery of affordable housing units • Provision of construction training and apprenticeship opportunities • Delivery of highways improvements and public realm enhancements (including specifying works to be carried out via highway agreements) • Implementation of travel plans to promote sustainable transport • Application of parking permit restrictions to manage local parking demand. 3.21 These measures play a vital role in ensuring that development is sustainable, inclusive, and aligned with local priorities. Figure 6 – Students from Uxbridge college visiting the Harlington School construction site. Page | 23 AFFORDABLE HOUSING 3.22 During the reporting year, affordable housing was secured through a S106 agreement on four schemes. The schemes are shown below: Reference Site Name Low-Cost Rent Intermediate Housing 24843/APP/2022/2403 Tavistock Works (COMAG) Site, West Drayton 14 8 76795/APP/2023/2503 Land at Yiewsley Library and Former Yiewsley Pool, Falling Lane 95 585/APP/2024/1558 Land off Thompson Road and St Luke's Road, Uxbridge 72 12795/APP/2021/1584 Murray Engineering Site, Hayes 5 2 Total 186 10 3.23 During the reporting year, 220 affordable housing units were completed on four different schemes that were secured via S106 agreements. The schemes are shown below: Reference Site Name Low-Cost Rent Intermediate Housing 1331/APP/2019/2314 Former Nestle Factory Site, Hayes 5 109 585/APP/2024/1558 Land Off Thompson Road and St Luke’s Road, Uxbridge 72 43762/APP/2018/396 Former Maple and Poplar Site, Yeading 17 17 Total 94 126 3.24 It should be noted that affordable housing units will also have been secured via other methods during this period that would not have been subject to S106 agreements (e.g. Right to Buy-back) and therefore total overall delivery as reported elsewhere will be higher or different. For example, the Former Maple and Poplar Site secures 17 intermediate rented units, but grant funding secured by the Council has ensured this is being delivered as London Affordable Rent (LAR), which has lower rents. As this report reflects S106 agreements only, this has been kept as 17 intermediate units. Page | 24 SECTION 4 : APPENDICES APPENDIX 1: CIL RECEIPTS Application No Site Address Date Received LBH Amount 75552/APP/2023/1386 LAND ADJACENT TO 25A, NORFOLK ROAD, UXBRIDGE, UB8 1BL 19/04/2024 £ 21,249.32 71811/APP/2017/1563 177 LONG DRIVE, RUISLIP, HA4 0HS 19/04/2024 £ 18,318.00 23977/APP/2021/2040 182 THE FAIRWAY, RUISLIP 23/04/2024 £ 2,262.36 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 28/05/2024 £ 831.23 34796/APP/2023/255 27 BLOSSOM WAY, WEST DRAYTON 30/05/2024 £ 15,685.68 550/APP/2018/2262 376 BALMORAL DRIVE, HAYES 30/05/2024 £ 14,372.66 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 04/06/2024 £ 831.23 75146/APP/2023/1243 36 COLERIDGE WAY, WEST DRAYTON, UB7 9HR 04/06/2024 £ 14,087.66 73047/APP/2023/103 GARAGES OFF, GREEN WALK, RUISLIP, HA4 8NL 10/06/2024 £ 4,987.50 40335/APP/2023/2269 48 ALBERT ROAD, YIEWSLEY 16/06/2024 £ 9,847.13 30837/APP/2019/3096 5 & 6 FIRS WALK, NORTHWOOD 18/06/2024 £ 10,319.29 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 25/06/2024 £ 831.23 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 02/07/2024 £ 831.23 1788/APP/2022/2935 34 ACACIA AVENUE, EASTCOTE 23/05/2024 £ 26,083.71 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 11/06/2024 £ 831.23 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 18/06/2024 £ 831.23 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 09/07/2024 £ 831.23 70282/APP/2020/4133 60 LONG LANE, ICKENHAM, MIDDLESEX 12/07/2024 £ 6,879.53 40335/APP/2023/2269 48 ALBERT ROAD, YIEWSLEY 15/07/2024 £ 7,385.35 75240/APP/2021/4431 FORMER GARAGE SITE, BARTRAM CLOSE, HILLINGDON, UB8 3AX 22/07/2024 £ 7,719.54 30837/APP/2019/3096 5 & 6 FIRS WALK, NORTHWOOD 22/07/2024 £ 36,083.90 46479/APP/2021/2039 25 DENE ROAD, NORTHWOOD 22/07/2024 £ 43,427.17 321/APP/2022/2272 39 OAK AVENUE, ICKENHAM 01/08/2024 £ 7,585.57 Page | 25 40335/APP/2023/2269 48 ALBERT ROAD, YIEWSLEY 13/08/2024 £ 7,385.35 77460/APP/2023/2671 Northwood Commercial Sales/Autocentre Northwood Ltd, PINNER ROAD, NORTHWOOD, HA6 1DD 16/08/2024 £ 99,574.43 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 16/07/2024 £ 831.23 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 23/07/2024 £ 831.23 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 30/07/2024 £ 831.23 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 06/08/2024 £ 831.23 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 13/08/2024 £ 831.23 41627/APP/2022/2128 LAND AT REAR OF 21 AND 21A, HATHERLEIGH ROAD, RUISLIP 10/07/2024 £ 4,492.59 75240/APP/2021/4431 FORMER GARAGE SITE, BARTRAM CLOSE, HILLINGDON, UB8 3AX 20/08/2024 £ 5,789.65 78843/APP/2024/1566 312-312a, HIGH STREET, HARLINGTON, UB3 5BT 10/09/2024 £ 8,644.04 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 20/08/2024 £ 831.23 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 27/08/2024 £ 831.23 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 03/09/2024 £ 831.23 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 10/09/2024 £ 831.23 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 17/09/2024 £ 831.23 64510/APP/2023/550 LAND ADJACENT TO WHITEHEATH JUNIOR SCHOOL, WHITEHEATH AVENUE, RUISLIP 24/09/2024 £ 48,909.06 70282/APP/2020/4133 60 LONG LANE, ICKENHAM, MIDDLESEX 26/09/2024 £ 6,879.53 75175/APP/2020/2951 LAND AT 23-25, LITTLE ROAD, HAYES, UB3 3BT 02/10/2024 £ 5,979.95 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 24/09/2024 £ 831.23 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 01/10/2024 £ 831.23 70282/APP/2020/4133 60 LONG LANE, ICKENHAM, MIDDLESEX 07/10/2024 £ 6,879.53 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 08/10/2024 £ 831.23 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 15/10/2024 £ 831.23 20978/APP/2023/3002 LAND AT, BLACKMORE WAY, UXBRIDGE 29/10/2024 £ 30,391.58 Page | 26 75175/APP/2020/2951 LAND AT 23-25, LITTLE ROAD, HAYES, UB3 3BT 06/11/2024 £ 4,484.96 67335/APP/2018/3565 LAND ADJACENT TO, 30 HARVEY ROAD, NORTHOLT, UB5 6QT 11/11/2024 £ 12,859.75 63099/APP/2023/1608 LAND AT AINSCOUGH CRANES, UNIT 84, HAYES INDUSTRIAL PARK, SWALLOWFIELD WAY, HAYES 29/11/2024 £ 26,172.76 75175/APP/2020/2951 LAND AT 23-25, LITTLE ROAD, HAYES, UB3 3BT 02/12/2024 £ 4,484.96 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 15/11/2024 £ 831.23 75240/APP/2021/4431 FORMER GARAGE SITE, BARTRAM CLOSE, HILLINGDON, UB8 3AX 18/10/2024 £ 5,789.65 75240/APP/2021/4431 FORMER GARAGE SITE, BARTRAM CLOSE, HILLINGDON, UB8 3AX 02/12/2024 £ 289.48 70282/APP/2020/4133 60 LONG LANE, ICKENHAM, MIDDLESEX 05/12/2024 £ 6,879.53 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 26/11/2024 £ 831.07 75857/APP/2021/102 962 UXBRIDGE ROAD, HAYES, UB4 0RL 14/01/2025 £ 4,805.32 1661/APP/2023/2883 63 HARLINGTON ROAD, HILLINGDON 17/01/2025 £ 4,838.19 948/APP/2022/1150 28 ACACIA AVENUE, EASTCOTE 29/01/2025 £ 19,030.46 57860/APP/2019/2722 970 UXBRIDGE ROAD, HILLINGDON, MIDDLESEX 29/01/2025 £ 4,622.86 74604/APP/2023/3083 Land at Sidmouth Drive, SIDMOUTH DRIVE, RUISLIP, HA4 6LE 13/02/2025 £ 14,372.26 3828/APP/2023/3361 142 CHURCH ROAD, HAYES 19/02/2025 £ 9,865.81 75048/APP/2019/2779 958 UXBRIDGE ROAD, HAYES, UB4 0RL 24/02/2025 £ 5,011.96 9043/APP/2022/2490 TORMEAD, 27 DENE ROAD, NORTHWOOD 04/03/2025 £ 6,879.53 47416/APP/2018/3295 291B WEST END ROAD, RUISLIP 11/03/2025 £ 3,248.14 5804/APP/2020/3794 97 CROMWELL ROAD, HAYES 12/03/2025 £ 8,275.82 9043/APP/2022/2490 TORMEAD, 27 DENE ROAD, NORTHWOOD 17/03/2025 £ 88,741.30 75048/APP/2019/2779 958 UXBRIDGE ROAD, HAYES, UB4 0RL 24/03/2025 £ 966.79 53742/APP/2022/3079 GARAGE SITE ADJACENT TO 8, LAVENDER ROAD, HILLINGDON, UB8 3PY 28/03/2025 £ 7,547.81 70282/APP/2020/4133 60 LONG LANE, ICKENHAM, MIDDLESEX 25/03/2025 £ 6,879.51 Total £736,385.09 Page | 27 *Amounts may have minor variations due to rounding within the Council Planning Obligations system. APPENDIX 2: CHRYSALIS PROGRAMME CIL EXPENDITURE 2024/25 Chrysalis Programme Breakdown 2024/25 £ Community Facilities Refurbishment Hayes & Harlington Community Centre – upgrade to windows and doors 26,067.50 Barra Hall Park Car Park Refurbishment 169,652.67 Total 195,720.17 Outdoor Sports & Play Facilities Bessingby Park Improvements 61,170.00 Court Park Tennis Court Refurbishment 93,790.00 Total 154,960.00 Town Centre Improvements Ruislip High Street Public Realm Improvements 11,959.00 Total 11,959.00 Page | 28 APPENDIX 3: MCIL RECEIPTS Application No Site Address Date Received MCIL Amount 75552/APP/2023/1386 LAND ADJACENT TO 25A, NORFOLK ROAD, UXBRIDGE, UB8 1BL 19/04/2024 £ 9,638.45 71811/APP/2017/1563 177 LONG DRIVE, RUISLIP, HA4 0HS 19/04/2024 £ 7,172.41 23977/APP/2021/2040 182 THE FAIRWAY, RUISLIP 23/04/2024 £ 1,026.18 7932/APP/2021/4652 NORTHWOOD GOLF CLUB, RICKMANSWORTH ROAD, NORTHWOOD, HA6 2QW 13/05/2024 £ 16,975.45 1788/APP/2022/2935 34 ACACIA AVENUE, EASTCOTE 23/05/2024 £ 11,831.27 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 28/05/2024 £ 377.03 34796/APP/2023/255 27 BLOSSOM WAY, WEST DRAYTON 30/05/2024 £ 7,114.85 550/APP/2018/2262 376 BALMORAL DRIVE, HAYES 30/05/2024 £ 6,519.27 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 04/06/2024 £ 377.03 75146/APP/2023/1243 36 COLERIDGE WAY, WEST DRAYTON, UB7 9HR 04/06/2024 £ 6,390.00 73047/APP/2023/103 GARAGES OFF, GREEN WALK, RUISLIP, HA4 8NL 10/06/2024 £ 2,268.00 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 11/06/2024 £ 377.03 40335/APP/2023/2269 48 ALBERT ROAD, YIEWSLEY 16/06/2024 £ 4,466.55 30837/APP/2019/3096 5 & 6 FIRS WALK, NORTHWOOD 18/06/2024 £ 4,680.71 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 18/06/2024 £ 377.03 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 25/06/2024 £ 377.03 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 02/07/2024 £ 377.03 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 09/07/2024 £ 377.03 41627/APP/2022/2128 LAND AT REAR OF 21 AND 21A, HATHERLEIGH ROAD, RUISLIP 10/07/2024 £ 2,037.78 70282/APP/2020/4133 60 LONG LANE, ICKENHAM, MIDDLESEX 12/07/2024 £ 3,120.47 40335/APP/2023/2269 48 ALBERT ROAD, YIEWSLEY 15/07/2024 £ 3,349.91 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 16/07/2024 £ 377.03 75240/APP/2021/4431 FORMER GARAGE SITE, BARTRAM CLOSE, HILLINGDON, UB8 3AX 22/07/2024 £ 3,501.49 30837/APP/2019/3096 5 & 6 FIRS WALK, NORTHWOOD 22/07/2024 £ 16,367.24 Page | 29 46479/APP/2021/2039 25 DENE ROAD, NORTHWOOD 22/07/2024 £ 19,698.09 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 23/07/2024 £ 377.03 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 30/07/2024 £ 377.03 321/APP/2022/2272 39 OAK AVENUE, ICKENHAM 01/08/2024 £ 3,440.73 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 06/08/2024 £ 377.03 40335/APP/2023/2269 48 ALBERT ROAD, YIEWSLEY 13/08/2024 £ 3,349.90 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 13/08/2024 £ 377.03 77460/APP/2023/2671 Northwood Commercial Sales/Autocentre Northwood Ltd, PINNER ROAD, NORTHWOOD, HA6 1DD 16/08/2024 £ 45,165.82 75240/APP/2021/4431 FORMER GARAGE SITE, BARTRAM CLOSE, HILLINGDON, UB8 3AX 20/08/2024 £ 2,626.12 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 20/08/2024 £ 377.03 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 27/08/2024 £ 377.03 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 03/09/2024 £ 377.03 78843/APP/2024/1566 312-312a, HIGH STREET, HARLINGTON, UB3 5BT 10/09/2024 £ 3,920.84 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 10/09/2024 £ 377.03 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 17/09/2024 £ 377.03 64510/APP/2023/550 LAND ADJACENT TO WHITEHEATH JUNIOR SCHOOL, WHITEHEATH AVENUE, RUISLIP 24/09/2024 £ 22,184.59 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 24/09/2024 £ 377.03 70282/APP/2020/4133 60 LONG LANE, ICKENHAM, MIDDLESEX 26/09/2024 £ 3,120.47 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 01/10/2024 £ 377.03 75175/APP/2020/2951 LAND AT 23-25, LITTLE ROAD, HAYES, UB3 3BT 02/10/2024 £ 2,712.43 70282/APP/2020/4133 60 LONG LANE, ICKENHAM, MIDDLESEX 07/10/2024 £ 3,120.47 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 08/10/2024 £ 377.03 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 15/10/2024 £ 377.03 75240/APP/2021/4431 FORMER GARAGE SITE, BARTRAM CLOSE, HILLINGDON, UB8 3AX 18/10/2024 £ 2,626.12 20978/APP/2023/3002 LAND AT, BLACKMORE WAY, UXBRIDGE 29/10/2024 £ 13,785.27 Page | 30 75175/APP/2020/2951 LAND AT 23-25, LITTLE ROAD, HAYES, UB3 3BT 06/11/2024 £ 2,034.33 67335/APP/2018/3565 LAND ADJACENT TO, 30 HARVEY ROAD, NORTHOLT, UB5 6QT 11/11/2024 £ 5,035.25 1919/APP/2020/4231 173-175, FIELD END ROAD, EASTCOTE PINNER 26/11/2024 £ 377.10 63099/APP/2023/1608 LAND AT AINSCOUGH CRANES, UNIT 84, HAYES INDUSTRIAL PARK, SWALLOWFIELD WAY, HAYES 29/11/2024 £ 225,561.60 75175/APP/2020/2951 LAND AT 23-25, LITTLE ROAD, HAYES, UB3 3BT 02/12/2024 £ 2,034.33 75240/APP/2021/4431 FORMER GARAGE SITE, BARTRAM CLOSE, HILLINGDON, UB8 3AX 02/12/2024 £ 131.31 70282/APP/2020/4133 60 LONG LANE, ICKENHAM, MIDDLESEX 05/12/2024 £ 3,120.47 75857/APP/2021/102 962 UXBRIDGE ROAD, HAYES, UB4 0RL 14/01/2025 £ 2,179.64 1661/APP/2023/2883 63 HARLINGTON ROAD, HILLINGDON 17/01/2025 £ 2,194.55 64122/APP/2012/919 46 COWLEY MILL ROAD, UXBRIDGE 27/01/2025 £ 4,795.00 948/APP/2022/1150 28 ACACIA AVENUE, EASTCOTE 29/01/2025 £ 8,632.00 57860/APP/2019/2722 970 UXBRIDGE ROAD, HILLINGDON, MIDDLESEX 29/01/2025 £ 2,097.45 74604/APP/2023/3083 Land at Sidmouth Drive, SIDMOUTH DRIVE, RUISLIP, HA4 6LE 13/02/2025 £ 6,519.09 3828/APP/2023/3361 142 CHURCH ROAD, HAYES 19/02/2025 £ 4,475.02 75048/APP/2019/2779 958 UXBRIDGE ROAD, HAYES, UB4 0RL 24/02/2025 £ 2,273.37 9043/APP/2022/2490 TORMEAD, 27 DENE ROAD, NORTHWOOD 04/03/2025 £ 3,120.47 47416/APP/2018/3295 291B WEST END ROAD, RUISLIP 11/03/2025 £ 1,271.81 5804/APP/2020/3794 97 CROMWELL ROAD, HAYES 12/03/2025 £ 3,753.82 9043/APP/2022/2490 TORMEAD, 27 DENE ROAD, NORTHWOOD 17/03/2025 £ 40,252.04 75048/APP/2019/2779 958 UXBRIDGE ROAD, HAYES, UB4 0RL 24/03/2025 £ 438.52 70282/APP/2020/4133 60 LONG LANE, ICKENHAM, MIDDLESEX 25/03/2025 £ 3,120.49 53742/APP/2022/3079 GARAGE SITE ADJACENT TO 8, LAVENDER ROAD, HILLINGDON, UB8 3PY 28/03/2025 £ 3,423.60 75552/APP/2023/1386 LAND ADJACENT TO 25A, NORFOLK ROAD, UXBRIDGE, UB8 1BL 19/04/2024 £ 21,249.32 Page | 31 APPENDIX 4: LIST OF S106 AGREEMENTS SIGNED IN THE 2024/25 FY Application Deed Type Deed Date 32928/APP/2023/753 Unilateral Undertaking 03/04/2024 72470/APP/2016/4648 Deed of Variation 05/04/2024 72470/APP/2023/747 Deed of Variation 05/04/2024 63099/APP/2023/1608 S106 Agreement 05/04/2024 75127/APP/2023/1646 Statement of Intent 05/04/2024 75127/APP/2019/3221 Statement of Intent - Variation 05/04/2024 75956/APP/2022/3181 Unilateral Undertaking 16/04/2024 19016/APP/2023/20 Deed of Variation 19/04/2024 35810/APP/2024/243 Unilateral Undertaking 30/04/2024 43794/APP/2021/3685 S106 Agreement 14/05/2024 68153/APP/2019/1319 Deed of Variation 17/05/2024 68153/APP/2023/1895 Deed of Variation 17/05/2024 64510/APP/2023/550 S106 Agreement 21/05/2024 2385/APP/2022/2952 S106 Agreement 21/05/2024 8915/APP/2023/2709 S106 Agreement 30/05/2024 24843/APP/2022/2403 S106 Agreement 06/06/2024 20978/APP/2023/3002 Unilateral Undertaking 26/06/2024 19156/APP/2023/485 Unilateral Undertaking 19/07/2024 73647/APP/2023/3109 Unilateral Undertaking 25/07/2024 12853/APP/2023/1492 S106 Agreement 09/08/2024 76795/APP/2023/2503 Statement of Intent 30/08/2024 55634/APP/2022/3372 S106 Agreement 11/09/2024 12795/APP/2021/1584 S106 Agreement 17/09/2024 72870/APP/2022/3126 S106 Agreement 18/09/2024 76655/APP/2021/3039 Deed of Variation 01/10/2024 76655/APP/2024/1152 Deed of Variation 01/10/2024 23658/APP/2021/1296 Deed of Variation 08/10/2024 23658/APP/2023/2980 Deed of Variation 08/10/2024 17969/APP/2024/845 Unilateral Undertaking 09/10/2024 2082/APP/2023/516 S106 Agreement 18/10/2024 73243/APP/2022/2535 S106 Agreement 19/11/2024 77811/APP/2024/442 Statement of Intent 19/11/2024 585/APP/2024/1558 S106 Agreement 29/11/2024 41186/APP/2022/3491 S106 Agreement 05/12/2024 16299/APP/2023/3691 Unilateral Undertaking 20/12/2024 16034/APP/2023/2812 S106 Agreement 24/12/2024 35810/APP/2024/1651 S106 Agreement 15/01/2025 77811/APP/2024/442 S106 Agreement 20/01/2025 45237/APP/2022/3398 S106 Agreement 21/01/2025 64428/APP/2024/1876 Unilateral Undertaking 20/02/2025 Page | 32 34059/APP/2023/3495 S106 Agreement 24/02/2025 2927/APP/2024/610 Unilateral Undertaking 27/02/2025 21755/APP/2024/2414 Unilateral Undertaking 03/03/2025 21755/APP/2024/3295 Unilateral Undertaking 03/03/2025 67666/APP/2023/3721 S106 Agreement 06/03/2025 33 | Page APPENDIX 5: NON -FINANCIAL S106 O BLIGATIONS SECURED 2024/25 Summary details of all non-monetary obligations agreed within the reported year are as follows: Planning Reference Covenant Type Site Address Clause Deed Date 75127/APP/2019/3221 Variation Yiewsley & West Drayton Leisure Centre, Harmondsworth Road/, ROWLHEYS PLACE, WEST DRAYTON Clause 3, 3.1-3.3 05/04/2024 75127/APP/2019/3221 Variation Yiewsley & West Drayton Leisure Centre, Harmondsworth Road/, ROWLHEYS PLACE, WEST DRAYTON Clause 3. 3-5-3.7 05/04/2024 75127/APP/2019/3221 Highways Yiewsley & West Drayton Leisure Centre, Harmondsworth Road/, ROWLHEYS PLACE, WEST DRAYTON S8, 3.8 05/04/2024 23658/APP/2021/1296 Variation NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH Clause 3. 3.1-3.3 08/10/2024 23658/APP/2021/1296 Variation NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH Clause 3. 3.4-3.5 08/10/2024 68153/APP/2019/1319 Variation 15 GREEN LANE, NORTHWOOD, HA6 2UZ Clause 3 17/05/2024 72470/APP/2016/4648 Variation of Definitions 579-583, UXBRIDGE ROAD, HAYES Clause 3 05/04/2024 76655/APP/2021/3039 Variation HPH4, MILLINGTON ROAD, HAYES, UB3 4AZ Clause 3. 3.1-3.3 01/10/2024 76655/APP/2021/3039 Variation of Definitions HPH4, MILLINGTON ROAD, HAYES, UB3 4AZ Clause 3. 3.4 01/10/2024 12795/APP/2021/1584 Owners Covenants MURRAY ENGINEERING (HAYES) LTD, SILVERDALE ROAD, HAYES, UB3 3BN Clause 5 17/09/2024 12795/APP/2021/1584 Notice Submission MURRAY ENGINEERING (HAYES) LTD, SILVERDALE ROAD, HAYES, UB3 3BN Clause 12 17/09/2024 12795/APP/2021/1584 AH - Specification/Scheme MURRAY ENGINEERING (HAYES) LTD, SILVERDALE ROAD, HAYES, UB3 3BN S1.1 17/09/2024 12795/APP/2021/1584 AH - Specification/Scheme MURRAY ENGINEERING (HAYES) LTD, SILVERDALE ROAD, HAYES, UB3 3BN S1.2 - 3 17/09/2024 Page | 34 12795/APP/2021/1584 AH - Transfer to RP MURRAY ENGINEERING (HAYES) LTD, SILVERDALE ROAD, HAYES, UB3 3BN S1. 4 - 5 17/09/2024 12795/APP/2021/1584 AH - in Perpetuity MURRAY ENGINEERING (HAYES) LTD, SILVERDALE ROAD, HAYES, UB3 3BN S1.6 17/09/2024 12795/APP/2021/1584 AH - Specification/Scheme MURRAY ENGINEERING (HAYES) LTD, SILVERDALE ROAD, HAYES, UB3 3BN S1.7 - 8 17/09/2024 12795/APP/2021/1584 AH - Disposal of Units by Sale MURRAY ENGINEERING (HAYES) LTD, SILVERDALE ROAD, HAYES, UB3 3BN S1.9 17/09/2024 12795/APP/2021/1584 AH - Review Mechanism MURRAY ENGINEERING (HAYES) LTD, SILVERDALE ROAD, HAYES, UB3 3BN S1, Pt 2. 1.1.1- 1.2,1.8 17/09/2024 12795/APP/2021/1584 AH - Review Mechanism MURRAY ENGINEERING (HAYES) LTD, SILVERDALE ROAD, HAYES, UB3 3BN S1, Pt 2. 2 17/09/2024 12795/APP/2021/1584 AH - Review Mechanism MURRAY ENGINEERING (HAYES) LTD, SILVERDALE ROAD, HAYES, UB3 3BN S1, Pt 2. 3 17/09/2024 12795/APP/2021/1584 Local Emp - Scheme/Strategy/Report MURRAY ENGINEERING (HAYES) LTD, SILVERDALE ROAD, HAYES, UB3 3BN S4, 1 - 3 17/09/2024 12795/APP/2021/1584 Travel Plan Com - Submission/Approval MURRAY ENGINEERING (HAYES) LTD, SILVERDALE ROAD, HAYES, UB3 3BN S5, 1-2 17/09/2024 12795/APP/2021/1584 Travel Plan Com - Monitoring MURRAY ENGINEERING (HAYES) LTD, SILVERDALE ROAD, HAYES, UB3 3BN S5, 3-4 17/09/2024 12795/APP/2021/1584 Travel Plan Com - Co- ordinator MURRAY ENGINEERING (HAYES) LTD, SILVERDALE ROAD, HAYES, UB3 3BN S5, 5-7 17/09/2024 12795/APP/2021/1584 Travel Plan Com - Monitoring MURRAY ENGINEERING (HAYES) LTD, SILVERDALE ROAD, HAYES, UB3 3BN S5, 8 17/09/2024 12795/APP/2021/1584 Highways - Works MURRAY ENGINEERING (HAYES) LTD, SILVERDALE ROAD, HAYES, UB3 3BN S8 17/09/2024 12795/APP/2021/1584 Highways - S278/38 Agreement MURRAY ENGINEERING (HAYES) LTD, SILVERDALE ROAD, HAYES, UB3 3BN S8, 2-5 17/09/2024 12795/APP/2021/1584 Parking Permits and Restrictions MURRAY ENGINEERING (HAYES) LTD, SILVERDALE ROAD, HAYES, UB3 3BN S11 17/09/2024 12795/APP/2021/1584 Travel Plan Resi - Submission/Approval MURRAY ENGINEERING (HAYES) LTD, SILVERDALE ROAD, HAYES, UB3 3BN S12, 1-3 17/09/2024 12795/APP/2021/1584 Travel Plan Resi - Monitoring MURRAY ENGINEERING (HAYES) LTD, SILVERDALE ROAD, HAYES, UB3 3BN S12, 4 17/09/2024 Page | 35 12795/APP/2021/1584 Travel Plan Resi - Co- ordinator MURRAY ENGINEERING (HAYES) LTD, SILVERDALE ROAD, HAYES, UB3 3BN S12, 5-7 17/09/2024 12795/APP/2021/1584 Travel Plan Resi - Monitoring MURRAY ENGINEERING (HAYES) LTD, SILVERDALE ROAD, HAYES, UB3 3BN S12, 8 17/09/2024 12795/APP/2021/1584 Travel Plan Resi - Monitoring MURRAY ENGINEERING (HAYES) LTD, SILVERDALE ROAD, HAYES, UB3 3BN S12, 11-12 17/09/2024 72870/APP/2022/3126 Notice Submission Merck Sharpe Dohme (MSD) site off, BREAKSPEAR ROAD SOUTH, HAREFIELD, UB9 6LS Clause 12 18/09/2024 72870/APP/2022/3126 Energy/Sustainability - Monitoring Merck Sharpe Dohme (MSD) site off, BREAKSPEAR ROAD SOUTH, HAREFIELD, UB9 6LS S2, 3-4 18/09/2024 72870/APP/2022/3126 Energy/Sustainability - Monitoring Merck Sharpe Dohme (MSD) site off, BREAKSPEAR ROAD SOUTH, HAREFIELD, UB9 6LS S2A, 1-3 18/09/2024 72870/APP/2022/3126 Travel Plan Com - Submission/Approval Merck Sharpe Dohme (MSD) site off, BREAKSPEAR ROAD SOUTH, HAREFIELD, UB9 6LS S3, 1-2 18/09/2024 72870/APP/2022/3126 Travel Plan Com - Monitoring Merck Sharpe Dohme (MSD) site off, BREAKSPEAR ROAD SOUTH, HAREFIELD, UB9 6LS S3, 3-4 18/09/2024 72870/APP/2022/3126 Travel Plan Com - Co- ordinator Merck Sharpe Dohme (MSD) site off, BREAKSPEAR ROAD SOUTH, HAREFIELD, UB9 6LS S3, 5 18/09/2024 72870/APP/2022/3126 Local Emp - Scheme/Strategy/Report Merck Sharpe Dohme (MSD) site off, BREAKSPEAR ROAD SOUTH, HAREFIELD, UB9 6LS S4, 1-3 18/09/2024 72870/APP/2022/3126 Local Emp - Con Training Contribution Merck Sharpe Dohme (MSD) site off, BREAKSPEAR ROAD SOUTH, HAREFIELD, UB9 6LS S4, 7-8 18/09/2024 72870/APP/2022/3126 Highways - Works Merck Sharpe Dohme (MSD) site off, BREAKSPEAR ROAD SOUTH, HAREFIELD, UB9 6LS S5, 1 18/09/2024 Page | 36 72870/APP/2022/3126 Highways - S278/38 Agreement Merck Sharpe Dohme (MSD) site off, BREAKSPEAR ROAD SOUTH, HAREFIELD, UB9 6LS S5, 2-6 18/09/2024 2385/APP/2022/2952 Travel Plan Com - Submission/Approval HYATT PLACE, 27 UXBRIDGE ROAD, HAYES, UB4 0JN S4, 1 21/05/2024 2385/APP/2022/2952 Travel Plan Com - Co- ordinator HYATT PLACE, 27 UXBRIDGE ROAD, HAYES, UB4 0JN S4, 2, 2.1 21/05/2024 2385/APP/2022/2952 Travel Plan Com - Monitoring HYATT PLACE, 27 UXBRIDGE ROAD, HAYES, UB4 0JN S4, 2, 2.2-2.5 21/05/2024 2385/APP/2022/2952 Travel Plan HYATT PLACE, 27 UXBRIDGE ROAD, HAYES, UB4 0JN S4, 3.2-3.4 21/05/2024 2385/APP/2022/2952 Local Emp - Construction Training HYATT PLACE, 27 UXBRIDGE ROAD, HAYES, UB4 0JN S5, 1-3 21/05/2024 2385/APP/2022/2952 Local Emp - Co- ordinator Contribution HYATT PLACE, 27 UXBRIDGE ROAD, HAYES, UB4 0JN S5, 4-6 21/05/2024 2385/APP/2022/2952 Local Emp - Scheme/Strategy/Report HYATT PLACE, 27 UXBRIDGE ROAD, HAYES, UB4 0JN S5, 7 21/05/2024 2385/APP/2022/2952 Local Emp - Con Training Contribution HYATT PLACE, 27 UXBRIDGE ROAD, HAYES, UB4 0JN S5, 8-9 21/05/2024 2385/APP/2022/2952 Highways - Works HYATT PLACE, 27 UXBRIDGE ROAD, HAYES, UB4 0JN S6, 1, 6 21/05/2024 2385/APP/2022/2952 Highways - S278/38 Agreement HYATT PLACE, 27 UXBRIDGE ROAD, HAYES, UB4 0JN S6, 2-5 21/05/2024 2385/APP/2022/2952 Hotel Management Strategy HYATT PLACE, 27 UXBRIDGE ROAD, HAYES, UB4 0JN S7, 1 21/05/2024 2385/APP/2022/2952 Hospitality Training Strategy HYATT PLACE, 27 UXBRIDGE ROAD, HAYES, UB4 0JN S8 21/05/2024 2385/APP/2022/2952 Community Investment Programme HYATT PLACE, 27 UXBRIDGE ROAD, HAYES, UB4 0JN S10 21/05/2024 43794/APP/2021/3685 Travel Plan Com - Implement/Comply AXIS HOUSE, 242 BATH ROAD, SIPSON S3.1-2 14/05/2024 43794/APP/2021/3685 Travel Plan Com - Co- ordinator AXIS HOUSE, 242 BATH ROAD, SIPSON S3.5 14/05/2024

Text extracted automatically from the PDF, so layout, tables and images are not shown. Only the start of this long document is shown here. Open the original PDF on LB Hillingdon’s website.

Relevant Select Committee
Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in)
Officer(s) to action
Directorate
Classification
11. Hillingdon Digital Strategy: Annual Report PDF 501 KB
RESOLVED: That Cabinet: 1) Notes the annual update, as set out in the report; 2) Agrees to continue delivery of the Digital Strategy 2024-27, and endorses the next steps set out in paragraphs 59 - 62; 3) Agrees to extend the existing delegated authority from Cabinet on 10 October 2024 into 2026/2027, which provides for the Chief Operating Officer to implement the Digital Strategy, agree project variations, incur capital expenditure within approved budget and make all necessary procurement decisions, in consultation with the Corporate Director of Finance and Cabinet Member for Finance & Transformation; 4) Agrees to a further annual report in a year’s time, setting out progress on the Strategy and delivery of savings targets, seeking agreement to the programmes and projects for the upcoming financial year and seeking further delegated authority if required. Reasons for decision The Cabinet Member for Finance and Transformation presented an update on the Council’s digital strategy, highlighting significant progress in modernising systems within a large and complex organisation with many legacy platforms. A key public outcome was the launch of the new Council website, offering improved navigation and accessibility. Work was also underway to integrate back-office processes so that digital service requests were actioned seamlessly, reducing manual handling and improving efficiency. This transformation was expected to deliver cost savings and faster services for residents. The Cabinet Member noted that a Local Government Association peer review had praised strong leadership and solid policy foundations, and Government recognition of good practice was recorded in the report. Next steps included accelerating digital transformation, strengthening digital inclusion, embedding technology into adult care services to support independence, and enhancing collaboration with technology partners to achieve better integration and value. It was explained that the ultimate goal was a single, unified view of each resident’s information to improve service delivery. The Vice-Chair commended the comprehensive report, noting that it clearly set out achievements and future ambitions to modernise the Council’s operations and praised officers for their work. Alternative options considered / risk management None. Relevant Select Committee Corporate Resources & Infrastructure Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Cabinet’s decisions (2, 3 & 4) on this matter can be called in by a majority of the select committee by 5pm, Monday 5 January 2026. If not called-in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Darren Persaud 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
📄 Hillingdon Digital Strategy: Annual Report PDF 501 KB
Read the text of this document (14 pages)
Cabinet – 23 December 2025 (Part 1 Public) HILLINGDON DIGITAL STRATEGY - ANNUAL REPORT Cabinet Member & Portfolio Cllr Eddie Lavery, Cabinet Member for Finance & Transformation Responsible Officer Matthew Wallbridge, Chief Operating Officer Report Author & Directorate Darren Persaud – Head of Digital Papers with report None HEADLINES Summary In approving the Council's Digital Strategy 2024-2027 in October 2024, Cabinet also agreed to receive an annual report setting out progress delivering the Strategy, the delivery of associated savings targets and to make any further decisions on programmes and projects or further delegated authority required to implement such activity. This report also sets out the Council's approach to Technology Enabled Care to seamlessly integrate technology into care services to help residents live happier, more independent lives at home and in their communities. 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 Approval of the Digital Strategy 2024 -27 update, as outlined in this report, does not in itself result in any immediate or direct financial commitment or expenditure. Any future financial implications arising from the implementation of specific programmes or projects under the strategy will be subject to separate approval processes and will be reported accordingly. Select Committee Corporate Resources & Infrastructure Select Committee Ward(s) All Cabinet – 23 December 2025 (Part 1 Public) RECOMMENDATIONS That Cabinet: 1) Notes the annual update, as set out in the report; 2) Agrees to continue delivery of the Digital Strategy 2024-27, and endorses the next steps set out in paragraphs 59 - 62; 3) Agrees to extend the existing delegated authority from Cabinet on 10 October 2024 into 2026/2027, which provides for the Chief Operating Officer to implement the Digital Strategy, agree project variations, incur capital expenditure within approved budget and make all necessary procurement decisions, in consultation with the Corporate Director of Finance and Cabinet Member for Finance & Transformation; 4) Agrees to a further annual report in a year’s time , setting out progress on the Strategy and delivery of savings targets, seeking agreement to the programmes and projects for the upcoming financial year and seeking further delegated authority if required. Reasons for recommendation Cabinet is requested to acknowledge the progress of Hillingdon’s Digital Strategy over the past year, which set out a clear vision for the Borough and the Council. The report seeks Cabinet acknowledgement and update of the programmes and projects delivered in 2025/26. Alternative options considered / risk management No alternative options had been considered, as the delivery of the Digital Strategy was previously agreed at Cabinet in October 2024. Risk management Risk management within the Digital Strategy has been closely monitored to ensure alignment with the Strategy's objectives. Programme and project governance boards for each of the five programmes are meeting monthly to monitor progress, spend and flag any risks to the Senior Responsible Officer. Any ‘red’ rated risks were reported back into the Corporate Operating Officer and the Corporate Management Team to own and mitigate. This process has worked well over the past year but has shown us the depth of the current digital work, as well as the pressure on resources for additional support. Any variations to specific projects will be subject to three key conditions: i) They must be within the Strategy’s objectives; ii) They must be within the approved budget for the financial year and associated aggregate savings for the financial year and; iii) They must have the agreement of the Chief Operating Officer and Corporate Director of Finance (s151), in consultation with the relevant Cabinet Member. Cabinet – 23 December 2025 (Part 1 Public) Democratic compliance / previous authority Cabinet approved the initial digital strategy and may extend its special delegated authority to the relevant Chief Officer to efficiently make further procurement and spend decisions within the overall strategy and budget approved, subject to consultation with the Chief Finance Officer and Cabinet Member. These are recorded as Chief Officer Decisions. Select Committee comments This annual report will be presented to the Corporate Re sources and Infrastructure Select Committee in early 2026. SUPPORTING INFORMATION 1. In October 2024, Cabinet approved Hillingdon’s new Digital Strategy, setting out a clear vision for the Borough and the Council over the next three years. This strategy represents a significant step toward modernising and transforming the way the Council operates, ensuring services remain efficient, accessible, and sustainable. 2. The agreed programme includes a series of ambitious projects designed to re -engineer outdated processes, deliver substantial savings, and protect vital frontline services. A key focus is on harnessing the wealth of data held by the authority, making it more accessible and actionable for staff to support informed decision-making. The strategy also commits to improving the Council’s digital presence by revamping its website for a better user experience and investing in staff training to maximise the benefits of new technologies. 3. This forward -thinking approach is underpinned by a multi-million pound investment, reflecting the Council’s commitment to achieving a high return and delivering a robust digital foundation for a modern local authority. The delegated authority granted by Cabinet ensures the effective delivery of this programme, driving innova tion and efficiency across all areas of service. 4. This annual update report provides an overview of the progress made since the strategy’s adoption, highlights key achievements, and sets out the next steps to ensure we remain on track to deliver the vision agreed by Cabinet. 5. Hillingdon’s digital, technology, and data transformation continues to be guided by four core principles: a) Prioritising customer needs: Placing residents and service users at the heart of every digital initiative, ensuring that solutions are designed to meet real needs and deliver tangible benefits. b) Agile delivery: Embracing flexible, iterative approaches that allow us to adapt quickly, learn from feedback, and continuously improve our services. c) Data-driven business models: Leveraging the Council’s rich data assets to inform decision-making, drive innovation, and deliver more effective, efficient services. d) One Council approach: Fostering collaboration across departments and teams, breaking down silos to deliver seamless, joined-up digital experiences for residents and staff. 6. To deliver on our vision, five strategic priorities were agreed by Cabinet in October 2024 and over the past year that have been used to prioritise and deliver change: Cabinet – 23 December 2025 (Part 1 Public) a) Building services online by default: Ensuring residents can access services anytime, anywhere, on any device, with seamless digital journeys and improved customer experiences. b) Better data, better decisions: Unlocking the value of our data to make smarter, more responsive decisions for residents and the organisation. c) Modernising infrastructure and systems: Investing in reliable, integrated, and future- proof technology platforms that support innovation and resilience. d) Building digital capability and inclusion: Upskilling staff and supporting residents to access and benefit from digital services, with a strong focus on digital inclusion. e) Delivering a digital place: Using digital technology to enhance the borough’s infrastructure, address challenges such as population growth and climate change, and improve quality of life for all. 7. These priorities are being delivered through five key programmes: a) Automations and Integrations: Streamlining processes and integrating systems, including the introduction of AI and a single front door for high-demand services. b) Business Intelligence: Driving evidence -based decision-making with a single view of the customer and advanced analytics. c) Customer Experience: Transforming the resident journey through a new website, digital inclusion initiatives, and proactive service updates. d) Consolidating and Improving Systems: Replacing and upgrading legacy systems to enhance efficiency and reliability. e) Enabling: Equipping staff and Members with modern devices and comprehensive learning and development to maximise the benefits of digital transformation. 8. Together, these principles, priorities, and programmes provide the foundation for Hillingdon’s ongoing digital transformation , ensuring we continue to deliver modern, efficient, and inclusive services for all residents. This report provides Ca binet and senior stakeholders with a comprehensive update on the progress made against the Digital Strategy 2024–27 since its approval in October 2024, an update of our key achievements is provided below. Building services online by default 9. The council’s digital transformation has been anchored by the successful implementation of our single platform that underpins the new council website. The My Account portal has over 200 online forms and includes case management back-office workflows. This project has been one of the most complex and wide-reaching digital initiatives undertaken by the authority, involving extensive collaboration across service areas, technical teams, external and internal stakeholders and partners and residents. 10. The new website was launched in November 2025 and was designed with a resident-first approach, focusing on accessibility, mobile responsiveness, and seamless navigation. The My Account feature now provides a single, secure hub for residents to access a wide range of council s ervices, including council tax, housing, libraries, etc. with more to be added over the next year. This integration has enabled residents to manage their interactions with the council in one place, track the status of requests, and will soon be able to receive proactive updates—such as alerts for missed bins or service disruptions—directly through their account and or email, with work ongoing to implement this and SMS updates. Cabinet – 23 December 2025 (Part 1 Public) 11. The implementation of this new platform replaced multiple legacy systems, consoli dating online forms, case management, complaints, and member enquiries into a unified digital platform. This has streamlined internal processes, reduced manual workarounds, and improved the council’s ability to respond to resident needs efficiently, fully putting residents at the heart of what we do. The project included extensive user acceptance testing, design workshops, and integration with back-office systems, ensuring that the platform is robust, scalable, and future-proof. 12. A key aspect of the rollout was the migration of forms from our legacy platforms into the new platform, with a focus on automating form processing, clarifying ownership, validation, and routing. This has been particularly impactful in areas, where new digital forms are replacing paper-based processes, improving both efficiency and data quality. The transition required close engagement with heads of service to ensure alignment on ownership, validation, and routing of forms, as well as comprehensive testing and feedback loops. 13. The implementation also addressed the needs of specific service areas, such as Resident Services (housing, waste and recycling, green spaces, etc.) , where priority forms for digitisation were identified and built in in the new platform , replacing legacy paper forms and streamlining processes. 14. Training and support were central to the success of the rollout. The project team provided walkthroughs, recordings, and support materials to end users, with a particular focus on supporting Members and teams less confiden t with digital tools. The scale and pace of delivery—rolling out to over 150 users —required careful change management, with risks around adoption and support mitigated through targeted training and ongoing engagement. 15. The new platform’s flexibility has also enabled the council to respond to emerging needs, such as the integration of new mobile app based (which also works on desktop, laptop, table and mobile) for environmental reporting (such as missed collections, missed bins, etc.) and process flows for specific services. 16. A major milestone in the early part of the next calendar year will be the implementation of a new ‘report it ’ platform, which allows residents and visitors to report issues such as graffiti, potholes, and litter directly through a dedicated, branded mobile app, as well as the website. The system uses data to automatically allocate reports to the appropriate council service or external body. The project has involved complex integrations with key back- office systems, enabling seamless case management and real-time updates for residents and members. The phased rollout has included onboarding, training, and the development of “Report it” and “Request it” functions, with additional integrations and enhancements scheduled through early 2026. 17. The project has also focused on ensuring that residents and members can access and track their reports . The platform is now positioned as a core component of the council’s digital offer, supporting both operational efficiency and resident satisfaction. 18. The platform’s open architecture supports further innovation, including the integration of AI-powered search and case triage in future phases. For example, t hrough image recognition and then the automation of work to route to the correct team (using the data we hold on public and non -public land), with all of the detail required to ensure the job / tasks are completed in an efficient manner, which the operative will then be able to update in the field, ultimately sending an immediate update to the resident / interested stakeholders. This is set to go live in the new calendar year and will represent a significant change for Hillingdon and a vast improvement for residents. Cabinet – 23 December 2025 (Part 1 Public) Better data, better decisions 19. Business intelligence (BI) has become a cor nerstone of the council’s approach to evidence-based decision making. The BI team has developed over 140 dashboards across all service areas, with an additional 40 expected by year -end. These dashboards provide real-time insights into service performance, demand, cost and outcomes, enabling managers and leaders to make informed decisions and allocate resources effectively. 20. The BI function supports a wide range of use cases, from operational reporting to strategic planning. The team has also developed ward-level demand maps, overlaying performance data with geographic insights to support transformation projects and asset management. 21. Collaboration between BI, service leads, digital and technology teams has been critical to the success of these initiatives. The BI team works closely with service areas to define requirements, validate data, and ensure that dashboards meet operational needs. This collaborative approach has enabled the council to respond quickly to emerging challenges, such as the need for enhanced reporting in Adult Social Care, HR, and asset management. 22. The council has also invested in data modelling and warehousing, leveraging Power BI and other platforms to build robust data models and support advanced analytics. This has enabled the development of custom dashboards, star/snowflake schema modelling, and integration with other key systems, to provide a holistic view of service performance. 23. A significant strand of work this year has focused on strengthening data quality across the organisation, now a core workstream within the Consolidating & Improving transformation programme. The council has consolidated legacy systems, introduced improved validation and mandatory fields, and procured platforms that reduce duplication and improve data linkage. Data quality indicators are now embedded into everyday reporting, supported by new dashboards that highlight gaps, errors, and duplicates, enabling earlier conversations about ownership and corrective action. Alongside this, data enablement sessions are supporting cultural change by helping services understand how inaccuracies in their records impact statutory returns, operational reporting, and decision-making. A formal Data Quality Assessment (DQA) approach —aligned to the Government Data Quality Framework—has been introduced to assess datasets against the six national data quality dimensions and review controls across the full data lifecycle. This structured approach establishes clear accountability, supports long-term culture change, and forms a risk-based delivery plan prioritising statutory, high -risk, and cross -cutting datasets. Progress is reported quarterly through corporate governance mechanisms, underpinning a more accurate, timely, and reliable data environment for the Council 24. The Council’s commitment to evidence -based decision -making was reaffirmed in September 2025, when the Cabinet received the Annual Performance Report for 2024/25. The Cabinet Member for Finance and Transformation highlighted that the Council is now beginning to realise the tangibl e benefits of its sustained investment in digital technology and business intelligence. 25. This investment has enabled the development of a powerful suite of data tools, allowing the Council to measure, monitor, and analyse performance and cost across a wide range of services. Cabinet Members now have access to up -to-date information through user - friendly dashboards, supporting more responsive and informed decision -making at every level. 26. The Annual Performance Report provided a clear and compreh ensive overview of the Council’s achievements over the past year, demonstrating a continued commitment to putting residents first, even in the face of rising demand and evolving community needs These advances have been underpinned by a robust performance management ensuring Cabinet – 23 December 2025 (Part 1 Public) that decisions are grounded in reliable data and focused on delivering the best outcomes for residents. 27. The Leader of the Council welcomed the report as a valuable reminder of the breadth and quality of services provided, and the achievements of Council staff. The Leader supported the recommendation for the report to be presented to full Council, reinforcing the Council’s commitment to transparency and high service standards. Additionally, the Leader requested that future reports includ e more information on value for money, with comparative cost data from other authorities, and expressed confidence that this would be addressed as the performance reporting framework continues to evolve. This is covered in the half yearly performance report on this agenda. Modernising infrastructure and systems 28. Modernising the council’s technology infrastructure has been a central pillar of the Digital Strategy. The migration to a new Teams telephony system has been completed, resulting in the decommissioning of the legacy Cisco environment and delivering a more integrated and flexible communications platform for staff. The rollout of new devices is nearly complete, equipping staff with the tools needed to work efficiently in a modern, hybrid environment. Additionally, the migration of remote users from Citrix to Azure Vi rtual Desktop is progressing well, further enhancing the council’s digital resilience and flexibility. All of these projects are critical in creating a more modern and efficient workforce, with the ultimate aim freeing up staff to deliver better outcomes for residents. 29. Cyber security remains a top priority, with the implementation of new firewall devices significantly strengthening the council’s defences against emerging threats. These investments ensure that the council’s digital infrastructure is resilient, robust, secure, and capable of supporting ongoing transformation. 30. The Local Government Association conducted a Cyber 360 review of the council earlier this year and found strong leadership backing and a solid foundation of policies and processes in plac e. The commitment to improving security was evident through investments in digital strategy, proactive risk management, and the establishment of clear governance structures. Progress is continuing to foster a positive security culture, supported by robust communication channels, and increasing staff awareness via new phishing and cyber awareness training, improved reporting of cyber performance data via governance channels, and engagement with directorate service leadership teams to raise awareness. 31. The council’s digital strategy places technology (e.g. artificial intelligence (AI) , robotic process automation (RPA) , etc.) at the centre of its efforts to modernise public services, streamline operations, and deliver improved outcomes for both residents and staff. These technologies are being embedded into the council’s infrastructure and operating models, driving a fundamental shift towards automation, intelligent decision -making, and data - driven service delivery. 32. The automation and integration programme is focused on developing a variety of solutions internally using secure and scalable platforms. By automating repetitive, rule-based tasks, RPA is freeing up staff to concentrate on higher-value work such as resident engagement, complex casework, and service innovation. This approach has enabled significant reductions in manual intervention across finance, HR, and frontline services. Automated workflows have improved accuracy, reduced processing times, and minimised errors. The financial benefits of automation are measurable, supporting Medium Term Financial Forecast objectives and enabling the council to reinvest savings into priority areas. At the Cabinet – 23 December 2025 (Part 1 Public) same time, the resident experience has been enhanced, as staff are able to respond more quickly to enquiries, leading to higher satisfaction and the aim to reduce complaints. RPA also underpins new self-service channels, empowering residents to access information and complete transactions independently at any time. Solut ions are co -designed with stakeholders across the organisation, ensuring alignment with strategic goals and long - term sustainability. 33. AI is being harnessed to deliver smarter, more responsive services. Generative AI tools are integrated into both resident-facing and staff-facing systems, enabling intelligent triage, workflow automation, and enhanced information retrieval. AI-powered assistants are being designed and developed to assist with managing resident enquiries across multiple channels, providing instant and accurate responses while reducing wait times. These systems use advanced language models to understand context and deliver personalised support. AI also automates the classification and routing of enquiries, proactively updating residents and reducing duplication. This supports both early intervention and reactive care, improving outcomes and efficiency. For staff, AI tools are embedded into workflows to support information retrieval, decision-making, and process automation, resulting in faster access to relevant data, improved productivity, and reduced cognitive load. The council continues to explore further use cases for agentic AI, including smart notes for Social Care and advanced analytics to support service planning and delivery. 34. The council’s approach to AI and RPA is underpinned by robust governance and a commitment to responsible innovation. The Data Protection Impact Assessment (DPIA) for AI sets out clear principles and controls to safeguard personal data and ensure compliance. All data accessed by AI and RPA tools is encrypted in transit and at rest, with permissions managed centrally and usage logged for audit purposes. Risks such as inappropriate data access, inaccurate AI outputs, and uncontrolled data flows are mitigated through technical controls, ongoing reviews of access permissions, and comprehensive staff training. While generative AI tools can access most data a user is permitted to view, governance frameworks and technica l controls are in place to minimise exposure and guide responsible use. Staff are trained to verify AI outputs, and privacy notices are regularly updated to reflect new use cases. The DPIA is reviewed quarterly to ensure continued alignment with best pract ice and regulatory requirements. Supplier contracts require adherence to GDPR and ISO standards, and the council blocks unauthorised third- party AI tools to maintain control over data flows. 35. Success is measured not only in terms of cost savings and operational efficiency, but also through improvements in resident satisfaction, reduction in complaints, and increased adoption of digital self -service. The council’s commitment to continuous improvement is reflected in regular reviews of technology, processes, and governance, ensuring that digital transformation delivers sustainable, long -term benefits. In summary, the council’s investment in AI and RPA is modernising infrastructure and systems, enabling smarter, more efficient, and more secure public services. B y combining technical innovation with strong governance and a focus on outcomes, the council is building a resilient digital foundation for the future. Building digital capability and inclusion 36. The Council has played a pivotal role in engaging residents th rough the facilitation of resident panels and the design of a new resident feedback survey. These panels have provided a forum for direct resident input on digital services, accessibility, and the user experience of the new website and My Account portal. T he resident survey —available Cabinet – 23 December 2025 (Part 1 Public) online, with support, or as a paper option —has been used to gather feedback from a diverse cross-section of residents, including those with complex needs and vulnerabilities. The web team and customer engagement team have also attended carers and disability forums to gather face -to-face feedback, ensuring the needs of vulnerable and digitally excluded residents are prioritised in service design. This feedback is being used to shape the ongoing development of the Resident Hub and digital services, with a commitment to repeat the process every 6 to 12 months to measure improvement. 37. Digital inclusion remains a core principle underpinning the council’s digital strategy. Since October 2024, the council has taken concrete steps to ensure that all residents can access and benefit from digital services, regardless of their circumstances. 38. A key achievement has been the distribution of nearly 200 laptops and over 2,000 data SIMs to residents most at risk of digital exclusion. This initiative, delivered in partnership with Libraries, Adult Education and Tenants Engagement teams, has provided vital connectivity and devices to vulnerable individua ls and families, enabling them to access online services, education, and support. 39. These efforts are complemented by targeted digital skills support, ongoing engagement with community groups, and the design of all new digital platforms (including the websit e and My Account) to meet accessibility standards. The council’s borough -wide fibre and mobile connectivity programme further addresses digital exclusion by improving infrastructure in “not spot” areas and ensuring that all residents have the opportunity to get online. 40. Digital inclusion is also embedded in service transformation projects such as Love Clean Streets, Technology Enabled Care (TEC), and the Digital Excellence Academy, ensuring that both residents and staff are equipped to participate fully in a digital society. 41. To further support digital inclusion, the council has implemented a vulnerable resident’s line. This ensures that those who struggle with digital channels or automated systems receive a personalised, accessible, and quicker experience. Ca lls from vulnerable residents are routed based on a maintained list of telephone numbers, and the Customer Experience Team captures data on those needing ongoing or permanent assistance. This approach is being rolled out in phases, with ongoing evaluation to ensure it meets the needs of the most vulnerable and supports the council’s digital inclusion goals. 42. Upskilling staff and supporting residents to access and benefit from digital services, with a strong focus on digital inclusion. 43. The council has investe d in apprenticeships for staff through partnerships with providers such as Multiverse and Henley Business School. Staff are enrolled in programmes including the Level 7 MSc Digital and Technology Solutions , Level 5 Transformative Leadership, Level 4 Data Fellowship and Level 3 Data & Insights for Business Decisions, supporting both digital leadership and data literacy. Multiverse apprenticeships are being used to upskill staff in digital, data, and technology roles, with regular progress reviews and support from dedicated coaches . Eighty active learners are participating in the Digital Excellence Academy, and a further 50 are due to start in January. The council is also exploring fully funded Masters-level apprenticeships to further develop digital leadership to future-proof the organisation. 44. The council’s longer -term learning and development (L &D) strategy includes a mix of formal courses (e.g., Council Connects), digital skills training, and on-the-job learning. Staff are encouraged to attend webinars, drop-in sessions, and bespoke training aligned to their roles. There is a commitment to ongoing investment in digital apprenticeships, partnerships with providers, and the development of a permanent digital, data, and technology workforce. Cabinet – 23 December 2025 (Part 1 Public) Delivering a digital place 45. The council’s commitment to delivering a digital place is evidenced by ongoing improvements in connectivity and the embedding of digital innovation in planning and asset management. The borough-wide fibre and mobile connectivity program continues to deliver significant improvements in bandwidth for both council sites and residents, supporting economic growth and digital inclusion. Smart City initiatives are being advanced, with a focus on using data to drive energy management and sustai nable operations, positioning Hillingdon as a leader in digital innovation within local government. 46. A key enabler of Hillingdon’s ambition to deliver a truly digital place has been the successful management and strategic deployment of SIP (Strategic Invest ment Pot) funding, in collaboration with the West London Alliance. Over the past year, the council has worked to secure the transfer of remaining WLA SIP -1 funds—approximately £792,000—directly to Hillingdon, enabling the borough to pursue its own digital connectivity projects. 47. Over the past five years, access to full fibre broadband for residents has increased from 5% of the Hillingdon population to over 79%. This is o ne of the fastest growing rates in London and has been enabled through successful working with the private sector. 48. Over the past year improve ments have been made to internal processes and legal documents to simplify and speed up operator Multi Site Visits and Wayle ave agreements to ensure the borough remains investor ready for telecoms providers. 49. We have participated in a pan-London trial of damp and mould sensors in ten council house properties, gaining useful insight into the operation and effectiveness of the technology. 50. We have been an active participant in the feasibility study for a West London Borough owned Long Range Wireless Area Network (LoRaWAN) network to support a community based sensor network supplying environmental data for use in our data platform to better inform service and policy planning. We have been an active participant in the West London Alliance feasibility work. Partnership Working 51. The council’s digital transformation has been strengthened through strategic partnerships. Collaboration with Microsoft (and a number of other key partners / suppliers) has supported the deployment of various new technology; Copilot and advanced AI solutions, with regular sync meetings to align technical and business objectives. Joint working opportunities with the Ministry of Housing, Communities and Local Government (M HCLG), the Department of Health and Social Care (DHSC), and the Local Government Association (LGA) have enabled the council to collaborate on best practice, secure support / or be part of early adopter groups and contribute to national innovation agendas. 52. In January 2025 the Government launched ‘ A blueprint for modern digital government ’ citing Hillingdon as a good practice example: Hillingdon Council became the first UK local authority to use voice automation and AI at scale, creating an AI-driven citizen contact system that reduces cost per call by 5% and immediately provided the capacity of 25 -30 full time employees, successfully delivering a cost saving of £5 for every pound spent and allowing citizens to phone the council 24 hours a day. 53. In addition, the Prime Minister referenced the work we are doing in test trails to automate the extraction of key data in Planning applications: Cabinet – 23 December 2025 (Part 1 Public) Today we’re announcing a new government -built AI tool called Extract that can process these documents in minutes, freeing up t housands of hours for planning officers to focus on decision-making to speed up housebuilding. In test trials across Hillingdon, Nuneaton & Bedworth, and Exeter councils, Extract digitised planning records in just three minutes each — compared to the 1 to 2 hours it typically takes manually. That means processing a 100 planning records a day, significantly speeding up the process. Adult Social Care Technology Enabled Care (TEC) – Progress and Future Vision 54. Following a positive outcome from the Adult Social Care Quality Commission (CQC) inspection, which highlighted good practice in promoting independence, well -being, and proactive intervention, Hillingdon has identified further opportunities to strengthen its Technology Enabled Care (TEC) offer. This forms a key part of the ongoing improvement plan for Adult Social Care and reflects our ambition to embed technology seamlessly into care and support services, enabling residents to live happy, fulfilled lives in their homes and communities. 55. The vision for TEC is to build on the progress already made in transforming Adult Social Care services by using digital technologies as enablers to deliver high -quality, efficient, and integrated care. Our approach focuses on early intervention, promoting independent living, and supporting carers, ensuring that technology is considered at every stage of care planning and review. 56. Significant progress has already been achieved. Initiatives such as AskSARA, an online self-help tool launched in March 2025, and lifestyle monitoring apps like Intelligent Lilli have enhanced our understanding of care needs at home. These tools allow us to tailor ongoing support and prevent or delay admissions to long -term residential care, particularly for people living with dementia. Night -time sensors have reduced the need for one -to-one support, delivering staff efficiencies and cost savings without compromising care quality. TEC also supports medical monitoring by providing accurate data on seizures, potential falls, and other health indicato rs. Through Disabled Facilities Grant funding, we have introduced a range of devices including movement sensors, smart watches, wearables, falls prevention tools, smart home devices, and robotics. These innovations help residents stay at home longer, manage risks more effectively, and reduce reliance on traditional care services. 57. Looking ahead, our plans include embedding TEC as a first consideration in care planning, using tools such as Just Checking to support social work assessments, and ensuring all analogue TEC systems are fully transitioned to digital by January 2027. We will continue to expand the use of “plug and play” TEC kits for hospital discharge and community use, develop online platforms offering guidance and support, and provide training for professionals on data tools and insights. Future developments will also include smart home assistants, fall detection and seizure monitoring technologies, and virtual reality learning tools to support independent living and transitions for children with dis abilities into adulthood. Carers will benefit from remote monitoring systems, training, peer support networks, and dedicated TEC Champions, while safety will be enhanced through sensors, GPS tracking, and real -time monitoring supported by staff training fo r emergency response. 58. Technology Enabled Care remains central to delivering high-quality, person-centred adult social care in Hillingdon. These initiatives align with the CQC assurance framework by Cabinet – 23 December 2025 (Part 1 Public) empowering residents to remain independent and resilient, enhancing care delivery through early intervention and smart devices, and ensuring safety through proactive risk management. Our commitment to digital transformation, staff training, and cross -system collaboration reflects strong leadership and a culture of continuous improvement. While we recognise that not everyone will want to use technology in their care or daily life, TEC will remain a cornerstone of our improvement journey, ensuring that residents, carers, and professionals have the tools and data they need to deliver outstanding care. Next Steps 59. Accelerate Digital Transformation and Service Integratio n - Continue to prioritise the migration of council services to online platforms, consolidating legacy systems into unified digital solutions. This will streamline resident interactions, improve efficiency, and enhance data quality across service areas. 60. Strengthen Digital Inclusion Initiatives (where resource allow) - Expand the distribution of devices and connectivity support (laptops, data SIMs and training) to vulnerable residents, ensuring equitable access to digital services. 61. Embed technology into care and support services for adults, aiming to maximize independence and safety for residents. Define clear objectives for the rollout of TEC solutions (e.g., sensors, wearables, remote monitoring) and regularly assess their impact on resident outcomes. Ensure digital solutions are considered as a first option in care planning. 62. Strengthen collabor ation with technology partners (such as Microsoft) and government bodies (including MHCLG and DHSC) to share best practices, secure funding, and contribute to national digital agendas. Formali se partnership objectives and governance arrangements and report regularly on progress and outcomes. Financial Implications Approval of the Digital Strategy 2024-27 update, as outlined in this report, does not in itself result in any immediate or direct financial commitment or expenditure. Any future financial implications arising from the implementation of specific programmes or projects under the strategy will be subject to separate approval processes and will be reported accordingly. The approved Corporate Innovation and Technology investment for the period 2024/25 to 2025/26 is £9,779k. For 2025/26, the total capital budget is £6,446k of which £1,703k has been released to date. This released sum includes £1,012k that has been rephased and carried forward from the 2024/25 budget into 2025/26. 2024/25 2025/26 Total £’000 £’000 £’000 Total Capital D&I Programme Budget 3,333 6,446 9,779 Expenditure to Date 2,728 510 3,238 Released to Date 4,943 1,703 6,646 Remaining Unreleased Budget 0 4,743 4,743 Cabinet – 23 December 2025 (Part 1 Public) The Council’s capital investment, allocated via the Corporate Innovation and Technology budget under the Digital Strategy, has played a key role in delivering Medium -Term Financial Strategy (MTFS) savings. This funding has supported with the delivery of specif ic savings proposals, including the Reshaping Customer Experience and Business Support savings , as well as the Digital and Technology Contracts savings. Additionally, the digital investment in projects has supported a range of other savings across different directorates, with these benefits being tracked and reported as part of individual projects within the MTFS. These investments are considered enabling costs essential for the successful delivery of the associated projects and subsequent savings. The Ad ult’s Finance Business Partnering team reports that digital investment has en abled delivery of £300k in savings for 2025/26, with £150k from Technology Enabled Care and £150k from AskSARA, the latter expected by year-end. RESIDENT BENEFIT & CONSULTATION The benefit or impact upon residents, service users and communities The past year has seen Hillingdon’s Digital Strategy move from vision to tangible delivery, with a clear focus on making digital services more accessible, responsive, and inclusive for all residents. Residents now benefit from a streamlined online experience, with the website offering a single, secure place to access over 200 council services. This “digital by default” approach means residents can complete transactions quickly and easily, track requests, and soon receive proactive updates thus reducing the need for repeat contact and ensuring a more joined-up, user- friendly journey. There is still ongoing work with the services to ensure we have a fully complete end-to-end resident journey, i.e. not only an easy way to report / track requests, but also ensure the job is completed. Our commitment to understanding and meeting residents’ needs has deepened through smarter use of data and ongoing engagement. The council’s investment in business intelligence and data quality has enabled more informed decision-making, while resident panels and feedback surveys have shaped the design and continuous improvement of digital services. Special attention has been given to digital inclusion, with targete d support for vulnerable residents including the distribution of devices and connectivity, accessible service design, and a dedicated line for those who need extra help. Looking ahead, the strategy remains rooted in co -design and consultation, ensuring that as technology evolves, so too does our understanding of what resident’s value most. By embedding feedback loops, supporting digital skills, and maintaining a strong foc us on accessibility, Hillingdon continues to deliver a modern, efficient, and resident-centred council, one that listens, adapts, and strives to improve outcomes for all. Cabinet – 23 December 2025 (Part 1 Public) CORPORATE CONSIDERATIONS Corporate Finance Corporate Finance have reviewed this report and concur with the Financial Implications set out above, noting there are no direct financial implications associated with the recommendations within this report. Furthermore, it is noted any future impacts arising from subsequent programmes within the strategy will be subject to separate approval processes. The associated costs and any savings delivered will be monitored through the regular monthly monitoring cycle and as part of the wider MTFS. Additionally, it is noted that an annual report will be submitted to Cabinet that sets out the progress against this Strategy. Legal There are no specific legal implications arising from this report and t he approval of the recommendations will allow for improved processes, analytics and focus service requirements more effectively resulting in positive productivity and assist with modernising Council services and for services to be continued to be delivered using the late st technology reliably and consistently in line with the Council’s Digital Strategy. Although any Contract entered into must comply with the Councils standing orders. BACKGROUND PAPERS  08 - REPORT Digital Strategy Cabinet ReportFinal 1.pdf  Digital Strategy 2024-2027.pdf  London Borough of Hillingdon - Agenda for CABINET on Thursday, 10th October, 2024, 7.00 pm

Text extracted automatically from the PDF, so layout, tables and images are not shown. Open the original PDF on LB Hillingdon’s website.

Relevant Select Committee
Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in)
Officer(s) to action
Directorate
Classification
12. Statement of Licensing Policy PDF 398 KB
RESOLVED: That Cabinet, following due consideration of the consultation outcomes and committee comments, recommends to Full Council the adoption of the updated Statement of Licensing Policy 2026-2031. Reasons for decision The Cabinet Member for Community and Environment introduced a report following consultation on the review of the Statement of Licensing Policy, which was updated every five years. Members were asked to recommend adoption of the revised policy for the period 2026–2030 by full Council. The Cabinet Member explained that the document formed part of the Council’s policy framework and that, since the last review in 2021, there had been only minor changes to legislation and guidance. Updates were, therefore, limited, focusing on keeping the policy current and strengthening sections on environmental best practice, public safety and the protection of children from harm. The review had been informed by consultation and aimed to support resident-focused service delivery. Cabinet noted the report and agreed to recommend the updated policy to full Council. 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) This matter is not for call-in as a budget and policy framework document, ultimately considered by full Council as the decision-maker. This matter will now be referred to the full Council for decision. Officer(s) to action Daniel Ferrer 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
📄 Statement of Licensing Policy PDF 398 KB
Read the text of this document (7 pages)
Cabinet Report – 23 December 2025 (Part 1 Public) STATEMENT OF LICENSING POLICY Cabinet Member & Portfolio Councillor Wayne Bridges, Cabinet Member for Community and Environment Responsible Officer Dan Kennedy, Corporate Director of Residents Services Report Author & Directorate Daniel Ferrer, Licensing Team Manager Residents Services Papers with report Appendix A – Final Statement of Licensing Policy Appendix B – Equalities Impact Assessment Appendix C – Responses Overview HEADLINES Summary The Council is required by Section 5 of the Licensing Act 2003 to review the Statement of Licensing Policy every five years. The policy has been reviewed following consultation and in line with the Council’s objectives. This report seeks a recommendation to be made to full Council for the adoption of the updated Statement of Licensing Policy for 202 6-2031, which is a Policy Framework document. 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: Modern, Well-Run Council Financial Cost There are no financial implications anticipated in relation to the recommendation to this report. Select Committee Residents’ Services Select Committee. Ward(s) All RECOMMENDATION That Cabinet, f ollowing due consideration of the consultation outcomes and committee comments, recommends to Full Council the adoption of the updated Statement of Licensing Policy 2026-2031. Cabinet Report – 23 December 2025 (Part 1 Public) Reasons for recommendation To ensure the Council has an up -to-date Licensing Policy, which has been subject to public consultation and has been commented on by relevant stakeholders. The revised Statement of Licensing Policy has been drafted to include updates in legislation , Government guidance and to reflect current working practices. This will provide residents and service users with an up to date and fit for purpose policy document. Alternative options considered / risk management To not make a recommendation for adoption of the Statement of Licensing Policy would mean the Council would not be able to meet its statutory obligations and legal challenges may follow. Democratic compliance / previous authority This matter has been undertaken in accordance with the Constitution’s Budget and Policy Framework Procedure Rules. On 18th September 202 5, Cabinet set out a timetable for consideration of this policy framework document and agreed to a 6-week public consultation to take place from 22nd September 2025 to 3rd November 2025, including seeking comments from the relevant select committee and , due to its important role in this matter , the Licensing Committee. SUPPORTING INFORMATION The Council is required to review its Statement of Licensing Policy every 5 years to ensure that it is carrying out licensing functions in accordance with current legislation. During this review, consideration has been given to how changes might improve the way in which services are being delivered and to make them more efficient and resident friendly. In the intervening time , since January 2021, there have been only minor changes to legislation and guidance and as such there are very few changes proposed to this policy. Relevant changes in legislation and guidance have been incorporated into the revised policy. In summary, the changes relate to:  Amendments to relevant dates, team names and original typographical errors and statistics.  New paragraphs and sections added, such as Environmental Best Practice, Agent of Change Principle, Counter Terrorism, Spiking, ‘Ask For Angela’ and Pavement Licensing.  Further details and clarity being provided in existing sections relating to Integration with other Strategies, Representations, Planning, Remote and Internet Sales and Protection of Children from Harm.  Amendments and updates to legislation, technical standards and examples of measures detailed in Appendices. The Statement of Licensing Policy is a Policy Framework document and, therefore, under the Council's Constitution, it requires final approval by full Council. Cabinet Report – 23 December 2025 (Part 1 Public) The proposed Statement of Licensing Policy being recommended for approval is attached in Appendix A. Financial Implications Any costs associated with the proposed adoption of the Statement of Licensing Policy will be funded from licence fees and therefore contained within existing revenue budgets. There have been no legislative changes to the set licensing fees fo r licence applications. The fees remain statutory and have not been amended since the Licensing Act was brought into force in November 2005. RESIDENT BENEFIT & CONSULTATION The benefit or impact upon Hillingdon residents, service users and communities The effect of the updated Statement of Licensing Policy will be that firstly residents will have further clarity regarding how they are able to submit valid representations to applications that they are concerned with. Further, s ervice users can be confident that additional safeguarding measures such as ‘Ask Angela’ and those in relation to spiking and internet and remote sales will be followed by businesses. Finally, communities, can be reassured that the Licensing Authority is committed to integrating with other Council initiatives and strategies such as the Public Spaces Protection Order and also focusing on wider issues such as Counter Terrorism and Martyn’s Law. An Equalities Impact Assessment was c ompleted on 7th November 2025 and is attached at Appendix B. Consultation Carried Out A six-week consultation period took place from 22nd September 2025 to 3rd November 2025. The Licensing Authority consulted with the Responsible Authorities under the Licensing Act 2003, residents’ associations, trade representatives, all Elected Members and neighbouring Licensing Authorities. The Licensing Authority received 10 submissions during the consultation. These included 3 from Responsible Authorities: Home Office – Immigration, Food Health & Safety and the Anti-Social- Behaviour Team. Home Office - Immigration Enforcement comments The Home Office – Immigration Enforcement stated that they did not currently have a response but wanted to ensure that their contact details were correct as they had changed their name and moved offices last year. Their up-to-date contact details have now been inserted at Appendix F, page 47 of the Policy. Cabinet Report – 23 December 2025 (Part 1 Public) Food, Health & Safety Team comments The Food, Health & Safety Team gave feedback suggesting that section 14.5 of the draft Policy should be more cautious over and above the current advice “shelters to be situated as far as possible from neighbouring premises.” Therefore, section 14.15 has been amended to now read: “Where an application includes provision of a smoking shelter then the Licensing Authority strongly advises that the applicant includes measures in their operating to fully address any potential disturbance to neighbouring residential premises. The shelter shall be fully compliant with Smoke Free legislation.” In addition, Food Health & Saf ety gave their updated contact E -mail address. This have been amended at Appendix F, page 46 of the Policy. Anti-Social Behaviour Team comments The Anti-Social Behaviour Team stated “Consideration for the restriction of the sale of alcoholic drink at the request of the Police or Licencing Authority at specific locations and within a specific timeline prior to or during a period of potential public unrest, demonstration or large public event. Supporting the licensing objectives of the prevention of crime and disorder, the prevention of public nuisance and promotion of public safety. Although not specifically enforceable, should advice be offered and evidence comes to light that such sale s have fuelled public disorder, this could be highlighted in any future licence application or variation.” In these situations, the Licensing Authority advises that these circumstances are specifically dealt with by Section 160 of the Licensing Act 200 3 - Orders to close premises in area experiencing disorder. This provision allows police officers of the rank of superintendent or above to apply to a magistrate’s court for the closure of all licensed premises in an area experiencing disorder or anticipated disorder for a period not exceeding 24 hours. Other submitted comments The remaining comments were submitted online throug h the Council’s website page where a short survey was completed. 8 submissions were received by this method which included the Anti-Social Behaviour Team’s comments. The main themes from these submissions were , firstly, that the wording of the Policy should be clearer and for there to be regular checks of licenced premises. The Licensing Authority appreciates that parts of the draft Policy use complex and often legalistic langua ge. However, it maintains the formal professional tone of the previous Policy and caters for a range of parties to refer to. If residents have any queries regarding meanings and interpretations , the Licensing Authority would be happy to assist further by providing clarity. Secondly, in relation to checks, the Licensing Authority can confirm that the Enforcement section (Section 23) of the Policy remains unchanged and the Licensing Au thority endeavours to carry out risk rated inspections and licensing visits initiated by complaints or referrals. The ‘Responses Overview’ document is attached at Appendix C. Cabinet Report – 23 December 2025 (Part 1 Public) Committee comments Licensing Committee comments The Licensing Committee met on 8th October 2025, and the Licensing Team Manager outlined the changes. In response to Member questions, the Licensing Manager confirmed that the 'Ask for Angela' initiative had been incorporated into the draft Statement of Licensing Policy as a key safeguarding measure. On improving operational efficiency, it was noted that collaborative working across internal teams and with responsible authorities was essential. The Licensing Manager advised the Committee that the consultation had been underway for approximately two and a half weeks, with 7 responses received and no substantive concerns raised. The Committee enquired about the number of premises currently participating in the 'Ask for Angela' initiative and noted that men could also be victims of the associated safeguarding concerns. It was confirmed that relevant statistics were held by Police Licensing, and the Committee expressed support for including the male-focused aspect within the initiative. The Committee noted that Temporary Event Notices (TENs) were not referenced in the report and queried whether the process had been reviewed. The Licensing Manager advised that TENs were processed by the Licensing Team and governed by legislation , and these had not been changed. Each case was assessed on their own merits. A Member queried why the proposed wording of the ‘Ask For Angela’ section wasn’t stronger to ensure the Licensing Authority were serious about the issue . Therefore, the Licensing Manager agreed to amend Section 12.15 to add the words “shall”, so it now reads: “The Licensing Authority shall encourage relevant licenced premises to…” In regard to the ‘Integration of Strategies’ section, a Member queried why the Licensing Authority had not included other Town Centre Visions or Plans in addition to the Uxbridge Vision. Therefore, the Licensing Manager agreed to amend this section. Section 5.2, bullet point 1, now reads: “Uxbridge Town Centre Vision and other town centre plans – detailing a long-term plan for more opportunities for local residents and businesses to ensure that local town centres continue to thrive.” Residents’ Services Select Committee comments The draft Policy was considered by the Residents’ Services Select Committee on 6th November 2025. Members were complimentary about the Report and the proposed changes, particular the new sections regarding the ‘Agent of Change’ principle, ‘Ask For Angela’ and spiking. Members asked questions about submissions and engagement during the consultation period and whether the Licensing Authority worked closely with the Council’s Community Safety Team. In response, the Licensing Manager advised that they had received a total of 10 submissions during consultation of which 3 were from Responsibl e Authorities. In addition, the Licensing Manager confirmed that the Licensing Team were part of the Community Safety directorate and that the Policy integrated with other Council strategies. Furthermore, the Licensing Manager advised that Cabinet Report – 23 December 2025 (Part 1 Public) the proposed changes took in to account future considerations as the Government were looking at reforming the Licensing Act. The Committee agreed to the proposals and had no further changes to make. CORPORATE CONSIDERATIONS Corporate Finance Corporate Finance have reviewed this report and concurs with the Financial Implications set out above, noting there are no direct financial implications associated with the recommendation within this report. If the proposed Statement of Licensing Policy is adopted any costs associated with implementation will be funded through licence fees. Legal Legal Services confirm that the main points from the relevant legal framework are already included in the body of the report. Section 5 of the Licensing Act 2003 requires the Council to determine its policy with respect to the exercise of its licensing functions and publish a statement of that policy every 5 years. Section 5 also outlines the requirement to consult before determining its policy for a 5-year period, listing mandatory consultees. In addition to these statutory requirements, the consultation must fulfil established public law principles on consultation, namely fairness and adequacy. This report outlines the level of consultation that was carried out. The consultation responses are included within this report and at Appendix C. Under the established public law principles, the decision maker, when deciding whether to approve the recommendation to adopt the updated Statement of Licensing Policy , must ensure that c onscientious consideration has been given to the consultation responses. Within this report, the comments received in the consultation have been addressed and the action, or lack thereof, in light of them has been explained. The Council must also be mindful of its public sector equality duty under section 149 of the Equality Act 2010. To this end, an equalities impact assessment has been carried out and is included as Appendix B. Also, there is reference within the final Statement of Policy itself to the public sector equality duty (see Appendix A , section 8 ). Notwithstanding, the public sector equality duty is an ongoing duty , and the Council should continue to review compliance and act accordingly, which may, if circumstances necessitate it, entail an early review of the Statement of Licensing Policy. If the Council proceeds to adopt the Statement of Licensing Policy, it must adhere to it and apply it in a consistent manner. BACKGROUND PAPERS Current Statement of Licensing Policy: https://www.hillingdon.gov.uk/alcohol-premises-licence Revised Section 182 of the Licensing Act 2003 (February 2025): Cabinet Report – 23 December 2025 (Part 1 Public) https://www.gov.uk/government/publications/explanatory-memorandum-revised-guidance- issued-under-s-182-of-licensing-act-2003/revised-guidance-issued-under-section-182-of-the- licensing-act-2003-december-2023-accessible-version Fact and Statistics about Hillingdon: Facts and statistics about the borough of Hillingdon - Hillingdon Council Hillingdon Population stats from Total population, January 2025: Hillingdon Population (2025) - Total Population Case study from Manchester relating to use of licensing conditions (Counter Terrorism, April 2023): https://www.local.gov.uk/case-studies/manchester-city-council-security-and-licensing Home Office Guidance, Spiking Fact Sheet (December 2023): https://www.gov.uk/government/publications/spiking-factsheet/spiking-factsheet Metropolitan Police Website information – ‘Ask For Angela’: https://www.met.police.uk/police-forces/metropolitan-police/areas/about-us/about-the- met/campaigns/ask-for-angela/ Safer Sounds Partnership – Welfare & Vulnerability Engagement information: https://www.safersounds.org.uk/a4a-resources

Text extracted automatically from the PDF, so layout, tables and images are not shown. Open the original PDF on LB Hillingdon’s website.

📄 Appendix A - Statement of Licensing Policy , item 12. PDF 608 KB
Read the text of this document (53 pages)
APPENDIX A Statement of Licensing Policy The Licensing Act 2003 Effective – January 2026 to January 2031 Contents 1. Introduction and Background Page 2 2. Policy Statement Page 2 3. Consultation Page 3 4. General principles & role of the Licensing Authority Page 4 5. Integration of Strategies Page 4 6. Partnership Working and Initiatives Page 7 7. Environmental Best Practices Page Page 8 8. Equality Duty Page 8 Policy Page 1 9. Immigration Act Page 9 10. Modern Day Slavery Page 10 11. Counter-Terrorism Page 10 12. Licensing Objectives – Prevention of Crime & Disorder Page 10 13. Licensing Objectives – Public Safety Page 13 14. Licensing Objectives – Prevention of Public Nuisance Page 14 15. Licensing Objectives – Protection of Children from Harm Page 16 16. Public Health & Licensing Page 18 17. Licensing Committee Page 19 18. Authorisations and Applications Page 19 19. Representations Page 22 20. The Role of Ward Councillors Page 24 21. Decision Making and Licensing Hearings Page 25 22. Licence Conditions Page 27 23. Enforcement Page 27 24. Reviews Page 28 25. Cumulative Effect Page 29 26. Mobile, Remote and Internet Sales Page 30 27. Licensing Hours Page 31 28. Exemptions Page 32 Appendix A – Table of Delegations Page 34 Appendix B – Prevention of Crime & Disorder Page 35 Appendix C – Public Safety Page 39 Appendix D – Prevention of Public Nuisance Page 41 Appendix E – Protection of Children from Harm Page 44 Appendix F – List of Responsible Authorities Page 46 Appendix G – Current Mandatory Conditions Page 47 Appendix H – Map of London Borough of Hillingdon Page 51 Annex A – Ward Councillor Representations Page 52 Policy Page 2 1. Introduction & Background 1.1. Hillingdon is the second largest of London’s 33 Boroughs. More than half of Hillingdon's 42 square miles is made up of countryside, including canals, rivers, parks and woodland. It shares its borders with Hertfordshire, Buckinghamshire, Hounslow, Ealing, a nd Harrow. In addition to Heathrow Airport, Hillingdon is also home to the RAF airport at RAF Northolt. 1.2. As of 2025, the London Borough of Hillingdon has an approximate population of 304,800 residents. The Borough is made up of a total of 21 Wards which is shown in Appendix H of this Policy. 1.3. The London Borough of Hillingdon is the Licensing Authority under the Licensing Act 2003 and is responsible for the administration and enforcement of the provisions relating to: • Alcohol sales/supplies • Regulated Entertainment • Late Night Refreshment 1.4. The London Borough of Hillingdon currently has approximately 900 premises authorisations in force and 5200 personal licences held by individuals. 2. Policy Statement 2.1. The Licensing Authority exercises a range of responsibilities , including helping to develop a thriving food, drink and entertainment economy whilst safeguarding the local community against issues which may arise from licensed premises. 2.2. The London Borough of Hillingdon is required by Section 5 of the Licensing Act 2003 (“the 2003 Act”) to determine and publish a statement of licensing policy at least once every five years. The Licensing Policy will provide the Licensing Authority with the fundamental principles in respect of carrying out its licensing functions. 2.3. The Policy is also intended to inform applicants, residents and other stakeholders about the way in which the Licensing Authority will make decisions and the operating standards expected from licensed premises in accordance with the licensing objectives. 2.4. In determining its policy, the Council will take into account the Secretary of State's Guidance issued under Section 182 of the Licensing Act 2003 (last updated on 27 th February 2025 ). 2.5. In respect of all licensing functions and determination of any licensing policy, the Council has a duty to promote the four licensing objectives: Policy Page 3 • The prevention of crime and disorder; • The protection of children from harm; • The prevention of public nuisance; and • Public safety. Each objective is of equal importance. 2.6. Determining and publishing a statement of its policy is a licensing function and so the Licensing Authority must have regard to the Guidance issued under Section 182 of the 2003 Act. The Licensing Authority may depart from this policy if the individual circumstances of any case merit such a decision in the interests of the promotion of the licensing objectives. However, if this is done then the Licensing Authority shall give full reasons for departing from its policy. 3. Consultation 3.1. In reviewing the Council’s Statement of Licensing Policy, the Council sought observations and comments from the following persons, organisations and groups and their comments have been incorporated into this policy where relevant: • Chief Officer of Police for Hillingdon • London Fire Brigade • Chief Planning Officer • Hillingdon Safeguarding Children Board • Health and Safety Executive and Hillingdon’s Health and Safety Enforcement Team • Public Health • Trading Standards • Enforcing Authority for Public Nuisance (Environmental Protection Team) • Bodies representing holders of current authorisations • Resident's Associations • Ward Members • Hillingdon’s Anti-Social Behaviour Investigations Team • Transport for London (TfL) • The London boroughs of Hounslow, Harrow, Ealing • The borough councils of South Bucks, Three Rivers, Spelthorne, Slough • Hillingdon Arts Council • Individuals who have requested a copy of the draft policy • Home Office - Immigration Policy Page 4 4. General Principles and the Role of the Licensing Authority 4.1. The role of the Licensing Authority is to ensure control of the licensable activities at licensed premises, qualifying clubs, temporary events and the conduct of the personnel involved with the licensable activities as required under the 2003 Act. 4.2. Conditions attached to the Premises Licences and Club Premises Certificates granted by the Licensing Authority will relate to the licensing objectives and matters over which the Premises Licence Holder or Club Management Committees have direct control. 4.3. The focus will be on the licensed premises and the activities in the vicinity of those premises. Those activities , on licensed premises , that have a direct impact on members of the public living, working or engaged in normal activities in the area , fall within the scope of the licensing regime. 4.4 Anti-social behaviour of patrons in and around a licensed premises and disturbance or nuisance which can be proved to be emanating from particular premises will be a consideration for the Licensing Authority in its enforcement and decision-making role. 5. Integration of Strategies 5.1. Many people and organisations are involved with, or affected by, the ways in which licensed premises are operated. Most are involved, directly or indirectly, in the promotion of the licensing objectives, particularly those relating to the prevention of cri me and disorder and public nuisance. Amongst the various stakeholders there will be a wide range of strategies that relate to, or are influenced by, the exercise of the Council’s licensing function. 5.2. The Licensing Authority recognises that this P olicy does not operate in isolation. The Licensing Authority will seek to integrate its approach with a range of local strategies and initiatives that support the promotion of the licensing objectives and the wider public interest. These include, but are not limited to: • Uxbridge Town Centre Vision and other town centre plans – detailing a long term plan for more opportunities for local residents and businesses to ensure that local town centres continue to thrive. • Public Spaces Protection Order 2025, May 2025 (PSPO) – addressing anti-social behaviour in designated areas. • Public Health Strategies – reducing alcohol -related harm and promoting community wellbeing. Policy Page 5 • Community Safety and Policing Strategies – tackling crime, disorder, and safeguarding concerns. • Local Planning and Regeneration Frameworks – ensuring consistency between licensing and land use planning. • Youth and Vulnerability Strategies – protecting children and vulnerable adults from harm. The Licensing Authority will work collaboratively with responsible authorities, local partnerships, and community stakeholders to ensure that licensing decisions contribute positively to these wider aims. 5.3. The Licensing Authority recognises the need to avoid, so far as possible, duplication with other regulatory regimes. Some regulations, however, do not cover the unique circumstances of some licensable activities . The Licensing Authority will consider attaching conditions to Premises Licences and Club Premises Certificates where: these are appropriate, reasonable and proportionate for the promot ion of the licensing objectives; these are not already provided for in any other legislation; these are not contained within the applicant’s operating schedule; and if there are relevant representations 5.4. The Licensing Committee will be prepared to accept reports from other relevant departments of the Council regarding the state of the borough. These reports may include contributions from those responsible for the promotion of tourism, cultural development, planning, transport, reduction of crime or anti-social behaviour, community safety, social, and health and community development. This should enable the various agencies or departments with their own strategies, aims and objectives to keep the Licensing Committee aware of the wider picture in pursuance of the licensing objectives. 5.5. Planning and public nuisance legislation carry the highest risk of duplication within the Licensing regime. While licence conditions should not duplicate other statutory provisions, licensing authorities and licensees should be mindful of requirements and responsibilities placed on them by other legislation. Relevant legislation may include the following: • The Gambling Act 2005 • The Environmental Protection Act 1990 • The Noise Act 1996 • The Clean Neighbourhoods and Environmental Act 2005 • The Regulatory Reform (Fire Safety) Order 2005 • The Health and Safety at Work etc. Act 1974 • The Equality Act 2010 • The Immigration Act 2016 • Regulators’ Code under the Legislative and Regulatory Reform Act 2006 Policy Page 6 Planning 5.6. The licensing function is and should remain distinct from the Planning process. It will be for the planning process to determine land/building use decisions and the marketplace to determine need for particular types of premises/activities. Licensing decisions will be made with regard to the furtherance of the Licensing Objectives with regard to the particular use sought. However, it is strongly recommended that applicants ensure that: • The proposed licensable activities do not contravene planning legislation; and • The hours sought are within the limits authorised by any planning permission. 5.7. Whilst licensing and planning functions are distinct and operate under separate legislative frameworks, licensing committees are not bound by decisions made by planning committees, and vice versa. Nevertheless, in accordance with Government guidance and best practice, the Licensing Authority will seek to engage in constructive dialogue with planning counterparts. This collaborative approach aims to promote consistency in decision- making, particularly in relation to the design of licensed premises and operating hours. 5.8. The Licensing Authority recognises the ‘Agent of Change’ principle. This principle places the responsibility for mitigating the impact of new development on the party introducing the change. For instance, if a residential development is proposed near an existing licensed premises (such as a late-night entertainment premises), it is the responsibility of the developer — not the venue — to ensure that appropriate noise mitigation measures are in place. The Licensing Authority will work closely with the Council’s Planning, Environmental Protection and Anti -Social Behaviour Teams to ensure a joined-up approach to managing noise and other potential conflicts between new developments and existing licensed premises. Applicants for new developments near licensed premises are encouraged to engage early with both planning and licensing authorities to address potential impacts. The Licensing Authority recognises that this principle helps protect the cultural and economic value of established venues while ensuring that new developments are appropriately designed to coexist with their surroundings. Policy Page 7 Enforcing Authority for Public Nuisance 5.9. The Environmental Protection Unit is charged with enforcing regulations relating to Public Nuisance and is also a responsible authority for Public Nuisance matters under the 2003 Act. 5.10. It is accepted that the Licensing Authority will often work hand in hand with the Environmental Protection Unit where nuisance related issues occur at licensed premises. Whilst the Licensing Authority has a duty to uphold the prevention of public nuisance, it should be recognised that this duty will not replace the Licensing Authority’s responsibilities under other legislation. 6. Partnership Working and Initiatives 6.1. The Licensing Authority encourages work between the Licensing Authority, relevant authorities such as Police, Environmental Health, and Trading Standards, and the licence holder themselves in order to solve licensing problems and to promote the licensing objectives. 6.2. Groups representing licence holders are encouraged to participate in their local crime and disorder reduction partnerships, such as Pubwatch schemes. 6.3. The Licensing Authority has a duty to work with all partners in order to deliver the promotion of the licensing objectives. Business Improvement Districts 6.4. The Licensing Authority support and encourage further developments for Business Improvement Districts (BIDs) where partnership arrangements and joint responsibility are formed with local businesses and stakeholders. BIDs can play an important and positive role in discussing and tackling local issues and they have the ability to put forward appropriate schemes that are of benefit to the community. More information on BIDs can be found at: https://www.gov.uk/government/publications/business-improvement- districts-guidance-and-best-practice Best Bar None 6.5. The Licensing Authority recognise the value of the Best Bar None Scheme in improving standards in the Evening and Night Time Economy. For example, they reduce alcohol related crime and disorder, build positive relationships between the licensed trade, police and local authorities and responsible owners are recognised and able to share good practice with others. Furthermore, they promote the town or city as a safe and vibrant city to go at night and show a willingness to address alcohol related crime and anti-social behaviour through the promotion of good practice and education. Policy Page 8 More information on Best Bar None can be found at: https://bbnuk.com Purple Flag 6.6. The Licensing Authority acknowledge that that Purple Flag status, an accreditation recognising a well managed night time economy, can bring real benefits which include: • A raised profile and an improved public image for the location • A wider patronage, increased expenditure • Lower crime and anti-social behaviour • A more successful mixed use economy in the longer term More information on Purple Flag can be found at: https://www.atcm.org/purple-flag 7. Environmental Best Practice 7.1. The Licensing Authority recognises the importance of promoting environmental sustainability and encourages licence holders and applicants to adopt environmentally responsible practices. These may include but are not limited to: • Reducing single -use plastics, especially in drinkware and packaging • Managing waste responsibly such as implementing recycling and waste separation schemes • Minimising energy and water consumption • Sourcing products locally and sustainably • Carrying out food waste reduction measures 8. Equality Duty 8.1. The Licensing Authority have a public sector equality duty in relation to the following protected characteristics: • Age • Disability • Sex • G ender reassignment • S exual orientation • Pregnancy and maternity • Race • R eligion or belief Policy Page 9 8.2. Under Section 149 of the Equality Act 201 0 a Public Authority must, in the exercise of its functions, have due regard to the need to:- (a) eliminate discrimination, harassment, victimisation and any other conduct that is prohibited under the 2010 Act (b) advance equality of opportunity between persons who share a relevant protected characteristic and persons who do not share it (c) foster good relations between persons who share a relevant protected characteristic and persons who do not share it 8.3. The Licensing Authority has considered the Equality and Diversity issues that may arise from the Policy . The Licensing Authority considers that this policy does not raise any concerns with regards to equality and diversity. 9. Immigration Act 9.1. Following the implementation of the Immigration Act 2016, the Licensing Authority will ensure that the “Entitlement to Work” test is checked and scrutinised for Personal Licence Holders and individual Premises Licence Holders where the Premises Licence permits the sale of alcohol or late night refreshment. 9.2. Where an individual holding a Premises Licence within the Borough ceases to be entitled to work in the United Kingdom on or after 6 th April 2017, the Premises Licence lapses immediately and will lapse completely unless transferred or an Interim Authority is lodged within 28 days of when the individual’s right to work ended. 9.3. A Personal Licence issued by the Licensing Authority will lapse when an individual is no longer entitled to work in the United Kingdom on or after 6 th April 2017. 9.4. The Licensing Authority will work closely with the Home Office Immigration Enforcement (HIOE) as a Responsible Authority. The Licensing Authority will advise the HIOE where applicants have committed immigration offences and furthermore provide the HIOE assistance when entering and carrying out their enforcement duties at licensed premises within the Borough. 9.5. From 1 st July 2021, EEA citizens and their family members are required to demonstrate lawful immigration status in the UK in order to prove their right to work. An EEA passport or national identity card alone is no longer sufficient as these documents confirm nati onality but not immigration status. The Licensing Authority shall ensure that applicants provide appropriate evidence of their right to work in the UK, in line with Home Office requirements applicable to all foreign nationals. Policy Page 10 The Licensing Authority shall treat all applicants in the same way during the application process and shall not discriminate against anyone. The Licensing Authority shall ensure that the process will be carried out in a fair, transparent and consistent way. 10. Modern Day Slavery 10.1. The Licensing Authority acknowledges the implementation of the Modern Day Slavery Act 2015 and will therefore fully take on their responsibilities and statutory duties under the 2015 Act 10.2. This Licensing Authority recognises the role it can play in proactively preventing modern slavery, which includes consideration of:- • Identification and referral of victims during inspections and visits • Reporting and referring for investigation via the National Crime Agency’s national referral mechanism any of its licence holders or managers of premises as a cause for concern • Assisting partners with community safety services and disruption activities. 11. Counter-Terrorism 11.1. Applicants for premises licences are encouraged to consider: • Undertaking a terrorism threat risk assessment to ensure that any security related concerns are identified and, appropriate reasonable and proportionate steps are taken to reduce any risks from a terrorist attack, and • Undertaking an ACT security plan, including completion of a preparedness plan, information sharing and training. 11.2. More relevant information and advice regarding counter - terrorism measures can be found on the Protect UK Website: www.protectuk.police.uk 12. Licensing Objectives - The Prevention of Crime and Disorder 12.1. Licensed premises, especially those offering late night/early morning entertainment, alcohol and refreshment, can be a source of crime and disorder. The Licensing Authority will expect operating schedules to satisfactorily address these issues from the des ign of the premises through to the daily operation of the business. Applicants are recommended to seek advice from the Police Licensing Officer and Licensing Authority Officers prior to making any application as early advice can alleviate representations being made once an application is Policy Page 11 submitted. Full contact details for both are contained within the Responsible Authorities contact in Appendix F. 12.2. Applicants should, where appropriate, take account of local planning and transport policies, and tourism, cultural and crime prevention strategies, when preparing their operating plans and schedules. 12.3. Where a number of premises may be in close proximity it may be difficult to attribute the disorder to patrons of particular premises, however there is a duty on Premises Licence Holders or Club Management Committees to act responsibly to ensure their own customers do not contribute to crime and disorder whilst in their premises and in the vicinity of their premises. 12.4. When addressing crime and disorder, the applicant should identify any particular issues that are likely to affect adversely the promotion of the crime and disorder objective. They should then include in the operating schedule how they will deal with those matters. 12.5. Operating schedules should then show how they will address the issues identified. Further guidance on these measures is contained in Appendix B. 12.6. Applications referred to the Licensing Sub- Committee where relevant representations have been received will be determined on the individual merit of each case. The Licensing Sub- Committee has the power to impose specific conditions when considered appropriate in respect of the Crime and Disorder objective. 12.7. The Council’s Licensing Officers will work closely with the Metropolitan Police Service to ensure licence conditions are met , matters relating to crime and disorder are resolved, and that licensed premises are being operated according to the requirements of the 2003 Act. 12.8. Following the grant of a premises licence, the Metropolitan Police Service, Elected Members and/or interested parties such as local residents and Ward Councillors can apply to the Licensing Author ity for a review of the licence if they consider that the Prevention of Crime and Disorder objective has not been met and is relevant. 12.9. When making decisions about an application the Licensing Sub- Committee will have regard to the Borough’s Crime Prevention Strategy and any conditions attached to licences or certificates will so far as possible reflect local crime prevention strategies 12.10. High risk or poorly managed premises will be subject to a higher frequency of inspections than low risk and well managed premises. Some of these inspections will be unannounced and conducted whilst the premises are in use for the purpose of the licence. 12.11. In the interest of public order and the prevention of terrorism, the Licensing Authority would expect that for significant events, a Policy Page 12 comprehensive risk assessment is undertaken by premises licence holders to ensure that crime and disorder and public safety matters are identified and addressed. Accordingly, for premises that wish to stage promotions, or events ( see examples set out in Appendix B), the Licensing Authority recommends those applicants address the Risk Assessment and debrief processes in their operating schedule. 12.12. The Licensing Authority strongly encourages applicants to carry out a detailed and thorough risk assessment when carrying out promotions or events. Where the risk assessment identifies significant risks for an event or promotion then the Licensing Authorit y would normally expect the applicant to consult with the Police and the Licensing Authority. 12.13. Personal Licence applicants will have to meet specific standards with regard to their suitability. There are a number of obligations on Personal Licence Holders , including those who are named as Designated Premises Supervisors, the breach of which could mean appearing before the Magistrates Court. 12.14. Spiking — whether through the addition of drugs or alcohol to a person's drink or through other means — is a serious criminal offence and poses significant risks to public safety. The Licensing Authority expect relevant licensed premises such as late- night venues to take proactive steps to prevent and respond to incidents of spiking. These may include: • Staff training to identify signs of spiking and respond appropriately • Clear signage informing patrons about the risks of spiking and encouraging vigilance • Availability of drink covers or testing kits, where appropriate • Robust incident reporting procedures, including liaison with police and local safeguarding teams • Safe spaces or welfare areas for individuals who may be vulnerable or affected Where appropriate and proportionate the Licensing Authority may consider imposing specific conditions to ensure the licensing objectives are being fully promoted. 12.15. The Licensing Authority supports initiatives such as “Ask For Angela” and similar schemes as part of its commitment to promoting the licensing objectives. “Ask for Angela” is a nationally recognised safeguarding initiative that enables individuals who feel unsafe, vulnerable, or threatened in licensed premises to discreetly seek help. By approaching staff and asking for “Angela,” trained personnel are alerted to provide assistance. This support may include: escorting the individual to a safe space, contacting venue security or emergency services, Policy Page 13 reuniting them with friends or family and/or arranging safe transport home. The Licensing Authority shall encourage relevant licences premises to: • Display “Ask For Angela” posters prominently • Ensure staff receive Welfare and Vulnerability Engagement (WAVE) training • Include the scheme in their operating schedules • Maintain clear procedures for recording and responding to safeguarding concerns • The Licensing Authority may consider the adoption of the “Ask for Angela” scheme as a condition of licence where appropriate and proportionate, particularly for venues operating late at night. 13. Licensing Objectives - Public Safety 13.1. The 2003 Act covers a range of premises and activities, including cinemas, concert halls, theatres, nightclubs, public houses, cafes/restaurants and fast food outlets/takeaways. Each of these types of premises present a mixture of risks to public safety, with many common to most premises and others unique to specific operations. It is essential that premises are constructed or adapted and operated so as to acknowledge and safeguard occupants against these risks. 13.2. The Licensing Authority will expect operating schedules to satisfactorily address these issues and applicants are advised to seek advice from the Borough’s Licensing Officers and the London Fire Brigade ( contact details can be found in A ppendix F) before preparing their plans and schedules. Where an applicant identifies an issue relating to public safety (including fire safety) that is not covered by existing legislation, the applicant should identify in their operating schedule the steps that they will take to ensure public safety. Where representations are received and upheld at a hearing, the Licensing Authority will consider attaching conditions to licences and permissions to promote safety. 13.3. Appendix C provides a list of examples of measures to promote Public Safety. 13.4. If relevant representations are received from a Responsible Authority, Elected Members or interested parties the application will be determined by a Licensing Sub-Committee. 13.5. Applications referred to the Licensing Sub-Committee will be determined on the individual merit of each case. The Licensing Sub-Committee have Policy Page 14 the power to impose specific conditions when considered necessary in respect of the Public Safety objective. 13.6. Following the grant of a premises licence, the London Fire and Emergency Planning Authority, Elected Members and/or the Enforcing Authority within the meaning given by section 18 of the Health and Safety at Work etc. Act 1974 and/or interested parties such as local residents and businesses can apply to the Licensing Authori ty for a review of the licence if they consider that the Public Safety objective has not been met. 13.7. The Licensing Authority's Licensing Officers will conduct inspections of licensed premises to ensure that the approved safety standards are being maintained and that licence conditions are being complied with. 13.8. High risk or poorly managed premises will therefore be subject to a higher frequency of inspections than low risk and well managed premises. Some of these inspections will be unannounced and conducted whilst the premises are in use for the purpose of the licence. 13.9. The Council’s Licensing Officers, Fire Safety Officers and Health & Safety Officers will work closely together to resolve matters relating to public safety in licensed premises. 14. Licensing Objectives - The Prevention of Public Nuisance 14.1. Licensing Sub- Committees will be mindful that licensed premises, especially those operating late at night and in the early hours of the morning, can cause a range of nuisances impacting on people living, working or sleeping in the vicinity of the premises. When addressi ng public nuisance, the applicant should identify any particular issues that are likely to affect adversely the promotion of the licensing objective to prevent public nuisance. They should then include in the operating schedule how they will deal with those matters. The concerns mainly relate to noise nuisance from within the premises or from the use of any outside areas, light pollution, smoke and noxious smells. This may also include patrons outside a premises and the dispersal of customers. Due regard will be given to the impact these may have and the Licensing Authority will expect operating schedules to satisfactorily address these issues. 14.2. Appendix D provides a list of examples of relevant issues relating to public nuisance and considerations to be made to prevent such nuisance occurring. 14.3. Applicants should give particular consideration to measures to reduce the occurrence of public nuisance associated with accommodating smokers outside the premises following the introduction of smoke free areas in enclosed or substantially enclosed places. 14.4. In relation to smoking outside licensed premises, it is expected that: Policy Page 15 • Suitable receptacles for customers will be provided and maintained to dispose of cigarette litter in areas used, or likely to be used, for smoking • Licensees will take all reasonable steps to discourage smoking on the public highway close to residential premises, particularly after 10pm. This could include measures such as a ban on customers taking drinks outside on to the public highway, the use of door supervisors, or imposing a time after which re- admissions to the premises will not be permitted • Garden areas are to be cleared at a reasonable time where not doing so could cause nuisance to neighbouring residents. • Appropriate signage is to be displayed prominently at the premises 14.5. Where an application includes provision of a smoking shelter then the Licensing Authority strongly advises that the applicant includes measures in their operating to fully address any potential disturbance to neighbouring residential premises. The shelter shall be fully compliant with Smoke Free legislation. 14.6. If relevant representations are received from a Responsible Authority, Elected Members or interested parties, the application will be determined by a Licensing Sub-Committee. 14.7. Applications referred to the Licensing Sub-Committee will be determined on the individual merit of each case. The Licensing Sub-Committee have the power to impose specific conditions when considered necessary in respect of the Prevention of Public Nuisance objective. 14.8. Following the grant of a premises licence, the Council’s Environmental Protection Unit, Elected Members and/or interested parties such as local residents and businesses can apply to the Licensing Authority for review of the licence if they consider that the Prevention of Public Nuisance objective has not been met. 14.9. The Licensing Authority's Licensing Officers will conduct inspections of licensed premises to ensure that the conditions relating to the prevention of public nuisance are being complied with. 14.10. High risk or poorly managed premises will therefore be subject to a higher frequency of inspections than low risk and well managed premises. Some of these inspections will be unannounced and conducted whilst the premises are in use for the purpose of the licence. 14.11. The Council's Licensing Officers and Environmental Protection Officers will work closely with the Council's Anti-Social Behaviour Investigations Team, requesting monitoring visits of specific premises and receiving feedback regarding the witnessing of statutory noise and public nuisance or the breach of licence conditions. Policy Page 16 15. Licensing Objectives - The Protection of Children from Harm 15.1. The Licensing Authority is committed to ensuring that licensed premises operate in a manner that safeguards children from harm. This includes physical, psychological, and moral harm, and extends to concerns such as underage drinking, exposure to adult content, and child sexual exploitation. 15.2. The Licensing Authority believes that it is completely unacceptable to sell alcohol to children. Applicants should demonstrate how they will promote this objective in their operating schedules. Measures may include: Challenge 25 or similar age verification policies, staff training on safeguarding and identifying vulnerable children, restrictions on access to certain areas or times and clear signage and supervision arrangements. Other considerations can be found in Appendix E of this Policy. 15.3. The Licensing Authority strongly encourages participation in safeguarding initiatives such as: ‘Ask for Angela’, WAVE (Welfare and Vulnerability Engagement) training and reporting and recording concerns to the police or Safeguarding Teams. 15.4. The range of ‘licensed premises’ under the 2003 Act is very broad. It includes pubs, cinemas, theatres, restaurants, off licences etc. 15.5. Under the 2003 Act, unaccompanied children under the age of 16 are not allowed on premises such as public houses which are used exclusively or primarily for the supply of alcohol for consumption on the premises. 15.6. This restriction does not apply to premises such as restaurants and bowling alleys etc. where the supply of alcohol is not the principal use of the premises. However, unaccompanied children under the age of sixteen are not permitted in such premises betw een the hours of midnight and 5 a.m. Admission of children will always be at the discretion of those managing the premises unless specifically prohibited by way of licence conditions. 15.7. Where applicant s are proposing adult entertainment, they must make it clear in their operating schedule about the details of the activity or event and times so that it can be determined when it is not appropriate for children to enter the premises. Applicant should consider the proximity of their premises to schools and youth clubs and ensure that any advertising is not displayed at a time where children are likely to by close by. . Applicants are advised to contact the Safeguarding Children and Quality Assurance t eam or the Licensing Team directly to seek advice prior to submitting their application. Policy Page 17 15.8. It is recognised that the Mandatory Conditions attached to premises licences where alcohol is sold/supplied must have in place an age verification scheme. The Licensing Authority would normally expect this scheme to include a challenge for photo identification to all persons who appear to be under the age of 25 years, i.e. 'Challenge 25'. 15.9. If relevant representations are received from a Responsible Authority, Elected Members or interested parties the application will be determined by a Licensing Sub-Committee. 15.10. Applications referred to the Licensing Sub-Committee will be determined on the individual merit of each case. The Licensing Sub-Committee have the power to impose specific conditions when considered necessary in respect of the Protection of Children from Harm objective. 15.11. Following the grant of a premises licence, the Council’s Safeguarding Children and Quality Assurance t eam, Elected Members and/or interested parties such as local residents and businesses can apply to the Licensing Authori ty for a review of the licence if they consider that the Protection of Children from Harm objective has not been met. 15.12. The Licensing Authority's Licensing Officers will conduct inspections of licensed premises to ensure that the conditions relating to the protection of children from harm are being complied with. 15.13. High risk or poorly managed premises will therefore be subject to a higher frequency of inspections than low risk and well managed premises. Some of these inspections will be unannounced and conducted whilst the premises are in use for the purpose of the licence. 15.14. The Licensing Authority will expect that each operator dealing in the sale and supply of alcohol implements a proof of age policy in line with the Mandatory Licence conditions. The Licensing Authority expects premises licence holders to ensure that their staff are adequately trained and in every case where there is any doubt as to whether the customer is aged eighteen or over operate on a ‘No ID, No sale’ basis. 15.15. It is expected that all refusals of alcohol shall be recorded by the operator in a Refusal or Incident Log. This Log shoul d be made available for inspection to a Police Officer or authorised officer from the Local Authority when requested. 15.16. Trading Standards Officers and Police Officers will carry out test purchases of alcohol using young volunteers. Where sales are made, enforcement action will be taken against all responsible persons. 15.17. The Licensing Authority shall maintain close contact with the police, trading standards and Youth Justice Teams concerning any unlawful sales at premises and reports of consumption of alcohol by minors. Policy Page 18 Children’s access to cinemas 15.18. The Licensing Authority accepts that the British Board of Film Classification (BBFC) is the recognised authority in categorising films. It therefore accepts the BBFC classifications with respect of children’s films. The Licensing Authority will expect applicants to include in their operating schedules arrangements for restricting children from viewing age-restricted films classified according to BBFC recommendations. Children and Regulated Entertainment 15.19. There are many kinds of regulated entertainment which are specifically arranged for children, such as plays, concerts, and film shows, some of which may be school based. When it is proposed to present an entertainment specifically for children, then additional safety measures may need to be considered. The Council’s Licensing Officers and the Safeguarding Children and Quality Assurance t eam are able to offer advice and guidance in respect of such presentations and organisers of such events are encouraged to seek such advice. 16. Public Health & Licensing 16.1. The Director of Public Health in Hillingdon is a responsible authority under the 2003 Act and may make representations in respect of premise licence applications and club premise certificates and may also apply to review premise licences and certificates. 16.2. Public Health may hold useful information which may be used by them to make representations in their own right or to support representations by other r esponsible authorities. Thes e representations can potentially be made on the grounds of all four licensing objectives. 16.3. A range of public health issues may relate directly to one or more of the Licensing Objectives; for example, violent assaults, cases of alcohol poisoning at licensed premises, or issues with loud noise emanating from premises. 16.4. Public Health may record data where intoxication of patrons at specific premises has led to accidents and injuries from violence, including those resulting in attendances at emergency departments and the use of ambulance services. Some of these incidents will be reported to the police, but many will not. This information can be relevant to the public safety, public nuisance and crime and disorder objectives. 16.5. The Licensing Authority recognises the potential for Public Health to participate in the licensing process in relation to the protection of children from harm. This objective concerns the physical safety of children and also their moral and psychological wellbeing. Public Health may present evidence relating to under 18s alcohol -related emergency department Policy Page 19 attendance, hospital admissions and underage sales of alcohol linked to a specific premises and their practices. 16.6. The Licensing Authority will work with the Director of Public Health and their staff in order to identify and utilise relevant public health data within the licensing process. In addition, the Licensing Authority will support the NHS and alcohol charities to raise awareness of the dangers of excess consumption of alcohol. 17. Licensing Committee 17.1. A Licensing Committee consisting of at least ten, but not more than fifteen Councillors, has been appointed. The Licensing Committee will be kept informed by way of reports from officers on a wide range of matters which may impact on their role. 17.2. The 2003 Act dictates that uncontested applications shall be granted and that such applications should be dealt with by specific officers who have been so delegated by the Licensing Authority. 17.3. Whenever relevant representations have been received from Responsible Authorities, Elected Members and/or Interested Parties in respect of an application, that application will be referred to a Licensing Sub-Committee for determination. 17.4. Although the Licensing Authority welcomes views from all members of the community, Government guidance states that the Council as the Licensing Authority should be aware that the views of vocal minorities should not be allowed to predominate over the general interests of the community that the Licensing Committee represents. 18. Authorisations and Applications 18.1. There are a number of authorisations relating to: • Sale/Supply of alcohol • Regulated entertainment • Late Night Refreshment These are: Premises Licences 18.2. Any person aged eighteen years or over who is carrying on, or who proposes to carry on, a business that involves the use of premises for licensable activities may apply for a premises licence either on a permanent basis or for a time- limited period. ‘A person’ in this context includes a business or partnership. Policy Page 20 18.3. A premises licence lasts indefinitely and may be transferred or varied at any time. 18.4. The premises licence application form and operating schedule should be completed clearly and concisely to reflect the exact nature of the business and how the four licensing objectives will be addressed. All sections of the application form must be completed. Guidance as to what type of information should be included in the operating schedule is given in the Appendices to this Policy. 18.5. Applications which are incomplete or illegible will be returned to the applicant with an explanation for the return. Reasons may include incomplete or missing forms, incomplete Operating Schedule, the absence of the fee, and/or absence of required plans or insufficient information detailed on the plans (as required under Section 23 of the Licensing Act 2003 (Premises Licences and Club Premises Certificates) Regulations 2005), or f or personal licences , also the absence of certificates or photographs. 18.6. Applicants are advised to seek advice from the Council’s Licensing Officers and the Responsible Authorities concerning the licensing requirements for premises and/or licensable activities being applied for prior to completing their operating schedule. Large or unusual events need particular consideration and applicants are advised to consult the Council’s Licensing Officers for guidance and to submit applications as far in advance as possible. When required, the Council’s Licensing Officers will provide all applicants with advice and guidance in respect of completing their application forms and, in particular, how they should address each one of the four licensing objectives in their operating schedules. 18.7. Notwithstanding 1 8.6 above, it is the applicant’s responsibility to complete the application to a satisfactory standard and they should seek professional legal advice as necessary. 18.8. From 31 st March 2025, the Licensing Authority will generally treat applications to add “off sales” to “on sales” premises licences as a minor variation application, in particular where the licence holder took advantage of the Business & Planning Act 2020 provision and there has been no adverse impact on the licensing objectives. The Licensing Authority recognises the importance of outdoor hospitality in supporting local businesses and enhancing the vibrancy of public spaces . Pavement licences governed by the permanent regime introduced under the Business & Planning Act 2020 are separate from premises licence under the 2003 Act but may interact where alcohol is served outdoors. Licence holders must ensure that the use of outdoor space does not undermine the licensing objectives. The Licensing Authority shall ensure that there is co -ordination and consistency between pavement and premises licensing where applicable. Policy Page 21 Members Clubs 18.9. Some activities carried out by clubs need to be licensed under the 2003 Act but generally members clubs are treated differently to proprietary clubs and commercial premises. A club is an organisation where members have joined together for a particular reason, i.e. social, sporting or political, and have combined to buy alcohol in bulk as members of the organisation for supply to members. In order to apply for a Club Premises Certificate, the club needs to be a ‘Qualifying Club’. 18.10. Where there is doubt about the eligibility for a club premises certificate, the Licensing Authority will seek assurances and evidence from applicants that they are a qualifying club for the purposes of the 2003 Act. Such evidence may include membership records, minutes of committee meetings, etc. Temporary Event Notices 18.11. Anyone may give the Licensing Authority a Temporary Event Notice (TEN). This procedure allows people to hold an event involving licensable activities without having to apply for a Premises Licence or Club Premises Certificate. 18.12. The 2003 Act provides a system for the temporary carrying on of any licensable activity outside of the terms of a premises licence or club premises certificate. Under this system no authorisation as such is required from the licensing authority. Instead, a person wishing to hold an event at which such activities are proposed to be carried on (the “premises user”) gives notice to the Licensing Authority of the event. Personal Licences 18.13. To sell alcohol in licensed premises at least one person needs to hold a ‘Personal Licence’ which has been granted by the Licensing Authority where they live. This requirement does not apply to ‘qualifying clubs’. 18.14. In some premises there may be more than one person holding a ‘Personal Licence’ and it is important that one person is named as being in control, this person is called the ‘Designated Premises Supervisor’. The Designated Premises Supervisor is the key person who will usually be responsible for the day-to-day management of the premises. 18.15. There is one exemption from the need for a personal licence holder and ‘Designated Premise Supervisor’ in line with the mandatory requirements of the 2003 Act, sections 19(2) and 19(3). That is in the case where a community premises (church, community halls, and village halls , etc.) has applied for and been granted an application to disapply these mandatory conditions. 18.16. In determining applications for personal licences, the Licensing Authority will have regard to the guidelines issued by the Secretary of State under section 182 of the 2003 Act and any secondary legislation. The promotion Policy Page 22 of the four licensing objectives applies to the consideration of applications for personal licences equally as it does to applications for premises licences. 19. Representations 19.1. This policy will not seek to exclude any rights enshrined in the 2003 Act or any other legislation for applicants or those making representations against applications. Each application and representation will be treated on its merits taking into account the legislation, the Guidance issued under section 182 of the 2003 Act and this policy. 19.2. Representations can be made to the Council, as Licensing Authority, by a ‘Responsible Authority’ or by ‘Interested Parties’ , which include individuals such as residents or bodies such as a residents association, trade associations and other businesses operating. Representations can be made concerning:- • Applications for new premises licences or club premises certificates • Applications to vary premises licences or club premises certificates • Personal licence applications on criminal grounds (only by the Police) 19.3. Responsible Authorities are the public authorities specifically designated under the 2003 Act to be consulted on all licence applications and are also entitled to make representations. A full list of Responsible Authorities is at Appendix F. 19.4. The Licensing Authority expect other responsible authorities, where they have concerns, to raise representations that fall within their remit . For instance, where there are concerns of crime and disorder, then the police should submit a representation. 19.5. The Licensing Authority is not generally expected to act as a responsible authority on behalf of other parties such as residents . However, there may be times where the Licensing Authority may feel it is appropriate to do so. For instance, this may be where the relevant responsible authority have failed to take action and the Licensing Authority is aware of relevant grounds to make a representation. 19.6. Where the Licensing Authority does act as a responsible authority and wishes to submit a representation, they may do so by assessing the application, visiting the premises if they feel it is appropriate to do so and looking at the potential impact the application will have on the Licensing objectives. In addition, the Licensing Authority shall check the history of the premises, assess the level of confidence it has with management and the compliance with conditions of the licence. Policy Page 23 19.7. Each responsible authority has equal standing and may act independently without waiting for representations from any other responsible authority. 19.8. In cases where the Licensing A uthority is also acting as responsible authority, the Licensin g Authority will ensure a separation of responsibilities within the authority to ensure procedural fairness and eliminate conflicts of interest. For example, the Licensing A uthority will distinguish between the licensing case officer and the officer nominated to act as the responsible authority by allocating clear and distinct functions. 19.9. The 2003 Act 2003 also permits Elected Members to make representations on their own behalf as well as on behalf of their constituents. Members of the public who are making representations may also request that their Ward Councillor speaks on their behalf at public hearings to determine applications. 19.10. Representations about an application must be made in writing to the Council’s Licensing Team within the statutory time limits . The representation must be relevant to the application and not vexatious or frivolous. 19.11. Written representations include letters and emails. Representations received after the end of the public consultation period cannot legally be accepted and will not be considered by the Licensing Authority. 19.12. Representations must contain: (a) The name, full address & post code, of the person making them; (b) The reasons for their representation; (c) Which of the four Licensing Objectives the representation relates to, i.e. crime and disorder; public nuisance; public safety; and/or protection of children from harm. Representations which do not meet this requirement may be rejected as being irrelevant or frivolous or vexatious. 19.13. For borderline cases, the Licensing Authority shall give the benefit of doubt to the person making the representation. 19.14. Representations based on ‘Need’ for licensed premises concerns the commercial demand for another pub, restaurant, off licence or hotel. This is not a matter for the L icensing Authority in discharging its licensing functions. ‘Need’ is a matter for planning committees and for the market. Representations made on the basis of need are likely to be rejected. 19.15. All valid representations will form part of a committee report that will become a public document. It will be given to the applicant, their agent, responsible authorities, other persons making representations and any other party requesting a copy as well as the Licensing Sub-committee 10 Policy Page 24 working days prior to the hearing. Anonymous representations will not be accepted. 19.16. Petitions may be submitted as (or as part of) a representation but may not be as informative as individual correspondence and as such may be given less weight when considered by a Licensing Sub-Committee. 19.17. Petitions will only be accepted if on each sheet it clearly shows: • The name and address of the application site, • Reasons for the representation, and • Which of the four Licensing Objectives are relevant. 19.18. Each petitioner must give their name and full addres s including post code. 19.19. Failure to comply with any of the above requirements could lead to the petition being rejected as a representation. 19.20. The Licensing Authority follows the guidance of the Secretary of State concerning the judgments of representation as being irrelevant, vexatious and frivolous. A representation would be ‘irrelevant’ if it does not relate to the application or to the promotion of the licensing objectives in the context of the application. 19.21. In considering whether or not a representation is ‘vexatious or frivolous’ the Licensing Authority must determine whether any ordinary and reasonable person would consider the matter to be vexatious or frivolous. Vexation may arise where, for example, there is a dispute between rival businesses. Frivolous representations would be categorised by a lack of seriousness. 19.22. Where a representation is found to be irrelevant, vexatious or frivolous, the person making it will be informed and that representation will be disregarded. 20. The Role of the Ward Councillor 20.1. Ward Councillors play an important role in the local community. They can make representations in writing and speak at the hearing on behalf of an interested party such as a local resident or local business if specifically requested to do so. They can also make representations as an interested party in their own right (see Annex A with regard to Councillors making representations). 20.2. Ward Councillors may apply for a review of a licence if problems are brought to their attention which justify intervention and relate to the licensing objectives. Policy Page 25 20.3. Ward Councillors are informed of all new applications and any application to vary a licence in their ward. Individual Councillors may publicise an application locally in addition to the statutory publication and advertising carried out by the applicant. 20.4. Local residents and businesses may wish to contact their local ward Councillors in respect of a licence application. Details on how to contact Ward Councillors may be obtained from the Council’s website. 20.5. Ward Councillors may attend hearings of L icensing Sub-Committees considering applications and speak on behalf of local residents and businesses, but only if: • They have made a personal representation; • They have made a representation on behalf of local residents or businesses as ‘community advocates’; or • They have been nominated by (an objector) who cannot attend the hearing or prefers to be represented at the hearing. Note: Where a Ward Councillor makes representations upon an application within their ward in writing to the Head of Administrative, Technical and Business Services within the appropriate statutory period of consultation for the application, and this repres entation has been forwarded to the Licensing Authority, that application shall then be scheduled to be heard by the Licensing Sub- Committee for determination. The Ward Councillor must include in their representations the reasons why they wish the applicati on to be determined by the Sub-Committee and how the application adversely affects the licensing objectives [policy clarification added by full Council on 7 September 2017]. 20.6. If a Councillor as a Member of the Licensing Sub-Committee has been involved in campaigning about a particular application, they should declare any such interest and not take part in any L icensing Sub- Committee hearing considering that application. This does not apply to a Ward Councillor attending a hearing in their capacity following representations, as an interested party or an advocate in support or against a particular application. 21. Decision Making and Licensing Hearings 21.1. Applications for premises licences, club premises certificates, interim authorities, provisional statements, variation of designated premises supervisors and personal licences that do not attract representations will be granted under delegated authority and any conditions, apart from mandatory conditions, will reflect and be consistent with the applicant’s operating schedule. 21.2. The Licensing Authority and other Responsible Authorities, where appropriate, may choose to mediate with the applicant and other parties

Text extracted automatically from the PDF, so layout, tables and images are not shown. Only the start of this long document is shown here. Open the original PDF on LB Hillingdon’s website.

📄 Appendix B - Equality Impact Assessment , item 12. PDF 349 KB
Read the text of this document (7 pages)
Appendix B - Equality Impact Assessment STEP A) Description of what is to be assessed and its relevance to equality What is being assessed? Please tick  Review of a service  Staff restructure  Decommissioning a service  Changing a policy  Tendering for a new service  A strategy or plan  The review of the Council's Statement of Licensing Policy which takes place every 5 years and must be implemented by January 2026. Who is accountable? E.g. Head of Service or Corporate Director London Borough of Hillingdon – ‘The Licensing Authority’ Date assessment completed and approved by accountable person 7th November 2025 Names and job titles of people carrying out the assessment Daniel Ferrer, Licensing Team Manager A.1) What are the main aims and intended benefits of what you are assessing? Comprehensive review and consultation to implement the Council's new Statement of Licensing Policy. As a result, it is intended that this assessment will support effective and efficient delivery of licensing functions and the Council's objectives and allow for stakeholders views to be taken into account. A.2) Who are the service users or staff affected by what you are assessing? What is their equality profile? The main users of the service that will be affected will be the residents of Hillingdon. The resident’s equality profile can be found in the data and analysis from the 2021 Census and the Office for National Statistics. It highlighted the following: Sex Out of the 305,900 residents, 50.6% were recorded as female and 49.4% as male. Age Between the last two censuses (held in 2011 and 2021), the average (median) age of Hillingdon increased by one year, from 35 to 36 years of age. Marriage & Civil Partnership In Hillingdon, the percentage that said they were married (or in a civil partnership) rose from 47.5% in 2011 to 48.7% in 2021. The percentage of adults who had never married or registered a civil partnership in Hillingdon increased from 36.4% to 37.0%, while the percentage of adults who had divorced or dissolved a civil partnership decreased from 7.5% to 7.1%. Religion In 2021, 14.4% of Hillingdon residents described themselves as Muslim, up from 10.6% in 2011. The rise of 3.8 percentage points was the largest increase of all broad religious groups in Hillingdon. In 2021, 39.0% of people in Hillingdon described themselves as Christian (down from 49.2%), while 19.4% reported having "No religion" (up from 17.0% the decade before). Ethnic Group In 2021, 33.3% of Hillingdon residents identified their ethnic group within the "Asian, Asian British or Asian Welsh" category, up from 25.3% in 2011. The 8.0 percentage- point change was the largest increase among high -level ethnic groups in this area. In 2021, 48.2% of people in Hillingdon identified their ethnic group within the "White" category (compared with 60.6% in 2011), while 7.8% identified their ethnic group within the "Black, Black British, Black Welsh, Caribbean or African" category (compared with 7.3% the previous decade). Disability The percentage of people who were identified as being disabled and limited a lot in Hillingdon fell from 8.4% to 6.5%, while the percentage of people who were identified as being disabled and limited a little decreased from 9.6% to 8.2%. A.3) Who are the stakeholders in this assessment and what is their interest in it? Stakeholders Interest Applicants and licence holders Residents Licensing Committee, Cabinet & Council Chief Executive, Corporate Directors & Staff That their premises are compliant with the legislation and government guidance. In addition, that they are fully informed of the process and the implications of the reviewed Statement of Licensing Policy. Ensuring that they are able to examine an application and submit a valid objection/representation under the legislation. Furthermore, that premises are complying with legislation and not having an adverse effect on the community. Ensuring that processes are followed in accordance with licensing legislation and that all information is presented to them in full so appropriate, reasonable and proportionate decisions can be made. Ensuring that processes are followed in accordance with licensing legislation and that all information is presented to them in full so appropriate, reasonable and proportionate decisions can be made. A.4) Which protected characteristics or community issues are relevant to the assessment?  in the box. Only tick the boxes which relate to the data you have in A2. Age  Religion or belief  Disability  Sex  Gender reassignment Sexual Orientation Marriage or civil partnership  Community Cohesion Pregnancy or maternity Community Safety Race/Ethnicity  Other – please state STEP B) Consideration of information; data, research, consultation, engagement B.1) Consideration of information and data - what have you got and what is it telling you? In relation to the ethnic background of residents in Hillingdon, the 2021 Census provides the following breakdown of groups: In addition, the 2021 Census Area Profile provides data regarding household language in the Borough: Household language Households Hillingdon Local Authority count % All households 109,228 100.0 All adults in household have English in England, or English or Welsh in Wales as a main language 80,103 73.3 At least one but not all adults in household have English in England, or English or Welsh in Wales as a main language 11,547 10.6 No adults in household, but at least one person aged 3 to 15 years, has English in England or English or Welsh in Wales as a main language 4,657 4.3 No people in household have English in England, or English or Welsh in Wales as a main language 12,921 11.8 Source: ONS - 2021 Census (TS025) Consultation B.2) Did you carry out any consultation or engagement as part of this assessment? Please tick  NO  YES  If no, explain why: B.3) Provide any other information to consider as part of the assessment The updated Statement of Licensing Policy is not anticipated to have a significant impact as there is a strong degree of consistency between the old and draft document, it is merely reflecting updates to guidance and improvements to service users. On the whole, the amendments proposed have been drafted to clarify, formalise and, in some cases, simplify the processes in relation to applications under the Licensing Act 2003. The main principles and concepts governing the Statement of Licensing Policy and the statutory fees remain consistent with the previous policy Statement and recognise the wider community impacts that the Licensing Authority, residents, business community and other stakeholders must be aware of when participating in the licensing process. The updated Statement of Licensing Policy recognises the need for a balance between the rights of businesses and the community. The Licensing Authority has a public sector equality duty to the following protected characteristics:  Age  Disability  Sex, gender reassignment, sexual orientation  Pregnancy and maternity  Race, religion or belief  Marriage and Civil Partnership Under the Equality Act 20 10 (S.149) a public author ity must, in the exercise of it s functions, have due regard to the need to:- (a) Eliminate discrimination, harassment, victimisation and any other conduct that is prohibited under the 2010 Act (b) Advance equality of opportunity between persons who share a relevant protected characteristic and persons who do not share it (c) Foster good relations between persons who share a re levant protected characteristic and persons who do not share it . C) Assessment What did you find in B1? Who is affected? Is there, or likely to be, an impact on certain groups? C.1) Describe any NEGATIVE impacts (actual or potential): Equality Group Impact on this group and actions you need to take Race/Ethnicity Low Impact. Some residents may require guidance with understanding the details set out in the Policy concerning licensing applications and the submission of representations. The Licensing Team will offer advice on the telephone and will accommodate appointments during office hours. In addition, consideration will be given to officers carrying out site visits to meet residents, so they are able to gain a better understanding of any proposed applications and an effective way of submitting representations. To support residents with limited English proficiency, translated summaries of the Licensing Policy and guidance on how to make representations will be made available upon request. Officers will also consider using interpretation services where appropriate. C.2) Describe any POSITIVE impacts Equality Group Impact on this group and actions you need to take Race/Ethnicity Residents will feel valued and felt heard when expressing their views on be half of their community. Furthermore, better relationships will be formed between Council Officers, members of the public and businesses. The Licensing Policy supports community cohesion and safety by ensuring that licensed premises operate responsibly and do not negatively impact local communities. In relation to the other Equality Groups – Age, Disability, Sex, Marriage and Civil Partnership and Religion, these have also been carefully assessed and it is deemed there will be a low impact. While no specific impacts have been identified for gender reassignment, sexual orientation, pregnancy or maternity, the Licensing Policy applies equally to all residents and does not discriminate on these grounds D) Conclusions Taking into account the data, the responses from the consultation and the purpose and principles of the Licensing Act 2003, it is deemed that the draft Policy will not have any adverse effects on the protected characteristics. The Licensing Authority will cont inue to monitor the implementation of the updated policy to ensure it remains inclusive and responsive to the needs of all residents, particularly those with protected characteristics. Signed and dated: 07.11.2025 Name and position: Daniel Ferrer, Licensing Team Manager

Text extracted automatically from the PDF, so layout, tables and images are not shown. Open the original PDF on LB Hillingdon’s website.

📄 Appendix C - Consultation Responses , item 12. PDF 326 KB
Read the text of this document (5 pages)
Responses Overview Closed 1. Are you responding as: 2. What part of the borough do you live in? Details of wards can be found at https://www.hillingdon.gov.uk/ward-boundaries Responses 8 Average Time 06:57 Duration 46 A resident 5 A business owner 0 Other 3 Belmore ward 0 Charville ward 0 Colham and Cowley ward 0 Eastcote ward 0 Harefield Village ward 0 Hayes Town ward 0 Heathrow Villages ward 0 Hillingdon East ward 0 Hillingdon West ward 0 Ickenham and South Harefield ward 0 Northwood Hills ward 0 Northwood ward 1 Pinkwell ward 2 Ruislip Manor ward 1 Ruislip ward 0 South Ruislip ward 0 Uxbridge ward 3 West Drayton ward 0 Wood End ward 0 Yeading ward 0 Yiewsley ward 0 I live outside of the borough 1 Days APPENDIX: C 3. Please tell us where you live? 1 R esponses Latest R esponses . . . 4. Are the changes to the policy clear? 5. If partially or no, how can we make it clearer? 3 R esponses Latest R esponses " Clearer wording. " . . . 6. Does the policy help you to understand the way in which the Licensing Authority will make decisions and the operating standards expecte d from licensed premises in accordance with the licensing objectives? 7. If partially or no, how can we make it clearer? 2 R esponses Latest R esponses " Clearer wording " . . . Y es 5 P artially 1 No 2 Y es 6 P artially 1 No 1 8. Does the policy provide you with the information that you need to know about how t he Council has a duty to promote the four licensing objectives: • The prevention of crime and disorder; •  The protection of children from harm; • The prevention of public nuisance;  • Public safety (P olicy page 3) 9. If partially or no, what else do we need to include? 1 R esponses Latest R esponses . . . 10. Is there anything you would change or add to the policy? 4 R esponses Latest R esponses " R egular checks of premises selling alcohol. " . . . 11. Do you have any other comments? 2 R esponses Latest R esponses " R egular checks of premises selling alcohol. S top drinking in the street within Hilli … " . . . Y es 7 P artially 0 No 1 12. What is your postcode? 13. What is your gender? 14. Which of the following best describes your sexual orientation? HA4 1 HA5 0 HA6 1 UB3 2 UB4 0 UB5 0 UB6 0 UB7 0 UB8 3 UB9 0 UB10 1 T W6 0 T W19 0 WD3 0 Other 0 Male 2 Female 3 Prefer not to say 3 Bisexual 0 Gay 0 Lesbian 0 S traight/heterosexual 4 Prefer not to say 4 Other 0 15. What is your age group? 16. Do you have a disability? A physical or mental illness or condition that has a substantial and long-term effect on your ability to carry out normal day to day activities. 17. How would you describe your ethnicity? 18. What is your religion or belief? 18-24 0 25-34 0 35-44 1 45-54 2 55-64 2 65+ 1 Prefer not to say 2 Y es 1 No 5 Prefer not to say 2 Asian or Asian British ethnic group or background (Indian, P akistani, Bangladeshi, Chinese or any … 0 Black, Black British, Caribbean, or African ethnic group or background (Caribbean, African, any … 0 Other ethnic group or background (Arab, any other ethnic group) 0 Mixed or multiple ethnic group or background (White and Black Caribbean, White and Black … 0 White group or background (English, W elsh, Scottish, Northern Irish or British Irish, English … 6 Prefer not to say 2 No religion 0 Buddhist 0 Christian (Catholic, Church of England, Protestant, and all other Christian denominations) 5 Hindu 0 Muslim 0 Sikh 0 Jewish 0 Prefer not to say 3 Other 0

Text extracted automatically from the PDF, so layout, tables and images are not shown. Open the original PDF on LB Hillingdon’s website.

Relevant Select Committee
Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in)
Officer(s) to action
Directorate
Classification
13. Public Preview of Confidential Reports PDF 316 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 Vice-Chair 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 316 KB
Read the text of this document (4 pages)
Cabinet report – 23 December 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 – 23 December 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 – 23 December 2025 (Part 1 Public) SUPPORTING INFORMATION ITEM 14 – LAND AT TOWNFIELD SQUARE, HAYES Relevant Cabinet Members Councillor Jonathan Bianco, Cabinet Member for Corporate Services & Property Relevant Ward(s) Hayes Town Relevant Select Committee Corporate Resources & Infrastructure Information The report considers property matters in relation to land at Townfield Square, Hayes, which is surplus to the Council’s operational requirements. ITEM 15 – HAYDON DRIVE, NORTHWOOD HILLS: RESIDENTIAL REDEVELOPMENT Relevant Cabinet Members Councillor Jonathan Bianco, Cabinet Member for Corporate Services & Property Relevant Ward(s) Northwood Hills Relevant Select Committee Corporate Resources & Infrastructure Information The purpose of this report is to seek approval from the Cabinet for the demolition of the existing 16 studio bungalows at Haydon Drive, Northwood Hills and the redevelopment of the site to provide 21 new family -sized houses for social housing. The project will be part funded by a Greater London Authority grant. ITEM 16 – AWARD OF CONTRACTS FOR DEPRIVATION OF LIBERTIES AND INTEGRATED STATUTORY ADVOCACY SERVICES Relevant Cabinet Members Councillor Jane Palmer – Cabinet Member for Health & Social Care Relevant Ward(s) N/A Relevant Select Committee Health & Social Care Information The purpose of this report is to seek approval from the Cabinet to award contracts for two critical adult social care services: 1. Deprivation of Liberties Services - This service provides Independent Best Interests Assessors and Section 12 -approved doctor assessments. These are required to fulfil the Council’s statutory responsibilities under the Mental Capacity Act 2005 and the Deprivation of Liberty Safeguards (DoLS). The goal is to ensure that any deprivation of Cabinet report – 23 December 2025 (Part 1 Public) liberty is lawful, necessary, and in the best interests of individuals who may lack mental capacity. 2. Integrated Statutory Advocacy Service: This service delivers advocacy support as required by several pieces of legislation, including the Care Act 2014, Mental Health Act 1983 (as amended), and the Health and Social Care Act 2012. The advocacy service ensures that individuals have their voices heard, rights respected, and needs met — especially when navigating complex health and social care systems. ITEM 17 – COWLEY MEETING HALL, COWLEY Relevant Cabinet Members Councillor Jonathan Bianco, Cabinet Member for Corporate Services & Property Relevant Ward(s) Colham & Cowley Relevant Select Committee Corporate Resources & Infrastructure Information This report considers property matters in relation to Cowley Meeting Hall, on Cowley Recreation Ground. ITEM 18 – KEY HOUSE, YIEWSLEY Relevant Cabinet Members Councillor Jonathan Bianco, Cabinet Member for Corporate Services & Property Relevant Ward(s) Yiewsley Relevant Select Committee Corporate Resources & Infrastructure Information This report considers property matters in relation to Key House, Yiewsley.

Text extracted automatically from the PDF, so layout, tables and images are not shown. Open the original PDF on LB Hillingdon’s website.

Relevant Select Committee
Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in)
Officer(s) to action
Directorate
Classification
14. Land at Townfield Square, Hayes
RESOLVED: That the Cabinet: 1) Authorises the site to be declared surplus to the Council’s operational requirements and to approve its disposal on the open market; 2) Notes that an offer has been received from the company outlined in the report for the unconditional purchase of the freehold interest in land at Townfield Road Hayes UB3 2EL for the sum set out in the report; 3) Agrees to put the property on the open market for a minimum period of 8 weeks to establish best value in accordance with S123 of the Local Government Act 1972 and; 4) Delegates authority to the Corporate Director of Residents Services, in consultation with the Cabinet Member for Corporate Services & Property, to make all necessary decisions to complete a sale. Reasons for decision The Vice-Chair and Cabinet Member for Corporate Services & Property introduced a report, with recommendations which Cabinet agreed, to dispose of a site surplus to requirements as part of the Council’s disposals programme for the financial year, and to sell it on the open market. Alternative options considered / risk management Options rejected by Cabinet, based on securing best value and financial reasons were leasing the site, re-developing the site or a direct sale. 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, Monday 5 January 2026. If not called-in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Richard Mortimer 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).
Relevant Select Committee
Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in)
Officer(s) to action
Directorate
Classification
15. Haydon Drive, Northwood Hills: Residential Redevelopment
RESOLVED: That the Cabinet: 1) Agree the demolition of 16 Studio Bungalows and the development of 15 x 4 bedroomed houses and 6 x 3 bedroomed Houses for the use of social houses at Haydon Drive as set out on the attached plan for expected completion by 30 January 2028 at an estimated cost of £12.7m. 2) Agree to progress the Section 80 Notice of Intention to demolish the bungalows providing the required six-week notice. 3) Note that planning consent was received from the Hillingdon Planning Committee and Grant of Permissions was achieved on the 2 October 2025. 4) Note that Officers have progressed the project to tender (tender closed 2 December 2025). 5) Agree to accept £5,597,296 grant funding from the GLA for the project. 6) Note the GLA requirement to be in contract with the contractor and the required start on site in February 2026 for necessary works progressed during March 2026. 7) Approve the release of £191k to facilitate start on site February / early March to secure the GLA Funding of £5,597,296, as set out in Appendix A. 8) Delegate authority to the Corporate Director of Resident Services, in consultation with the Cabinet Member for Corporate Services & Property, to make any further necessary decisions with regard to the project’s implementation. Reasons for decision Cabinet agreed to progress ahead with a scheme to develop 21 family sized- houses and associated works. The Vice-Chair and Cabinet Member for Corporate Services & Property welcomed the external funding for the project. Alternative options considered and rejected Due to the housing needs requirement in the Borough for larger family sized homes, Cabinet considered that development was the only option to progress. 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, Monday 5 January 2026. If not called-in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Michael Naughton / Carmel Hynes 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).
Relevant Select Committee
Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in)
Officer(s) to action
Directorate
Classification
16. Award of contracts for Deprivation of Liberties and Integrated Statutory Advocacy Services
RESOLVED: That the Cabinet: 1) Accepts the tender from Reed Specialist Recruitment Limited for the provision of Lot 1 Deprivation of Liberties Services to the London Borough of Hillingdon at a total cost of £3,330k over a five-year period from 1st April 2026 and with the option to extend for a further one year at a minimum cost of £666k. Furthermore, agrees that this option to extend be delegated to the Corporate Director of Adult Social Care & Health, in consultation with the relevant portfolio Cabinet Member. 2) Accepts the tender from The Advocacy People for the provision of Lot 2 Integrated Statutory Advocacy Services to the London Borough of Hillingdon at a total cost of £1,441k over a five-year period from 1st April 2026 and with the option to extend for a further one year at a minimum cost of £288,254.81. Furthermore, agrees that this option to extend be delegated to the Corporate Director of Adult Social Care & Health, in consultation with the relevant portfolio Cabinet Member. 3) Notes the hybrid approach to Best Interest Assessments through a combination of an external provider and internal Best Interest Assessors. Reasons for decision The Cabinet Member for Health & Social Care introduced a report and recommendations, which Cabinet agreed, to award two contracts following a tendering exercise, the first being for the provision of Deprivation of Liberties Services providing Independent Best Interests Assessors and Section 12-approved doctor assessments to help meet the Council’s legal duties, and the second relating to advocacy support so individuals have their voices heard, rights respected, and needs met especially when navigating complex health and social care systems. Alternative options considered and rejected Options rejected for relevant business and financial reasons were an in-house team, using multiple providers for such services or a separate provider for out-of-borough and mental health advocacy services. 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, Monday 5 January 2026. If not called-in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Sarah Baker / Graham Puckering 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 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).
Relevant Select Committee
Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in)
Officer(s) to action
Directorate
Classification
17. Cowley Meeting Hall, Cowley
RESOLVED: That: 1) Cowley Meeting Hall be declared surplus to operational requirements and disposed of as set out on the site plan. 2) Officers be authorised to proceed with a statutory public consultation on the intention to dispose of a property within an open space, in accordance with section 123 of the Local Government Act 1972, with consideration of consultation responses delegated to the Corporate Director of Residents Services, in consultation with Cabinet Member for Corporate Services and Property. 3) Authority be delegated to the Corporate Director of Residents Services, in consultation with the Cabinet Member for Corporate Services and Property, to agree the method of sale and make all other necessary decisions regarding the property transaction, including final sale. Reasons for decision The Vice-Chair and Cabinet Member for Corporate Services & Property introduced a report to dispose of a site surplus to requirements. The Vice-Chair explained the background to the matter and moved an amendment to the report’s recommendations, to provide for further discussion to take place with officers on the method of sale, before final decisions were made. Alternative options considered and rejected Other property options considered and rejected were as set out in the confidential report. Relevant Select Committee Corporate Resources & Infrastructure Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Cabinet’s decisions on this matter can be called in by a majority of the select committee by 5pm, Monday 5 January 2026. 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).
Relevant Select Committee
Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in)
Officer(s) to action
Directorate
Classification
18. Key House, Yiewsley
RESOLVED: That the Cabinet: 1) Approves the release of the two restrictive covenants in place on Key House providing 30% of the sale price is paid to the Council. 2) Agree to hold the funds as ring fenced funds for the charity's use in buying a replacement property in the London Borough of Hillingdon, in the following 36 months, should this be required. 3) Agree to place a new restrictive covenant on the new property when acquired to protect the Council’s future interest. 4) Delegate all future decisions concerning the sale or future purchase transaction to the Corporate Director of Residents Services, in consultation with the Cabinet Member for Corporate Services and Property. Reasons for decision The Vice-Chair and Cabinet Member for Corporate Services & Property introduced a report, with recommendations which Cabinet agreed, in relation to releasing restrictive covenants the Council had previously put in place when it sold the property in 2002, following discussions with the current freehold owner, a charitable organisation. Alternative options considered and rejected Other property options, set out in the confidential report were rejected in order to ensure financial interests and best value obligations were met. 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, Monday 5 January 2026. If not called-in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Andrew Low 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).
Relevant Select Committee
Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in)
Officer(s) to action
Directorate
Classification
19. Any other items the Chairman agrees are relevant or urgent
Item 5, the Cabinet’s budget proposals was taken as an urgent item. No further items were considered. The meeting closed at 7.46pm 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, Monday 5 January 2026 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
Internal Use only*
When can these decisions be implemented by officers?
Councillor scrutiny call-in of these decisions
Notice
Page Updated:
The documents made available on this website are all public documents originally published by Hillingdon Council.
This website is an independent resident-led project and is not associated with the London Borough of Hillingdon or Hillingdon Council.
Please join your nearest Residents' Association to keep up-to-date with events in your local community.
For questions, suggestions or complaints about this webpage please get in touch.

Meetings Home | View All Updates | Debug | About

Hillingdon Docs: Home | About
Sections: Decisions | Meetings | News
Planning: Ruislip & Ruislip Manor | Eastcote | Ickenham | South Ruislip | Whole Borough | HMOs