Cabinet

_________________________________________________________________________ - Page 1 - Minutes & Decisions CABINET 7pm, Thursday, 15 January 2026 Meeting held at Committee Room 6 - Civic Centre, High Street, Uxbridge UB8 1UW Decisions Published on: 16 January 2026 Decisions come into effect from: 5pm, 23 January 2026 or as stated Cabinet Members Present: Ian Edwards (Chair) Susan O'Brien Jane Palmer Eddie Lavery Steve Tuckwell Wayne Bridges Members also Present: Scott Farley 1. APOLOGIES FOR ABSENCE Apologies were received from Councillor Jonathan Bianco. 2. DECLARATIONS OF INTEREST IN MATTERS BEFORE THIS MEETING No interests were declared by Members present. 3. TO APPROVE THE MINUTES OF THE LAST CABINET MEETING The minutes and decisions of the Cabinet meeting held on 23 December 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. LOCAL DEVELOPMENT SCHEME (TO RECOMMEND TO COUNCIL) RESOLVED: That Cabinet: 1) Endorse and recommend the revised draft Local Development Scheme (LDS) (Appendix 1) for adoption by Full Council. 2) Note that following adoption of the LDS the Planning Policy team will notify stakeholders, including updating the Planning Policy pages of the Hillingdon website, and emailing contacts on the Local Plan mailing list. 3) Note that if ne w planning regulations are introduced prior to Full Council, that the LDS w ould be adopted as a Local Plan timetable under the new plan-making system. Reasons for decision The Cabinet Member for Planning, Housing and Growth presented a report seeking Cabinet endorsement of a revised Local Development Scheme (LDS), to be recommended to full Council for adoption. It was noted that the LDS was a statutory document that set out the timetable for preparing the Borough’s Local Plan, which would shape development in Hillingdon over the next 15 years. The Cabinet Member explained that the plan must be credible, up to date and capable of being found sound. Although officers had progressed work and built a strong evidence base, it had become clear that the existin g timetable adopted in 2025 was no longer deliverable due to major external changes. The Cabinet Member highlighted three key risks: significant increases in Hillingdon’s housing target under the revised national standard method, alongside expected higher targets in the new London Plan; national planning reforms under the Levelling Up and Regeneration Act introducing a new plan -making system from January 2027; and uncertainty regarding Heathrow Airport expansion, with a revised National Policy Statement exp ected in 2026. Proceeding under the existing timetable risked producing an unsound Local Plan. The Cabinet Member advised that th e revised LDS would provide a more realistic and robust pathway, aligning the Local Plan with the new national system and enabling proper consideration of housing need, the Green Belt and Heathrow. It was noted that costs were covered within existing budgets and Government funding. The Cabinet Member thanked officers for their extensive work in a fast -moving policy context and no ted that the revised approach would avoid rushing a flawed plan, ensuring a sound and defensible document that placed residents first. Alternative options considered and rejected Alternative options, including a partial plan, wer e c onsidered but rejected due to higher costs, additional consultation requirements and the inabilit y to address core strategic issues. _________________________________________________________________________ - Page 3 - Relevant Select Committee Residents’ Services Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Not for call-in. As related to the Council’s development plan, i.e. policy framework documents, this is now referred immediately to full Council for decision. Officer(s) to action Lloyd White / Gavin Polkington Directorate Chief Executive’s Office / 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 6. PROPOSAL TO LOWER THE AGE RANGE OF WHITEHEATH INFANT & NURSERY SCHOOL, RUISLIP RESOLVED: That the Cabinet: 1) Duly considers the outcome of the consultation and responses received; 2) Agrees that the age range of Whiteheath Infant and Nursery School be changed from 3-7 to 2-7 years. Reasons for decision The Cabinet Member for Children, Families and Education introduced a report proposing to lower the age range of Whiteheath Infant and Nursery School. It was corrected by the Cabinet Member that the school currently served children aged 3 to 7, as it was an infant and nursery school rather than up to primary school age of 11 as shown in the report and recommendation, and that the intention was to extend provision to include two-year-olds, creating an age range of 2 to 7. The proposal had been brou ght forward in response to growing demand for funded early years education and childcare, particularly for two -year-olds now entitled to up to 15 hours of funded provision. Offering places within a school environment would give parents additional choice alongside private and voluntary sector nurseries. An addendum was included to reflect the comments of the Children, Families and Education Select Committee from 7 January. The Committee noted that lowering the age range would increase childcare options in R uislip and surrounding areas and help address the local shortfall in provision. While recognising that existing c hildcare providers might have concerns about increased competition, the Committee highlighted that the school would operate a different model, offering term-time-only provision. Cabinet noted the rationale and agreed the proposed age -range change as updated and recommended by the Cabinet Member. _________________________________________________________________________ - Page 4 - Alternative options considered and rejected Cabinet could have maintained the current age range or have established a separate early years unit but discounted these for a variety of reasons as set out in the report. Relevant Select Committee Children, Families and Education Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Cabinet’s decisions on this matter can be called in by a majority of the select committee by 5pm, Friday 23 January 2026. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Abi Preston / Kathryn Angelini Directorate Children’s Services Classification Public - The report and any background papers relating to this d ecision by the Cabinet are available to view on the Council's website or by visiting the Civic Centre, Uxbridge 7. TEMPORARY ACCOMMODATION ACTION PLAN MONITORING RESOLVED: That Cabinet notes the content of the quarterly update report. Reasons for decision The Cabinet Member for Planning, Housing and Growth presented the quarterly update on the temporary accommodation strategy and action plan first agreed by Cabinet in February 2025. Continued progress was reported across all key areas, including increasing the supply of housing to prevent and resolve homelessness through new social rented homes and property acquisitions. Phase one of negotiations with temporary accommodation providers had been completed, delivering cost reductions, and phase two was underway to achieve further savings. Despite this progress, demand from homeless households remained high, particularly due to Hilling don’s role as a Port Authority for Heathrow Airport and the limited availability of suitable and affordable priva te rented accommodation. As a result, some families were staying in temporary accommodation for longer periods, placing additional pressure on the homelessness budget. Officers were exploring innovative approaches to expand the supply of leased and private rented sector homes. The Cabinet Member reaffirmed the strategic aim of enabling residents to live in good quality, affordable homes, support ing strong and safe communities, and reducing reliance on temporary accommodation. The update demonstrated tangib le progress while recognising the ongoing financial and demand-driven challenges. The Leader of the Council stressed the importance of closely monitoring temporary accommodation pressures, noting that housing -related costs were affecting councils nationwide and that regular oversight of the strategy remained essential. _________________________________________________________________________ - Page 5 - Alternative options considered and rejected None. Relevant Select Committee Residents’ Services Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Not for call-in, as noting only. Officer(s) to action Debby Weller Directorate Residents Services Classification Public - The report and any background papers relating to this decision by the Cabinet are available to view on the Council's website or by visiting the Civic Centre, Uxbridge 8. PUBLIC PREVIEW OF CONFIDENTIAL REPORTS RESOLVED: That Cabinet note the reports to be considered later in private and Part 2 of the Cabinet agenda and comment on them as appropriate for public information purposes. Reasons for decision The Leader of the Council introduced the 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 Coun cil's website or by visiting the Civic Centre, Uxbridge. _________________________________________________________________________ - Page 6 - 9. VOID CONTRACT VARIATIONS AND STRATEGIC RESPONSE TO HOUSING TARGETS RESOLVED: That the Cabinet: 1. Approve a formal variation of the existing Voids Repair Service Contracts (Lots 1–3) to meet increased demand and support delivery of enhanced void standards and housing decency targets as follows: 1. Lot 1 appointed to R Bensons at a value of £2.65m 2. Lot 2 appointed to Pilon Ltd at a value of £5.65m 3. Lot 3 appointed to PFL Electrical Ltd at a value of £6.45m 2. Approve the realignment of contractor geo graphical areas to ensure balanced workloads and more efficient use of resources. 3. Delegate authority to the Corporate Director of Resident Services, in consultation with Cabinet Member Portfolio Holders, to take any necessary ancillary decisions to implement the contract variations and area realignments. Reasons for decision The Cabinet Member for Planning, Housing & Growth introduced a report and recommendations, which Cabinet agreed, to vary the Council’s contracts for repairing and refurbishing empty council homes to meet higher standards and address increased demand. Alternative options considered and rejected Cabinet could have decided to undertake a full re -tendering exercise or redist ribute existing resources but considered both options unviable at the current time. 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 c ommittee by 5pm, Friday 23 January 2026. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Liam Bentley Directorate Residents Services Classification Private - Whilst the Cabinet's decisions above are always made public, the officer report relating to this matter is not because it was considered in the private part of the meeting and contained information relating to the financial or business affairs o f any particular person (including the Authority holding that information) and the public interest in withholding the information outweighed the public interest in disclosing _________________________________________________________________________ - Page 7 - 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). 10. PROVISION OF VOUCHERS INCLUDING FOOD AND ESSENTIAL GOODS SUPPORT SCHEME RESOLVED: That the Cabinet accept the Direct Award to Reward Gateway known as Edenred (UK) Limited for the provision of vouchers to the London Borough of Hillingdon for a thirty - eight month period from 1 February 2026 to 31 March 2029 and at the value of £6,600k which is funded in full from Department of Work and Pensions (DWP) grant funding at no cost for the authority. Reasons for decision The Cabinet Member for Children, Families & Education introduced a report and recommendations, which Cabinet agreed , to continue the Government -backed voucher scheme to support residents in need and free meal vouchers during school holidays, noting this was fully funded by the Government. Alternative options considered and rejected The Cabinet could have decided not to award a new contract or run a further competitive procurement exercise, but considered these options would result in non- compliance or disruption to residents receiving the vouchers. 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, Fr iday 23 January 2026. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Tracie Bushell 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 Gov ernment Act 1972 (as amended). _________________________________________________________________________ - Page 8 - 11. DOMESTIC GAS SERVICING AND BOILER INSTALLATIONS CONTRACTS RESOLVED: That the Cabinet approves the realignment of the TSG and VHL contracts to enable a combined approach to gas servicing and boiler install ation and agrees: 1. The extension of the TSG contract for a further 8 months until September 2026, with a total contract value of £1,000,000; and 2. The merger of the boiler installation and servicing contracts into a single consolidated agreement. Reasons for decision The Leader of the Council introduced a report and recommendations, which Cabinet agreed, to align the end date of a contract for domestic gas servicing and boiler installations, to provide for a more unified procurement process for such services in the future. Alternative options considered and rejected None, due to statutory requirements to undertake such services. 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 23 January 2026. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Mike Emmett / Nick Green Directorate Resident 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 inf ormation 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 Sec tion 100(A) and paragraph 3 of Part 1 of Schedule 12 (A) to the Local Government Act 1972 (as amended). _________________________________________________________________________ - Page 9 - 12. CLEAN & WASTEWATER SERVICES CONTRACT RESOLVED: That the Cabinet a ccepts the tender from Anglian Water Business (National) Ltd., trading as Wave Utilities, for the provision of Clean and Wastewater Services to the London Borough of Hillingdon for a 4-year period from 1st May 2026 to 30th April 2030 and at the projected contract value of £1,858,309. Reasons for decision The Leader of the Council introduced a report and recommendations, which Cabinet agreed, to award a new four -year contract for clean and wastewater services for its corporate (non -household) sites, following a competitive process secured through work with other local authorities. Alternative options considered and rejected None, as by not securing a new contract, the Council would move onto a more expensive tariff. 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 23 January 2026. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Richard Coomber 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 a ccordance with Section 100(A) and paragraph 3 of Part 1 of Schedule 12 (A) to the Local Government Act 1972 (as amended). _________________________________________________________________________ - Page 10 - 13. PLANNING, BUILDING CONTROL AND LAND CHARGES IT SYSTEM RESOLVED: That: 1) The direct award from Arcus Glo bal via the G-Cloud 14 framework agreement for the provision of implementation, hosting, licences, support and maintenance of the Council’s Planning, Building Control and Land Charges systems to the London Borough of Hillingdon for a 3+1 year period from 1 February 2026 to 31 January 2030 and at the cost of £956,500, be approved. 2) The capital release request of £2,549,550 from the 2025/26 Corporate Technology & Innovation budget to fund the implementation costs of the planning, building control and land char ges IT system be agreed, including appointing 13 additional agency workers (Appendix A). 3) Authority be delegated to the Chief Operating Officer, in consultation with the Cabinet Member of Finance and Transformation and the Chief Financial Officer, to make further necessary decisions with regard to the project’s implementation. 4) To procure from Esri UK Limited, through a Contract Change Not ice (CCN) or contract variation on the existing 5 -year contract for the provision of the Esri GIS licences to use the GIS mapping functionality in Arcus to plot and view planning applications at the cost of £100,800, be agreed. 5) The full programme of works costs over the 3+1 year period, including revenue and capital across General Fund will be £3,312,850, be noted. Reasons for decision The Cabinet Member for Planning, Housing & Growth introduced a report and recommendations, which Cabinet agreed, to upgrade its core IT system for planning, building control, and land charges given that the current system need ed to be replaced. The Cabinet Member noted this would improve the digital experience for user and residents. Alternative options considered and rejected The Cabinet could have decided to continue with the current system or re -tender for a new system, but discounted thes e options for both financial and operational reasons as set out in the confidential report. Relevant Select Committee Corporate Resources & Infrastructure Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Cabinet’s decisions on this matter can be called in by a majority of the select committee by 5pm, Friday 23 January 2026. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Helen Vincent Directorate Corporate Services Classification Private - Whilst the Cabinet's decisions above are _________________________________________________________________________ - Page 11 - always made public, the officer report relating to this matter is not be cause 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 Sched ule 12 (A) to the Local Government Act 1972 (as amended). 14. CORPORATE DISPOSALS PROGRAMME 2025/26: GARAGE DISPOSALS STRATEGY RESOLVED: That the Cabinet: 1) Declares the sites set out in Appendix 1 surplus to operational requirements. 2) Approves the transfer/sale of the 39 potentially developable garage blocks as set out in Appendix 1 (site plans marked green) to the Housing Revenue Account or on the open market via treaty sales. 3) Delegates authority to the Corporate Director of Residents Se rvices, in consultation with the Corporate Director of Financ e (s151 Officer) and Cabinet Member for Corporate Services & Property, to make any further necessary decisions with regards to the sale or use of these properties. Reasons for decision The Leader of the Council introduced a report and recommendations, which Cabinet agreed, to sell thirty -nine underused garage sites across the Borough or transfer them to the Housing Revenue Account for creating additional social housing for residents. Alternative options considered and rejected Cabinet could have considered retaining the vacant sites, selling them individually or at auction, but discounted these options for a variety of financial and service reasons. 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 23 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 _________________________________________________________________________ - Page 12 - always made public, the officer report relating to this matter is not b ecause it was considered in the private part of the meeting and contained information relating to the financial or business affairs of any particular person (including the Authority holding that information) and the public interest in withholding the information outweighed the public interest in disclosing it in acc ordance with Section 100(A) and paragraph 3 of Part 1 of Schedule 12 (A) to the Local Government Act 1972 (as amended). 15. CORPORATE DISPOSALS PROGRAMME 2025/26: FORMER SOUTH RUISLIP YOUNG PERSONS CENTRE, SOUTH RUISLIP RESOLVED: That the Cabinet: 1) Notes its decision on 14 September 2023 regarding service use of the now former South Ruislip Young Persons Centre, following consultation and the approval of the new Youth Officer and Delivery Model. 2) Declares the property known as South Ruislip Y oung Persons Centre (YPC), Victoria Road, South Ruislip, HA4 0JE as surplus to requirements (see location plan at Appendix A); 3) Approves the disposal and the sale of the freehold interest of the site on the open market on the terms and conditions as set out in this report; 4) Delegates authority to the Corporate Director of Residents Services, in consultation with the Cabinet Member for Corporate Services and Property, to make any further necessary decisions regarding the disposal and the sale. Reasons for decision The Cabinet Member for Children, Families & Education introduced a report and recommendations, which Cabinet agreed, to dispose and sell the former South Ruislip Young Persons Centre, n ow vacant after youth services were relocated to more accessible locations as part of the Council’s updated Youth Delivery Strategy in 2023. Alternative options considered and rejected Cabinet could have considered re-development of the site or repurposi ng for service use, but discounted these options for various financial and operational reasons as set out in the confidential report. _________________________________________________________________________ - Page 13 - 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 23 January 2026. 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 inform ation 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 Sectio n 100(A) and paragraph 3 of Part 1 of Schedule 12 (A) to the Local Government Act 1972 (as amended). 16. CO-MINGLED DRY MIXED RECYCLING CONTRACT RESOLVED: That the Cabinet: 1. Accept the tender from Biffa Waste Services Limited for the collect ion, treatment and marketing of Recyclable Materials on behalf of the London Borough of Hillingdon for a three -year period from 1 April 2026 to 31 March 2029 and at the value of c£3.7m 2. Furthermore, agrees that this includes the provision to extend the contract for a four -year period (at two -year increments), delegating approval of any extension to the Corporate Director of Resident Services, in consultation with the Cabinet Member Portfolio Holder. Reasons for decision The Cabinet Member for Community & Environment introduced a report and recommendations, which Cabinet agreed, to award a contract for the collection, sorting, processing, and marketing of recyclable materials following a competitive process to ensure compliance with the Council’s recycling duties. Alternative options considered and rejected None, as not awarding the contract would result in the cessation of the recycling service. Relevant Select Committee Residents’ Services Expiry date for any scrutiny call-in / date Cabinet’s decisions on this matter can be called in by a majority of the select committee by 5pm, Friday 23 _________________________________________________________________________ - Page 14 - decision can be implemented (if no call-in) January 2026. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Daniel Long Directorate Residents Services Classification Private - Whilst the Cabinet's decisions above are always made public, the officer report rel ating to this matter is not because it was considered in the private part of the meeting and contained information rela ting 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) a nd paragraph 3 of Part 1 of Schedule 12 (A) to the Local Government Act 1972 (as amended). 17. CORPORATE DISPOSALS PROGRAMME 2025/26: LAND AT MICAWBER AVENUE, UXBRIDGE RESOLVED: That the Cabinet: 1) Declares the property known as Land at Micaw ber Avenue, Uxbridge, UB8 3NZ as surplus to requirements (see location plan at Appendix A); 2) Approves the disposal and sale of the freehold interest of Land at Micawber Avenue on the open market on the terms and conditions as set out in this report; 3) Delegates authority to the Corporate Director of Residents Services, in consultation with the Cabinet Member for Corporate Services and Property, to make any further necessary decisions regarding the disposal and the sale. Reasons for decision The Leader of the Council introduced a report and recommendations, which Cabinet agreed, to sell the freehold of the land and buildings at Micawber Avenue, Uxbridge, now vacant and in poor condition. Alternative options considered and rejected Cabinet could have decid ed to lease the property or re -develop the site but discounted these due planning and financial reasons. Relevant Select Committee Corporate Resources & Infrastructure Expiry date for any scrutiny call-in / date Cabinet’s decisions on this matter can be called in by a majority of the select committee by 5pm, Friday 23 _________________________________________________________________________ - Page 15 - decision can be implemented (if no call-in) January 2026. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Tom Prevezer Directorate Residents Services Classification Private - Whilst the Cabinet's decisions above are always made public, the officer report relating to this matter is not because it was considered in the private part of the meeting and contained information relating to the financial or business affairs of any particular person (including the Authority holding that information) and the public interest in withholding the information outweighed the public interest in disclosing it in accordance with Section 100(A) and paragraph 3 of Part 1 of Schedule 12 (A) to the Local Government Act 1972 (as amended). 18. CORPORATE DISPOSALS PROGRAMME 2025/26: FORMER SKILLS HUB SITE, YIEWSLEY RESOLVED: That Cabinet: 1. Agrees that the former Skills Hub site, Yiewsley, set out in Appendix 1 site plan, be declared surplus to operational requirements and the Council’s freehold interest to be disposed of on the open market, subject to the consent of the Secretary of State of Education. 2. Delegate authority to the Corporate Director of Residents Services, in consultation with the Cabinet Member for Corporate Services and Property, to agree the final sale terms of the transaction and complete the sale, and to make all necessary decisions required regarding the site. Reasons for decision The Cabi net Member for Children, Families & Education introduced a report and recommendations, which Cabinet agreed, to sell the former Skills Hub site at Providence Road, Yiewsley, no longer planned for educational purposes. Alternative options considered and rejected Cabinet could have decided to redevelop the site, rent and retain the site or do nothing. These options were discounted for vario us financial and planning reasons as set out in the confidential report. Relevant Select Committee Corporate Resources & Infrastructure Expiry date for any scrutiny call-in / date decision can be Cabinet’s decisions on this matter can be called in by a majority of the select committee by 5pm, Friday 23 January 2026. If not called -in by then, C abinet’s _________________________________________________________________________ - Page 16 - implemented (if no call-in) 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 beca use 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). 19. ANY OTHER ITEMS THE CHAIRMAN AGREES ARE RELEVANT OR URGENT No further business was considered. The meeting closed at 7.19pm 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 23 January 2026 However, this is subject to the decision not being c alled in by Councillors on the relevant Select Committee. Upon receipt of a valid call-in request, Democratic Services will immediately advise the relevant officer(s) and the Cabinet decision must then be put on hold. Councillor scrutiny call-in of these decisions Councillors on the relevant Select Committee shown in these minutes for the relevant decision made may request to call-in that decision. The call -in request must be before the expiry of the scrutiny call-in period above. Councillors should use the Scrutiny Call-in App (link below) on their devices to initiate any call -in request. Further advice can be sought from Democratic Services if required: Scrutiny Call-In - Power Apps (secure) Notice These decisions have been taken under The Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012. This Cabinet meeting was also broadcast live on the Council’s YouTube channel here for wider resident engagement. _________________________________________________________________________ - Page 17 - Please note that these minutes and decisions are the definitive record of 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

Cabinet Report – 19 February 2026 (Part 1 – Public) COUNCIL BUDGET – 2025/26 BUDGET MONITORING – Month 9 Cabinet Member & Portfolio Councillor Eddie Lavery Cabinet Member for Finance & Transformation Responsible Officer Steve Muldoon, Corporate Director of Finance Report Author & Directorate Jon Alsop, Interim Head of Finance Business Partnering 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 December 2025 (Period 9) 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 December 2025 (Period 9), the General Fund forecast shows an overspend of £35.9m, a favourable movement of £0.1m from Month 7. The aggregate year to date forecast overspend is mainly driven by service operations 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 signif icant 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 £2.9m, a £9.6m increase in the forecast closing deficit reserve position. The deficit for 2025/26 represents an improvement of £ 5.4m on the 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 £75.5m. The statutory override is in place until March 2028 while the Council continues with its deficit management plan. Recent Government announcements on the Local Government Funding Settlement indicate that the Government will cover 90% of the DSG deficit for council, which will land in the form of a grant in the autumn of 2026. Housing Revenue Account (HRA) The 2025/26 HRA revenue budget consists of £85.7m expenditure matched by an equivalent level of income (rents, service charges and other contributions). The Month 9 forecast shows expected expenditure of £ 85.3m. This variance comprises a £1.3m pressure against service expenditure offset by a reduction of £1.7m in the revenue contribution to the capital programme. Cabinet Report – 19 February 2026 (Part 1 – Public) General Fund and HRA Capital Programmes The Council set itself ambitious targets to invest in local services, infrastructure and homes during 2025/26 – a total of £3 57.5m being budgeted across both the General Fund and HRA areas in 2025/26. 73.6% of that target is now expected to be spent in year, with the majority of the underspend potentially rephased into 2026/27, subject to further ongoing review. The General Fund capital programme budget included £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 and reduced as part of the Month 9 forecast. 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. Notes the revenue and capital budget monitoring position s and treasury management update as at December 2025 (Month 9) as set out in Part A of the report, furthermore, noting the actions proposed by officers. 2. Approves a change to the funding basis for a cohort of 21 in-house residential acquisitions, whereby funding of £3.45m is switched from Right to Buy (RTB) receipts to £4.54m of Greater London Authority (GLA) grant funding, within the Council’s existing approved acquisition programme. The balance enables a reduction in the Council’s borrowing requirement of £1.09m. 3. Approves the repurposing of £3.285m of Earmarked Reserves as at 31 March 2025 to rectify changes required by the External Auditors to the final 2024/25 Accounts. 4. Approves a change to the Treasury Management Strategy to allow the use of capital resources for revenue purposes up to Exceptional Financial Support (EFS) limits should the Government “be minded” to approve the Council’s application. 5. Grants permission to liquidate the Council’s £15m of longer-term investments to protect the Council’s cash position if required in March. 6. Approves acceptance of £155k of grant funding from the Violence Reduction Unit (VRU) for 2025/26 for direct investment in prevention activity for children at risk of suspension and exclusion from school. Cabinet Report – 19 February 2026 (Part 1 – Public) 7. Approves acceptance of £149,560 of grant funding from the Ministry of Defence (M OD) for 2025/26 and 2026/27 for direct investment in improving outcomes for service children and strengthening school support models. 8. Approves acceptance of £16k of grant funding from the Department for Education (DfE) for 2025/26 for direct investment in improving the mentoring provision offered to Early Career Teachers enrolled with Learn Hillingdon. 9. Approves acceptance of £242 k of grant funding from NHS England via the ICB. Partnerships for Inclusion of Neurodiversity in Schools (PINS) is a national programme funded by Department for Education (DfE) and supported by the Department for Health and Social Care (DHSC) and NHS England (NHSE). 10. Approves acceptance of £677,948 of grant funding from the Department for Education (DfE) for 2026/27 to support the im plementation and delivery of the Staying Close initiative in Hillingdon. 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. 2. Recommendation 2 will enable the Council to maximise its drawdown of available GLA funding ahead of the 31 March 2026 deadline, releasing Right to Buy receipts for use in future years and reduces the Council’s overall borrowing requirement. 3. Recommendation 3 will enable the Council to comply with 2024/25 audit recommendations to approve a change to the use of earmarked reserves. 4. Recommendation 4 will enable the Council to take advantage of EFS funding approved by Government. 5. Recommendation 5 is required to enable protection of the Council’s cash position 6. Recommendation 6 requests acceptance of grant funding that has been offered by the VRU for the period April 2025 to March 2026 which, if accepted by Cabinet, will be utilised to cover the staffing costs associated with targeted prevention initiatives that reduce exclusions and serious youth violence, improve engagement in education, and support vulnerable children and families who are affected by school exclusion. The funding enables collaboration with schools and partners to provide early intervention and tailored support, helping young people stay in education and reducing the need for statutory intervention. 7. Recommendation 7 requests acceptance of grant funding that has been offered by the MOD for the period July 2025 to June 2027 which, if accepted by Cabinet, will be utilised to cover the staffing costs associated with strengthening support for service children across Hillingdon. Staff will deliver targeted interventions to service children, as well as working with schools in the borough who have high numbers of children from this cohort. 8. Recommendation 8 requests acceptance of grant funding that has been offered by the DfE for the period April 2025 to March 2026 which, if accepted by Cabinet, will be used to strengthen support for Early Career Teachers. The funding will enable us to train experienced practitioners as accredited mentors, provide protected time for mentoring activity, and embed high-quality professional development across participating institutions. This investment will Cabinet Report – 19 February 2026 (Part 1 – Public) help improve teacher confidence, retention, and classroom practice, ensuring that new teachers receive consistent, evidence -based guidance during their first years in the profession. 9. Recommendation 9 - The new project PINS 2 (2025-26) is a cross-borough project, building on the first year of the pilot. Project Year one (2024 -25) included 40 schools across Harrow and Hillingdon. The 2025-6 project includes 10 schools from the London Borough of Brent, 7 from City of Westminster, 6 from London Borough of Harrow and 6 from the London Borough of Hillingdon. PINS was launched in 2024/25 to brin g health and education specialists and expert parent carers together to make improvements for neurodivergent children in mainstream primary school settings. The programme is being extended for a further year until March 2026 and will continue to be subject to ongoing evaluation to help inform future policy and any resourcing recommendations for early intervention programmes. The grant funding has been offered for a time limited period April 2025 – March 2026 which, if accepted by the Cabinet, will be utilised to deliver year 2 of the pilot project for PINS. Up to 15% of the total budget should be used to embed the learning with the schools in Harrow and Hillingdon that participated in PINS during 2024/25. The funding includes ring-fenced funding for local PCFs Parent/Carer Forums of a notional amount of £1,000 per new school participating in PINS. The remaining budget is to be used for project management and to commission support and interventions for schools based on the needs identified in the self -assessments across the four London boroughs. This is in line with the agreed delivery plan dated February 2025. 10. Recommendation 10 seeks approval to accept grant funding offered by the DfE for the period April 2026 to March 2027. If accepted by Cabinet, this funding will be used to deliver Hillingdon’s Staying Close model, including staffing, practical support for young people and the development of partnership -based delivery arrangements. The grant will ensure that young people leaving care have access to con sistent support, practical help and positive relationships as they move towards independence, reducing the risk of placement breakdown and improving long-term outcomes. Alternative options considered / risk management 11. There are no other options proposed for consideration. Select Committee comments None at this stage. Cabinet Report – 19 February 2026 (Part 1 – Public) 2025/26 MONTHLY BUDGET MONITORING SUMMARY GENERAL FUND REVENUE 12. As at Month 9, the Council is forecasting a net overspend of £ 35.9m on its core operating activities. This includes overspends of £26.1m 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 £1.0m of interventions, which are expected to benefit the revenue position through measures such as spend control measures, increased grants, and a rebate from the WLWA. Period 9 (December) Revenue Forecast Forecast Budget Forecast Variance Directorate: (£000s) (£000s) (£000s) Children & Young Peoples Services 57,231 63,676 6,445 Adult Services & Health 100,893 106,816 5,923 Residents Services 52,147 60,614 8,467 Chief Operating Officer 21,238 21,347 109 Finance 34,100 39,427 5,327 Chief Executive's Office 6,455 6,348 (107) 272,064 298,228 26,164 Corporate Budgets (272,064 (261,337) 10,727 0 36,891 36,891 Expected Interventions 0 (1,000) (1,000) 0 35,891 35,891 13. This overall position has remained stable overall since the month 6 (September) report, but with several underlying favourable and unfavourable movements. Much of the overspend relates to adverse variances on savings delivery, unbudgeted growth and inflation, assumed use of reserves and reduced application of flexible capital receipts against transformation expenditure, offset by the release of £10.5m of contingency. 14. Within centralised and Corporate Budgets, a pressure of £7.1m is forecast from an under- delivery against unallocated savings (See table 1 below). 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 £1.8m general contingency and secondly £ 1.0m of interventions and mitigations as described in paragraph 7 above. Cabinet Report – 19 February 2026 (Part 1 – Public) Table 1: General Fund Overview Service Approved Budget Forecast Outturn Underlying Variance Forecast Variance Prior Month Change in Variance £'m £'m £'m £'m £'m Service Operating Budgets 272.1 298.2 26.1 26.7 (0.6) Development & Risk Contingency 1.8 0.0 (1.8) (1.8) 0.0 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 262.6 298.2 35.6 36.7 (0.6) Corporate Funding (262.6) (261.3) 1.3 1.3 0.0 Net Total 0.0 36.9 36.9 38.0 (0.6) Interventions 0.0 (1.0) (1.0) (2.0) 1.0 Total 0.0 35.9 35.9 36.0 0.4 Opening General Reserve 1.5 1.5 0.0 Less: Underlying Variance (35.9) (36.0) (0.1) Closing General Reserve (34.4) (34.5) (0.1) Opening Controllable Earmarked Reserves 3.7 5.2 1.5 Less: Use of Earmarked Reserves (2.0) (2.0) 0.0 Closing Controllable Earmarked Reserves 1.7 3.2 1.5 15. As part of the Month 9 review, the Council has continued its analysis of exposure to risks and opportunities. The updated risks total is £5.7m against identified opportunities of £2.6m. The level of risk continues to reduce (M7 was £ 6.9m) as demand risks fall awa y as year-end approaches. Risks not able to be quantified include the cost of redundancies that may arise from any savings implementation (redundancies would precede any savings generated). 16. Opportunities include £2.6m within Residents Services including Waste funding. 17. The risk of further overspend against homelessness costs remains high 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 reports. 18. The Council is seeing exceptional homelessness demand related costs as a result of being a port authority. This includes the arrival of UK nationals, which remains an unknown quantum at this time as costs incurred by the Council are not fully funded by the Government. T he Council’s forecast is based on the current run rate . A review commissioned by London Cabinet Report – 19 February 2026 (Part 1 – Public) Councils has identified a “Funding Gap” of £740m for London Councils between homelessness costs incurred and funding provided by Central Government in 2024/25. 19. The Council’s unaudited opening reserves position, comprising both General and Controllable Earmarked Reserves , stands at £1.5m of General Reserves and £ 3.7m of Earmarked Reserves. The reduction in Controllable Earmarked Reserves from the Month 7 level of £5.2m is due to final 2024/25 Audit adjustments which are set out in a later section of this report. In arriving at the net £3 5.9m 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 £34.4m overdrawn whilst Controllable Earmarked Reserves are forecast to close at £1.7m. This is stated before any potential impact from other financial risks which are not currently built into the forecast. 20. 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 has made a formal submission to MHCLG for support in the form of a capitalisation direction and for additional grant funding. 21. Exceptional Financial Support may be granted 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 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 has to borrow to make the cash flow balance this would also incur interest costs. ii. Additional Grant Funding – In certain circumstances, a council may receive direct grant support to help manage exceptional financial pressures. iii. Council Tax Flexibility – A council may be granted permission to raise Council Tax above the referendum threshol d without holding a referendum. This option is only available as part of the annual Council Tax setting process. 22. 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 . This position is held on the 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 is wholly contingent on the discussions with MHCLG and ultimately without reassurance and progress of substance in these 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. MHCLG agreement to EFS will come with certain Cabinet Report – 19 February 2026 (Part 1 – Public) conditions that demonstrate to the Ministry that the Council is taking the necessary steps to address the situation. These 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. 23. The Council is actively reviewing all available options to address the current financial pressure and t he forecast negative 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 £18.8m (M7 was £15.1m) has been identified and built into the forecast position. 24. 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 receipts brought forward from previous years which, along with known 2025/26 disposals, will be able to fund the forecast requirement. 25. The Council remains firmly committed to achieving a sustainable financial position. It continues to be run efficiently , with spend per capita on frontline services below that of comparable authorities, specifically 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. 26. The Council’s forecast of over drawn 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 p articularly 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, w here 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 following the pandemic, with fu nding from the Department of Health and Social Care failing to keep pace with increasing client demand volume and complexity and market pressures. 27. 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 – 19 February 2026 (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. 28. Hillingdon will benefit from a net growth in funding from 2026/27 and beyond as announced in the recent Local Government Funding Settlement. Whilst the borough was aware of the current year’s 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. 29. 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. 30. The Council’s forecast position continues to be highly challenging and is highly dependent on the assumptions built into the forecast being deliverable. 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. 31. The risks and upsides not included 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 funding anticipated through the Fair Funding review, which may only be phased in over three years, will fully resolve the situation. 32. 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 implemented strict spend control processes across all areas of the Council, extending the existing controls over staffing costs to non-staff costs. This has resulted in an additional administration burden 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 contribute to a mitigation of circa £1.0m in this financial year. 33. 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 the interest cost of such borrowing. In future years this would lead to a reduction in the level of Minimum Revenue Cabinet Report – 19 February 2026 (Part 1 – Public) Provision (MRP) arising from capital schemes and so help to mitigate the impact of MRP arising from Exceptional Financial Support. MRP is a charge that local authorities must set aside for the repayment of debt. 34. 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 in future years. GENERAL FUND CAPITAL EXPENDITURE Overall Position 35. Table 2 below presents the Month 9 (M9) forecast position for the 2025/26 General Fund Capital Programme, recast on a Corporate Directorate and Cabinet Member portfolio reporting basis. This represents the fourth for mal monitoring position of the financial year and incorporates the latest approved budget movements, virements, and rephasing adjustments. Table 2: Capital Programme – General Fund Revised Budget 2025/26 £m Forecast 2025/26 £m Cost Variance 2025/26 £m Rephasing Variance 2025/26 £m 5 Year Budget £m 5 Year Forecast £m 5 Year Variance £m Cabinet Member Portfolio Children, Families & Education 30.4 12.1 - (18.3) 31.9 31.9 - Community & Environment 7.2 4.4 (0.2) (2.6) 17.1 16.9 (0.2) Corporate Services & Property 62.1 39.1 (3.5) (19.5) 186.8 183.3 (3.5) Development & Risk Contingency - - - - 6.0 6.0 - Finance & Transformation 25.2 10.3 (8.3) (6.6) 73.0 65.1 (7.9) Health & Social Care 12.3 9.3 - (3.0) 43.7 43.7 - Planning, Housing & Growth 1.2 1.4 0.2 - 7.5 7.7 0.2 Grand Total 138.4 76.6 (11.8) (50.0) 366.0 354.6 (11.4) Revised Budget 2025/26 £m Forecast 2025/26 £m Cost Variance 2025/26 £m Rephasing Variance 2025/26 £m 5 Year Budget £m 5 Year Forecast £m 5 Year Variance £m GF Major Projects 90.4 48.4 (11.8) (30.2) 186.8 174.9 (11.9) GF Programme of works 48.0 28.2 - (19.8) 173.2 173.7 0.5 Capital GF Contingency - - - - 6.0 6.0 - Grand Total 138.4 76.6 (11.8) (50.0) 366.0 354.6 (11.4) 36. The 2025/26 forecast expenditure stands at £76.6m against a revised budget of £138.4m, representing a net in -year variance of £61.8m below budget. This variance comprises £50.0m of rephasing and £11.8m of genuine cost variance (underspend). These movements Cabinet Report – 19 February 2026 (Part 1 – Public) primarily reflect delivery profiling, confirmed funding adjustments, and the completion, deferral, or reprioritisation of a number of schemes below their original approved budgets. 37. Across the five-year programme to 2029/30, total forecast expenditure is £354.6m, which is £11.4m below the approved capital envelope of £366.0m. The principal drivers of this movement remain the removal of Dedicated Schools Grant ( DSG) Capitalisation Support (£4.0m), alongside further confirmed underspends on completed and def erred schemes, together with programme-level value engineering. The balance reflects timing and profiling movements rather than reductions in service delivery scope. Key Movements at Month 9 38. The programme continues to be characterised predominantly by ti ming and profiling movements across education, regeneration, property, ICT, and fleet schemes. These movements largely reflect procurement lead times, contractor mobilisation, planning dependencies, and sequencing across large and complex delivery programm es. No systemic delivery, affordability, or funding risks have been identified at this stage, and the programme remains financially balanced and affordable. General Fund – Major Projects Overall Position 39. The in -year forecast for General Fund Major Proje cts is £48.4m, representing a £42.0m variance against the revised budget of £90.4m. This comprises £30.2m of rephasing and a £11.8m cost variance (underspend). The overall variance reflects a combination of construction sequencing, procurement phasing, and confirmed scheme-level savings. Rephasing Movements 40. The £30.2m rephasing within the Major Projects programme primarily reflects construction sequencing, procurement lead times, planning dependencies, and contractor mobilisation profiles across several large-scale schemes. 41. The most significant movements arise from the Meadow High School Expansion (SRP / SEND), where £12.5m has been rephased due to phased construction sequencing, contractor mobilisation, and revised delivery profiling across multiple work packages. Secondary School Expansions account for £5.7m of rephasing, driven by programme reprofiling and sequencing across several school sites. 42. At the Hillingdon Water Sports Facility, £7.0m of rephasing reflects the sequencing between enabling works and main contractor packages, together with revised construction phasing. The Harefield Family Hub scheme shows £2.0m of rephasing due to planning dependencies and contractor start-date revisions, while Otterfield Road Library reflects £1.1m of rephasing associated with procurement lead times and revised works sequencing. Cabinet Report – 19 February 2026 (Part 1 – Public) 43. Further timing movements arise at New Years Green Lane Extension (£0.8m), driven by utility diversions and programme sequencing constraints; Breakspear Crematorium (£0.9m), reflecting equipment procurement lead times and contractor scheduling; Staying Close Children’s Provision (£0.5m), due to revised mobilisation and delivery sequencing; and Green Spaces Machinery (£0.3m), reflecting supply-chain delivery delays. 44. These movements are p artly offset by £4.0m of acceleration at the Civic Centre Transformation, where refurbishment and decant works have progressed ahead of the original delivery profile. 45. Overall, these movements represent normal delivery profiling across complex construction and transformation programmes, rather than project delay or delivery underperformance. All schemes remain forecast to deliver fully within their approved five-year funding envelopes. Cost Variance – Underspends 46. The £11.8m cost variance represents confirmed and substantiated underspends, driven by changes in accounting treatment, strategic reprioritisation, and the completion of schemes below original budget. 47. The largest elements relate to the removal of DSG Capitalisation Support (£4.0m) and the capitalisation of transformation expenditure (£4.3m). These adjustments will not be progressed at year -end following a review of accounting treatment and funding strategy, resulting in confirmed underspends funded from capital receipts. 48. The Northwood Hills Library scheme contributes a further £2.4m underspend, following a strategic decision not to proceed with the acquisition of a property from a wholly -owned subsidiary, given the subsidiary’s move into a loss-making position and the reassessment of value-for-money. 49. Smaller confirmed underspends arise from the appropriation of Townfield to General Fund (£0.1m), which remains on hold pending senior management decision; the Battle of Britain Underground Bunker (£0.3m), following final account settlement; Flood Alleviation Schemes (£0.3m), which are on hold pending strategic review; and Harlington Road Depot Fuel Pumps and Canopy (£0.3m), which is unlikely to proceed in 2025/26. 50. Collectively, these movements reflect robust financial management, strategic reprioritisation, and strengthened forecasting discipline, rather than delivery underperformance. Cabinet Report – 19 February 2026 (Part 1 – Public) General Fund – Programme of Works Overall Position 51. The in-year forecast for the Programme of Works stands at £28.2m, representing £19.8m of rephasing against the revised budget of £48.0m, with no material cost variance reported at programme level. These movements reflect delivery sequencing, procurement lead times, governance approvals, and operational capacity constraints across a wide range of schemes. Rephasing Movements 52. The Chrysalis Programme reflects £1.1m of rephasing, driven by capital release sequencing and the deferral of schemes into 2026/27, funded through a combination of CIL and borrowing. Corporate Technology and Innovation reflects £3.4 m of rephasing, as several major digital and systems transformation projects continue into 2026/27, funded primarily through borrowing. 53. The Disabled Facilities Grant programme shows £4.3m of rephasing, reflecting lower -than- forecast case volumes and revis ed scheduling of works. This programme is fully grant funded, and the rephasing reflects demand-led profiling rather than delivery risk. The School Building Condition Programme accounts for £6.2m of rephasing, driven by the continuation of a multi -year fire safety and compliance programme across maintained schools, funded largely through grant. 54. Additional rephasing arises within the Playground Replacement Programme (£0.3m), pending approval of capital release reports, with works now scheduled for early 202 6/27; Infrastructure Investments (£0.7m), reflecting procurement lead times and programme reprofiling; and ICT and digital transformation schemes (£0.9m), including slippage in AI resident assistant deployment and related systems projects. 55. Fleet procurement shows a net £1.9m of rephasing associated with the postponement of electric vehicle procurement pending strategic review and future rebidding. This is partly offset by £2.6m of accelerated delivery of heavy machinery and street sweepers, scheduled for delivery in October and November 2025. 56. Overall, these movements reflect normal operational delivery sequencing, governance approvals, procurement lead times, and evolving strategic priorities, rather than cost pressures or programme underperformance. Cost Variance – Underspends 57. A limited number of scheme -level adjustments have been identified which net off at programme level and do not materially impact the overall financial position. These include an underspend of £0.2m within the Older People’s Initiative, reflecting schemes currently on Cabinet Report – 19 February 2026 (Part 1 – Public) hold pending strategic review, and a £0.18m overspend within the Dawley Road Pedestrian and Cycle Improvements scheme, representing a technical profiling correction fully funded from Section 106 receipts. Capital Financing – General Fund 58. Table 3 below summarises the Month 9 General Fund capital financing position. The in-year forecast of £76.6m is £61.8m below the revised budget of £138.4m, reflecting the combined impact of £49.7m of rephasing and £12.1m of confirmed cost reductions. Table 3: General Fund Capital Financing Approved Financing 2025/26 £'000s Forecast 2025/26 £000s Cost Variance 2025/26 £000s Rephasing Variance 2025/26 £000s Total Financing Budget 2025- 2030 £'000s Total Financing Forecast 2025- 2030 £'000s Total Variance £'000s Capital Receipts 15.0 5.6 (9.4) - 46.5 37.2 (9.3) CIL 3.0 3.0 - - 21.0 17.2 (3.8) Grants & Other Contributions 38.6 15.0 (0.6) (23.0) 94.5 93.7 (0.8) Prudential Borrowing 81.4 52.4 (2.3) (26.7) 203.6 205.9 2.3 S106 0.4 0.6 0.2 - 0.4 0.6 0.2 Total Funding 138.4 76.6 (12.1) (49.7) 366.0 354.6 (11.4) 59. The £ 49.7m of rephasing is funded through corresponding timing movements across prudential borrowing (£26.7m) and grants and other contributions (£23.0m). Across the five- year period, total financing of £354.6m remains £11.4m below the approved envelope of £366.0m, reflecting the confirmed structural cost reductions described above. Capital receipts remain a critical funding stream, and ongoing monitoring continues to ensure alignment between receipt generation and delivery plans. Cabinet Report – 19 February 2026 (Part 1 – Public) Housing Revenue Account (HRA) Capital Programme – Month 9 Overall Position 60. The HRA 2025/26 capital forecast stands at £186.4m against a revised budget of £219.1m, representing £32.8m of rephasing, with no material cost pressures reported. Across the five- year programme, total forecast expenditure of £549. 3m remains fully aligned with the approved envelope, confirming that delivery remains contained within approved f unding limits. Revised Budget 2025/26 £m Forecast 2025/26 £000s Cost Variance 2025/26 £m Rephasing Variance 2025/26 £m Budget Variance 2025/26 £m 5 Year Budget £m 5 Year Forecast £m 5 Year Variance £m Residents Services HRA Major Projects 142.2 130.0 0.1 (12.3) (12.3) 239.5 239.6 0.1 HRA Programme of works 57.3 36.8 - (20.5) (20.5) 205.6 205.6 - HRA Regeneration 19.6 19.6 - - - 104.1 104.1 - HRA Total 219.1 186.4 0.1 (32.8) (32.8) 549.2 549.3 0.1 61. The in -year rephasing primarily reflects contractual sequencing, access constraints, procurement lead times, delivery profiling, and the practical management of delivery capacity across a highly complex and resource -intensive capital programme. A limited element of strategic reprofiling has also been applied across selected Programme of Works schemes to maintain financial stability, delivery assurance, and programme resilience, without compromising statutory compliance, safety obligations, or service standards for tenants and leaseholders. Key Drivers of Movement – HRA Major Projects 62. The HRA Major Projects forecast stands at £130.0m, representing £12.3m of rephasing, driven primarily by contractual sequencing, acquisition timing, and delivery phasing across the development and acquisitions programmes. 63. At the Yiewsley Housing Site (Falling Lane and Otterfield Road), £7.8m of rephasing reflects delays in entering into contract at one of the development sites, resulting in a reprofiling of construction activity, with expenditure now forecast to slip into 2026/27. 64. Within the Purchase and Repair of Housing Stock programme, £4.6m of rephasing reflects transactional sequencing and contract completion timing under the Madison Brooke acquisitions programme. While the Madison Brooke acq uisitions budget remains £75m, forecast delivery for 2025/26 has reduced to £70.2m, with the balance rephased into 2026/27. Cabinet Report – 19 February 2026 (Part 1 – Public) 65. These movements reflect contractual timing and market -driven transaction sequencing, rather than affordability, funding, or deliver y risk. All development and acquisition schemes remain fully aligned to approved funding envelopes, with no emerging cost pressures identified. Programme of Works – HRA Overall Position 66. The HRA Programme of Works forecast stands at £36.8m, representing £20.5m of rephasing against the revised budget. This reflects a combination of delivery sequencing, access constraints, contractor mobilisation, procurement lead times, and programme -level reprofiling across energy efficiency, compliance, structural works, and adaptation programmes. 67. In addition, a limited degree of strategic reprofiling has been applied within selected Programme of Works streams to maintain overall programme affordability and delivery stability, while continuing to prioritise statutory compliance, health and safety, and critical investment needs across the housing stock. Key Drivers of Rephasing 68. The Green Homes Initiatives Programme accounts for £9.2m of rephasing, reflecting supplier mobilisation constraints, evolving national grant c onditions, access limitations, and installation sequencing. In parallel, a proportion of activity has been reprofiled into 2026/27 to support effective delivery management across the wider HRA capital programme, ensuring that operational capacity, contractor availability, and resident engagement can be sustained at appropriate levels. This approach allows delivery momentum to be maintained across priority compliance and regeneration schemes while preserving programme stability. 69. The Works to Stock Programme reflects net rephasing of £5.9m, driven primarily by contractor scheduling, capital release sequencing, procurement lead times, and access dependencies. Significant elements include delays within roofing works (£3.1m), windows replacement (£2.0m), and ext ernal decorations (£3.7m), largely reflecting framework mobilisation timelines and site access constraints. These movements are partially offset by £2.5m of recharges from multi-element renewals and £0.6m of structural works acceleration, which reflect operational reprioritisation within the works programme. 70. The House Extension Programme shows £2.7m of rephasing, reflecting both planning and access dependencies, alongside managed reprofiling to support delivery sequencing across the wider HRA programme. 71. The Major Adaptations Programme reflects £1.5m of rephasing, driven by the demand -led nature of the service, revised case sequencing, and occupational therapy assessment lead Cabinet Report – 19 February 2026 (Part 1 – Public) times. This programme is financed through HRA revenue contributions, and the repro filing reflects service demand patterns rather than delivery risk. 72. Additional rephasing arises within specific Green Homes delivery phases (£0.5m), driven by access constraints, contractor sequencing, and evolving grant delivery conditions. 73. Collectively, these movements reflect normal delivery sequencing across a large, complex and resident -sensitive housing capital programme, together with prudent programme management designed to maintain delivery quality, minimise disruption, and ensure safe, compliant implementation across occupied stock. Strategic Programme Management Context 74. During Month 9, a limited and carefully controlled reprofiling approach has been applied across selected Programme of Works streams in order to maintain overall financial stability, delivery assurance, and an appropriate balance of risk across the total HRA capital portfolio. This approach reflects the practical requirement to align contractor capacity, resident access constraints, health and safety compliance requirements, deliv ery sequencing, and funding availability within the context of a capital programme exceeding £200m per annum. The reprofiling has therefore been undertaken to optimise delivery efficiency, minimise operational risk, and ensure that both compliance -driven i nvestment and essential improvement works continue to be delivered in a safe, coordinated, and financially sustainable manner. 75. This reprofiling does not represent a deprioritisation of housing maintenance or compliance investment, nor does it indicate any reduction in service standards for tenants or leaseholders. Instead, it reflects responsible programme management, ensuring that statutory obligations, safety -critical works, and major regeneration activity can all be delivered effectively, safely, and within approved funding limits. 76. All reprofiled works remain fully contained within the approved five -year HRA capital envelope, and will continue to be actively monitored to ensure timely and effective delivery. Cabinet Report – 19 February 2026 (Part 1 – Public) Table 4: HRA Financing Approved Financing 2025/26 £m Forecast 2025/26 £m Cost Variance £m Phasing Variance £ m Total Financing Budget 2024- 2029 £m Total Financing Forecast 2024- 2029 £m Total Variance £m Grants & Other Contributions 80.2 72.3 (0.2) (7.7) 191.6 191.4 (0.2) Capital Receipts 10.1 10.1 - - 30.7 30.7 - Revenue Contribution 42.3 30.6 (2.2) (9.5) 111.9 110.1 (1.8) Prudential Borrowing 86.5 73.4 1.6 (14.8) 215.0 217.1 2.1 Total Funding 219.1 186.4 (0.8) (32.0) 549.2 549.3 0.1 77. The in-year HRA funding requirement of £186.4m reflects £32.0m of rephasing, distributed across prudential borrowing (£14.8m), revenue contributions (£9.5m), and grants and other contributions (£7.7m). Across the five-year horizon, total financing remains fully aligned with the approved envelope of £549.2m, confirming no structural funding gap. Overall Capital Programme Position and Risks – Updated 78. Across both the General Fund and HRA, rephasing remains the dominant driver of variance, reflecting planning dependencies, procurement lead times, contractor mobilisation, resident access constraints, and supply -chain volatility, particularly within education, regeneration, decarbonisation, ICT, fleet, and housing development programmes. 79. No material cost pressures have been i dentified, no systemic delivery failures are evident, and the overall capital programme remains fully affordable and contained within approved funding limits. 80. Delivery risk remains concentrated within a limited number of large -scale construction, housing development, and decarbonisation schemes, where market capacity, contractor availability, and evolving grant conditions continue to influence delivery sequencing. These risks are actively managed through strengthened programme governance, cost -plan assurance, procurement controls, resident engagement planning, and enhanced financial monitoring. 81. Overall, the Month 9 position confirms a stable, well-controlled, and financially robust capital programme, with performance driven primarily by delivery profiling, operational sequencing, and prudent programme management, rather than adverse cost or funding pressures. Capital Programme Funding 82. Cabinet is asked to note and approve a change in the funding basis for a cohort of in-house residential acquisitions, wher eby funding is switched from Right to Buy (RTB) receipts to Cabinet Report – 19 February 2026 (Part 1 – Public) Greater London Authority (GLA) grant, within the Council’s existing approved acquisition programme. 83. This change enables the Council to maximise the drawdown of available GLA funding ahead of the 31st March 2026 deadline. The switch increases total GLA grant claimed by £4.54m, releases approximately £3.45m of RTB receipts for use in future years and reduces the Council’s borrowing requirement by £1.09m. 84. The change applies to 21 properties that alr eady have approved Capital Release. There is no adverse impact on the approved five-year capital programme or the HRA Business Plan, and the revised funding profile improves overall funding efficiency while increasing flexibility to support future acquisitions. SCHOOLS BUDGET 85. The Dedicated Schools Grant (DSG) total Block for the Maintained Schools is forecast to have an in-year deficit of £ 9.6m, representing a £1.0m favourable movement compared to month 7 .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 now forecast at £75.5m. 86. 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 reserves held. Between outturn 2024/25 and the position presented in this report, the Council has successfully reduced the in-year spend against the Schools Budget and continues to make good progress in this. The Final Local Government Settlement announced on the 9 February 2026 sets out the Governments plans to fund circa 90% of existing DSG deficits which will significantly reduce the deficit but leave the Council with a residual balance to address in 2028/29. 87. 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. Cabinet Report – 19 February 2026 (Part 1 – Public) HOUSING REVENUE ACCOUNT 88. The Housing Revenue Account (HRA) continues to forecast a breakeven position. Operating costs are showing an in-year pressure of £1.7m, representing a £0.3m movement from Month 7. The pressures are primarily driven by staffing costs, increased energy charges, emergency B&B placements and leaseholder insurance premiums , together with an under-recovery of rents due to delays in acquisitions becoming operational. These pressures are offset by a reduction in the revenue contributions to the capital programme, ensuring the HRA remains balanced. FURTHER INFORMATION General Fund Revenue Budget 89. As at Month 9, the Council’s General Fund is reporting an overspend of £35.9m after allowing for the anticipated delivery of £1.0m 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. 6m, with these favourable movements being the resu lt of the Council delivering mitigations previously reported under the interventions line and therefore leading to a net nil movement . This position includes a £18.9m shortfall against the total £38.8m savings target, and a reduction in the level of capital receipts being used to fund transformation activity. 90. The Month 9 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 re lates to a £1.2m draw down from the Public Health ringfenced reserve, accumulated from prior year underspends against the Public Health Grant. 91. To support the delivery of the savings programme, the Council is utilising £5.7m of capital receipts to fund tra nsformation 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 92. 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 – 19 February 2026 (Part 1 – Public) Table 5: 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%   93. As of Month 9, £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 an d 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. 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 94. 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 driv en by national pressures and exceptionally high demand, these budgets have been supplemented with £5.5m of funding to meet forecast inflationary pressures and £17.8m for demographic growth and other drivers impacting on demand for services. Cabinet Report – 19 February 2026 (Part 1 – Public) 95. Table 6 below represents the position reported against normal activities for the Service Operating Budgets now being presented at Corporate Director level . Variances within this position are summarised in the following paragraphs. Cabinet Report – 19 February 2026 (Part 1 – Public) Table 6: Service Operating Budgets Approved Budget Underlying Forecast Earmarked Reserves Provisions Transformation Capitalisation Forecast Outturn Final Forecast Variance Forecast Variance Prior Month Change in Variance Finance Expenditure 113.8 118.7 0.4 0.0 (0.5) 118.6 4.8 4.5 0.3 Income (79.7) (79.2) 0.0 0.0 0.0 (79.2) 0.5 0.8 (0.3) Subtotal 34.1 39.5 0.4 0.0 (0.5) 39.4 5.3 5.3 0.0 Adults Social Care and Health Expenditure 185.2 193.6 0.0 0.0 (0.1) 193.5 8.3 6.8 1.5 Income (84.3) (86.4) (0.6) 0.0 0.0 (87.0) (2.7) (2.1) (0.6) Subtotal 100.9 107.2 (0.6) 0.0 (0.1) 106.5 5.6 4.7 0.9 Children and Young Peoples Services Expenditure 79.0 86.6 (0.4) 0.0 (0.7) 85.5 6.5 5.5 1.0 Income (21.8) (21.0) (0.7) 0.0 0.0 (21.7) 0.1 0.5 (0.4) Subtotal 57.2 65.6 (1.1) 0.0 (0.7) 63.8 6.6 6.0 0.6 Residents Services - Place Expenditure 79.2 79.1 (0.3) 0.0 (0.3) 78.5 (0.7) 0.1 (0.8) Income (34.8) (33.4) 0.1 0.0 0.0 (33.3) 1.5 1.6 (0.1) Subtotal 44.4 45.7 (0.2) 0.0 (0.3) 45.2 0.8 1.7 (0.9) Residents Services - Homes and Communities Expenditure 47.3 74.8 (0.2) 0.0 (0.6) 74.0 26.7 24.5 2.2 Income (39.6) (58.5) 0.0 0.0 0.0 (58.5) (18.9) (16.0) (2.9) Subtotal 7.7 16.3 (0.2) 0.0 (0.6) 15.5 7.8 8.5 (0.7) Corporate Services Expenditure 22.0 26.0 0.0 0.0 (3.3) 22.7 0.7 1.1 (0.4) Income (0.7) (1.4) 0.0 0.0 0.0 (1.4) (0.7) (0.7) 0.0 Subtotal 21.3 24.6 0.0 0.0 (3.3) 21.3 0.0 0.4 (0.4) Chief Executive Office Expenditure 8.0 8.4 0.0 0.0 (0.2) 8.2 0.2 0.2 0.0 Income (1.6) (1.8) 0.0 0.0 0.0 (1.8) (0.2) (0.1) (0.1) Subtotal 6.4 6.6 0.0 0.0 (0.2) 6.4 0.0 0.1 (0.1) Service Operating Budgets Subtotal 272.0 305.5 (1.7) 0.0 (5.7) 298.1 26.1 26.7 (0.6) Cabinet Report – 19 February 2026 (Part 1 – Public) 96. As can be seen from the table above, Service Operating Budgets are forecasting a £2 6.1m overspend which is the cumulative effect of a number of variances as outlined below: i. Finance – As at Month 9 the service is reporting a pressure of £ 5.3m, which is consistent with the month 7 net reported position . The variance includes a £ 1.7m pressure against the Council’s Treasury budget resulting from the adverse financial position for the Council. The cash balance is forecast to reduce through the year along with revenue overspend and the incr ease in the DSG deficit , leading to increased finance costs. This position is compounded by staffing pressures of £2.5m due to the use of agency staff and the associated premium above the workforce budget. The directorate also includes a £1.8m adverse variance due to a change in the assumption in the use of capital receipts. ii. Adult Social Care & Health – are reporting an overspend of £ 5.6m, with overall pressures of £7.4m offset by a £1.7m underspend against SEND Transport and further mitigations of £1.4m through reductions in staff forecasts and holding vacant posts. This position is driven by the ongoing and unrelenting growth in demand for the service with all client groups reporting ongoing exceptional demand in 2025/26 . 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. iii. Children & Young People’s Services – As at Month 9, services within this directorate are reporting a pressure of £6.6m, up from £6.0m in Month 7. The pressure in this area and the increase in forecast overspend since Month 7 is driven by additional demand for Children’s Social Care and an underlying pressure on Asylum due to a previously highlighted budget shortfall. Additional pressure is driven by a reduction in the use of flexible capital receipts to fund transformation costs. iv. Resident Services: Place – Are reporting a n overspend of £ 0.8m at Month 9, representing a c£0.9m favourable movement from Month 7 following effective management actions, use of earmarked reserves and transformation capitalisation. v. Resident Services: Homes & Communities – Are reporting a net overspend of £7.8m, representing a favourable movement of £ 0.7m compared with month 7 . The main drivers for the overspend are an increased demand for Temporary Accommodation, reduced on street parking income and increased support for clients. These impacts are partially offset by additional income from Food Safety and specific additional grant allocations including Homeless Prevention and Rough Sleeper grants. vi. Corporate Services – As at Month 9 are reporting a breakeven position, reduced from £0.4m reported in month 7. The

Cabinet – 19 February 2026 (Part 1 Public) 2026/27 BUDGET AND MEDIUM-TERM FINANCIAL STRATEGY Cabinet Member & Portfolio Cllr Eddie Lavery, Cabinet Member for Finance and Transformation Responsible Officers Tony Zaman, Chief Executive Steve Muldoon, Corporate Director of Finance (S151 Officer) Report Author & Directorate Steve Muldoon, Corporate Director of Finance (S151 Officer) Matt Davis, Director Strategic & Operational Finance Papers with report Appendices A to J HEADLINES Summary This report presents a balanced General Fund revenue budget for 2026/27, achieved through the planned use of Exceptional Financial Support (EFS), subject to in -principle approval from MHCLG. It also sets out the outline Medium -Term Financial Strategy (MTFS) through to 2028/29, aligned to the Government’s current settlement period. Cabinet is asked to agree and recommend the budget, and its constituent elements, to Full Council on 26 February 2026, including the setting of the Council Tax requirement for 2026/27. The proposals build on the consultation budget approved by Cabinet on 23 December 2025. This report reflects the further refinements made since that date and should be read alongside the results of the public consultation and the feedback from Select Committees, both of which are summarised for Cabinet’s consideration within the context of the Council’s overall financial position. The Fair Funding Review acknowledges that the Council has been underfunded for a number of years and results in a significant increase in Government funding for the Council. However, the transition to full formula funding is phased over three years. As a result, the Council must contin ue to manage a funding gap during 2026/27 and 2027/28 while allocations move towards their full assessed level. This staged implementation means that £65m of Government - assessed needs attributable to those two years will not be received through the cours e of the settlement period. In effect, the Council is required to bridge this timing gap, and the implicit transitional pressure forms part of the EFS requirement over 2026/27 and Cabinet – 19 February 2026 (Part 1 Public) 2027/28. It is not uncommon practice to have not fully balanced future years within the MTFS, but difficult decisions will need to be made in the coming years to ensure that the Council can exit the EFS arrangements and get back to a sustainable financial position. 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 budget sets out savings and efficiency initiatives totalling £21.2m in 2026/27 and £29.2m for the 3 years to 2028/29. Further savings will need to be identified in order to close the budget gap of £44.5m by 2028/29. The General Fund capital programm e is set out for the 5 years through to 2030/31 at a gross cost of £268.5m. The HRA revenue budget and 5-year capital programme of £519.4m are also set out through to 2030/31. The council tax increase inclusive of adult social care precept is proposed at 4.99% for 2026/27. The budget gap for 2026/27, which will need to be met through EFS in order to balance the budget, amounts to £61.4m. EFS of £62m has been requested from MHCLG in order to cover this. Together with a potential £88m of EFS in 2025/26 and a notional proposed residual gap/EFS requirement in 2027/28, the annual cost of servicing the MRP and interest on the cumulative EFS by 2028/29 would amount to £12.5m per annum. Select Committee All Ward(s) All Cabinet – 19 February 2026 (Part 1 Public) RECOMMENDATIONS That the Cabinet approves for recommendation to Council: 1) The General Fund and Housing Revenue Account revenue budgets and Capital Programme budgets for 202 6/27 and the Medium -Term Financial Strategy , including savings proposals, fees and charges as detailed in Appendices A, B and H1, having taken the Select Committees’ comments, public consultation responses and Equality Impact Assessments conscientiously into account as set out in Appendices C, D and E. 2) The use of up to £62.0m in Exceptional Financial Support to balance the 2026/27 budget. 3) An increase in the Hillingdon element of the 2026 /27 Council Tax of 4.99% (including the Adult Social Care precept of 2.00%) , with a charge of £1,534.95 per Band D property. 4) The Flexible use of Capital Receipts Strategy to deliver efficiency savings , including utilisation for redundancy costs, as detailed at paragraphs 39 to 45 and Appendix F, and the use of £2.733m of capital receipts for this purpose. 5) The Capital Strategy, Treasury Management Strategy Statement, Investment Strategy, and Minimum Revenue Provision Statement for 2025/26 to 20 30/31 as detailed at Appendix G. 6) The Reserves Policy set out in paragraphs 50 to 60. 7) The proposed London Borough of Hillingdon Pay Policy Statement for 2026/27 set out at Appendix I. 8) A rent increase of 4.8% (CPI +1%) from 1 April 202 6 in line with the maximum increase for social rent set by the national rent policy, whilst noting that the Council continues to set rents for re -lets (both new tenants and transfers) up to formula target rent. 9) That tenant service charges be varied in line with estimated actual costs for 2026/27, from 1 April 2026 (noting the estimated charges set out in Appendix H2). 10) A budgeted drawdown from DSG Reserves in 2026/27 of £8.2m. 11) That use of general reserves or balances, including any virement between the General Fund budget, Housing Revenue Account budgets or Capital budgets during the MTFS financial years 2026/27 to 2028/29 be delegated to the Cabinet, in respect of those functions which have been reserved to the Cabinet. 12) Note the Council Tax Resolution resulting from the proposed budget as set out in Appendix J to this report and recommend Full Council to approve it. 13) That the Council’s relevant basic amount of Council Tax for 2026/27 is not excessive in accordance with principles approved under Section 52ZB Local Government Finance Act 1992 and therefore a referendum will not be triggered. Cabinet – 19 February 2026 (Part 1 Public) That Cabinet: 14) Notes that the budget is balance d on the assumption of sufficient Exceptional Financial Support being agreed by the Ministry for Housing, Communities and Local Government ( MHCLG) through an in -principle capitalisation support decision, and that this will need to be formally confirmed before full Council can approve the budget. 15) Notes the Council’s request for Exceptional Financial Support (EFS) from the MHCLG of up to £88m for 2025/26 and £62m for 2026-27, decreasing thereafter in 2027/28 with the aim to not need any further EFS in 2028/29. 16) Notes and acknowledges that in recommending the budget to full Council, due consideration has been given of the Equality Impact Assessments on individual savings proposals and the cumulative impact of the budget on groups with protected characteristics as set out in Appendix E and paragraphs 123 to 132. 17) Agrees that all drawdowns from general and other central c ontingencies will require Cabinet approval under the advice of the Corporate Director of Finance. 18) Authorises the Corporate Director of Finance to make any technical adjustments to the budget such as virements to align the budget with the proposals and recommendations within this report, to allocate inflation or correct budget allocations of growth and savings to service areas as may be required. Reasons for recommendations The Council is obliged to set a balanced budget and Council Tax charge annually in accordance with the Local Government Finance Act 1992 . As part of good financial management and transparency, this report also sets out the current funding and expenditure assumptions for the three years through to 2028/29 in the form of an updated Medium -Term Financial Strategy (MTFS). The final budget for 20 26/27, MTFS, Council Tax level, Capital Programme, Capital Strategy, Treasury Management Strategy Statement, Investment Strategy, Minimum Revenue Provision Statement, Housing Revenue Account (HRA) budget and Business Plan are to be recommended to Full Coun cil on 26 February 2026 following consideration at Cabinet on 1 9 February 2026. Each of the recommendations above cover the key elements within the overall budget that need to be approved or acknowledged. The Localism Act 2011 (Chapter 8, Section 38 ) requires relevant authorities to prepare and publish an annual pay policy statement while the Local Government Transparency Code 2015 (Paragraphs 44 and 48-49) outlines the mandatory requirement for local authorities to publish an organisational chart of the top three management tiers together with details of senior employee salaries above £50,000. The updated policy is set out in Appendix I to this report. Cabinet – 19 February 2026 (Part 1 Public) It should be noted that the setting of a balanced budget in 2026/27 is dependent on MHCLG confirming its intention to support the Council through Exceptional Financial Support, which at the time of publishing this report is yet to be confirmed for any of the growing number of councils which are dependent on this support. It is anticipated that confirmation will be announced before the Council meets to approve the budget, but a date has not been confirmed by MHCLG and so it is possible that this confirmation will not have been received by the time of the Cabinet meeting on 19 February 2026. Alternative options considered / risk management At this time, the Council requires the use of EFS to set a legally balanced budget. The proposals set out in this report have been developed by officers in consultation with Cabinet members and are in line with the political priorities set out by the administration in setting the 2026/27 budget. The medium-term financial strategy (MTFS) for the remainder of the three-year period remains a work in progress. Further proposals require development and approval to close the future budget gap and achieve balance without additional use of EFS. These will be developed over the coming months. Risks have been set out in the consultation budget with further commentary i n a later section within this report, while the remaking of a reserves balance and corporate contingency are key pillars in managing the potential financial risks. Democratic compliance / previous authority This is the second budget report in the 2026/27 to 2028/29 cycle having previously reporte d to Cabinet in December 2025, with consultation responses and latest updates to that previous report now included for February 2026 Cabinet. Select Committee comments Full reports on the budget process, financial strategy and budget proposals for services within the remit of each Select Committees were presented for review at meetings during January 202 6, with comments from each committee presented in Appendix C to this report. Cabinet – 19 February 2026 (Part 1 Public) SUPPORTING INFORMATION Financial Implications are addressed through this report. SUMMARY OF DRAFT BUDGET (DEC 2025) Background 1. On top of the well-documented underfunding , like many councils across the country, Hillingdon is faced with ongoing financial pressures caused by growing demand and costs in delivering statutory services, having seen funding not keep pace with these pressures over the past decade or more. A report by London Councils suggested that over the next three years up to half of all London Boroughs will be facing the need for Exceptional Financial Support (EFS) in order to balance their budgets. 2. Hillingdon Council is faced with a challenging financial position and has seen the levels of its reserves fall substantially over recent years. Full details and extensive narrative of the economic context and pressures faced by Hillingdon, its current overall financial and budget position and the outlook over the next three years were extensively set out in the 23rd December 2025 consultation budget report issued to Cabinet. For the sake of brevity in this report, readers are recommended to refer to that report for full details whilst only a summary is set out below. 3. The Council is assessed as providing high quality services and has been verified in a number of external assessments of services. Providing good quality services to residents has been achieved without excessive cost to residents – Hillingdon currently has the second lowest Council Tax Band D charge across all Outer London Boroughs, and the lowest against the Char tered Institute of Public Finance and Accountancy’s (CIPFA) cohort of Hillingdon’s fifteen other nearest neighbour comparator boroughs. Against this latter cohort, Hillingdon’s Band D charge would need to rise by 4% to reach the next lowest, and by 17% to equate to the average of the other nearest neighbour boroughs. 4. Whilst the Council is a “low tax” authority it is also considered to be a “low cost” authority despite still being able to deliver high quality services to residents. Grant Thornton’s benchmarking of Hillingdon services found unit costs across the General Fund to be “very low” or “low” across all categories except for culture and related services which was “average” cost. Grant Thornton’s benchmarking is backed by our own analysis of budget and outturn data published by the Ministry of Housing, Communi ties and Local Government (MHCLG) which is summarised below: Cabinet – 19 February 2026 (Part 1 Public) Table 1: Benchmarking of Hillingdon Services Source: Grant Thornton Data & Insights report, November 2025 5. Whilst most councils have faced ever increasing difficulty in balancing their budgets over the last fifteen years, the failure of Government to update the data and methodology of how their funding is distributed to councils since 2013/14 has exacerbated th e problems faced for some councils. Hillingdon is one such council to be adversely affected by this failure. 6. To protect councils seeing falls to their funding levels in 2013/14 government providing protection via a “damping grant” – this was at nil cost to the government as it was funded by negative damping grants on those seeing the biggest calculated need for increased Government funding. Hillingdon was one such council and saw its funding top -sliced by £4.8m to support residents in other boroughs. As th e Funding Formula remained fundamentally unchanged until the current year, our residents have effectively been penalised as a result. 7. Government consulted over the summer on refreshing the data and methodology used to distribute resources to councils through their Fair Funding Review 2.0. The outcome of that consultation has resulted in new allocations for the three -year period commencin g 2026/27 announced in the Provisional Local Government Finance Settlement (LGFS) just prior to the Cabinet meeting in December 2025. The Council was pleased to see that the funding needs for Hillingdon have at last been recognised and will see funding, as defined by the government’s Core Spending Power, rise from £290.3m in 2025/26 to £395.6m in 2028/29, noting that this is inclusive of an assumed 4.99% annual rise in council tax (£28.7m of the £105.3m increase) . This was marginally refined in the Final LGFS in Cabinet – 19 February 2026 (Part 1 Public) February 2026 with an additional £124k in funding by 2028/29 to £395.7m – a 36.3% increase compared to the England average of 15.5%. 8. Excluding the element of Core Spending Power that is derived from the Government’s assumed increases in Council Tax which is paid by residents, the increase is £76.7m, rising from £136.2m to £212.9m (56%). This increase is anticipated to incorporate inflation increases over the coming 3 years , even though inflation rates are not currently known. Further to this, the inflation rates modelled in the MTFS for certain service areas, such as social care, are expected to continue to run at a higher rate than CPI and so erode the benefit from this increase in funding . This increase is funding the Council has been anticipating for many years, but the mechanism by which the Fair Funding Review is rolling out means that the increase will not be felt in full in 2026/27 and, due to the phasing in of the funding over 3 years, will not benefit the Council in full until 2028/29. 9. We were however disappointed to note that the implementation of the new funding formula is being phased over a three -year period and will not be fully received until 2028/29. Our analysis of the data s et out in the LGFS indicates that Hillingdon will lose £65m in funding that Government calculates Hillingdon needs , in order to support and slow down the reductions faced by other Councils. 10. Contributions to Damping Grants for other councils inbuilt into our core funding from Government since 2013/14 and now planned to continue anew until the end of 2027/28 have placed a particular additional pressure on the Council’s finances. 11. Faced with the general funding challenges facing all councils and the historic and continuing delays in moving to the new Fair Funding levels of government support, the Council set out its Draft Budget and Proposals in the report considered by Cabinet on 23rd December 2025. A summary of the net budget position set out in Table 7 of that report (NB: as projected at that time – the final budget shows a different position at set out later in the report) is replicated in the table below: Table 2: Movements per December budget Cabinet – 19 February 2026 (Part 1 Public) 12. The table above sets out how the budget gap by year was built up through increases in growth, offset by savings, and added to or mitigated by corporate items including additional Government funding. The cumulative columns then set out what this means in terms of the cumulative budget gap, i.e. that by 2028/29 the gap was projected to be to £43.5m which would need to be addressed through additional savings, income and efficiencies yet to be identified. 13. The December MTFS and 2026/27 Budget report to Cabinet on 23 December 2025 then formed the basis of a six-week public consultation and Select Committee scrutiny process through January 2026. Meanwhile work continued to ensure that the savings were fully robust, pressures fully identified, temporary accommodation modelling further developed and the capital programme for the HRA and general fund further reviewed to ensure that an optimal and affordable position could be arrived at , and investment to support the savings programme was fully reflected. That work has now been built into the report and appendices presented throughout this document. PERIOD 9 MONITORING FORECAST POSITION 14. The Council is forecasting a general fund budget overspend of £3 5.9m in the month 9 (December) budget monitoring report. This position has remained stable, with a number of underlying favourable and unfavourable movements, since the month 6 (September) report. Much of the variance relates to adverse variances on savings delivery, unbudgeted growth and inflation, assumed use of reserves and reduced application of flexible capital receipts against transformation expenditure , offset by the release of £10.5m of contingency. These have had to be built back into the base budget in 2026/27, before then considering growth, inflation and savings in 2026/27, to ensure that the starting budget in the coming financial year is properly aligned . The full Month 9 Budget Monitoring Report is on the agenda for the 19 February 2026 Cabinet meeting and a link provided in the Background Papers section towards the end of this report. Cabinet – 19 February 2026 (Part 1 Public) Table 3 Period 9 (December) Revenue Forecast Forecast Budget Forecast Variance Directorate: (£000s) (£000s) (£000s) Children & Young Peoples Services 57,231 63,676 6,445 Adult Services & Health 100,893 106,816 5,923 Residents Services 52,147 60,614 8,467 Chief Operating Officer 21,238 21,347 109 Finance 34,100 39,427 5,327 Chief Executive's Office 6,455 6,348 (107) 272,064 298,228 26,164 Corporate Budgets (272,064) (261,337) 10,727 0 36,891 36,891 Expected Interventions 0 (1,000) (1,000) 0 35,891 35,891 15. In arriving at the 2026/27 budget position, undeliverable savings from the 2025/26 saving programme have had to be written off and growth put back into base budgets, amounting to a total growth of £10.5m. There are further savings reported in the M9 position which will not be delivered in full and hence will need to be carried forward into 2026/27 for completion and delivery, amounting to slippage of circa £5m. The 2025/26 savings have been reviewed and challenged to ensure the service areas continue to believe these are deliverable where carried forward. This will however add pressure to the delivery of the 2026/27 budget. 16. Further to the above overspend, the Council will need to rebuild its level of earmarked reserves to mitigate the short term need to draw down on these as part of the 2024/25 final accounts, as well as to recognise risks such as unrealised losses on pooled treasury investments of circa £0.8m. It is conceivable therefore that the final outturn variance could reach £40m . A more detailed review of earmarked reserves requirements will be undertaken in finalising the outturn at the end of the year and so have not been reflected in the outturn forecast position shown above. 17. The Council has requested EFS to cover the above deficit, with an updated request of £88m providing contingency for any further adverse movements in the outturn or from the 2025/26 audit process, and inclusive of £40m to increase reserves to an acceptable level. Cabinet – 19 February 2026 (Part 1 Public) FINAL LOCAL GOVERNMENT SETTLEMENT 18. The Government announced the draft Local Government finance settlement figures on 17 December 2025, the data from which was built into the Council’s consultation budget issued to the December Cabinet and published on 23 December 2025. On 9 February 2026, the Government released the final Local Government settlement. 19. In the final settlement, the funding for the Council was uplifted by a further £ 377k in 2026/27 reducing to £124k by 2028/29 . This additional funding comes through an increase to the Homelessness, Rough Sleeping and Domestic Abuse Grant. 20. The 2026/27 to 2028/29 Local Government finance settlement consolidates multiple funding streams into the Revenue Support Grant (RSG) and four key, ringfenced grants (homelessness, public health, crisis/resilience, and children/families) to simplify funding. 18 separate funding streams, including the Social Care Grant and the New Homes Bonus, have been rolled into the un-ringfenced RSG. This streamlining is intended to reduce the administrative burden of managing multiple small 'micro-grants' and provide the Council with greater local flexibility to direct resources toward core service priorities. The four key ringfenced grants bring together 16 previously fragmented funding pots. While these major gran ts remain ringfenced for their specific service areas, the consolidation of reporting requirements is designed to offer the Council better medium-term certainty. 21. Funding changes will be phased in over three years in one-third increments to ensure stability across the local government landscape . However, the implication is that the substantial increase announced for Hillingdon will be delayed until fully in place. The increase also confirms the view held by the council that it has been underfunded for many years. The delay in receiving the full amount calculated means that the council’s EFS requirement is more than had it received the full calculation from 2026/27. 22. To clarify the fu nding position of the Council received through the settlement, the table below is an extract from the published Core Spending Power table: Cabinet – 19 February 2026 (Part 1 Public) Table 4: Hillingdon Core Spending Power 23. A few key points of note are worth highlighting. The starting assumption for the 3 -year increase from 2025/26 to 2028/29 is £105. 371m (2028/29 figure of £395. 681m less the 2025/26 figure of £290. 310m). Within this, t he “Council tax requirement ” line is the Government’s assessment of what the Council would bring in from increasing council tax by 4.99% per annum. This is a local council decision and is paid for by residents, rather than additional money coming directly from Government. It also does not align with the Council’s own calculations on what the benefit generated from council tax increases would be, as Government does not use the same collection rates or council tax base figures that the Council actually experiences. Adjusting to remove the above movement on Council Tax, the increase in funding announced by Government is £76.7m over the 3 years, of which £29.1m is in 2026/27. £2.6m of the uplift in 2026/27 relates to the Families First Partnership which is ringfenced and expected to require additional spending to apply, hence while welcome and of benefit to residents, is not available to close the funding gap. 24. It is estimated that the loss in funding through the delay in receipt of full funding amounts to £45m in 2026/27 and £20m in 2027/28 – a combined £65m. Illustrative Core Spending Power of Local Government: 2025-26 2026-27 2027-28 2028-29 £ millions £ millions £ millions £ millions Fair Funding Allocation1 0.0 153.8 177.7 202.1 of which: Baseline Funding Level 0.0 91.2 93.3 95.2 of which: Revenue Support Grant2 0.0 53.3 84.4 106.9 of which: Local Authority Better Care Grant3 0.0 9.2 - - Legacy Funding Assessment 124.3 0.0 0.0 0.0 of which: Legacy Business Rates4 75.3 0.0 0.0 0.0 of which: Legacy Grant Funding5 39.8 0.0 0.0 0.0 of which: Local Authority Better Care Grant 9.2 0.0 0.0 0.0 Council tax requirement6,7 154.1 163.1 172.7 182.8 Homelessness, Rough Sleeping and Domestic Abuse8,9 5.2 6.3 6.3 6.3 Families First Partnership10 2.6 5.2 5.2 4.4 Total Transitional Protections11 0.0 0.0 0.0 0.0 of which: 95% income protection 0.0 0.0 0.0 0.0 of which: 100% income protection 0.0 0.0 0.0 0.0 of which: Fire and Rescue real-terms floor 0.0 0.0 0.0 0.0 Grants rolled in to Revenue Support Grant12 4.1 0.0 0.0 0.0 Total Recovery Grant Allocation 0.0 0.0 0.0 0.0 of which: Recovery Grant 0.0 0.0 0.0 0.0 of which: Recovery Grant Guarantee13 0.0 0.0 0.0 0.0 of which: Recovery Grant Uplift13 0.0 0.0 0.0 0.0 Adjustment Support Grant 0.0 0.0 0.0 0.0 Mayoral Capacity Fund 0.0 0.0 0.0 0.0 Core Spending Power 290.310 328.4 361.9 395.681 Hillingdon Cabinet – 19 February 2026 (Part 1 Public) 25. The second point to note is that business rates form part of the calculation and Government reform in this area means that there are significant increases being applied to business rates which may be subject to challenge and appeal. The Council is protected in 2026/27 from any loss from appeals (i.e. a 100% safety net), but this protection reduces in 2027/28 to 97% and in 2028 /29 to 92.5%. There is therefore a risk that in later years the Council may be unable to achieve the full level of business rates collection that is implied in the above table. Those business es that face significant increases in their business rates may ap peal and retrospectively have their charges reduced. The increases are to be phased in with those businesses facing the largest increases seeing a cap limiting the annual increase to 30%/25%/25% over each of the next 3 years. At this stage we have not made any adjustment to the MTFS as in 2026/27 there will be no impact, but this may need revision in due course for later years. CHANGES SINCE DRAFT BUDGET ISSUED 26. Following the release of the consultation budget in December, work continued on the refinement of the budget to further verify the assumptions behind the deliverability and phasing of the savings proposals, demand and inflation growth, completeness of pressures and costs facing the Council, and to identify any further initiatives and requirements which would require additional expenditure. It was also highlighted in the budget and presentations to the Select Committees in January that work would continue on the refinement of the budget, including work to better understand the savings, pressures and f orward trend of growth on temporary accommodation and housing. To assist with this, the capital programme of the HRA was revisited to see what further schemes could be afforded which would in turn benefit the housing and temporary accommodation pressures facing the Council. 27. A summary of the changes to the General Fund future budget position since the December report is summarised below . While the December budget projected a gap in 2025/26 of £59.0m and £43.5m by 2028/29, the final position set out below illustrates the further refinements made which lead to a gap in 2025/26 of £61.4m and £44.5m by 2028/29: Cabinet – 19 February 2026 (Part 1 Public) Table 5: Changes since December Consultation Budget 28. Appendix A7 sets out in more detail the changes in the budget that have been applied since December, and which are now reflected in the final proposed budget position . In summary, the key areas of change are as follows:  Savings that have been rephased, reduced or re moved, both relating to original proposals and to align the latest view on the deliverability of 2025/26 savings  Changes to the proposed savings and pressures relating to temporary accommodation, leading to a net pressure of £1.652m in 2026/27 and a furthe r £6.576m over the following two years. A revision of £1.1m to grant assumptions relating to this service area has also been applied  Technical adjustments in respect of inflation, EFS, MRP, council tax and business rates calculations  Pressures identified on parking , recharges and further budget rebasing requirements  Growth to enable the Council to progress work on asset rationalisation and better management of commercial leases  Refinements to fees and charges  Increased general fund capital project expenditure to recognise highways grant increases, subsidiary company investment , splitting of joint HRA/GF projects , landlord commitments and other rephasing.  Changes to the HRA capital programme and business plan  The final settlement position announced on 9 February 2026 re the Homelessness grant 29. Overall, the impact on the budget overspend position has been to increase the pressure on the budget by a net £2. 350m, moving the budget deficit before use of EFS from £59.039m to £61.389m. As a consequence, the EFS request has been rephased to defer £2m of the EFS requirement from 2025/26 into 2026/27 , creating a total EFS ask in 2026/27 of £62m. Cabinet – 19 February 2026 (Part 1 Public) FINAL BUDGET POSITION 30. Appendices A1 to A7 set out full details of the budget movements proposed for the next three years and include the changes made to proposals and assumptions that have arisen since the December 2025 Cabinet report. A summary of the total proposed budget movements is set out in the table below: Table 6: Final budget movements before Exceptional Financial Support 31. The situation faced therefore is a budget shortfall of £61.4m in 2026/27, decreasing thereafter due to further receipts of funding as set out in the funding settlement. In this circumstance the Council is dependent on the agreement of EFS from MHCLG in order to capitalise the deficit and balance the budget. In turn, this agreement will allow the Council to borrow to finance the revenue expenditure. EFS is further explained below. 32. Appendix A8 sets out the updated budgets at a directorate level, summarised below: Cabinet – 19 February 2026 (Part 1 Public) Table 7: Summary Budget by Directorate EXCEPTIONAL FINANCIAL SUPPORT 33. As has been set out in many of the budget monitoring reports through 2025/26, the deterioration of the Council’s financial position, both in the 2024/25 outturn and then the 2025/26 forecast, compounded by ongoing levels of underfunding over past years as referenced in paragraphs 5 and 6 above, has led to a lack of reserves available to the council to offset the deficit forecast in 2025/26, ensure the council can balance the budget from its own resources in 2026/27 and going forward, or to provide financial resilience against unforeseen financial risks and impacts. 34. As a consequence of this, the Council has had to make an application to MHCLG to request Exceptional Financial Support to manage through the current challenging position. It is not possible for the Council to set a legally balanced budget in 2026/27 without the use of EFS, hence this budget is constructed on the explicit assumption that it is subject to an in-principle agreement from MHCLG and that this will be received before the budget is debated by full Council. At the time of writing this report, all councils seeking EFS have yet to receive confirmation from MHCLG regarding their 2026/27 budgets but this is expected to be announced in February. 35. The request made by the Council is for support t o cover the forecast overspend in 2025/26 (£36m), contingency to cover further risks to this outturn and need to replenish Cabinet – 19 February 2026 (Part 1 Public) some earmarked reserves (up to £12m – see Table 10), and the replenishment of general fund reserves (£40m) – a combined request of up to £88m which would be applied in 2025/26. Then for 2026/27, an ask of £62m which would cover the budget gap as set out in this report of £61.4m, taking the cumulative position to £150m. To update on what was previously requested, the ask to increase rese rves has been rephased into 2025/26 (having now finalised the accounts for that year), and £2m of the 2025/26 ask has been rephased into 2026/27, but the cumulative ask remains unchanged. 36. The requirement for drawing down EFS to derive a legally balanced budget for 2026/27, as set out elsewhere in this report , is £61.389m, thus within the £62m requested from MHCLG. Future year requirements at this stage are indicative only and would be subject to change, but a request in respect of 2027/28 is anticipated, and potentially also for 2028/29 to address the impact of when the statutory override comes off the Dedicated Schools Grant deficit (see paragraphs 108 to 115 in this report). It is however the intention of the Council to reduce the reliance on EFS as quickly as possible. A working assumption based on the current MTFS projection would be that the Council needs to identify a further £44.5m in savings over the next two years assuming all other assumptions do not change. 37. The table below sets out how the use of EFS will impact on the revenue budget in future years of the MTFS. This lands in two respects: firstly the use of EFS in a given year is to capitalise existing revenue costs (the revenue impact for which has therefore already been incurred) and put these on the balance sheet to then be amortised and released back to the revenue position over the next 20 years, or t o be mitigated/“repaid” through capital receipts from asset disposals – so in effect the revenue impact from today is delayed into a future year. The second impact is through the council potentially needing to borrow in order to provide cashflow against the cumulative deficit that has accrued (or will accrue), leading to an increase in bank interest incurred by the Council. Borrowing needs would be phased in through the year and not result in a full year effect immediately. MRP is first charged in the year following capitalisation, and has been calculated on an annuity basis rather than straight line. On the assumption that the Council does not overspend and further reduce the replenished general fund reserve, this would not need to be borrowed and incur interest. The impact has been modelled as follows, and makes an assumption that further savings (yet to be identified) will be found to reduce the budget gap and hence EFS requirement in 2027/28 and 2028/29: Cabinet – 19 February 2026 (Part 1 Public) Table 8: EFS profile and revenue impact 2025/26 £000 2026/27 £000 2027/28 £000 2028/29 £000 EFS required 88,000 62,000 23,000 - EFS “borrowing” 48,000 62,000 23,000 - MRP calculated - 2,626 4,628 5,552 Interest cost 204 3,751 6,067 6,915 Total revenue cost 204 6,387 10,695 12,467 38. The revenue cost in any given year has been built in the MTFS model, and has to form part of the balanced budget in that year, thereby reducing the Council resources available for other services. Over time, the position on borrowing improves. While MRP is a charge to revenue, it is not a cash payment (the cash having already been expended in the years when the deficits arose). Consequently, the revenue provision created through MRP improves the Council’s underlying cash position and can be used to reduce ou tstanding borrowing thereby lowering future interest costs. FLEXIBLE USE OF CAPITAL RECEIPTS STRATEGY 39. For the 2025/26 budget, the Council approved a prospective £17.0m of expenditure to be funded through the flexible use of capital receipts (FCR) in line with guidance issued by MHCLG. The latest forecast use of this mechanism by the Council is £5.768m, which is significantly below what was budgeted. Appendix F sets out the changes on a project by project basis to show where the variances are that generate the reduction of £11.232m. 40. The key drivers for the reduction in use of FCR are:  £4m that was intended to be used to reduce the DSG deficit was determined to not be feasible under current legislation.  Proposed spend no longer planned to proceed  Expenditure identified as no longer qualifying under the guidance  Prudence considering the availability of FCR to use in 2025/26 this way , recognising that some planned receipts would not crystallise in year or qualify for use (HRA appropriations and inter-company disposals) 41. For the 2026/27 budget , where prior year spend related to allocations of officer time undertaken by permanent employees, this has been built back into base budgets through growth bids to ensure that the ongoing work to support previous savings and transformations is not dependent on a continuing supply of capital receipts. The approach from 2026/27 will be that only temporary, not permanent, staffing costs will be chargeable to the flexible use of capital receipts in order to avoid building a dependency on unreliable Cabinet – 19 February 2026 (Part 1 Public) or short-term income streams (i.e. capital receipts) to support permanent ongoing staffing costs. 42. What is nevertheless eligible and relevant is short-term implementation cost of savings , and as set out in the appendix there is a prospective £2.733m that relates to budgeted savings, cost avoidance and short-term resource needed to drive improvements which will have a direct impact on maximising income and reducing the potential non-collection of debt through transforming processes. 43. Included within the £2. 7m is a £0.5m lump sum amount as a placeholder for potential costs relating to Housing service improvements and savings which have not yet been fully quantified, and a £0.5m provision for redundancy costs which may arise from the delivery of the wider savings programme . All initiatives will be kept under review to ensure they meet the necessary criteria. 44. The availability of qualifying capital receipts has been assured for 2026/27 – The forecast spend in 2025/26 now only exceeds the opening balance by £0. 2m and the projected receipts across 2025/26 and 2026/27 should comfortably meet this and the required £2.733m, with the disposal of the former Uxbridge Library building exceeding this. It is feasible that any excess capital receipts or ineligible receipts (such as from the Lobster Pot disposal and development) may be used to repay EFS and so reduce the future years’ revenue impact from using EFS. 45. The proposed FCR programme for 2026/27 is set out by project/initiative in Appendix F. FEES AND CHARGES 46. To help close the budget gap over the medium term, the Council must consider measures to increase income alongside delivering service efficiencies and cost reductions. The December Cabinet report proposed that discretionary fees and charges be uplifted by 10% where appropriate. This increase was to be applied with regard to prevailing market rates and anticipated demand sensitivity to price changes. This core assumption underpins the majority of the Council’s fees and charges increases. Any proposals that fall outside this approach have been presented separately and included as distinct savings initiatives, the most significant of which relates to parking charges. 47. Since the December consultation budget report, there have been a number of revisions to the Fees and Charges, including the addition of several new lic ensing fees including HMOs, the correction of Ruislip Lido car parking fees for residents and updates within the Food Health & Safety fees. While the golf courses are scheduled to transfer imminently to an external operator, the Council also anticipates that fees will increase by 10% and reflected this also. A number of charges do not show significant increases, if any, due to assessments of what is sustainable in the market, when fees were last increased Cabinet – 19 February 2026 (Part 1 Public) 48. A Summary table highlighting all changes made to the Schedule of Fees and Charges published in the December Cabinet report is set out overleaf. Cabinet – 19 February 2026 (Part 1 Public) Table 9: Fees and charges changes since December report Service Service Type of Fee / Charge Type Current Charge Residents Proposed Charge Residents December Proposed Charge Change £ £ £ £ 13. Golf Courses Golf Courses - Green Fees (Haste Hill) APR-OCT Adult 18 holes (Monday to Friday) R 24.00 26.40 24.00 2.40 13. Golf Courses Golf Courses - Green Fees (Haste Hill) APR-OCT Adult 18 holes (Monday to Friday) 3 ball special offer after 12pm R 22.00 24.20 22.00 2.20 13. Golf Courses Golf Courses - Green Fees (Haste Hill) APR-OCT Adult 18 holes (Monday to Friday) 4 ball special offer after 12pm R 19.75 21.75 19.75 2.00 13. Golf Courses Golf Courses - Green Fees (Haste Hill) APR-OCT Adult 18 holes (weekends and bank holidays) R 29.75 32.75 29.75 3.00 13. Golf Courses Golf Courses - Green Fees (Haste Hill) APR-OCT Adult 18 holes (weekends and bank holidays) 3 ball special offer after 12pm R 27.75 30.55 27.75 2.80 13. Golf Courses Golf Courses - Green Fees (Haste Hill) APR-OCT Adult 18 holes (weekends and bank holidays) 4 ball special offer after 12pm R 24 26.40 24.00 2.40 13. Golf Courses Golf Courses - Green Fees (Haste Hill) APR-OCT Adult dusk (Monday to Friday) R 16.75 18.45 16.75 1.70 13. Golf Courses Golf Courses - Green Fees (Haste Hill) APR-OCT Adult dusk (Monday to Friday) Offer 1 13 14.30 13.00 1.30 13. Golf Courses Golf Courses - Green Fees (Haste Hill) APR-OCT Adult dusk (weekends and bank holidays) R 16.75 18.45 16.75 1.70 13. Golf Courses Golf Courses - Green Fees (Haste Hill) APR-OCT Adult dusk (weekends and bank holidays) Offer 1 13.00 14.30 13.00 1.30 13. Golf Courses Golf Courses - Green Fees (Haste Hill) APR-OCT Senior / Junior / Student (Monday to Friday) concession C 14.00 15.40 14.00 1.40 13. Golf Courses Golf Courses - Green Fees (Haste Hill) APR-OCT Junior / Student (weekends and bank holidays) concession C 16.75 18.45 16.75 1.70 13. Golf Courses Golf Courses - Green Fees (Uxbridge) Adult 12 holes (weekends and bank holidays) R 15.00 16.50 15.00 1.50 13. Golf Courses Golf Courses - Green Fees (Uxbridge) Adult 12 holes (Monday to Friday) R 11.00 12.10 11.00 1.10 13. Golf Courses Golf Courses - Green Fees (Uxbridge) Adult dusk (Monday to Friday) R 8.75 9.65 16.75 -7.10 13. Golf Courses Golf Courses - Green Fees (Uxbridge) Adult dusk (weekends and bank holidays) R 9.75 10.75 16.75 -6.00 13. Golf Courses Golf Courses - Green Fees (Uxbridge) Senior / Junior / Student (Monday to Friday) R 9.75 10.75 9.75 1.00 13. Golf Courses Golf Courses - Green Fees (Uxbridge) Junior / Student (weekends and bank holidays) R 9.75 10.75 9.75 1.00 13. Golf Courses Golf Courses - Winter Green Fees (Haste Hill NOV-MAR) Adult 18 holes (Monday to Friday) R 19.75 21.75 24.00 -2.25 13. Golf Courses Golf Courses - Winter Green Fees (Haste Hill NOV-MAR) Adult 18 holes (weekends and bank holidays) R 23.00 25.30 29.75 -4.45 13. Golf Courses Golf Courses - Winter Green Fees (Haste Hill NOV-MAR) Adult dusk (Monday to Friday) R 12.00 13.20 16.75 -3.55 13. Golf Courses Golf Courses - Winter Green Fees (Haste Hill NOV-MAR) Adult dusk (weekends and bank holidays) R 13.00 14.30 16.75 -2.45 13. Golf Courses Golf Courses - Winter Green Fees (Haste Hill NOV-MAR) Senior / Junior / Student (Monday to Friday) concession C 12.00 13.20 14.00 -0.80 13. Golf Courses Golf Courses - Winter Green Fees (Haste Hill NOV-MAR) Junior / Student (weekends and bank holidays) concession C 13.00 14.30 16.75 -2.45 13. Golf Courses Golf Courses - Golf Society Prices (Haste Hill ) 18 holes (Monday to Friday) (Haste Hill) R 21.00 23.10 21.00 2.10 13. Golf Courses Golf Courses - Golf Society Prices (Haste Hill ) 18 holes (weekends and bank holidays) (Haste Hill) R 27.75 30.55 27.75 2.80 13. Golf Courses Golf Courses - Golf Society Prices (Haste Hill ) 27 holes (Monday to Friday) R 30.75 33.85 30.75 3.10 13. Golf Courses Golf Courses - Golf Society Prices (Haste Hill ) 27 holes (weekends and bank holidays) R 36.00 39.60 36.00 3.60 13. Golf Courses Golf Courses - Golf Society Prices (Haste Hill ) 36 holes (Monday to Friday) (Haste Hill only) R 38.75 42.65 38.75 3.90 13. Golf Courses Golf Courses - Golf Society Prices (Haste Hill ) 36 holes (weekends and bank holidays) (Haste Hill only) R 49.75 54.75 49.75 5.00 13. Golf Courses Golf Courses - Hire Single trolley - Haste Hill R 4.75 5.25 4.75 0.50 13. Golf Courses Golf Courses - Hire Single trolley - Uxbridge R 4.75 5.25 4.75 0.50 13. Golf Courses Golf Courses - Hire Standard buggy R 27.75 30.55 27.75 2.80 13. Golf Courses Golf Courses - Hire Set of clubs R 11.00 12.10 11.00 1.10 13. Golf Courses Room hire (Haste Hill) Per hour, per room R 35.50 39.05 35.50 3.55 13. Golf Courses Repairs (regripping) Multi Compound R 14.00 15.40 14.00 1.40 13. Golf Courses Repairs (regripping) Tour velvet (mid size) R 11.00 12.10 11.00 1.10 13. Golf Courses Repairs (regripping) Tour velvet Std R 9.25 10.20 9.25 0.95 13. Golf Courses Repairs (regripping) GC Tour std R 8.25 9.10 8.25 0.85 13. Golf Courses Repairs (regripping) Putter Grips R 11.00 12.10 11.00 1.10 13. Golf Courses Repairs (regripping) Super Stroke Putter Grips R 33.00 36.30 33.00 3.30 13. Golf Courses Repairs (regripping) 9 irons Offer (GC Tour) R 66.00 72.60 66.00 6.60 Cabinet – 19 February 2026 (Part 1 Public) Note: In the above tables, “M” denotes a mixed business/resident impact, and “B” denotes a business impact. Service Service Type of Fee / Charge Type Current Charge Residents Proposed Charge Residents December Proposed Charge Change £ £ £ £ 21. Land Charges Search Fees Full Standard Search(Residential and Commercial) M 189.00 208.50 208.00 0.50 21. Land Charges Search Fees Official certificate of search (Form CON29) only M 126.00 139.50 139.00 0.50 21. Land Charges Search Fees Additional Parcel of Land on LLC1 M 47.50 52.50 52.00 0.50 24. Food Health and Safety Food Hygiene Food Hygiene rating scheme, re-rating visit - 0-2 Star B 355.00 373.00 391.00 -18.00 24. Food Health and Safety Food Hygiene Food Hygiene rating scheme, re-rating visit - 3-4 Star B 220.00 231.00 242.00 -11.00 24. Food Health and Safety Other Licenses Condemnation Certificate B N/A NEW NEW 24. Food Health and Safety Private Water Supplies - new fees prescribed by Private Water Regulations Sampling Per visit B 100.00 110.00 100.00 10.00 24. Food Health and Safety Private Water Supplies - new fees prescribed by Private Water Regulations Other Sampling and Risk Assessment Combined B 600.00 660.00 600.00 60.00 24. Food Health and Safety Private Water Supplies - new fees prescribed by Private Water Regulations Risk Assessment B 300.00 480.00 300.00 180.00 24. Food Health and Safety Private Water Supplies - new fees prescribed by Private Water Regulations Other investigations B 37.00 + analyst costs (no more than 100.00) 44.00 + analyst costs (no more than 110.00) 44.00 + analyst costs (no more than 110.00) 4.00 24. Food Health and Safety Private Water Supplies - new fees prescribed by Private Water Regulations Granting an Authority B 37.00 + analyst costs (no more than 100.00) 44.00 + analyst costs (no more than 110.00) 44.00 + analyst costs (no more than 110.00) 4.00 24. Food Health and Safety Private Water Supplies - new fees prescribed by Private Water Regulations Domestic Supplies B 25.00 27.50 25.00 2.50 25. Licensing Special Treatments Licensing Fees Amendment Fee B NEW 68.30 NEW NEW 25. Licensing Special Treatments Licensing Fees Exemption Certificate B NEW 50.00 NEW NEW 25. Licensing The Gambling Act 2005 Copy of Licence B NEW 25.00 NEW NEW 25. Licensing The Gambling Act 2005 Notification of Change B NEW 50.00 NEW NEW 25. Licensing Street Trading Licences Pitch (Permanent) B 1,201.00 1,201.00 1,321.00 -120.00 25. Licensing Street Trading Licences Pitch (Temporary - 6 months) B 601.00 601.00 661.00 -60.00 25. Licensing Street Trading Licences Shop Front displays,Restaurant/Cafe Tables and Chairs Licence Fee - 1 Metre B 766.70 767.00 843.00 -76.00 25. Licensing Street Trading Licences Shop Front displays,Restaurant/Cafe Tables and Chairs Licence Fee - 2 Metres B 835.00 835.00 919.00 -84.00 25. Licensing Street Trading Licences Shop Front displays,Restaurant/Cafe Tables and Chairs Licence Fee - 3 Metres B 903.20 903.00 994.00 -91.00 25. Licensing Street Trading Licences Change of Licenses (including trading area) - 6 months B 98.30 98.00 108.00 -10.00 25. Licensing Street Trading Licences Short term event Temp Street Trading Licence - 1st day M 61.50 62.00 68.00 -6.00 25. Licensing Street Trading Licences Short term event Temp Street Trading Licence - per day thereafter M 20.50 21.00 23.00 -2.00 25. Licensing Street Trading Licences Consent for distribution of free printed matter (per application - covering a period of 8 hours) B 37.60 38.00 41.00 -3.00 25. Licensing Street Trading Licences Busking permission M 36.50 37.00 40.00 -3.00 25. Licensing Street Trading Licences Highway Event permits M 39.00 39.00 43.00 -4.00 25. Licensing Street Trading Uxbridge Town Centre Market - Max 50 stalls 1st day B 1,089.30 1,089.00 1,198.00 -109.00 25. Licensing Street Trading Uxbridge Town Centre Market - Max 50 stalls per day therafter B 365.50 366.00 402.00 -36.00 25. Licensing Street Trading Other areas Market - up to 50 stalls per day 1st day B 730.90 731.00 804.00 -73.00 25. Licensing Street Trading Other areas Market - additional 50 stalls 1st day B 365.50 366.00 402.00 -36.00 25. Licensing Street Trading Other areas Market-up to 50 stalls each day thereafter B 730.90 731.00 804.00 -73.00 25. Licensing Street Trading Other areas Market-additional 50 stalls each day thereafter B 365.50 366.00 402.00 -36.00 25. Licensing Stray Dogs Untagged, Incorrectly microchipped or stray Dogs - Administration, Call out Fee and Transportation B 125.00 138.00 138.00 0.00 26. Trading Standards Weights and Measures Verification / Calibration of weights & measurement equipment - charge per hour of Officer Time B 83.80 96.10 97.00 -0.90 26. Trading Standards Weights and Measures Additional staff cost per hour B 52.80 60.60 61.00 -0.40 26. Trading Standards Sale of goods By competitive bidding B 254.40 291.80 294.00 -2.20 32. Parking Ruislip Lido Main Car Park, Willow Lawn Car Park & Breakspear Crem Overflow Car Park Low Season - Sep-Apr (Up to 3 hours) M 0.00 0.00 3.80 -3.80 39. Housing HMOs Licensing Additional Licensing NEW NEW 1,401.00 NEW NEW 39. Housing HMOs Licensing Additional Licensing for accredited landlords or managing agents (10% reduction) NEW NEW 1,260.90 NEW NEW 39. Housing HMOs Licensing Renewal M 1,577.00 1,656.00 725.00 931.00 39. Housing HMOs Licensing PCN for Non-Compliance with Remdial Notice M 5,000.00 5,250.00 5,000.00 250.00 39. Housing HMOs Licensing Improvement Notice M 587.00 616.00 646.00 -30.00 39. Housing HMOs Licensing Prohibition / Demolition Notice M 515.00 541.00 567.00 -26.00 39. Housing HMOs Licensing Emergency Notice M 507.00 532.00 558.00 -26.00 40. CCTV Requests Fee for production of evidence for insurance claim purposes Fee for production of evidence for insurance claim purposes 180.60 198.70 198.70 0.00 Cabinet – 19 February 2026 (Part 1 Public) 49. Appendix H 1 sets out the full list of General Fund fees and charges for the 2026/27 financial year for review and approval by full Council , while H2 sets out HRA service charges which generally will rise by 3.8%, linked to the September CPI figure used in determining rents. RESERVES POLICY 50. 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. 51. Local authorities hold two categories of reserves, usable and unusable:  Usable reserves are defined as those that the Council could utilise to fund capital or revenue expenditure. Some of these reserves could be applied generally but others will have stipulations attached on their use, and;  Unusable reserves hold unrealised gains or losses for assets not yet disposed of and accounting adjustments, which are required by statute. These reserves cannot be used to fund capital or revenue expenditure. 52. The Council’s usable reserves can be grouped into the following sub-categories:  General Reserves – working balances held to ensure long term solvency and to mitigate risks e.g. the General Fund balance and the Housing Revenue Account balance;  Earmarked Reserves – to fund specific projects or investments, or as a means to build up funds for known risks or contingencies, e.g. the capital financing reserve or the insurance reserve;  Ring-fenced Reserves – carried forward balances or grant funding which have certain restrictions attached to them preventing their general use by the Council, e.g. schools’ balances or homeless prevention grant;  Capital Reserves – amounts held to finance capital expenditure, e.g. receipts from asset disposals and capital grants 53. While short-term use of general and earmarked revenue reserves to manage volatility is permissible, reliance on them to fund recurring expenditure or balance the budget is unsustainable and contrary to best practice. This is because a usable res erve is a finite cash balance, which can only be used once whereas reductions in core funding and budget pressures are in the main permanent and ongoing annual impacts on the Council’s Cabinet – 19 February 2026 (Part 1 Public) base budget. Persistent dependency on reserves erodes financial stabili ty and limits flexibility in managing risks. Where there is a short -term dependency on reserves to smooth over short-term pressures, it is then important to rebuild reserves at a later point when the financial position allows, for which there would need to be savings and efficiencies made to generate the surplus necessary to replenish the reserves. The council’s MTFS therefore prioritises rebuilding and maintaining reserves at a prudent level, alongside delivering structural savings and transformation to re duce reliance on one-off measures. 54. General fund reserves have had to be drawn down over recent years 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, however the closing balance was also supported by the release of earmarked reserves in order to maintain a surplus position . The closing audited General Fund reserve as at 31 March 2025 ended at £1.45m Chart 1: Movement in General Fund Reserves 55. Given the outturn deficits experienced over the past 2 years , and the pace at which a sudden financial deterioration through external pressures and demand growth can materialise but not be readily mitigated through management actions , a safe level of general reserves is assessed to be a minimum of £30m and for the long-term target range to lie between £30m and £50m . This should be supplemented with earmarked reserves for specific known expenditure timing differences or future impacts that have been identified so as not to undermine the purpose of the general fund reserve . The 2025/26 general fund deficit will therefore be addressed in the first instance through EFS, together with further EFS of £40m to rebuild the general fund reserve . Given the need to protect the General Fund residual balance at 31 March 2025 by drawing upon available Cabinet – 19 February 2026 (Part 1 Public) unringfenced earmarked reserves, some of these earmarked reserves will also need to be remade in order to provide the necessary cover for known requirements and timing differences with this also needing to come from EFS. 56. The profile of the reserves position over the past, current and coming year are therefore anticipated to be as follows: Table 10: Reserves profile Useable Reserve At March 2025 £000 At March 2026 £000 At March 2027 £000 General Fund 1,450 41,450 41,450 Earmarked – un-ringfenced 3,176 11,645 7,201 Earmarked - ringfenced 10,815 8,815 8,815 Total 15,432 61,910 57,466 57. As indicated in the table above, the closing earmarked reserves balance will likely be revised upwards by circa £8.5m. This increase includes a £4.3m transfer into earmarked reserves in 2025/26 for an NNDR Smoothing Reserve , which is then drawn down in 2026/27 to reflect technical timing differences between accruals for the Levy and the impact on revenue being delayed by the Collection Fund Adjustment Account. It further adjusts to remake circa £ 3m of earmarked reserves depleted due to final audit adjustments required in closing the 2024/25 financial statements , and a further c£1m relating to a paper loss on treasury investments which have not yet reached their maturity date. 58. To compensate for cutting these back to an uncomfortably low level in 2024/25 and to cover the potential for future unrealised losses on some treasury investments held. The HRA general balance continues to be set at £15m , with any surplus left over each year used to pay down capital expenditure and reduce council borrowing requirements in the HRA. 59. To ensure efficacy of financial management over the course of the MTFS period, a recommendation has been incorporated to request delegation to permit use of reserves to Cabinet as the previous delegation on this expires after the end of 2025/26. 60. Section 25 of the Local Government Act 2023 requires the Chief Financial Officers to report on the robustness of estimates and the adequacy of reserves when setting the budget. The S151 Officer’s statement on balances and reserves will be set out in the Section 25 Statement to full Council.

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) Children and Young People's Services Growth 12,426 1,676 1,813 12,426 14,102 15,915 Savings (2,876) (1,758) (27) (2,876) (4,634) (4,661) Net 9,550 (82) 1,786 9,550 9,468 11,254 Adult Services and Health Growth 18,089 10,725 14,307 18,089 28,814 43,121 Savings (2,600) (604) (58) (2,600) (3,204) (3,262) Net 15,489 10,121 14,249 15,489 25,610 39,859 Residents Services Growth 33,959 3,473 4,651 33,959 37,432 42,083 Savings (14,073) (954) (3,604) (14,073) (15,027) (18,631) Net 19,886 2,519 1,047 19,886 22,405 23,452 Chief Operating Officer Growth 5,183 (640) (59) 5,183 4,542 4,483 Savings (480) (544) (362) (480) (1,024) (1,386) Net 4,703 (1,184) (421) 4,703 3,519 3,097 Finance Growth 3,402 (787) (602) 3,402 2,615 2,013 Savings (820) (50) (45) (820) (870) (915) Net 2,582 (837) (647) 2,582 1,745 1,098 Chief Executive Growth 515 (110) 85 515 404 490 Savings (327) (50) (15) (327) (377) (392) Net 188 (160) 70 188 27 97 Total Service Areas Growth 73,573 14,336 20,195 73,573 87,909 108,105 Savings (21,176) (3,960) (4,111) (21,176) (25,136) (29,247) Net 52,398 10,376 16,084 52,398 62,774 78,858 Corporate Budgets 8,991 (23,450) (19,936) 8,991 (14,459) (34,395) Total - General Fund 61,389 (13,074) (3,852) 61,389 48,316 44,464 Appendix A1 Corporate Summary of Budget Changes Appendix A2 Core Funding 2025/26 2026/27 2027/28 2028/29 2026/27 2027/28 2028/29 Approved Annual Annual Annual Cumulative Cumulative Cumulative Budget Change Change Change Change Change Change (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) Council Tax Band D Charge Increase (7,801) (8,256) (8,823) (7,801) (16,057) (24,880) LCTRS Changes (1,598) 46 83 (1,598) (1,552) (1,469) Second Homes Premium (75) - - (75) (75) (75) Taxbase Changes (1,176) (718) (1,306) (1,176) (1,894) (3,199) Council Tax [1] (154,127) (10,649) (8,928) (10,046) (10,649) (19,577) (29,623) C/Tax Collection Fund Adjustment 1,458 5,001 (6,459) - 5,001 (1,458) (1,458) Older Persons C/Tax Discount 1,057 (75) (70) (65) (75) (145) (210) Total Council Tax (151,612) (5,723) (15,457) (10,111) (16,373) (40,757) (60,914) Business Rates Retained Income (net of Discounts etc) (124,837) (113,147) (3,945) (4,153) (113,147) (117,092) (121,245) s31 Grants (17,287) 16,350 - - 16,350 16,350 16,350 Tariff 57,114 86,506 3,293 2,964 86,506 89,799 92,763 Levy 12,881 (12,474) - - (12,474) (12,474) (12,474) Business Rates (NNDR) (72,129) (22,765) (652) (1,189) (22,765) (23,417) (24,606) NNDR Collection Fund Adjustment (592) 8,250 (7,658) - 8,250 592 592 Total Business Rates (72,721) (14,515) (8,310) (1,189) (14,515) (22,825) (24,014) Revenue Support Grant (8,893) (44,432) (31,061) (22,511) (44,432) (75,493) (98,004) Grants Rolled in to the above [2] - 39,782 - - 39,782 39,782 39,782 Core Funding (233,226) (24,888) (54,828) (33,811) (35,538) (99,293) (143,150) Note [1] The Band D charge is budgeted to increase by 4.99%, in line with Government's Core Spending Power Assumptions and Referendum Limit for 2026/27 and by the same amount in future years. The budgeted Band D charge would thus be: 25/26 £1,462.00; 26/27 £1,534.95; 27/28 £1,611.54; and 28/29 £1,691.96 Note [2] A number of previously Specific Grants have been rolled-in to Settlement Funding Assessment - these are, for budget purposes still retained in service budgets and are thus reversed in the table above Appendix A3 - Inflation Assumptions 2025/26 2026/27 2027/28 2028/29 2026/27 2027/28 2028/29 Budget Inflation Inflation Inflation Inflation Inflation Inflation (£,000's) (£,000's) (£,000's) (£,000's) Rate % Rate % Rate % A1 Staffing Costs Employee's Pay 138,486 4,150 2,851 2,908 3.0% 2.0% 2.0% Agency Staff 741 22 15 16 3.0% 2.0% 2.0% Contingent Labour 9,724 292 200 204 3.0% 2.0% 2.0% Transformation Staffing (2,855) - - - 0.0% 0.0% 0.0% EMR Staffing (278) - - - 0.0% 0.0% 0.0% Staffing Costs 145,818 4,464 3,067 3,128 3.1% 2.0% 2.0% Energy 3,543 192 191 200 5.4% 5.1% 5.1% Contracted Services 53,158 1,501 1,102 1,123 2.8% 2.0% 2.0% Added Years Pension Costs 1,872 56 39 39 3.0% 2.0% 2.0% Council Tax 39 2 2 2 4.9% 5.0% 5.2% Vehicle Fuel Costs 1,207 - 22 22 0.0% 1.8% 1.8% Members' Allowances 1,514 - 30 30 0.0% 2.0% 2.0% Levies 8,942 262 200 205 2.9% 2.2% 2.2% NNDR 3,527 - 71 72 0.0% 2.0% 2.0% SEND Transport 10,520 282 207 211 2.7% 1.9% 1.9% Adult Care Placements 112,948 n/a n/a n/a Adult Homecare 14,503 n/a n/a n/a Children's Care Placements 31,260 840 617 629 2.7% 1.9% 1.9% Transformation Non-Staffing (560) - - - 0.0% 0.0% 0.0% EMR Non-Staffing (4,077) - - - 0.0% 0.0% 0.0% Non-Staffing Costs 238,396 3,134 2,479 2,534 1.3% 1.0% 1.0% Care Income (18,569) n/a n/a n/a CCG Care Income (6,449) n/a n/a n/a Inflated Recharges (1,837) (50) (35) (35) 2.7% 1.8% 1.8% EMR Income 233 - - - 0.0% 0.0% 0.0% Auto Inflated Grants (198,170) (298) (190) (200) 0.2% 0.1% 0.1% Other Net Grants (159,422) - - - 0.0% 0.0% 0.0% Net Grant Income (384,214) (348) (225) (235) 0.1% 0.1% 0.1% Grand Total - 7,251 5,321 5,428 Included in Service Growth Bid Included in Service Growth Bid 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) Adult 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 (97) (642) - (97) (739) (739) 2026/27 109 Passenger Assistant supplier switch (Pertemps to Operator) (227) (26) - (227) (253) (253) 2026/27 110 Supported Living De-Commissioning (253) (84) - (253) (337) (337) 2026/27 176 SEND Transport Demand 2026/27 to 2030/31 (1,236) 148 (58) (1,236) (1,088) (1,146) Direct Care & Business Delivery Total (2,600) (604) (58) (2,600) (3,204) (3,262) Adult Services and Health Total (2,600) (604) (58) (2,600) (3,204) (3,262) 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 (53) - - (53) (53) (53) 2026/27 133 Communications Vacant Post Removal (56) - - (56) (56) (56) Communications Total (169) (30) (15) (169) (199) (214) Democratic Services2025/26 010 Registration Service Income (20) (20) - (20) (40) (40) Democratic Services Total (20) (20) - (20) (40) (40) 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 (327) (50) (15) (327) (377) (392) Chief Operating OfficerBusiness Intelligence2025/26 011 Business Intelligence Review (50) - (124) (50) (50) (174) Business Intelligence Total (50) - (124) (50) (50) (174) Human Resources2025/26 008 HR Service Review (171) (12) (52) (171) (183) (235) Human Resources Total (171) (12) (52) (171) (183) (235) Resident Hub2025/26 006 Reshaping Resident Hub - (228) (186) - (228) (414) Resident Hub Total - (228) (186) - (228) (414) Technology2025/26 007 Digital and Technology Contract Review (98) (245) - (98) (343) (343) Technology Total (98) (245) - (98) (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 (480) (544) (362) (480) (1,024) (1,386) 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) Appendix A4 - Service 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 A4 - Service Savings 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 (365) - - (365) (365) (365) 2025/26 005 Review of Cashflow Measures - Supplier Incentive Programme (115) (15) (15) (115) (130) (145) 2025/26 068 HB Admin Subsidy (91) - - (91) (91) (91) 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 (814) (50) (45) (814) (864) (909) Finance Total (820) (50) (45) (820) (870) (915) 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 changes - - (2,892) - - (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) 2,149 (2,892) (3,444) (1,295) (4,187) Assets2025/26 001 Review Garage Voids - (300) (700) - (300) (1,000) 2026/27 027 Facilities management restructure (297) - - (297) (297) (297) Assets Total (297) (300) (700) (297) (597) (1,297) 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 A4 - Service Savings 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 (2,759) - - (2,759) (2,759) (2,759) 2026/27 084 Housing for vulnerable families (1,315) - - (1,315) (1,315) (1,315) 2026/27 085 Additional Full Repair and TA Insure Leases (850) - - (850) (850) (850) 2026/27 086 Additional Leasing Scheme 1 (2,539) - - (2,539) (2,539) (2,539) 2026/27 087 Reduced Cost Temporary Accommodation 1 (1,618) - - (1,618) (1,618) (1,618) 2026/27 089 Reduced Cost Temporary Accommodation 2 (230) - - (230) (230) (230) 2026/27 143 PRS acommodation 1 6,665 - - 6,665 6,665 6,665 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) 2026/27 214 Increase Homeless Prevention (850) - - (850) (850) (850) 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 A4 - Service Savings 2026/27 259 Additional Grant - Final LGFS (377) 128 125 (377) (249) (124) 2026/27 193 Reconciliation of Resident engagement cost (100) - - (100) (100) (100) Housing Total (7,139) 128 125 (7,139) (7,011) (6,886) 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) 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) 2026/27 164 Street inspections digitally performed (107) - - (107) (107) (107) 2026/27 216 Efficiency Gain Fleet (230) - - (230) (230) (230) Corporate Director Place Total (787) (151) - (787) (938) (938) Residents Services Total (14,073) (954) (3,604) (14,073) (15,027) (18,631) (21,176) (3,960) (4,111) (21,176) (25,136) (29,247) 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) Adult 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 2026/27 236 Rebasing Mortuary Budget 142 - - 142 142 142 2026/27 209 Legal Costs for the development of the Lobster Pot Site for Care Provision 100 (100) - 100 - - Direct Care & Business Delivery Total 369 (75) 207 369 294 501 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 18,089 10,725 14,307 18,089 28,814 43,121 Chief Executive's Office0 2026/27 105 Transformation Capital Budget Rebasing - Chief Executive's Office 106 - - 106 106 106 Cross-Departmental Total 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 94 - - 94 94 94 Chief Executive's Office Total 515 (110) 85 515 404 490 Chief Operating Officer0 2026/27 104 Transformation Capital Budget Rebasing - Corporate Services 2,486 - - 2,486 2,486 2,486 Cross-Departmental Total 2,486 - - 2,486 2,486 2,486 Counter Fraud Team2026/27 128 Cross Cutting - Debt Consolidation & Recovery - Income & Growth 457 (457) - 457 - - Counter Fraud Team Total 457 (457) - 457 - - Digital Service2026/27 129 Project Management Office 214 - - 214 214 214 Digital Service Total 214 - - 214 214 214 Appendix A5 - Service 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 A5 - Service Growth 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 5,183 (640) (59) 5,183 4,542 4,483 Children and Young People's Services0 2026/27 107 Transformation Capital Budget Rebasing - CYPS 194 - - 194 194 194 Cross-Departmental Total 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 2026/27 245 Rental of Minibuses for Children Activities / Contact 15 - - 15 15 15 Children's Social Care Total 8,583 1,486 1,548 8,583 10,069 11,617 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 2026/27 009 Growth of EP team to meet Statutory Duties 172 - - 172 172 172 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 A5 - Service Growth 2026/27 010 Growth to fund SEND Brokerage role to support lower costs 54 - - 54 54 54 2026/27 237 Creation of new role in MACPT for Education 79 - - 79 79 79 2026/27 238 Growth of fund Child Performance Licensing Role to deliver statutory duties 49 - - 49 49 49 Education and SEND Total 2,318 - - 2,318 2,318 2,318 SPQR2026/27 024 Permanence cost (Kinship and Adoption) 250 264 238 250 514 752 2026/27 239 Fostering Offer 150 - - 150 150 150 SPQR Total 400 264 238 400 664 902 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 12,426 1,676 1,813 12,426 14,102 15,915 Finance0 2026/27 103 Transformation Capital Budget Rebasing - Finance 437 - - 437 437 437 Cross-Departmental Total 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 Cross-Departmental Total 23 - - 23 23 23 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 A5 - Service Growth 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 2026/27 094 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 2026/27 037 Corporate Property Staffing Capacity 975 - (655) 975 975 320 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 2026/27 243 Stock Condition Survey Programme 253 - - 253 253 253 2026/27 244 Corporate Property review and capital asset register 110 (110) - 110 - - Assets Total 2,524 (310) (655) 2,524 2,214 1,559 Communitity Safety and Enforcment2026/27 078 Principal Emergency Planning and Continuity Officer 60 - - 60 60 60 2026/27 240 Private Sector Housing - Regularisation of budget 430 - - 430 430 430 Communitity Safety and Enforcment Total 490 - - 490 490 490 Community Safety And Enforcement2026/27 071 Domestic Abuse Related Death Review Cost Pressures 20 - - 20 20 20 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 A5 - Service Growth 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 2026/27 081 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 2026/27 257 Domestic Violence Support Role 60 - - 60 60 60 Community Safety And Enforcement Total 2,636 (100) - 2,636 2,536 2,536 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 2,152 - - 2,152 2,152 2,152 2026/27 083 Base TA Budget Reset 4,153 - - 4,153 4,153 4,153 2026/27 088 TA Rental Inflation 778 - - 778 778 778 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 8,232 - - 8,232 8,232 8,232 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 A5 - Service Growth 2026/27 252 Base PRS Budget Reset 1,075 - - 1,075 1,075 1,075 2026/27 253 Bad Debt Provision 528 - - 528 528 528 2026/27 254 Future Net TA Pressures - 2,000 2,000 - 2,000 4,000 2026/27 254 Future Net TA Pressures - 452 2,124 - 452 2,576 Housing Total 22,554 2,452 4,124 22,554 25,006 29,130 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 198 - - 198 198 198 2026/27 132 Potential CIL Income Reduction 50 - - 50 50 50 2026/27 157 Funding for Additional Parking Management Schemes 60 - - 60 60 60 2026/27 187 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 961 - (160) 961 961 801 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 33,959 3,473 4,651 33,959 37,432 42,083 73,573 14,336 20,195 73,573 87,909 108,105 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 490 - - 490 490 490 2025/26 033 Pension Contribution (3,771) - - (3,771) (3,771) (3,771) 2025/26 054 Capital Financing Costs 8,121 4,265 2,309 8,121 12,386 14,695 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 6,387 4,308 1,722 6,387 10,695 12,417 2026/27 018 Capital Financing Costs on Potential DSG Deficit 229 351 216 229 580 796 2026/27 227 Corporate Inflation 7,250 5,321 5,428 7,250 12,571 17,999 2026/27 241 Recharges to non-General Fund Revenue Budgets 749 (200) (200) 749 549 349 2026/27 242 Write Out of 25-26 Undelivered Savings 315 - - 315 315 315 2026/27 255 Contingency for Further TA Pressures 1,080 - - 1,080 1,080 1,080 2026/27 260 Funding Settlement Alignment 82 (1,441) (693) 82 (1,359) (2,052) Corporate Expenditure Total 25,826 13,221 9,375 25,826 39,047 48,422 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 (33,494) (18,166) (23,700) (33,494) (51,660) (75,360) 2026/27 016 2024/25 Collection Fund Deficit Charged to 2026/27 Revenue 14,117 (14,117) - 14,117 - - 2026/27 218 Council Tax - Taxbase Increase (1,176) (718) (1,306) (1,176) (1,894) (3,199) 2026/27 219 Council Tax - Changes to Local Council Tax Support Scheme (1,598) 46 83 (1,598) (1,552) (1,469) 2026/27 220 Council Tax - Second Homes Premium (75) - - (75) (75) (75) 2026/27 221 Council Tax - Increase in Band D Charge (7,801) (8,256) (8,823) (7,801) (16,057) (24,880) Corporate Funding Total (30,967) (41,281) (33,811) (30,967) (72,248) (106,059) 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 2026/27 233 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 2025/26 055 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 2026/27 258 Transfer from Earmarked Reserves (110) 110 - (110) - - Appendix A6 - Corporate Budget Changes 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 A6 - Corporate Budget Changes 2026/27 012 Contributions To/(From) General Reserves (10,264) 2,258 1,810 (10,264) (8,006) (6,196) Transfers +/- Reserves & Provisions Total 14,054 5,110 5,000 14,054 19,164 24,164 2025/26 069 Levy Allocation 396 - - 396 396 396 Unallocated Budgets and Corporate Funding Total 396 - - 396 396 396 Corporate Budgets Total 8,991 (23,450) (19,936) 8,991 (14,459) (34,395) 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) Budget Gap as at December Draft Budget Report 59,039 (14,425) (1,118) 59,039 44,613 43,495 Subsequent Changes to Savings: 2025/26 026 Creation of a SPV for Direct Care services 639 (642) - 639 (3) (3) 2026/27 109 Passenger Assistant supplier switch (Pertemps to Operator) - 50 25 - 50 75 2026/27 176 SEND Transport Demand 2026/27 to 2030/31 26 - - 26 26 26 Direct Care & Business Delivery Total 665 (592) 25 665 73 98 Adult Services and Health Total 665 (592) 25 665 73 98 2026/27 019 Hillingdon People Magazine 24 - - 24 24 24 Communications Total 24 - - 24 24 24 2026/27 031 Civic and Ceremonial 134 - - 134 134 134 Democratic Services Total 134 - - 134 134 134 Chief Executive's Office Total 158 - - 158 158 158 2025/26 011 Business Intelligence Review (146) 69 (124) (146) (77) (201) Business Intelligence Total (146) 69 (124) (146) (77) (201) 2025/26 008 HR Service Review (99) (3) (52) (99) (102) (154) 2025/26 008 HR Service Review 28 (9) - 28 19 19 Human Resources Total (71) (12) (52) (71) (83) (135) 2026/27 206 Hillingdon First Card 84 - - 84 84 84 Resident Hub Total 84 - - 84 84 84 2025/26 007 Digital and Technology Contract Review 75 (75) - 75 - - Technology Total 75 (75) - 75 - - Chief Operating Officer Total 100 (18) (176) 100 82 (95) 2026/27 256 NNDR Cost of Collection Allowance (187) - - (187) (187) (187) 2025/26 068 HB Admin Subsidy 7 - - 7 7 7 Strategic & Operational Finance Total (180) - - (180) (180) (180) Finance Total (180) - - (180) (180) (180) 2026/27 139 Waste collection efficiencies - 854 (854) - 854 - Environment Total - 854 (854) - 854 - Various Realignment of Temporary Accommodation Savings 612 - - 612 612 612 Appendix A7 - Changes Since December Draft Budget 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 A7 - Changes Since December Draft Budget Additional Grant - Final LGFS (377) 128 125 (377) (249) (124) Housing Total 235 128 125 235 363 488 2026/27 212 Closure of corporate, public and social housing CCTV service - 365 - - 365 365 Safer Communities and Vulnerabilities Total - 365 - - 365 365 2026/27 163 Street lighting 125 125 - 125 250 250 Corporate Director Place Total 125 125 - 125 250 250 Residents Services Total 360 1,472 (729) 360 1,832 1,103 945 862 (880) 945 1,807 927 Subsequent Changes to Growth: 2026/27 236 Rebasing Mortuary Budget 142 - - 142 142 142 Direct Care & Business Delivery Total 142 - - 142 142 142 Adult Services and Health Total - 267 490 - 267 757 2026/27 104 Transformation Capital Budget Rebasing - Corporate Services 909 - - 909 909 909 Digital Service Total 909 - - 909 909 909 Chief Operating Officer Total 1,051 - - 1,051 1,051 1,051 2026/27 245 Rental of Minibuses for Children Activities / Contact 15 - - 15 15 15 Children's Social Care Total 15 - - 15 15 15 2026/27 237 Creation of new role in MACPT for Education 79 - - 79 79 79 2026/27 238 Growth of fund Child Performance Licensing Role to deliver statutory duties 49 - - 49 49 49 Education and SEND Total 128 - - 128 128 128 2026/27 239 Fostering Offer 150 - - 150 150 150 SPQR Total 150 - - 150 150 150 Children and Young People's Services Total 293 - - 293 293 293 2026/27 037 Corporate Property Staffing Capacity 975 - (655) 975 975 320 2026/27 243 Stock Condition Survey Programme 253 - - 253 253 253 2026/27 244 Corporate Property review and capital asset register 110 (110) - 110 - - Assets Total 1,338 (110) (655) 1,338 1,228 573 2026/27 240 Private Sector Housing - Regularisation of budget 430 - - 430 430 430 2026/27 257 Domestic Violence Support Role 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 A7 - Changes Since December Draft Budget Communitity Safety and Enforcment Total 490 - - 490 490 490 Various Realignment of Temporary Accommodation Growth 1,039 2,452 4,124 1,039 3,491 7,615 Housing Total 1,039 2,452 4,124 1,039 3,491 7,615 2026/27 047 Removal of MVF from Statutory, Demand-Led, Income Generating Posts 26 - - 26 26 26 Planning and Sustainable Growth Total 26 - - 26 26 26 Residents Services Total 2,893 2,342 3,469 2,893 5,235 8,704 4,237 2,342 3,469 4,237 6,579 10,048 Subsequent Changes to Corporate Budgets: 2025/26 028 Procurement Contract Review & Operating Model (110) - - (110) (110) (110) 2025/26 054 Capital Financing Costs 139 2,265 309 139 2,404 2,713 2026/27 017 Capital Financing Costs on Potential EFS Support (111) (94) (559) (111) (205) (764) Capital Financing Costs on Potential EFS Support 4,902 (1,143) (2,047) 4,902 3,758 1,712 2026/27 018 Capital Financing Costs on Potential DSG Deficit 229 351 216 229 580 796 2026/27 227 Corporate Inflation (5,342) (2,308) (2,349) (5,342) (7,650) (9,999) 2026/27 241 Recharges to non-General Fund Revenue Budgets 749 (200) (200) 749 549 349 2026/27 242 Write Out of 25-26 Undelivered Savings 315 - - 315 315 315 2026/27 255 Contingency for Further TA Pressures 1,080 - - 1,080 1,080 1,080 Funding Settlement Alignment 82 (1,441) (693) 82 (1,359) (2,052) 2026/27 013 Retained NNDR (3,130) - - (3,130) (3,130) (3,130) Levy on NNDR Above Baseline 407 - - 407 407 407 s31 NNDR Grants (937) - - (937) (937) (937) Release of NNDR Smoothing Reserve (4,334) 4,334 - (4,334) - - 2026/27 016 2024/25 Collection Fund Deficit Charged to 2026/27 Revenue 3,632 (3,632) - 3,632 - - 2024/25 Collection Fund Deficit Charged to 2026/27 Revenue 268 (268) - 268 - - 2026/27 218 Council Tax - Taxbase Increase (2,509) - - (2,509) (2,509) (2,509) 2026/27 219 Council Tax - Changes to Local Council Tax Support Scheme 1,786 - - 1,786 1,786 1,786 2026/27 220 Council Tax - Second Homes Premium (2) - - (2) (2) (2) 2026/27 221 Council Tax - Increase in Band D Charge (5) - - (5) (5) (5) Transfers from Earmarked Reserves (110) 110 (110) - - 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 A7 - Changes Since December Draft Budget 2025/26 066 Better Care Fund 170 174 - 170 344 344 Corporate Budgets Total (2,832) (1,852) (5,323) (2,832) (4,684) (10,007) (2,832) (1,852) (5,323) (2,832) (4,684) (10,007) SUMMARY: Changes to Savings 945 862 (880) 945 1,807 927 Changes to Growth 4,237 2,342 3,469 4,237 6,579 10,048 Changes to Corporate Budgets (2,832) (1,852) (5,323) (2,832) (4,684) (10,007) 2,350 1,352 (2,734) 2,350 3,701 968 Revised Budget Gap 61,389 (13,074) (3,852) 61,389 48,316 44,464 2026/27 2027/28 2028/29 2025/26 2026/27 2027/28 2028/29 26/27 27/28 28/29 Changes Changes Changes Budget Budget Budget Budget Change Change Change (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (%age) (%age) (%age) Children and Young People's Services Growth 12,426 1,676 1,813 Savings (2,876) (1,758) (27) Net 9,550 (82) 1,786 57,231 66,782 66,700 68,486 17% 0% 3% Adult Services and Health Growth 18,089 10,725 14,307 Savings (2,600) (604) (58) Net 15,489 10,121 14,249 100,893 116,382 126,503 140,752 15% 9% 11% Residents Services Growth 33,959 3,473 4,651 Savings (14,073) (954) (3,604) Net 19,886 2,519 1,047 52,149 72,034 74,553 75,600 38% 3% 1% Chief Operating Officer Growth 5,183 (640) (59) Savings (480) (544) (362) Net 4,703 (1,184) (421) 22,695 27,398 26,214 25,793 21% -4% -2% Finance Growth 3,402 (787) (602) Savings (820) (50) (45) Net 2,582 (837) (647) 11,090 13,672 12,835 12,188 23% -6% -5% Chief Executive Growth 515 (110) 85 Savings (327) (50) (15) Net 188 (160) 70 6,455 6,642 6,482 6,552 3% -2% 1% Total Service Areas Growth 73,573 14,336 20,195 Savings (21,176) (3,960) (4,111) Net 52,398 10,376 16,084 250,513 302,910 313,286 329,370 21% 3% 5% Corporate Budgets Net 8,991 (23,450) (19,936) (250,513) (241,522) (264,971) (284,907) -4% 10% 8% Total 61,389 (13,074) (3,852) - 61,389 48,316 44,464 Appendix A8 - Summary Budgets By Growth / Saving 2026/27 2027/28 2028/29 2025/26 2026/27 2027/28 2028/29 26/27 27/28 28/29 Changes Changes Changes Budget Budget Budget Budget Change Change Change (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (%age) (%age) (%age) Children and Young People's Services Staffing 1,634 - - 42,645 44,279 44,279 44,279 4% 0% 0% Other 8,815 (156) 1,813 272,226 281,041 280,885 282,698 3% 0% 1% Income (899) 74 (27) (257,639) (258,538) (258,464) (258,491) 0% 0% 0% Net 9,550 (82) 1,786 57,231 66,782 66,700 68,486 17% 0% 3% Adult Services and Health Staffing (350) (726) - 24,764 24,414 23,688 23,688 -1% -3% 0% Other 15,190 11,847 14,249 160,154 175,344 187,191 201,440 9% 7% 8% Income 649 (1,000) - (84,026) (83,377) (84,377) (84,377) -1% 1% 0% Net 15,489 10,121 14,249 100,893 116,382 126,503 140,752 15% 9% 11% Residents Services Staffing 1,095 (1,773) (869) 52,267 53,362 51,589 50,720 2% -3% -2% Other 18,551 1,562 2,180 74,302 92,853 94,415 96,595 25% 2% 2% Income 240 2,730 (264) (74,420) (74,180) (71,450) (71,714) 0% -4% 0% Net 19,886 2,519 1,047 52,149 72,034 74,553 75,600 38% 3% 1% Chief Operating Officer Staffing 735 (897) (462) 14,933 15,668 14,771 14,309 5% -6% -3% Other 3,945 (287) 41 8,464 12,409 12,122 12,163 47% -2% 0% Income 22 - - (701) (679) (679) (679) -3% 0% 0% Net 4,703 (1,184) (421) 22,695 27,398 26,214 25,793 21% -4% -2% Finance Staffing 1,481 (637) (802) 11,469 12,950 12,313 11,511 13% -5% -7% Other 1,282 (390) (45) 68,831 70,113 69,723 69,678 2% -1% 0% Income (181) 190 200 (69,210) (69,391) (69,201) (69,001) 0% 0% 0% Net 2,582 (837) (647) 11,090 13,672 12,835 12,188 23% -6% -5% Chief Executive Staffing (13) - - 7,504 7,491 7,491 7,491 0% 0% 0% Other 280 (110) 85 534 814 704 789 52% -14% 12% Income (80) (50) (15) (1,583) (1,663) (1,713) (1,728) 5% 3% 1% Net 187 (160) 70 6,455 6,642 6,482 6,552 3% -2% 1% Total Service Areas Staffing 4,583 (4,033) (2,133) 153,581 158,164 154,130 151,997 3% -3% -1% Other 48,063 12,466 18,323 584,510 632,573 645,039 663,362 8% 2% 3% Income (250) 1,944 (106) (487,579) (487,828) (485,884) (485,990) 0% 0% 0% Net 52,398 10,376 16,084 250,513 302,910 313,286 329,370 21% 3% 5% Appendix A8 - Summary Budgets By Class 2026/27 2027/28 2028/29 2025/26 2026/27 2027/28 2028/29 26/27 27/28 28/29 Changes Changes Changes Budget Budget Budget Budget Change Change Change (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (%age) (%age) (%age) Total Service Areas 52,398 10,376 16,084 250,513 302,910 313,286 329,370 21% 3% 5% Corporate Expenditure 23,915 14,862 10,268 25,140 49,056 63,918 74,186 95% 30% 16% Corporate Funding (26,551) (47,056) (34,504) (233,226) (259,777) (306,833) (341,337) 11% 18% 11% Corporate Income 827 (700) (700) (40,073) (39,246) (39,946) (40,646) -2% 2% 2% Transfers to/from Reserves & Provisions 10,800 9,444 5,000 (2,353) 8,447 17,891 22,891 -459% 112% 28% Corporate Budgets 8,991 (23,450) (19,936) (250,513) (241,521) (264,971) (284,907) -4% 10% 8% Total 61,389 (13,074) (3,852) - 61,389 48,316 44,464 Appendix A8 - Summary Budgets By Class

Appendix A9 General Fund Capital Programme Summary 2026/27 to 2030/31 Corporate & Directorate 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 2030/31 £000 5-Year Total £000 Major Projects Residents Services 19,827 16,302 19,590 3,191 50 58,959 Adult Social Care and Health 10,000 10,000 0 0 0 20,000 Children's & Young Peoples Services 12,749 594 0 0 0 13,343 Major Projects Total 42,576 26,896 19,590 3,191 50 92,302 Programme of Works Residents Services 20,219 25,346 22,312 23,291 19,703 110,871 Children's & Young Peoples Services 9,200 3,000 3,000 3,417 3,417 22,034 Adult Services & Health 3,977 3,977 3,977 3,977 3,977 19,885 Corporate Services 4,198 3,999 50 150 25 8,422 Programme of Works Total 37,594 36,322 29,339 30,835 27,122 161,212 Contingency Total 6,979 2,000 2,000 2,000 2,000 14,979 Grand Total 87,149 65,218 50,929 36,026 29,172 268,493 Funded By: Prudential Borrowing (51,122) (38,393) (26,758) (18,558) (11,942) (146,772) Community Infrastructure Levy 0 0 0 0 0 0 Existing Grants & Contributions (33,574) (24,996) (22,556) (15,853) (15,615) (112,594) New Grants & Contributions (1,953) (1,829) (1,615) (1,615) (1,615) (8,627) Grand Total (87,149) (65,218) (50,929) (36,026) (29,172) (268,493) MTFS December 2025 74,838 48,881 44,609 34,583 25,882 228,792 Change 12,311 16,337 6,320 1,443 3,290 39,701 Appendix A10a General Fund Capital Programme 5 -Year View by Project 2026/27 to 2030/31 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 2030/31 £000 5-Year Total £000 Borrowing £000 Other £000 Total Funding £000 Major Projects Residents Services Hillingdon Water Sports Facility & Activity Centre 8,234 6,234 7,000 238 0 21,706 (21,706) (21,706) Cedars and Grainges 250 2,500 5,000 2,350 50 10,150 (10,150) (10,150) Refurbishment of Crematorium 750 4,000 4,240 603 0 9,593 (6,593) (3,000) (9,593) Redevelopment of 1-10 Nelson Lane GF 1,000 2,450 2,500 0 0 5,950 (5,950) (5,950) Civic Centre Transformation 3,500 0 0 0 0 3,500 (3,500) (3,500) Garage Site Refurbishment 1,000 1,000 850 0 0 2,850 (2,850) (2,850) Yiewsley/Otterfield Library 776 53 0 0 0 829 (829) (829) Hayes Canal Project 750 0 0 0 0 750 (750) (750) Harlington Road Fuel Pumps and Canopy Replacement 718 15 0 0 0 733 (733) (733) Motor Vehicle Workshop - Relocation 700 0 0 0 0 700 (700) (700) Jubilee Leisure Centre, West Drayton 607 0 0 0 0 607 (607) (607) Carbon Initiatives 500 0 0 0 0 500 (500) (500) Flood Alleviation 300 50 0 0 0 350 (350) (350) St Martins Approach (Former Citizens Advice Bureau Site)300 0 0 0 0 300 (300) (300) Cranford Park Heritage 200 0 0 0 0 200 (200) (200) Parking Services Improvments 100 0 0 0 0 100 (100) (100) Endeavours Sea Scouts New build 60 0 0 0 0 60 (60) (60) Youth Provision 2nd Ickenham Scouts Group 60 0 0 0 0 60 (60) (60) Uxbridge Cemetery Gatehouse & Chapel Refurbishment 22 0 0 0 0 22 (22) (22) Residents Services Total 19,827 16,302 19,590 3,191 50 58,959 (32,533) (26,426) (58,959) Children's & Young Peoples Services SRP/ SEND Meadow High School - Northwood Road 8,578 380 0 0 0 8,958 (8,958) (8,958) Secondary School Expansions 3,835 214 0 0 0 4,049 (4,049) (4,049) SRP / SEND Meadow School - Royal Lane 250 0 0 0 0 250 (250) (250) Charville Lane - Children Specialist House 86 0 0 0 0 86 (86) (86) Children's & Young Peoples Services Total 12,749 594 0 0 0 13,343 (9,294) (4,049) (13,343) Adult Social Care and Health Investment in Care Home Capacity 10,000 10,000 0 0 0 20,000 (17,500) (2,500) (20,000) Adult Social Care and Health Total 10,000 10,000 0 0 0 20,000 (17,500) (2,500) (20,000) Major Projects Total 42,576 26,896 19,590 3,191 50 92,302 (59,327) (32,975) (92,302) 5-Year FundingExpenditure Project Appendix A10a General Fund Capital Programme 5 -Year View by Project 2026/27 to 2030/31 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 2030/31 £000 5-Year Total £000 Borrowing £000 Other £000 Total Funding £000 5-Year FundingExpenditure Project Programme of Works Residents Services Highways Structural Works 8,207 8,446 8,690 9,232 9,232 43,807 (25,000) (18,807) (43,807) Vehicle Replacement Programme 2,277 7,766 4,684 5,190 1,750 21,667 (21,667) (21,667) Disabled Facilities Grant 2,146 2,146 2,146 2,146 2,146 10,730 (10,730) (10,730) Devolved Capital to Schools 2,000 2,000 2,000 2,000 2,000 10,000 (10,000) (10,000) Property Works Programme 1,840 1,480 1,520 1,400 1,400 7,640 (7,640) (7,640) Transport for London Funded Schemes 1,458 1,458 1,458 1,458 1,458 7,290 (7,290) (7,290) Replacement of Street Light Columns 600 600 600 600 600 3,000 (3,000) (3,000) Highways Bridges and Structures 400 400 400 300 300 1,800 (1,800) (1,800) CCTV Programme 409 462 262 257 187 1,577 (1,577) (1,577) Beck Theatre Planned Works 462 168 132 288 210 1,260 (1,260) (1,260) Playground Refurbishment Programme 200 200 200 200 200 1,000 (1,000) (1,000) Road Safety 120 120 120 120 120 600 (600) (600) Leisure Centre Refurbishment 100 100 100 100 100 500 (500) (500) Residents Services Total 20,219 25,346 22,312 23,291 19,703 110,871 (64,044) (46,827) (110,871) Children's & Young Peoples Services School Building Condition Works 9,200 3,000 3,000 3,417 3,417 22,034 (22,034) (22,034) Children's & Young Peoples Services Total 9,200 3,000 3,000 3,417 3,417 22,034 (22,034) (22,034) Adult Services & Health Social Care Equipment 3,977 3,977 3,977 3,977 3,977 19,885 (19,885) (19,885) Adult Services & Health Total 3,977 3,977 3,977 3,977 3,977 19,885 (19,885) (19,885) Corporate Services 0 Digital, Data and Technology Investment 4,198 3,999 50 150 25 8,422 (8,422) (8,422) Corporate Services Total 4,198 3,999 50 150 25 8,422 (8,422) (8,422) Programme of Works Total 37,594 36,322 29,339 30,835 27,122 161,212 (72,466) (88,746) (161,212) Contingency 0 Development & Risk Contingency 0 General Fund Capital Contingency 6,979 2,000 2,000 2,000 2,000 14,979 (14,979) (14,979) Development & Risk Contingency Total 6,979 2,000 2,000 2,000 2,000 14,979 (14,979) (14,979) Contingency Total 6,979 2,000 2,000 2,000 2,000 14,979 (14,979) (14,979) Grand Total 87,149 65,218 50,929 36,026 29,172 268,493 (146,772) (121,721) (268,493) Appendix A10b General Fund Capital Programme 2026/27 1-Year View with Funding Breakdown Expenditure 2026/27 £000 Prudential Borrowing £000 Existing Grants & Contributions £000 S106 Funding £000 New Grants & Contributio ns £000 Total Funding £000 Major Projects Residents Services Hillingdon Water Sports Facility & Activity Centre 8,234 (8,234) (8,234) Cedars and Grainges 250 (250) (250) Refurbishment of Crematorium 750 (450) (300) (750) Redevelopment of 1-10 Nelson Lane GF 1,000 (1,000) (1,000) Civic Centre Transformation 3,500 (3,500) (3,500) Garage Site Refurbishment 1,000 (1,000) (1,000) Yiewsley/Otterfield Library 776 (776) (776) Hayes Canal Project 750 (750) (750) Harlington Road Fuel Pumps and Canopy Replacement 718 (718) (718) Motor Vehicle Workshop - Relocation 700 (700) (700) Jubilee Leisure Centre, West Drayton 607 (607) (607) Carbon Initiatives 500 (500) (500) Flood Alleviation 300 (300) (300) St Martins Approach (Former Citizens Advice Bureau Site) 300 (300) (300) Cranford Park Heritage 200 (200) (200) Parking Services Improvments 100 (100) (100) Endeavours Sea Scouts New build 60 (60) (60) Youth Provision 2nd Ickenham Scouts Group 60 (60) (60) Uxbridge Cemetery Gatehouse & Chapel Refurbishment 22 (22) (22) Residents Services Total 19,827 (9,623) (9,704) (500) (19,827) Children's & Young Peoples Services 0 SRP/ SEND Meadow High School - Northwood Road 8,578 (8,578) (8,578) Secondary School Expansions 3,835 (3,497) (338) (3,835) SRP / SEND Meadow School - Royal Lane 250 (250) (250) Charville Lane - Children Specialist House 86 (86) (86) Children's & Young Peoples Services Total 12,749 (8,914) (3,497) (338) (12,749) Adult Social Care and Health 0 Investment in Care Home Capacity 10,000 (10,000) 0 (10,000) Adult Social Care and Health Total 10,000 (10,000) 0 (10,000) Major Projects Total 42,576 (28,537) (13,201) (500) (338) (42,576) Project Funding Appendix A10b General Fund Capital Programme 2026/27 1-Year View with Funding Breakdown Expenditure 2026/27 £000 Prudential Borrowing £000 Existing Grants & Contributions £000 S106 Funding £000 New Grants & Contributio ns £000 Total Funding £000 Project Funding Programme of Works 0 Residents Services 0 Highways Structural Works 8,207 (5,000) (3,207) (8,207) Vehicle Replacement Programme 2,277 (2,277) (2,277) Disabled Facilities Grant 2,146 (2,146) (2,146) Devolved Capital to Schools 2,000 (385) (1,615) (2,000) Property Works Programme 1,840 (1,840) (1,840) Transport for London Funded Schemes 1,458 (1,458) (1,458) Replacement of Street Light Columns 600 (600) (600) Highways Bridges and Structures 400 (400) (400) CCTV Programme 409 (409) (409) Beck Theatre Planned Works 462 (462) (462) Playground Refurbishment Programme 200 (200) (200) Road Safety 120 (120) (120) Leisure Centre Refurbishment 100 (100) (100) Residents Services Total 20,219 (11,408) (7,196) (1,615) (20,219) Children's & Young Peoples Services 0 School Building Condition Works 9,200 (9,200) (9,200) Children's & Young Peoples Services Total 9,200 (9,200) (9,200) Adult Services & Health 0 Social Care Equipment 3,977 (3,977) (3,977) Adult Services & Health Total 3,977 (3,977) (3,977) Corporate Services 0 Digital, Data and Technology Investment 4,198 (4,198) (4,198) Corporate Services Total 4,198 (4,198) (4,198) Programme of Works Total 37,594 (15,606) (20,373) (1,615) (37,594) Contingency 0 Development & Risk Contingency 0 General Fund Capital Contingency 6,979 (6,979) (6,979) Development & Risk Contingency Total 6,979 (6,979) (6,979) Contingency Total 6,979 (6,979) (6,979) Grand Total 87,149 (51,122) (33,574) (500) (1,953) (87,149) Appendix A11 General Fund Capital Programme Total Projects Budget Live Project Budget £000 Grants & Contributio ns £000 Council Resources £000 Total Project Budget £000 Total Released Budget £000 Percentage Released Budget Major Projects Residents Services 25,871 Jubilee Leisure Centre, West Drayton 10,798 (3,886) (6,912) 36,669 32,129 88% 3,999 Hillingdon Water Sports Facility & Activity Centre 29,706 (29,706) 33,705 6,366 19% 18,647 Carbon Initiatives 2,353 (2,353) 21,000 20,000 95% 12,034 Civic Centre Transformation 6,038 (6,038) 18,072 12,998 72% 2,806 Cedars and Grainges 10,150 (10,150) 12,956 2,671 21% 7 Refurbishment of Crematorium 10,486 (3,300) (7,186) 10,493 196 2% 0 Redevelopment of 1-10 Nelson Lane GF 5,950 (5,950) 5,950 0 0% 3,805 Cranford Park Heritage 725 (122) (603) 4,530 4,419 98% 0 Garage Site Refurbishment 3,000 (3,000) 3,000 0 0% 11 Northwood Hills Library (New) 2,383 (2,383) 2,394 0 0% 14 Yiewsley/Otterfield Library 2,210 (2,210) 2,224 0 0% 0 Harefield Library Community Space 2,150 (2,150) 2,150 0 0% 2,071 Yiewsley / West Drayton Community Centre 43 (43) 2,114 2,114 100% 0 Green Spaces Machinery 1,500 (1,500) 1,500 1,228 82% 484 Flood Alleviation 695 (547) (148) 1,179 529 45% 0 Harlington Road Fuel Pumps and Canopy Replacement 1,023 (1,023) 1,023 0 0% 127 Bungalow Site , New Years Green Lane, Harefield 873 (50) (823) 1,000 0 0% 0 Hayes Canal Project 850 (850) 850 0 0% 51 Motor Vehicle Workshop - Relocation 750 (750) 801 28 3% 693 Endeavours Sea Scouts New build 60 (60) 753 174 23% 590 Asha Day Centre Refurbishment 25 (25) 615 612 100% 0 Youth Provision 2nd Ickenham Scouts Group 567 (567) 567 0 0% 332 Parking Improvements 202 (202) 534 308 58% 0 Waste Services Improvements 498 (498) 498 0 0% 0 St Martins Approach (Former Citizens Advice Bureau Site) 441 (441) 441 0 0% 0 Botwell Leisure Centre Adaptations 250 (250) 250 0 0% 100 Uxbridge Cemetery Gatehouse & Chapel Refurbishment 22 (22) 122 100 82% 0 Appropriation of Townfield to General Fund 100 (100) 100 0 0% 0 Parking Services Improvments 100 (100) 100 0 0% 71,642 Residents Services Total 93,947 (43,824) (50,123) 165,589 83,872 51% Project Prior Years Budget £000 2026-2031 Project Budget Total Capital Programme Appendix A11 General Fund Capital Programme Total Projects Budget Live Project Budget £000 Grants & Contributio ns £000 Council Resources £000 Total Project Budget £000 Total Released Budget £000 Percentage Released Budget Project Prior Years Budget £000 2026-2031 Project Budget Total Capital Programme Children's & Young Peoples Services 23,605 SRP / SEND 13,434 (13,434) 37,039 1,867 5% 0 SRP/ SEND Meadow High School - Northwood Road 16,952 (5,200) (11,752) 16,952 11,318 67% 30 Secondary School Expansions 10,108 (8,808) (1,300) 10,138 3,160 31% 3,189 Charville Lane - Children Specialist House 1,431 (76) (1,355) 4,620 4,619 100% 0 SRP / SEND Meadow School - Royal Lane 2,338 (2,088) (250) 2,338 1,553 66% 0 Staying Close - Children's Respite 727 (727) 727 727 100% 26,824 Children's & Young Peoples Services Total 44,990 (16,172) (28,818) 71,814 23,244 32% Finance 0 Capitalisation of Transformation Expenditure 10,000 (10,000) 10,000 0 0% 0 DSG Capitalisation Support 4,000 (4,000) 4,000 0 0% 0 Finance Total 14,000 (14,000) 14,000 0 0% Adult Social Care and Health 632 Investment in Care Home Capacity 29,868 (2,500) (27,368) 30,500 6,830 22% 632 Adult Social Care and Health Total 29,868 (2,500) (27,368) 30,500 6,830 22% 99,098 Major Projects Total 182,805 (76,496) (106,309) 281,903 113,946 40% Programme of Works Residents Services 0 Highways Structural Works 56,476 (21,476) (35,000) 56,476 0 0% 0 Vehicle Replacement Programme 26,378 (26,378) 26,378 0 0% 0 Disabled Facilities Grant 16,312 (16,312) 16,312 0 0% 0 Devolved Capital to Schools 10,385 (10,385) 10,385 0 0% 0 Transport for London Funded Schemes 8,461 (8,461) 8,461 0 0% 0 Property Works Programme 8,315 (8,315) 8,315 0 0% 0 Replacement of Street Light Columns 4,000 (4,000) 4,000 0 0% 0 Chrysalis Programme 3,000 (163) (2,837) 3,000 0 0% 0 Highways Bridges and Structures 2,200 (2,200) 2,200 0 0% 1,658 Shopping Parade Initiatives 385 (385) 2,043 2,043 100% 0 CCTV Programme 1,761 (1,761) 1,761 0 0% 0 Playground Refurbishment Programme 1,300 (1,300) 1,300 0 0% 0 Beck Theatre Planned Works 1,260 (1,260) 1,260 0 0% 0 Road Safety 720 (720) 720 0 0% 0 Leisure Centre Refurbishment 600 (600) 600 0 0% 0 ERI - Green Spaces 517 (517) 517 0 0% 0 Older Peoples Initiative 200 (200) 200 0 0% 1,658 Residents Services Total 142,270 (57,314) (84,956) 143,928 2,043 1% Children's & Young Peoples Services 0 School Building Condition Works 29,804 (29,804) 29,804 0 0% 0 Children's & Young Peoples Services Total 29,804 (29,804) 29,804 0 0% Appendix A11 General Fund Capital Programme Total Projects Budget Live Project Budget £000 Grants & Contributio ns £000 Council Resources £000 Total Project Budget £000 Total Released Budget £000 Percentage Released Budget Project Prior Years Budget £000 2026-2031 Project Budget Total Capital Programme Adult Services & Health 0 Social Care Equipment 22,335 (22,335) 22,335 0 0% 0 Adult Services & Health Total 22,335 (22,335) 22,335 0 0% Corporate Services 0 Digital, Data and Technology Investment 14,868 (14,868) 14,868 0 0% 0 Corporate Services Total 14,868 (14,868) 14,868 0 0% 1,658 Programme of Works Total 209,277 (109,453) (99,824) 210,935 2,043 1% Contingency Development & Risk Contingency 0 General Fund Capital Contingency 14,979 (14,979) 14,979 0 0% 0 Development & Risk Contingency Total 14,979 (14,979) 14,979 0 0% 0 Contingency Total 14,979 (14,979) 14,979 0 0% 100,756 Grand Total 407,062 (185,949) (221,113) 507,818 115,989 23%

Appendix B1 HRA Revenue Budget Corporate Summary Housing Revenue Account Corporate Summary 2025/26 2026/27 2027/28 2028/29 2029/30 20230/31 Five Year Outlook £'000 £'000 £'000 £'000 £'000 £'000 £'000 Resources CPI+1% CPI+1% CPI+1%+£1 CPI+1%+£2 CPI+1%+£2 CPI+1%+£2 Increase in rents 2.7% 4.8% 3.0% 3.0% 3.0% 3.0% Average Weekly Rent (£) £141.11 £147.90 £153.34 £159.95 £166.75 £173.75 £32.64 Increase/(Decrease) in Number of Dwellings 152 (54) 231 36 18 241 471 Opening Number of Dwellings 10,518 10,670 10,616 10,847 10,882 10,900 382 Closing Number of Dwellings 10,670 10,616 10,847 10,882 10,900 11,141 471 Average Number of Dwellings 10,594 10,643 10,731 10,865 10,891 11,020 10,830 Gross Dwelling Rents 78,309 82,787 86,929 90,892 95,871 100,864 22,555 Void Risk Contingency inc. Regen (682) (722) (759) (794) (839) (884) (203) Net Dwelling Rents 77,627 82,065 86,170 90,097 95,031 99,980 22,352 Other income 7,276 7,603 7,755 7,910 8,068 8,230 954 Total Resources 84,903 89,668 93,925 98,008 103,100 108,209 23,307 Budget Requirement Roll Forward Budget 52,977 57,801 63,981 65,389 68,204 70,306 Inflation 2,211 2,054 695 852 1,099 849 5,549 Capital Charges 1,613 3,755 1,023 2,163 1,203 290 8,433 Savings (500) (1,842) (310) (200) (200) 0 (2,552) Growth 1,500 2,214 0 0 0 0 2,214 Total Budget Requirement 57,801 63,981 65,389 68,204 70,306 71,445 13,644 Contribution to Finance Capital Programme 15,757 16,383 17,074 17,472 17,850 18,610 87,389 (Drawdown) / Contribution to Reserves 11,345 8,913 10,918 11,634 14,087 17,137 62,689 Opening HRA General Balance 15,101 15,004 15,113 15,110 15,113 15,114 (Increase)/Decrease in balances (97) 109 (3) 3 1 (1) Closing HRA General Balance 15,004 15,113 15,110 15,113 15,114 15,113 * Rent figures quoted above are inclusive of the different types of social housing stock e.g. formula rent, affordable rent, shared ownership rent, London Affordable Rent. Average rents for existing tenancies subject to the existing rent standard 2026/27 to 2036/37. Appendix B2 HRA Revenue Budget Inflation Provisions 2026/27 2027/28 2028/29 2029/30 2030/31 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Inflation Rates Workforce Expenditure (excluding 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 1,601 484 696 791 711 2,782 4,284 Repairs and Planned Maintenance N/A 735 336 284 439 271 1,355 2,064 Bad Debt Prov and Dev & Risk Contingency N/A 45 26 27 28 29 98 155 Gross Inflation Requirement N/A 2,381 847 1,007 1,258 1,010 4,235 6,503 Other Income N/A (327) (152) (155) (158) (161) (635) (954) Total Inflation Provision 2,054 695 852 1,099 849 3,601 5,549 Housing Revenue Account Inflation Provision 2025/26 Annual Movement in Budget Requirement Three Year Outlook Five Year Outlook Appendix B3 HRA Revenue Budget Service Budgets 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 Three Year Outlook Five Year Outlook £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Rental Income (77,627) (82,065) (86,170) (90,097) (95,031) (99,980) (12,470) (22,352) Other Income (7,276) (7,603) (7,755) (7,910) (8,068) (8,230) (635) (954) Net Income (84,903) (89,668) (93,925) (98,008) (103,100) (108,209) (13,105) (23,307) Housing & Tenancy Management 32,337 33,938 34,422 35,119 35,910 36,621 2,782 4,284 Repairs and Planned Maintenance 11,742 12,477 12,813 13,097 13,535 13,806 1,355 2,064 Capital Programme Funding 15,757 16,383 17,074 17,472 17,850 18,610 1,715 2,853 Interest & Investment Income 12,897 17,087 17,801 19,763 20,766 21,056 6,866 8,158 Bad Debt Prov, and Dev & Risk Contingency 825 871 897 924 951 980 98 155 Operating Costs 73,558 80,755 83,007 86,374 89,013 91,072 12,816 17,514 Operating (Surplus) / Deficit (11,345) (8,913) (10,918) (11,634) (14,087) (17,137) (289) (5,792) Opening HRA General Balance (15,101) (15,004) (15,113) (15,110) (15,113) (15,114) (9) (13) Use of balances 3,379 152 468 186 304 321 (3,193) (3,058) Repayment of loans 8,062 8,653 10,453 11,445 13,782 16,817 3,382 8,754 (Increase)/Decrease in balances 97 (109) 3 (3) (1) 1 (100) (96) Closing HRA General Balance (15,004) (15,113) (15,110) (15,113) (15,114) (15,113) (109) (109) HRA Service Budgets Appendix B4 HRA Capital Programme Summary Project Total Project 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Capital Expenditure 474,714 Major Projects / Regeneration 149,763 90,961 67,683 75,628 50,100 40,579 231,308 Programme of Works 36,843 45,347 45,834 38,206 34,772 30,305 706,021 Total HRA Capital Programme 186,606 136,307 113,517 113,834 84,872 70,884 Capital Financing 112,258 Revenue Contributions 23,438 16,535 17,542 17,658 18,155 18,931 309,294 Prudential Borrowing 77,939 62,240 40,300 60,380 40,575 27,860 192,760 Grants 72,359 29,961 27,520 28,249 18,440 16,232 91,710 Capital Receipts 12,870 27,571 28,156 7,547 7,703 7,862 706,022 Total 186,606 136,307 113,517 113,834 84,872 70,884 Borrowing Projections Capital Financing Requirement 354,470 408,058 437,905 486,840 513,633 524,676 Projected External Borrowing (354,470) (408,058) (437,905) (486,840) (513,633) (524,676) Projected Internal Borrowing 0 0 0 0 0 0 Ratio CFR to HRA income 4.2 4.6 4.7 5.0 5.0 4.8 Appendix B5a HRA Capital Programme Projects Summary Project Total 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 Five Year Outlook £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Major Projects 64,076 Development 143 28,876 20,872 13,116 1,212 0 0 35,201 184,536 Acquisitions 263 101,282 61,962 11,293 10,000 0 0 83,254 16,000 Contingency 0 4,000 4,000 4,000 4,000 0 16,000 264,613 Total Major Projects 406 130,158 86,834 28,409 15,212 4,000 0 134,455 Housing Regeneration Programme 210,101 Housing Regeneration Programme 346 19,605 4,127 39,274 60,416 46,100 40,579 190,496 210,101 Total Housing Regeneration Programme 346 19,605 4,127 39,274 60,416 46,100 40,579 190,496 HRA Programmes of Work 191,636 Works to Stock programme 32,083 35,097 35,584 32,056 29,647 27,168 159,553 39,672 Green Homes Initiatives 4,760 10,250 10,250 6,150 5,125 3,137 34,912 231,308 Total Works to Stock 36,843 45,347 45,834 38,206 34,772 30,305 194,465 706,021 Total HRA Capital Programme Expenditure 752 186,606 136,307 113,517 113,834 84,872 70,884 519,416 Project Estimated Unit Numbers Appendix B5b HRA Capital Programme 5-year view by project 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 7,000 10,000 10,000 0 0 27,000 (16,200) (10,800) (27,000) Development Yiewsley Housing Scheme 16,687 8,169 407 0 0 25,263 (10,232) (15,031) (25,263) HRA Housing Supply Block Purchases 25,000 0 0 0 0 25,000 (13,300) (11,700) (25,000) Existing FRI Leases - HRA 16,732 0 0 0 0 16,732 (16,732) 0 (16,732) Development Haydon Drive 10,458 1,293 0 0 0 11,750 (7,050) (4,700) (11,750) Grays Road site development 3,725 1,275 0 0 0 5,000 (5,000) 0 (5,000) Staying Close Acquisition Programme 2,772 0 0 0 0 2,772 (2,772) 0 (2,772) Rebuild of properties with structural issues 330 1,664 206 0 0 2,200 (1,320) (880) (2,200) Garage Site New Peachy Lane 0 1,688 0 0 0 1,688 (844) (844) (1,688) Redevelopment of 1-10 Nelson Lane 130 320 600 0 0 1,050 (1,050) 0 (1,050) Major Projects Total 82,834 24,409 11,212 0 0 118,455 (74,500) (43,955) (118,455) Programme of Works Works to Stock - Reactive and Planned Capital Budget 30,997 31,484 28,468 26,059 24,031 141,040 0 (141,040) (141,040) Green Homes Initiative - Reactive and Planned Capital Budget 10,250 10,250 6,150 5,125 3,137 34,912 (11,498) (23,414) (34,912) Major Adaptations 4,100 4,100 3,588 3,588 3,137 18,513 (18,513) 0 (18,513) Programme of Works Total 45,347 45,834 38,206 34,772 30,305 194,465 (30,011) (164,454) (194,465) 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) (128,000) Hayes Regeneration - Hayes Town Centre future phases 0 0 1,916 21,100 37,000 60,016 (36,010) (24,006) (60,016) Hayes Regeneration Phase 1 and 1A 1,206 1,274 0 0 2,480 (1,240) (1,240) (2,480) Hayes Regen Total 4,127 39,274 60,416 46,100 40,579 190,496 (114,050) (76,446) (190,496) Contingency General Fund Capital Contingency 4,000 4,000 4,000 4,000 0 16,000 0 (16,000) (16,000) Contingency Total 4,000 4,000 4,000 4,000 0 16,000 0 (16,000) (16,000) Grand Total 136,307 113,517 113,834 84,872 70,884 519,416 (218,560) (300,855) (519,416) Category Name Expenditure Funding Appendix B5c HRA Capital Programme 1-year view with funding breakdown Expenditure 2026/27 Prudential Borrowing Existing Grants & Contrib Reserves (HRA Only) New Grants & Contribs Right to Buy Receipts Total Funding £'000 £'000 £'000 £'000 £'000 £'000 £'000 Major Projects HRA In-House Housing Supply Acquisitions 7,000 (4,200) 0 0 (2,800) 0 (7,000) Development Yiewsley Housing Scheme 16,687 (7,312) 0 0 (9,375) 0 (16,687) HRA Housing Supply Block Purchases 25,000 (13,300) (11,700) 0 0 0 (25,000) Existing FRI Leases - HRA 16,732 (16,732) 0 0 0 0 (16,732) Development Haydon Drive 10,458 (6,275) 0 0 (4,183) 0 (10,458) Grays Road site development 3,725 (3,725) 0 0 0 0 (3,725) Staying Close Acquisition Programme 2,772 (2,772) 0 0 0 0 (2,772) Rebuild of properties with structural issues 330 (198) 0 0 (132) 0 (330) Garage Site New Peachy Lane 0 0 0 0 0 0 0 Redevelopment of 1-10 Nelson Lane 130 (130) 0 0 0 0 (130) Major Projects Total 82,834 (54,644) (11,700) 0 (16,490) 0 (82,834) Programme of Works Works to Stock - Reactive and Planned Capital Budget 30,997 0 0 0 0 (30,997) (30,997) Green Homes Initiative - Reactive and Planned Capital Budget 10,250 (3,377) (1,620) 0 0 (5,253) (10,250) Major Adaptations 4,100 (4,100) 0 0 0 0 (4,100) Programme of Works Total 45,347 (7,477) (1,620) 0 0 (36,250) (45,347) Hayes Regen Hayes Regeneration - Avondale Phases 2 and 1B 2,921 (1,753) 0 0 (1,168) 0 (2,921) Hayes Regeneration - Hayes Town Centre future phases 0 0 0 0 0 0 0 Hayes Regeneration Phase 1 and 1A 1,206 (603) (603) 0 0 0 (1,206) Hayes Regen Total 4,127 (2,356) (603) 0 (1,168) 0 (4,127) Contingency General Fund Capital Contingency 4,000 0 0 (4,000) 0 0 (4,000) Contingency Total 4,000 0 0 (4,000) 0 0 (4,000) Grand Total 136,307 (64,477) (13,923) (4,000) (17,658) (36,250) (136,307) Category Name Funding

Appendix C Comments from Select Committees on Cabinet’s 2026/27 budget proposals As part of the Constitution (Budget and Policy Framework Procedure), the Council’s s elect committees have a statutory role to review and comment on the Cabinet’s draft budget proposals before the final budget is recommended to full Council. The budget proposals were set out by Cabinet on 23 December 2025 and at select committee meetings in January, consideration was given to the draft budget proposals relating to the remit of each committee. The formal comments of the select committees, whether approved at the meeting or through delegated authority after the meeting as agreed by the Chair, in consultation with the Opposition Group Lead(s), are set out below . Cabinet is requested to duly consider these comments, alongside other consultation feedback on the budget: Select Committee Comments Corporate Resources & Infrastructure Select Committee [6 January 2026] The Committee is grateful for all the hard work undertaken by both Councillors Goddard and more recently Lavery in their respective Cabinet roles, together with all the Finance Officers of the Council in whatever capacity. We recognise the exceptionally challenging climate that has pertained over the last several years which has impacted not only harsh conditions in which local authorities have to operate , but also the related but vital economic landscape in which partner businesses and services inhabit. All local authorities report significant challenges in operating in these conditions, some with far more issues than others. We in Hillingdon face particular problems associated with Heathrow , which historically and currently has never been financially addressed. This includes the pressures from asylum seekers , many of whom are unaccompanied children who generate immediate additional unrecoverable costs to our residents. It is of note that London councils are forecasting a multi-billion deficit in London-wide Council funding for at least 50% of boroughs in the Capital by the end of 2027 - this is unsustainable. The conditions under which Hillingdon is operating , with our additional pressures, are very significant. However as evidenced in the performance report, the Council has continued to provide good quality services at amongst the cheapest across London. We welcome all the efforts and proposals to ensure that the correct savings are made while keeping to the desire to maintain good services at reasonable costs to residents. Children, Education & Families Select Committee [7 January 2026] The Children, Families and Education Select Committee would like to thank officers for the significant work undertaken in developing these savings and growth proposals. Officers have provided the Committee with reassurance that the budget proposals have been subject to rigorous and robust testing to ensure realistic outcomes. An example of such outcomes is within the SEND service, which was recently recognised by the DfE for successfully providing a high-quality, financially efficient SEND service. The Committee welcomes longer -term funding certainty and budget growth identified to enable the Council to continue to improve outcomes for children and families. While progress has been made on addressing High Needs pressures, the Committee notes that the deficit remains and will require continued focus and innovative solutions. Strong governance arrangements to track and monitor the budget must remain a key priority. Residents’ Services Select Committee [8 January 2026] The Residents’ Services Select Committee has considered the Budget Proposals for 2026/27 insofar as they relate to services within its remit, alongside the Medium-Term Financial Strategy and the wider financial context facing the Council. The Committee recognises the exceptionally challenging environment in which the budget has been prepared, including sustained demand pressures, inflation and reduced financial resilience following the use of reserves. These challenges are compounded by long-term underfunding from central government, resulting in an increasing gap between statutory responsibilities and available funding. Members highlight the significant financial pressures arising from national asylum and resettlement responsibilities, including costs associated with asylum presentations and the Chagos Islander settlement, for which the Council is not fully or sustainably rei mbursed. These externally driven pressures continue to place a disproportionate burden on Residents’ Services, particularly housing and temporary accommodation. The Committee notes that the proposed net increase of approximately £15.8m within Residents’ Services is driven largely by unavoidable demand pressures, particularly homelessness. Members welcome the realistic approach taken, including the rebasing of undeliverable legacy targets and the focus on deliverable, officer-owned proposals. In relation to homelessness, the Committee acknowledges the scale of the challenge and notes positively the continued focus on controlling temporary accommodation costs, securing private rented sector supply and increasing the provision of social rented homes. The em phasis on prevention, move-on pathways and partnership working is welcomed, while recognising that many drivers of demand remain outside the Council’s control. The Committee supports targeted budget growth where it protects statutory duties and reduces l onger-term risk, including investment in areas such as tree inspection and maintenance. Members also note the proposed efficiencies and savings across Residents’ Services and support the emphasis on service redesign, digital enablement and cross- service collaboration, with appropriate consideration of service impacts. With regard to fees and charges, the Committee notes the proposed increases to discretionary services and the assurance that the Council remains comparatively low -cost relative to neighbouri ng authorities. Members welcome the cautious approach to income assumptions and the use of contingencies to manage delivery risk. Overall, the Committee considers that the Budget Proposals within its remit are realistic and proportionate to the scale of the financial challenge faced, balancing demand-led pressures, protection of frontline services and the delivery of savings in the context of continued external funding pressures. Health and Social Care Select Committee [20 January 2026] The Health and Social Care Select Committee recognises that officers have worked hard to establish a credible base line, spending months working through the growth model for the next five years and evaluating the drivers for increased costs, which include the continu ed anticipated increase in demand and the exponential rise in the cost of care. The model had looked at many primary support reasons and focused on how costs and the market can expect to be managed over the next few years. Previous budgets have not provided accurate forecasting. The measures put in place to ensure that slippage was identified and addressed in a timely manner had not worked as well as intended. Ownership for spending and savings was not as clear as it should have been, which impacted on accountability for delivery. Members welcome the assurances they have been given that these issues ha ve been recognised and systems put in place to improve accuracy and accountability, thus delivery. Insofar as anticipated costs based on forecasted demand and proposed savings are concerned, the modelled figures contained within the budget are based on stronger evidence compared with previous years. The savings proposals were discussed (and assumptions probed) at challenge se ssions with Cabinet Members and Corporate Directors. Individuals have been identified to manage specific savings projects and measures have been put in place to monitor these projects to ensure that they stay on track , with the intention to improve accoun tability for delivering services within the proposed budget. Whilst the Committee welcome the detailed responses given by officers in the meeting and appreciate that there is additional information in the budget report that went to Cabinet, there is still a need for more detailed narrative within the report in relation to the impact that savings proposals would have on staff or services. It is important that this narrative is provided to the Committee to enable them to effectively scrutinises performance during the next municipal year. BACKGROUND PAPERS: Further detail of the broader discussion about the budget proposals from the select committees are set out in their minutes below:  Corporate Resources & Infrastructure Select Committee on Tuesday, 6th January, 2026  Children, Families and Education Select Committee on Wednesday, 7th January, 2026  Residents' Services Select Committee on Thursday, 8th January, 2026  Health and Social Care Select Committee on Tuesday, 20th January, 2026

Appendix D 2026/27 Budget Consultation Residents Feedback Overview of Consultation Process  This report highlights the key findings of the Budget Consultation 2026 -27 conducted by the London Borough of Hillingdon from 24 December 2025 to 4 February 2026  The purpose of the consultation was to seek views from residents and local businesses on Hillingdon Council's budget proposals for 2026-27  The consultation was publicised through: o Hillingdon Council's website o The Council’s social media platforms o Hillingdon People January/February edition o Hillingdon People Extra e-newsletter – December/January o Press release / website news article  Information about the consultation was also sent directly to: o Residents on the Council's Customer Engagement database; o Residents' associations in the borough.  The survey received 277 responses, an increase of 144 responses from last year .  The total number of responses and key themes from all open questions are shown in the Survey results.  All results are unweighted.  Results are based on all respondents unless otherwise stated. Summary of Key Findings  98% of the respondents are residents. 2% are on behalf of local businesses or organisations.  88% of the respondents answered Question 1 Which service areas do you think the council should be prioritising.  60% of the respondents answered Question 2 Do you have any other suggestions for further cost savings  57% of the respondents answered Question 3 do you have any further comments or suggestions regarding Hillingdon Council’s draft 2026/27 Budget. Appendix D This document is structured by firstly presenting the survey results and secondly presenting the demographic and background information on respondents. Survey Results Q1. Which Service Areas do you think the Council should be prioritising? In order of Importance with 1 being the most important the results were as follows. Priority Service Area 1 Protecting vulnerable children and giving them a good start in life 2 Collecting waste and keeping streets clean and tidy 3 Protecting older people and adults with disabilities and other vulnerabilities 4 Maintaining roads and pavements 5 Maintaining parks and green spaces 6 Helping local people who are homeless 7 Providing library and leisure facilities 8 Improving private rented housing and reducing anti-social behaviour 9 Providing more affordable housing 10 Providing theatres, museums, heritage and cultural services Q2. Do you have any other suggestions for further cost savings? The main themes from the suggestions are as follows:  Reduce Spending on Immigration / Asylum Accommodation, with many responses related to concerns over the costs of  Housing Asylum Seekers or Migrants in hotels  Funding services perceived to be used by non-residents  Perceived unfair burden on Hillingdon compared with other boroughs  Calls for Central Government to fund these costs instead  Better Enforcement and Revenue Generation  Heavier fines for fly-tipping, littering, pavement parking and pet fouling  Charges to builders for pavement damage  Fines for illegal HMOs and planning breaches  Improve debt collection – unpaid Council Tax  Reduce Use of Consultants, Agency Staff & Management Costs  Reduce reliance on agency workers  Reduce or eliminate consultants  Bring services back in-house  Cut numbers of manager or councillor allowances  Review or audit large consultancy or transformation projects. Appendix D  Property, Estate and Assets  Sell or repurpose under-used buildings  Consolidate office space  Reduce number of libraries or merge smaller schools  Review council-owned land for housing development  Stop providing Free parking in certain locations  Waste, Recycling & Street Scene Improvements  Improve fly-tipping clearance and prevention  Review green waste collection model  Introduce wheelie bins to reduce street mess and repeat collections  Align garden waste collections with payment status  Reduce unnecessary verge mowing, improve weed killer use.  Increase Council Tax or Other Fees  Increasing council tax including beyond 5%  Increasing fees / charges for council services  Charging for previously free service – e.g. car parks  Levying high-impact businesses e.g. vape shops and betting shops  Improve Contracting and Procurement  Contract reviews, especially high value ones  Stronger procurement rules, competitive tendering  Avoiding contract to out of borough suppliers  Holding utility companies accountable for poor reinstatement of roads  Invest to Save  Digital transformation to reduce admin  Assistive technology in Adult Social Care  Reablement, early intervention and prevention programmes  Using community organisations to support services  Housing and Supply  Increase social / affordable housing to reduce expensive temporary accommodation  Reduce high rents paid to private landlords  Better Management of HMOs  Building council housing on unused derelict land  Stop Non-Essential Spend  Printed magazines  Heritage banners  Mayoralty and civic functions  Battle of Britain Bunker Museum operations Appendix D  Net Zero related expenditure  Enforcement and Community Safety  More visible policing and CCTV  Addressing ASB  Increasing penalties for drug-related crime  Community Engagement  Increasing community volunteering  Youth programmes and community hubs  Partnerships with faith groups, schools and colleges. Q3. Do you have any other comments or suggestions regarding Hillingdon Council’s draft 2026/27 budget? The main themes of the responses are as follows  Council Tax – with mixed views  Support for higher increases to protect services and make the budget sustainable.  Strong opposition from those already struggling with cost of living, saying rises are unaffordable.  Some feel Hillingdon remains good value and low compared with neighbours, while others say they see no benefit from increases.  Housing Asylum Seekers or Migrants in hotels  Immigration and Asylum Costs – many responses raised concerns about  Costs of housing asylum seekers and recent arrivals  Perceived unfair burden on Hillingdon  Calls for central government to fund more  Some comments expressed strong or hostile views on immigration  Parking Charges were repeatedly referenced especially  Planned increases in resident parking charges  Introduction of winter parking fees at Ruislip Lido  Removal of free 30-minute parking window  Concerns this will hurt high street businesses, deter visitors, or burden low income and elderly residents  Objection to smartphone only parking systems  Waste, Cleanliness and Fly-Tipping  Poor street cleanliness, especially in Hayes, West Drayton and Yiewsley  Overflowing bins, delayed fly tip removal Appendix D  Requests to retain weekly waste collection  Criticisms about the quality of recycling bags and the green tag system.  Financial, Debt and Transparency  Reliance on £150m Exceptional Financial Support  Low reserves and high debt levels  Accuracy and verification of financial data  Audit reports describing "systemic weaknesses"  Lack of transparency on savings, exit payments, consultancy spend and budget codes  Fears of future bankruptcy  Requests for a clearer Plan B and better disclosure of underlying calculations  Support for the Council  Praise for low council tax  Appreciation for parks, playgrounds, libraries, leisure centres and elderly services  Recognition that national underfunding and asylum costs are driving pressures  Belief that Hillingdon compares well to neighbouring boroughs  Requests to Protect Key Services  Weekly waste collection  Libraries  Parks, green spaces and playgrounds  Adult social care and support for older residents  Children’s services  Telecare  Local Environment and Regeneration  Decline of some high streets (West Drayton, Yiewsley, Hayes)  Need for improved lighting, maintenance, enforcement and planning  Calls for investment aligned to Elizabeth Line opportunities  Anti-social behaviour concerns linked to neglected areas  Service Accessibility and Digital Exclusion  Concern about services moving too quickly to digital-only channels  Older people needing phone-based or face to face alternatives  Preference to keep pay and display machines  Operational Suggestions  Bring more services back in house  Improve departmental collaboration  Improve contractor oversight Appendix D  Spend more on road maintenance  Better enforcement on landlords, illegal HMOs, and parking offences  Finish stalled developments (e.g., RAF Uxbridge site) Survey Results – Demographic and Background Information Q4. Are you completing this survey..? Response Number of Responses Percentage of Responses As a resident 271 98% On behalf of a local business or organisation 6 2% Grand Total 277 100% Q5. Please tell us your postcode Response Number of Responses Percentage of Responses HA4 87 31% HA5 19 7% HA6 11 4% UB10 27 10% UB3 31 11% UB4 26 9% UB7 33 12% UB8 27 10% UB9 7 3% (blank) 6 2% LN7 1 0% UB5 1 0% WD3 1 0% Grand Total 277 100% Q6. Please tell us the name of your business or organisation Response Number of Responses Percentage of Responses Jays Cars 1 25% Library Service 2 50% South Ruislip Residents Association 1 25% Total 4 100% Appendix D Q7. Please tell us the postcode of your business or organisation Response Number of Responses Percentage of Responses HA4 1 25% UB3 1 25% UB4 2 50% Total 4 100% Q8. Are you: Response Number of Responses Percentage of Responses Female 135 49% Male 122 44% Prefer not to say 20 7% Grand Total 277 100% Q9 How old are you? Response Number of Responses Percentage of Responses 18-24 10 4% 25-34 22 8% 35-44 56 20% 45-54 58 21% 55-64 69 25% 65+ 59 21% Under 18 3 1% Grand Total 277 100% Q10. 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. Response Number of Responses Percentage of Responses No 210 76% Yes 34 12% Prefer not to say 33 12% Grand Total 277 100% Appendix D Q11. Which group best describes you background? Response Number of Responses Percentage of Responses Asian or Asian British ethnic group pr background (Indian, Pakistani, Bangladeshi, Chinese or any other Asian background) 48 17% Black, Black British, Caribbean, or African ethnic group or background (Caribbean, African, any other Black British, Caribbean or African background) 9 3% Mixed or multiple ethnic group or background (White and Black Caribbean, White and Black African, White and Asian, any other mixed or multiple background) 9 3% White group or background (English, Welsh, Scottish, Northern Irish or British Irish, Gypsy, Irish Traveller, Roma, any other Traveller background, any other White background) 160 58% Other ethnic group or background (Arab, any other ethnic group) 8 3% Prefer not to say 43 16% Grand Total 277 100% Q12. What is your religion or belief? Response Number of Responses Percentage of Responses Buddhist 4 1% Christian (Catholic, Church of England, Protestant, and all other Christian denominations) 113 42% Hindu 12 4% Muslim 11 4% No religion 77 28% Appendix D Sikh 6 2% Prefer not to say 51 18% Other 3 1% Grand Total 277 100%

Appendix E – Equality Impact Assessments Proposal Ref Proposal Name EIA Needed? Assets2025/26 001 Review Garage Voids No Strategic & Operational Finance2025/26 004 Revenues & Benefits - Automations & Customer Contact No 2025/26 005 Review of Cashflow Measures - Supplier Incentive Programme No Resident Hub2025/26 006 Reshaping Resident Hub Yes - to be produced later, as part of staff consultation Technology2025/26 007 Digital and Technology Contract Review No Human Resources2025/26 008 HR Service Review Yes - to be produced later, as part of staff consultation Chief Executive's OfficeCommunications2025/26 009 Outsourcing of the Council's Film Office No Democratic Services2025/26 010 Registration Service Income No Chief Operating OfficerBusiness Intelligence2025/26 011 Business Intelligence Review Yes - to be produced later, as part of staff consultation Adult Services and HealthDirect Care & Business Delivery2025/26 012 Telecare Review Yes - attached Community Services2025/26 015 Platinum Jubilee Leisure Centre Management Fee No Community Safety And Enforcement2025/26 016 Review Domestic Support Contracts No Planning, Regeneration and Enviornment2025/26 017 Fast Track Planning Service No 2025/26 018 Building Control Fee Uplift No 2025/26 019 Discretionary Planning Fees Uplift No 2025/26 020 Subsidy removal No Children and Young People's ServicesChildren's Social Care2025/26 021 Review of Semi-Independent & Shared Accommodation No 2025/26 023 New Care Offer - Review of Operating Model No Property Services2025/26 024 Review of Early Years Operating Model No - completed last year 2025/26 025 Post 16 Policy change to offer Personal Transport Budgets No - completed last year 2025/26 026 Creation of a SPV for Direct Care services No Residents Services Environment2025/26 067 Extended Producer Responsibility Grant No 2025/26 068 HB Admin Subsidy No 2026/27 002 Increase in Charges to Recover Court Costs No 2026/27 014 Supplier Incentive Programme - Construction No 2026/27 019 Hillingdon People Magazine No 2026/27 027 Facilities management restructure Yes - to be produced later, as part of staff consultation FinanceService Finance & Business Partnering2026/27 032 Corporate Management Team No 2026/27 034 Digital take up No 2026/27 050 Festive Light Residual Budget No Legal Services2026/27 051 Legal Management Restructure No 2026/27 057 Legal Research AI Licence No 2026/27 070 Implementation of Additional Licensing Policy Yes - attached 2026/27 077 Review of Pest Control discounts Yes - attached 2026/27 080 Proceeds of Crime and POCA Investigations No Housing2026/27 082 Annual Lettings Plan to allocate 400 social homes to households in B&B Yes - one for all Housing proposals 2026/27 084 Housing for vulnerable families Yes - one for all Housing proposals 2026/27 085 Additional Full Repair and TA Insure Leases Yes - one for all Housing proposals 2026/27 086 Additional Leasing Scheme 1 Yes - one for all Housing proposals 2026/27 087 Reduced Cost Temporary Accommodation 1 Yes - one for all Housing proposals 2026/27 089 Reduced Cost Temporary Accommodation 2 Yes - one for all Housing proposals Residents Services2026/27 099 Resources for bereavement services No 2026/27 109 Passenger Assistant supplier switch (Pertemps to Operator) No 2026/27 110 Supported Living De-Commissioning Yes - to be produced later, as part of consultation Digital Service2026/27 131 Transformation Team No 2026/27 133 Communications Vacant Post Removal No 2026/27 134 Grounds Maintenance service review Yes - to be produced later, as part of staff consultation Corporate Director Place2026/27 136 Waste Weekends - Powerday No 2026/27 137 Increase Garden Waste Subscription fee No 2026/27 138 Street Scene Yes - to be produced later, as part of staff consultation 2026/27 139 Waste collection changes Yes - to be produced later, as part of staff consultation 2026/27 140 Reduction in cost of recycling bags No 2026/27 142 Weekend provision Cemetery and crematorium No 2026/27 143 PRS acommodation 1 Yes - one for all Housing proposals 2026/27 145 Private Management Agreement Leasing Scheme Yes - one for all Housing proposals 2026/27 147 Supported Housing Yes - one for all Housing proposals 2026/27 148 PRS accommodation 2 Yes - one for all Housing proposals 2026/27 156 Service delivery model review Yes - to be produced later, as part of staff consultation 2026/27 159 ULEZ expenditure No 2026/27 160 Fleet management improvements No 2026/27 162 NYGL civic amenities site Yes - In due course when proposal detail further worked up - future year saving 2026/27 164 Street inspections digitally performed No 2026/27 165 Digital Library Plan Pilot Yes - attached Education and SEND2026/27 172 Ceasing SEND Keyworking No 2026/27 176 SEND Transport Demand 2026/27 to 2030/31 No 2026/27 182 Waste disposal management (resource) No 2026/27 189 Additional Leasing Scheme 2 Yes - one for all Housing proposals 2026/27 190 Rapid PRS Rehousing Yes - one for all Housing proposals 2026/27 191 Supported Housing - Rough Sleeper Pathway Yes - one for all Housing proposals 2026/27 193 Reconciliation of Resident engagement cost Yes - one for all Housing proposals 2026/27 197 Parking Services Programme Management Capacity No 2026/27 198 Changes to parking tariffs No 2026/27 201 Domestic Abuse Support Officer - service growth proposal No 2026/27 213 Changes to parking payment options Yes - attached 2026/27 214 Increase Homeless Prevention Yes - one for all Housing proposals 2026/27 216 Efficiency Gain Fleet No 2026/27 217 Digital Library Plan Phase 2 Yes - In due course when proposal detail further worked up - future year saving 2026/27 219 Council Tax Reduction Scheme Yes - attached 2026/27 223 Theatres Operating Model Yes - In due course when proposal detail further worked up - future year saving 2026/27 224 Bunker & Visitor Centre Operating Model No 2026/27 229 Appointeeship Client Charges Yes - attached Children Social Care2026/27 231 Family Hubs - new grant No 2026/27 235 Removal of Multiple Daily Free HFC Parking Sessions No 2026/27 259 Additional Grant - Final LGFS Yes - one for all Housing proposals EQUALITY IMPACT ANALYSIS FACTORS Proposal Name Relevant to equality Age Disability Gender Reassignment Marriage/Civil Partnership Pregnancy/ Maternity Race/ Ethnicity Religion/ Belief Sex Sexual Orientation Cumulative impact Telecare Review Y     White older women Appointeeship Charges Proposal Y    White older men aged 55-64 with a learning disability Implementation of Additional Licensing Policy Y All positive impacts Review of Pest Control Discounts Y     Over 65s and those in receipt of means- tested benefits who are more likely to be from Pakistani & Bangladeshi backgrounds, women and/or have a disability Changes to parking payment options Y  Older people Digital Library Plan Pilot Y   Older people and those with disabilities Housing Needs Y All positive impacts Council Tax Reduction Scheme Y   Women and disabled people are more likely to be claimants and be affected Page 1 of 11 Equality and Human Rights Impact Assessment PROPOSAL REF 2025/26 012: TELECARE REVIEW 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  A review of the current Telecare Service model will be carried out which includes equipment provision, monitoring, responder arrangements, and the fees and charges associated with these services. The purpose of the review is to develop a fair, transparent and sustainable approach that ensures residents can access Telecare support appropriate to their needs, while aligning Hillingdon’s charging arrangements and service design with regional practice. The review will ensure: • Best value and long-term financial sustainability • An equitable and consistent charging model • A service that supports early intervention and promotes independence • High-quality, modern, and accessible telecare pathways for all residents Who is accountable? E.g. Head of Service or Corporate Director Sarah Baker Assistant Director Adult Social Care Commissioning and Business Page 2 of 11 Delivery Date assessment completed and approved by accountable person 27th January 2026 Names and job titles of people carrying out the assessment Sarah Baker Assistant Director Adult Social Care Commissioning and Business Delivery A.1) What are the main aims and intended benefits of what you are assessing? The main aim is to review and modernise Hillingdon’s Telecare model so that equipment, service delivery, fees and charges, and early-intervention outcomes are fair, sustainable, aligned with best practice and have a positive effect on outcomes for residents. Intended benefits • Long-term sustainability of telecare provision • Improved use of digital technologies and equipment • A consistent, transparent, and equitable charging and service model • A strengthened early-intervention approach that reduces crisis-led support • Alignment with regional and national telecare practice • Assurance that the model continues to deliver best value and supports independence and safety for residents A.2) Who are the service users or staff affected by what you are assessing? What is their equality profile? At the time of the review: 6,452 residents receive Telecare. Their equality profile is presented below with data that is currently held: Gender Numbers Percentage Female 4,246 65.81% Page 3 of 11 Male 2,206 34.19% Grand Total 6,452 100% Ethnicity Numbers Percentage Any other Asian background 192 2.98% Any other black background 25 0.39% Any other ethnic group 1,195 18.52% Any other mixed background 40 0.62% Any other White background 148 2.29% As/Asian Brit-Pakistani 87 1.35% Asian/Asian British-Indian 526 8.15% Asian/Asn Brit-Bangladeshi 11 0.17% Blk/Blk Brit-Caribbean 107 1.66% Blk/Blk British-African 59 0.91% Chinese background 18 0.28% English 263 4.08% Irish 121 1.88% Mixed-White & Asian 9 0.14% Mixed-White/Blk African 5 0.08% Mixed-White/Blk Carib 10 0.15% Northern Irish 1 0.02% Refused to disclose 103 1.60% Scottish 8 0.12% Welsh 5 0.08% White British 3,445 53.39% White Irish 75 1.16% Grand Total 6,452 100% Age Numbers Percentage 0-17 14 0.22% 18-64 495 7.67% 65-74 821 12.72% 75-84 2,068 32.05% 85-94 2,610 40.45% 95+ 444 6.88% Grand Total 6,452 100% Page 4 of 11 A.3) Who are the stakeholders in this assessment and what is their interest in it? Stakeholders Interest Residents using Telecare monitoring and responder service, their families, carers and Next of Kin. To ensure that any proposed changes are communicated effectively including how charges may be applied, amended or structured. To ensure that there is full engagement and consultation regarding any transition arrangements. To be reassured that Telecare will continue to provide safe, effective and cost-efficient support to those who need it. To ensure that any changes will not compromise quality and residents will continue to receive timely and appropriate support, particularly in maintaining independence. Corporate Director Adult Social Care and Health To ensure that any proposed changes are communicated effectively including how charges may be applied, amended or structured. To be reassured that Telecare will continue to provide safe, effective and cost-efficient support to those who need it. To ensure that any changes will not compromise quality and residents will continue to receive timely and appropriate support, particularly in maintaining independence. To ensure that the Telecare model is sustainable, equitable, evidence-based and aligned with regional practice, ensuring that resources are available to continue to maintain and enhance the service if required. To ensure the revised model is Page 5 of 11 deliverable, efficient, and supported by appropriate processes and engagement To ensure that there are full engagement and consultation activities regarding any transition arrangements. Council Leader and Cabinet To ensure that any proposed changes are communicated effectively including how charges may be applied, amended or structured. To be reassured that Telecare will continue to provide safe, effective and cost-efficient support to those who need it. To ensure that any changes will not compromise quality and residents will continue to receive timely and appropriate support, particularly in maintaining independence. To ensure that the Telecare model is sustainable, equitable, evidence-based and aligned with regional practice, ensuring that resources are available to continue to maintain and enhance the service if required. To ensure the revised model is deliverable, efficient, and supported by appropriate processes and engagement To ensure that there are full engagement and consultation activities regarding any transition arrangements. Page 6 of 11 A.4) Which protected characteristics or community issues are relevant to the assessment? ✓ in the box. Age ✓ Sex ✓ Disability Sexual Orientation Gender reassignment Socio-economic status Marriage or civil partnership Carers Pregnancy or maternity Community Cohesion Race/Ethnicity ✓ Community Safety Religion or belief Human Rights 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? • At the time of the proposal there are 6452 residents receiving telecare • 92% of telecare users are older people and 80% are over 75 meaning any review of the model has a proportionately higher relevance to this group. • 66% of women use telecare, reflecting demographic trends in life expectancy and disability in older age. • The ethnic profile shows 60 % of people from White backgrounds, who represent a significant proportion of current service demand. The proposals therefore may have a disproportionately negative impact on White women aged 75 – 94. Any review of the model, including fees and charges, must ensure inclusive access and avoid disadvantaging older residents, disabled residents, or those on lower incomes. Affordability is a core consideration, as telecare supports statutory duties around prevention, wellbeing and safety. Any changes to the charging model must be designed to remain fair, transparent and Page 7 of 11 consistent, with mitigations for residents on low incomes where appropriate. Consultation B.2) Did you carry out any consultation or engagement as part of this assessment? Please tick ✓ NO  YES  No consultation has been carried out to date however if the proposal is agreed in principle, then a full consultation exercise will take place with all residents in receipt of telecare, their families and any other relevant stakeholders. It is acknowledged that early and transparent stakeholder engagement is vital to ensure that any resistance and potential emotional distress to the residents is considered and is mitigated wherever possible. B.3) Provide any other information to consider as part of the assessment Legal context The council has a public duty to pay due regard to the need to eliminate discrimination, advance equality of opportunity and foster good relations (Equality Act 2010) Financial context The savings attached to this review is £400k which reinforces the need for a sustainable model that enables continuity of service while complying with the Care Act 2014. National policy context The Care Act 2014 sets out a wide range of statutory duties for local authorities, focused on promoting individual wellbeing, preventing and delaying needs, ensuring safety, and supporting people to live independently for as long as possible. Telecare directly supports these duties in several key ways including: • Promoting wellbeing • Preventing and delaying needs • Ensuring safety • Meeting eligible assessed needs • Supporting carers • Delivering integrated, modern, preventative care • Maintaining a sustainable social care market It is one of the most cost-effective and risk-reducing ways to fulfil the Council’s Care Act obligations while enabling residents to remain safe, independent, and confident in their own homes. Page 8 of 11 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 Older People As 92% of people using telecare are older people and 80% of people using telecare are over 75 the proposal to review the telecare model will potentially have a negative impact on this group. Changes to the telecare model, including the introduction or revision of fees and charges, may create affordability concerns or cause anxiety for residents. Any changes to the charging model must be designed to remain fair, transparent and consistent, with mitigations for residents on low incomes where appropriate. Residents will continue to have the option to return equipment if they choose not to continue with the service. Residents may choose to source telecare privately; however, private providers are also likely to be chargeable. If the proposal is agreed in principle, then a full consultation exercise will take place with all residents in receipt of telecare, their families and any other relevant stakeholders. Women As there is a fairly high percentage of women the proposal to review the telecare model will potentially have a negative impact on this group. Changes to the telecare model, including the introduction or revision of fees and charges, may create affordability concerns or cause anxiety for residents. Any changes to the charging model must be designed to remain fair, transparent and consistent, with mitigations for residents on low incomes where appropriate. Residents will continue to have the option to return equipment if they choose not to continue with the service. Page 9 of 11 Residents may choose to source telecare privately; however, private providers are also likely to be chargeable. If the proposal is agreed in principle, then a full consultation exercise will take place with all residents in receipt of telecare, their families and any other relevant stakeholders. From a white group or background As there is a high percentage of people from a white group or background, the proposal to review the telecare model will potentially have a negative impact on this group. Changes to the telecare model, including the introduction or revision of fees and charges, may create affordability concerns or cause anxiety for residents. Any changes to the charging model must be designed to remain fair, transparent and consistent, with mitigations for residents on low incomes where appropriate. Residents will continue to have the option to return equipment if they choose not to continue with the service. Residents may choose to source telecare privately; however, private providers are also likely to be chargeable. If the proposal is agreed in principle, then a full consultation exercise will take place with all residents in receipt of telecare, their families and any other relevant stakeholders. C.2) Describe any POSITIVE impacts Equality Group Impact on this group and actions you need to take Older People A modernised and sustainable service ensures continued availability of telecare. A clear, equitable and consistent fees and charges structure promotes fairness, transparency, and alignment with regional practice. Residents benefit from improved equipment pathways and early-intervention support that remain cost-effective and outcome-focused. Page 10 of 11 Women A modernised and sustainable service ensures continued availability of telecare. A clear, equitable and consistent fees and charges structure promotes fairness, transparency, and alignment with regional practice. Residents benefit from improved equipment pathways and early-intervention support that remain cost-effective and outcome-focused. From a white group or background A modernised and sustainable service ensures continued availability of telecare. A clear, equitable and consistent fees and charges structure promotes fairness, transparency, and alignment with regional practice. Residents benefit from improved equipment pathways and early-intervention support that remain cost-effective and outcome-focused. D) Conclusions The review of the telecare service model, including a review of the fees and charges framework will help ensure the service is financially viable, equitable and aligned with best practice. The review is intended to ensure the service remains fair, sustainable, and future-proof, supporting early intervention and improved outcomes for residents. As any change may cause uncertainty, especially for older residents, women and other frequent users of telecare, strong communication, comprehensive engagement, and careful equality analysis of any future proposals will be essential to minimise risk. The Council will continue to monitor impacts throughout the process to ensure that no group is disproportionately affected and that the service remains accessible, equitable and aligned with the needs of all residents. Signed and dated: 27th January 2026…………………………………………………..... Page 11 of 11 Name and position: Sarah Baker Assistant Director Commissioning and Business Delivery…………………………………………………………………… Equality and Human Rights Impact Assessment PROPOSAL REF 2026/27 229: Appointeeship Client Charges 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 proposal is to embed the appointeeship client fees within the Adult Social Care Charging Policy. The charges are being moved in line with deputyship client charges which are set by the courts. ASC clients with over £1k capital will be charged £11 per week for residential appointeeship and £15 per week for non-residential appointeeship. This EIA assesses the impact on protected characteristic groups of the current appointeeship clients and the active ASC client cohorts that could require appointeeship arrangements in the future. Who is accountable? E.g. Head of Service or Corporate Director Steve Muldoon – Corporate Director of Finance Phil Hedges – Head of Transactional Finance Date assessment completed and approved by accountable person Completed: 26.01.2026 Names and job titles of people carrying out the assessment Phil Hedges – Head of Transactional Finance. Debbie Lampard – CFA Team Leader. Vicky Trott – Inclusion and Wellbeing Manager A.1) What are the main aims and intended benefits of what you are assessing? The benefit of implementing the charges is to contribute towards the cost of providing client financial affairs services (deputyship and appointeeship) for vulnerable residents who are unable to manage their own finances. A.2) Who are the service users or staff affected by what you are assessing? What is their equality profile? Data is presented below for all active ASC clients as they may require the appointeeship service in the future, and all current appointeeship clients. There are currently 3484 active ASC clients. Ethnicity 1886 are white (54.13%) 712 are Asian/Asian British (20.44%) 342 are Black/African/Caribbean/Black British (9.82%) 73 are mixed ethnicity (2.1%) 455 are other ethnicities (13.06%). Sex 1930 are female (55.4%) 1554 are male (44.6%) Disability/Support Reason 1492 require Physical Support (42.82%) 797 require Learning Disability Support (22.88%) 501 require Support with Memory and Cognition (14.38%) 419 require Mental Health Support (12.03%) 270 require Social Support (7.75%). Age 18-24 - 180 (5.2%) 25-34 – 284 (8.1%) 35-44 – 291 (8.3%) 45-54 – 337 (9.7%) 55-64 – 535 (15.3%) 65-74 – 518 (14.9%) 75-84 – 641 (18.4%) 85-94 – 571 (16.4%) 95+ - 127 (3.6%) There are 104 appointeeship clients with a current service: Ethnicity 80 clients are white (76.92%) 10 are Asian/Asian British (9.62%) 9 are Black/African/Caribbean/Black British (8.65%) 1 is mixed ethnicity (0.96%) 4 are other ethnic group (3.85%). Sex 39 are female (37.5%) 65 are Male (62.5%) Disability/Support Reason 69 require Learning Disability Support (66.4%) 18 require Mental Health Support (17.3%) 11 require Physical Support (10.6%) 5 require Support with Memory and Cognition (4.8%) 1 requiring Social Support (1%) Age 18-24 - 1 (1%) 25-34 – 11 (10.5%) 35-44 – 10 (9.6%) 45-54 – 15 (14.4%) 55-64 – 38 (36.5%) 65-74 – 12 (11.5%) 75-84 – 13 (12.5%) 85-94 – 4 (3.8%) 95+ - 0 (0%) A.3) Who are the stakeholders in this assessment and what is their interest in it? Stakeholders Interest ASC service users – current appointeeship clients To ensure the charges are fair, affordable, in accordance with the service provided and adhere to the Care Act and other relevant legislation. ASC service users – potential future appointeeship clients To ensure the charges are fair, affordable, in accordance with the service provided and adhere to the Care Act and other relevant legislation. Family, next of kin or client representatives To ensure the charges are fair, affordable, in accordance with the service provided and adhere to the Care Act and other relevant legislation. Director of Adult Social Care and Health Provide a fair and transparent approach to increasing charges. To ensure the charges are fair, affordable, in accordance with the service provided and adhere to the Care Act and other relevant legislation. To ensure value for money in service delivery. Director of Finance Provide a fair and transparent approach to increasing charges. To ensure the charges are fair, affordable, in accordance with the service provided and adhere to the Care Act and other relevant legislation. To ensure value for money in service delivery. Council Cabinet and Leader Provide a fair and transparent approach to increasing charges. To ensure the charges are fair, affordable, in accordance with the service provided and adhere to the Care Act and other relevant legislation. To ensure value for money in service delivery. A.4) Which protected characteristics or community issues are relevant to the assessment? ✓ in the box. Age ✓ Sex ✓ Disability ✓ Sexual Orientation Gender reassignment Socio-economic status Marriage or civil partnership Carers ✓ Pregnancy or maternity Community Cohesion Race/Ethnicity ✓ Community Safety Religion or belief Human Rights 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? Comparisons between the current active ASC clients and current appointeeship clients is shown below. 1) Ethnicity (%) Ethnicity All Active ASC Clients Current Appointeeship Clients Difference (Appointeeship – All Active) White 54.13% 76.92% +22.79 pp Asian / Asian British 20.44% 9.62% −10.82 pp Black / African / Caribbean / Black British 9.82% 8.65% −1.17 pp Mixed ethnicity 2.10% 0.96% −1.14 pp Other ethnicities 13.06% 3.85% −9.21 pp The Current Appointeeship group is proportionately more from a White ethnic background (+22.79pp) compared to the ASC client cohort as a whole. 2) Sex (%) Sex All Active ASC Clients Current Appointeeship Clients Difference (Appointeeship – All Active) Female 55.4% 37.5% −17.9 pp Male 44.6% 62.5% +17.9 pp Current Appointeeship clients are proportionately more male than female when compared to the ASC client cohort as a whole. 3) Disability / Support Reason (%) Disability / Support Reason All Active ASC Clients Current Appointeeship Clients Difference (Appointeeship – All Active) Physical Support 42.82% 10.6% −32.22 pp Learning Disability Support 22.88% 66.4% +43.52 pp Support with Memory & Cognition 14.38% 4.8% −9.58 pp Mental Health Support 12.03% 17.3% +5.27 pp Social Support 7.75% 1.0% −6.75 pp There are proportionately more current appointeeship clients who have Learning Disability Support compared to the ASC client cohort as a whole. 4) Age band (%) Age band All Active ASC Clients Current Appointeeship Clients Difference (Appointeeship – All Active) 18–24 5.2% 1.0% −4.2 pp 25–34 8.1% 10.5% +2.4 pp 35–44 8.3% 9.6% +1.3 pp 45–54 9.7% 14.4% +4.7 pp 55–64 15.3% 36.5% +21.2 pp 65–74 14.9% 11.5% −3.4 pp 75–84 18.4% 12.5% −5.9 pp 85–94 16.4% 3.8% −12.6 pp 95+ 3.6% 0.0% −3.6 pp There are proportionately more current appointeeship clients who are aged 55-64 compared to the ASC client cohort as a whole. Summary: 77% of the current appointeeship client base is White, however in the future the cohort of clients that may be impacted are 20% Asian/British Asian or 10% Black/African/Carribbean/Black British. 66% of the current appointeeship client base receive Learning Disability Support and 17% Mental Health Support. Future clients are more likely to require these type of support as clients referred to client financial affairs typically lack capacity to manage their own finances. Comparison of age range stats between current and the potential future client cohort identifies that appointeeship clients are most likely to be in the 55-64 age range. 36% current appointeeship clients sit in this range currently. Appointeeship clients are 13% less likely to be from the 85-94 years aged bracket than the ASC client cohort, however this could change over time with the population ageing. In terms of sex, current CFA clients 62% male, 18% more than the overall percentage in the active ASC client cohort. In overall terms, white men aged 55-64 with a learning disability are proportionately more likely to be affected by the proposals. Consultation B.2) Did you carry out any consultation or engagement as part of this assessment? Please tick ✓ NO ✓ YES  No consultation has been carried out directly as part of this assessment however should the proposal be agreed in principle, a full consultation exercise is planned. • Whilst there is no provision in the Care Act (2014) itself requiring the Council to consult on local practice there are several areas of decision making highlighted in the Care and Support Statutory Guidance where consultation is advised. This includes decisions about a Council’s charging policy. • In accordance with best practice, the consultation period would run for 6 weeks. The primary stakeholders in the consultation are the current and future appointeeship residents supported by the client financial affairs team in Hillingdon, their carers, the ir representatives, family and friends and the providers of care services. It will also be of interest to residents and the voluntary sector more broadly. • Given that the residents affected by the proposal do not have the capacity to manage their own finances, their best interests will be duly considered when evaluating the proposal’s impact as part of the consultation process The consultation will provide: • The context, the start and end dates, who is invited to respond, what will be done with the responses and next steps. • The questions will have a narrative to explain what we are asking and why, and where possible an example or scenario. • We will ask questions to understand the demographics of the respondents to ensure there is fair representation from individuals and groups of people who share common characteristics. • The consultation will be undertaken online with paper forms being made available. A direct mailing will be sent to all current users of services or to their representative along with current service providers. The consultation will be promoted on social media and the council’s website. • A further report will be produced following the conclusion of the consultation process and this will include an updated Equality Impact Analysis. B.3) Provide any other information to consider as part of the assessment Legal context The council has a public duty to pay due regard to the need to eliminate discrimination, advance equality of opportunity and foster good relations (Equality Act 2010) National Policy Context: Whilst there is no provision in the Care Act (2014) itself requiring the Council to consult on local practice there are several areas of decision making highlighted in the Care and Support Statutory Guidance where consultation is advised. This includes decisions about a Council’s charging policy. 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 White Males between 55-64. Currently 62% of appointeeship clients are male, 77% white and 36.5% in the 55-64 age group. These clients may be disproportionately negatively impacted by this change due to the costs being incurred. We will ensure that clients and their representatives are briefed and kept up to date with information related to the proposals. We will carry out regular engagement activities with this group to ensure everyone is fully informed of the changes and supported through any transition arrangements. People requiring Learning Disability Support or Mental Health Support 83% of active appointeeship clients require these support options and are to be impacted by the introduction of these charges. We will ensure that clients and their representatives are briefed and kept up to date with information related to the proposals. We will carry out regular engagement activities with this group to ensure everyone is fully informed of the changes and supported through any transition arrangements. C.2) Describe any POSITIVE impacts Equality Group Impact on this group and actions you need to take D) Conclusions We recognise that the proposed charges will impact on current and future appointeeship clients who share protected characteristics of age, disability and sex. The groups that are impacted most by the proposal are White Males aged between 55- 64 and those clients requiring Learning Disability Support or Mental Health Support. The changes proposed are intended to have a positive impact in funding the client financial affairs service. This will support additional clients receiving the service in the future and improve the service for existing appointeeship clients. The negative impacts have been mitigated by a proposal which doesn’t charge those clients under a £1k capital threshold. The charges proposed are also consistent with deputeeship client charges which are set by the courts. We will ensure that clients and their representatives are briefed and kept up to date with information related to the proposals and carry out regular engagement activities with this group to ensure everyone is fully informed of the changes and supported through any transition arrangements. We will continue to review the impact of the proposal throughout the consultation process and further equality impact analysis will be carried out where appropriate. Signed and date: 27.01.2026 Name and position: Phil Hedges - Head of Transactional Finance Page 1 of 15 Equality and Human Rights Impact Assessment (“EIA”) PROPOSAL REF 2026/27 070 IMPLEMENTATION OF ADDITIONAL LICENSING POLICY 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 ✓ Proposal to introduce discretionary property licensing in Hillingdon under the Housing Act 2004. Who is accountable? E.g. Head of Service or Corporate Director Dan Kennedy, Corporate Director of Resident’s Services Richard Webb, Director of Community Safety & Enforcement Date assessment completed and approved by accountable person Completed – 27 January 2026 Signed Names and job title(s) of person / people carrying out the assessment Michelle Greenidge, Private Sector Housing Manager Stephanie Waterford, Head of Public Protection & Enforcement A.1) What are the main aims and intended benefits of what you are assessing? This EIA was carried out after a 10-week consultation, commencing 31 October 2025 on proposals to introduce additional licensing for Houses of Multiple Occupation (HMO’s) in Hillingdon under the Housing Act 2004. Page 2 of 15 If introduced the effect will be that landlords who rent or let smaller HMOs of 4 or less people in Hillingdon must have a licence. The council recognises that much of the private rented sector in Hillingdon offers good accommodation to people who want to live in the borough, but also that in parts of the borough, HMO properties are badly managed, in poor condition, and in some cases, unsafe. The proposal to introduce additional licensing is intended to improve the conditions of HMOs in the private rented sector (PRS) and housing management standards. The benefits of additional licensing are to: • Provide an improved strategic approach to managing the sector • Help to identify all properties that are rented out privately • Establish a register of landlords operating in Hillingdon and ensure that they are “fit and proper” persons to manage rented properties • Give the council the opportunity to inspect the properties to assess living conditions and to advise landlords, managing agents and tenants about their obligations • Impose the local licensing conditions as a minimum letting standard in Hillingdon • Redefine how the service operates by shifting the emphasis from a customer complaint- led, reactive service • Reduce the levels of waste and anti -social behaviour in the borough and act against those whose properties or tenants cause persistent ASB • Apply enforcement action to tackle those rogue landlords in the sector Applications for the licence must be made to the Council and shall be accompanied by a licence fee. Licensing conditions will be applied to licences and compliance requirements will be enforced by the council. Overall, if licensing is introduced, it will help the council to work with landlords, tenants and businesses, and with internal and external partners to drive up standards. It is expected that the proposals will help to create a fairer private rented sector in Hillingdon. A.2) Who are the service users or staff affected by what you are assessing ? What is their equality profile? The following outlines the data available for tenants and landlords as a whole, who may be affected by the proposals. Tenants Age Page 3 of 15 Office for National Statistic Census data 2021 reported that younger households are more likely to rent privately than older households. The average (median) age of Hillingdon increased by one year, from 35 to 36 years of age. The number of people aged 50 to 64 years rose by around 10,000 (an increase of 23.4%). This area had a slightly higher average (median) age than London as a whole in 2021 (35 years) but a lower average (median) age than England (40 years). A report by Shelter (2020) found that young renters disproportionately encounter the most and/ or the worst problems whilst renting in the PRS. Disability We do not hold any local data of those with this protected characteristic living in or letting properties in the PRS in Hillingdon. A report by Shelter (2020) found that in the private rented sector, disabled households are almost three times as likely to rely on Housing Benefit and thus be excluded by a No DSS policy than non-disabled households. Census 2021 showed that 12.6% of residents stated they were disabled under the Equality Act. Race/Ethnicity Hillingdon is an increasingly diverse borough. In 2021, 48.2% of people in Hillingdon identified their ethnic group within the "White" category (compared with 60.6% in 2011). 33.3% identified their ethnic group within the "Asian" category (compared with 25.3% the previous decade). 7.8% identified their ethnic group within the "Black" category (compared with 7.3% the previous decade), with 6.3% identifying as “Other” (compared to 3% in 2011). A report by Shelter (2020) found that residents from Black, Asian and Minority Ethnic backgrounds are disproportionately likely to face significant challenges in the PRS. The Housing and Migration Network found that 75% of recent migrants were reliant on the Private Rented Sector for their accommodation needs. Rogue Landlords and Agents target recent migrants as tenants due to their lack of understanding of their tenancy rights and need for low-cost housing. Data shows that Hillingdon had the 2nd highest net migration figure across London in the last two years. A proportion of HMOs is likely to be occupied by refugees and new arrivals to the country. Sex There is no local data for those living in or letting properties in the PRS in Hillingdon. A report by Shelter (2020) found that women are among the groups most adversely affected in the UK rental market and are disproportionately more likely to face Page 4 of 15 difficulties when renting privately. Women are 1.5 times more likely than men to receive Housing Benefit. Additionally, 27% of women reported finding it “very difficult” to secure a decent, affordable home the last time they moved, compared to 19% of men. Sexual orientation We do not hold any local data of those with this protected characteristic living in or letting properties in the PRS in Hillingdon however the report by the housing charity Shelter (2020) found that discrimination is widespread in the private rented sector including for people who share this characteristic. Census 2021 showed that of the 63,080 residents (aged 16+) living in private rented accommodation (or living rent free) 3.6% identified as gay or lesbian, bisexual or any other sexual orientation. Gender reassignment We do not hold any local data of those with this protected characteristic living in or letting properties in the PRS in Hillingdon however the report by the housing charity Shelter (2020) found that discrimination is widespread in the private rented sector including for people who share this characteristic. Census 2021 showed that of the 63,080 residents (aged 16+) living in private rented accommodation (or living rent free) 1.7% identified as trans woman, trans man, any other gender identities or their gender differed from the sex registered at birth. Religion/Belief We do not hold any local data of those with this protected characteristic living in or letting properties in the PRS in Hillingdon however the report by the housing charity Shelter (2020) found that discrimination is widespread in the private rented sector including for people who share this characteristic. Census 2021 showed that 39% of residents identified as Christian,14.5% as Muslim, 10.9% as Hindu, 8.7% as Sikh , 0.5% as Jewish and 1.7% as other religion ; 19.3% identified as having no religion and a further 5.4% did not answer. Landlords The English Private Landlord Survey 2024: main report Published 5 December 2024 shows that: Age, ethnicity and gender of landlords The median age of individual landlords was 59 years old. Almost two thirds (64%) of landlords were aged 55 or older, a similar proportion to the 2021 survey (63%). Landlords with larger portfolios tended to be older. Over three -quarters (77%) of landlords with five or more properties were aged 55 or older, compared with 57% of single-property landlords. Page 5 of 15 In terms of ethnicity, 87% of individual landlords identified as white, 8% Asian, 2% mixed, 2% black and the remaining 1% as other. This is similar to landlords in 2021. In the 2021 Census statistics for England, a smaller proportion of the population identified as white (81%). The remaining population identified as Asian or Asian British (10%), 4% as black, black British, black Welsh, Caribbean or African, 3% mixed or multiple ethnic groups, and 2% other. Half (50%) of individual landlords were female, 49% were male and 1% identified as ‘other’. The proportion of female landlords has increased since 2021 when 44% said they were female. Male landlords were more likely to have larger portfolios, with 63% of landlords with five or more properties being male. Borough statistics Primarily, this proposal has the potential to impact on all residents who live in the borough, including – • Tenants living in private rented HMO accommodation, • Landlords and letting agents whose properties will be subject to this scheme, • Residents and Businesses living in the vicinity of private rented accommodation especially those who are affected by poorly man aged HMO property, • Other council teams and partner agencies providing a service or involved in the regulation of HMOs. The data shows that t here is a total of 113,124 residential properties within the London Borough of Hillingdon. Of this number, 29,099 properties, are within the private rented sector (PRS). This number is distributed across all 21 wards and the number of PRS per ward ranges from 283 – 2,231 with the highest number of PRS properties in Uxbridge (2,231), and Heathrow Villages (2,197). The lowest are in Harefield Village (283). Hillingdon saw London’s joint second largest percentage point rise in the proportion of privately rented homes from 19.1% in 2011 to 25.9 in 2021. This is consistent with long term nationwide and regional trends. The private rented sector is becoming a long -term housing solution for many of our most deprived and vulnerable residents. Alongside this growth, we have seen an acute rise in insecure short-term tenancies, poor property conditions and persistent anti-social behaviour (ASB) in the PRS. Hillingdon is an increasingly diverse borough. In 2021, 60.6% of people in Hillingdon identified their ethnic group within the "White" category (compared with 48.2% in 2011). 33.3% identified their ethnic group within the "Asian" category (compared with 25.3% the previous decade). 7.8% identified their ethnic group within the "Black" category (compared with 7.3% the previous decade). Page 6 of 15 The PRS is utilised by all of the protected groups and therefore all will be affected by this proposal. We do not hold specific data on the PRS population based on their protected characteristics in Hillingdon but can use national data and trends to allow us to compare. A.3) Who are the stakeholders in this assessment and what is their interest in it? Stakeholders Interest Landlords • To ensure that the proposed additional licence arrangements and enforcement actions are implemented in a fair and transparent way • To ensure that the proposed arrangements, landlord responsibilities, and enforcement actions are communicated in a clear and accessible manner • That the cost of the licence is fair and proportionate Tenants/Renters • To provide safer and improved conditions in the private rented sector (PRS) • To ensure that responsibilities under the new licence arrangements are clearly communicated Local residents • To maintain a clean and safe environment by reducing the levels of waste and anti -social behaviour in the borough and act against those whose properties or tenants cause persistent ASB Local businesses • To maintain a clean and safe environment by reducing the levels of waste and anti -social behaviour in the borough and act against those whose properties or tenants cause persistent ASB Head of Service and Director of Community Safety & Enforcement • To ensure that the proposed additional licence arrangements are implemented in a fair and transparent way • To ensure that the proposed arrangements, associated responsibilities, and enforcement actions are communicated in a clear and accessible manner Page 7 of 15 • To provide safer and improved conditions in the private rented sector (PRS) • To maintain a clean and safe environment by reducing the levels of waste and anti -social behaviour in the borough and act against those whose properties or tenants cause persistent ASB • To provide value for money in service delivery Corporate Director Residents Services • To ensure that the proposed additional licence arrangements are implemented in a fair and transparent way • To ensure that the proposed arrangements, associated responsibilities, and enforcement actions are communicated in a clear and accessible manner • To provide safer and improved conditions in the private rented sector (PRS) • To maintain a clean and safe environment by reducing the levels of waste and anti -social behaviour in the borough and act against those whose properties or tenants cause persistent ASB • To provide value for money in service delivery Leader of the Council and Council Cabinet • To ensure that the proposed additional licence arrangements are implemented in a fair and transparent way • To ensure that the proposed arrangements, associated responsibilities, and enforcement actions are communicated in a clear and accessible manner • To provide safer and improved conditions in the private rented sector (PRS) • To maintain a clean and safe environment by reducing the levels of waste and anti -social behaviour in the borough and act against those whose properties or tenants cause persistent ASB • To provide value for money in service delivery A.4) Which protected characteristics or community issues are relevant to the assessment? Tick in the box ✓ Age ✓ Sex ✓ Disability ✓ Sexual Orientation ✓ Page 8 of 15 Gender reassignment ✓ Carers Marriage or civil partnership Community Cohesion ✓ Pregnancy or maternity Community Safety ✓ Race / Ethnicity ✓ Human Rights ✓ Religion or belief ✓ B) Consideration of information; data, res earch, consultation, engagement B.1) Consideration of information and data A recent report by the housing charity Shelter (2020) found that discrimination is widespread in the private rented sector. The report found that in the 12 months up to September 2019, over 180,000 renters have said that they face discrimination in the sector due to their race, nationality, age, gender, sexual orientation and/ or disability. The social groups that disproportionately encounter the most and/ or the worst problems are: • people on the lowest household incomes • people claiming Housing Benefit • people from a Black, Asian and other ethnic backgrounds • young renters • women • Members of the LGBTQ+ community • Disabled renters • people who are not working, but not retired (students, unemployed and other working age people who are not employed, such as unpaid carers) and people with children in the household. Marginalised social groups are more likely to struggle in accessing decent, secure, and affordable accommodation within the private rented sector. This potential discrimination is causing huge stress and anxiety, and forces people to remain in unsuitable and unsafe accommodation because they can’t move. It can also increase the fear of eviction because of the difficulty in finding another home. Page 9 of 15 Licensing legal requirements and conditions will provide greater protections for these tenants by reducing the fear of retaliatory ‘no fault’ evictions and helping to remove landlords with a record of discriminatory practices. The assessment for landlords to be “fit and proper” people will identify any landlords with convictions for hate crimes, discrimination, harassment and will exclude them from being able to manage properties. This will have a positive impact in reducing landlords with a record of discriminatory practices. It is anticipated that there will be an overall positive equalities impact on all protected groups through this scheme due to improvements in the standards of housing locally. Housing and mental health are closely linked, therefore, the anticipated improvements to property conditions are highly likely to have a positive impact on the mental wellbeing of the Borough’s most deprived and vulnerable tenants. We do not believe that this proposal will result in any direct/indirect discrimination for any group with protected characteristics. As previously stated, the aim of the proposal is to drive up standards for all privately rented properties within our proposed designation area and licensing will be a legal requirement for any landlord/letting agent letting property in the area. By virtue of the scheme operating within all wards of the Borough additional licensing will help to bridge inequalities faced across the borough. Furthermore, improved property management is likely to result in better community relations. With regards to landlords, the National cohort are proportionately more likely to be White and aged in their 50’s. These proposals will therefore have a potentially, negatively, disproportionate effect on this cohort as there will be a cost attached to applying for the licence. B.2) Did you carry out any consultation or engagement as part of this assessment? Please tick ✓ No Yes ✓ The consultation on the proposed changes ran for 10 weeks from 31 October 2025 available via Hillingdon website. The consultation was evidence-based and was hosted on the Hillingdon’s website with a consultation pack outlining the findings of the feasibility study with proposals on the introduction of discretionary licensing in the borough. Feedback and opinions were sought far and wide from as many people and organisations as possible who have an interest or personal experiences on the private rented sector in Hillingdon. Page 10 of 15 The consultation on the proposals used a range of consultation tools to engage all protected groups including outreach engagement to target groups that may not be responding as well as others. From previous experience there has been a low response from tenants in HMOs, in particular from Black, Asian, or other ethnic groups who are disproportionately more likely to experience significant problems whilst renting in the PRS. The range of tools included – • Online Resident Survey. Accessibility will be considered, and paper surveys will be made available for those who need them. • Digital media. Facebook, `X (Twitter), Web Pages. • Focus groups such as Landlord/Resident Forums and workshops. • Ward forums • Faith Groups • Community Hubs • Marketplace stalls • Publicity campaign. Advertising the consultation widely w as important to its success. Communication with internal and external agencies to facilitate with the consultation was sought. The results of the consultation will be made available along with a review of the outcomes. Anyone wishing to be individually informed of the consultation outcomes will be notified as part of the consultation process. Key findings from the consultation indicate strong and widespread concern about the impact of Houses in Multiple Occupation (HMOs) on residential communities. Many respondents expressed opposition to HMOs in principle, citing perceived links to anti‑social behaviour, crime, noise, waste management issues, parking pressure and a loss of neighbourhood cohesion. Particular concern was raised about the concentration of HMOs in established and family ‑oriented areas, the cumulative impact on local services and the public realm, and the effects on groups considered more vulnerable due to age, disability or family status. Respondents highlighted the potential for noise, overcrowding, poor waste management and reduced environmental quality to disproportionately affect children, older residents and people with disabilities, who may be more sensitive to such impacts or less able to mitigate them. The consultation also revealed strong views on licensing design and enforcement, with many respondents supporting higher licence fees to fund robust inspection and enforcement activity and deter poorly managed HMOs, while others raised concerns about affordability and the risk of costs being passed on to tenants. There were calls for clearer landlord accountability in relation to property standards, Page 11 of 15 waste management, external maintenance and complaint handling, alongside demands for action against rogue landlords and illegal conversions, stronger planning controls, and improved transparency, reporting routes and communication between residents, landlords and the Council. Some responses expressed concerns about the behaviour or background of HMO occupants; these views reflect perceptions and anxieties rather than evidence of disproportionate impacts linked to protected characteristics and underline the importance of ensurin g that regulatory measures remain lawful, proportionate, non‑discriminatory and focused on property standards and management practices. Overall, the feedback reflects a desire for a balanced approach that improves management standards, protects residential amenity, supports community cohesion, and delivers positive outcomes for both HMO residents and the wider community while avoiding unintended discriminatory effects. B.3) Provide any other information to consider as part of the assessment Legal context The Council has a duty to pay due regard to the need to eliminate discrimination, advance equality of opportunity and foster good relations (Equality Act 2010) . The Council, as a public authority, is also required to comply with the Human Rights Act 1998 as well as the 2014 Act. The Council’s use of discretionary licensing across the Borough is considered a proportionate means to achieve a legitimate aim to pursue the wellbeing of occupiers of HMOs and the neighbourhood and for general public interest. It is anticipated that the proposal will not breach any of these Articles and will provide positive support for people’s rights. 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 or POSITIVE impacts (actual or potential): EQUALITY GROUP IMPACT ON THIS GROUP AND ACTIONS NEEDED Younger and older residents It is anticipated that the proposals will have a positive impact for this cohort in terms of their health especially for older people who may be more susceptible to hazards such as excess cold and falls. Targeted outreach will be necessary to maximise the benefits of licensing for this protected group to raise awareness.

Appendix F: Flexible use of Capital Receipts Strategy 2025/26 – Use of Flexible Capital Receipts: Summary by Directorate Directorate 25/26 Budget at Start of Year 25/26 Forecast Outturn 25/26 Forecast Outturn vs Budget £’000 £’000 £’000 Finance 1,000 477 (523) Adults 630 101 (529) Children’s 6,970 701 (6,269) Residents Services; Place 880 292 (588) Residents Services; Homes & Communities 660 675 15 Corporate Services 3,050 2,666 (384) Chief Executive’s Office - 203 203 Cross-Cutting 3,810 554 (3,257) Grand Total 17,000 5,669 (11,331) 2025/26 – Use of Flexible Capital Receipts: Summary by Project Directorate Project 25/26 Budget at Start of Year 25/26 Forecast Outturn 25/26 Forecast Outturn vs Budget £’000 £’000 £’000 Finance Enhanced Financial Capacity to Support DSG Deficit Reduction 500 192 (308) Finance Modernisation Plan 500 - (500) Financial Assessments and ASC Debt Project - 138 138 Council Tax & NNDR Debt Recovery Project - 69 69 Revenue & Benefits - Automations & Customer Contact - 79 79 Finance Total 1,000 477 (523) Adults Commissioning Support 80 - (80) Immediate Response Service 250 - (250) Sustained Support Service 300 - (300) Increase In-House Care Home Provision - 54 54 In-House Catering Reduction - 26 26 Utilisation of AI in Social Work Teams - 21 21 Adult’s Total 630 101 (529) Children’s Adult Education Review 70 - (70) DSG/SEND Improvement Plan 2,400 353 (2,047) Integrated Social Care Offer 350 237 (113) Social Care Offer 150 111 (39) DSG Safety Valve 4,000 - (4,000) Children’s Total 6,970 701 (6,269) Asset Strategy 320 - (320) Charging for Garden Waste 490 26 (464) Directorate Project 25/26 Budget at Start of Year 25/26 Forecast Outturn 25/26 Forecast Outturn vs Budget Residents Services; Place Planning and Growth Reform 70 - (70) Review of Golf Delivery Model - 117 117 Environmental Services Review - 149 149 Residents Services; Place Total 880 292 (588) Residents Services; Homes & Communities Civil Contingencies Improvement Plan 30 30 - Community Services Improvement Plan 100 50 (50) Housing Commissioning Improvement Plan 120 270 150 Integrated Front Line 150 - (150) Private Sector Housing Improvement Plan 260 260 - Additional Leased Temporary Accommodation - 65 65 Residents Services; Homes & Communities Total 660 675 15 Corporate Services Corporate Services Transformation Budget 3,050 - (3,050) Business Intelligence - 83 83 Digital MTFS Programmes - 467 467 HR Improvement - 187 187 Reshaping Customer Experience and Business Support - 1,524 1,524 Revenue Maximisation Project - 55 55 Magic Notes AI-enabled report tool - 99 99 Transformation Team - 351 351 Corporate Services Total 3,050 2,765 (285) Chief Executive’s Office Legal Support on LIIP - 46 46 Specialist Legal Support on Capital Disposals Programme - 157 157 Chief Executive’s Office Total - 203 203 Cross- Cutting Commissioning and Procurement Improvement Project 250 360 360 Financial Appraisal Support - 194 194 Financial Systems Improvement Programme 1,500 - (1,500) Integrated Front Door 300 - (300) Restructuring contingency 500 - (500) Service Innovation Fund 500 - (500) Target Operating Model 760 - (760) Cross-Cutting Total 3,810 554 (3,257) Grand Total 17,000 5,768 (11,232) Notes: Through the flexible use of capital receipts, the Council has been able to capitalise the cost of transformation activity where that activity is intended to deliver ongoing financial benefit, either through recurring savings or through the avoidance of future cost pressures. Based on current forecasts, transformation activity funded in this way is expected to deliver at least £9.9m of future financial benefit, comprising both MTFS savings delivered and cost avoidance. As with all budget figures, this is a forecast position and remains subject to change as part of the Council’s final outturn process. This level of financial benefit is being achieved from a forecast capital transformation spend of £5.7m, against an originally approved transformation plan of £17m, demonstrating a strong return on investment. A significant proportion of this capital funding has supported cross-cutting transformation, including digital and corporate initiatives, which enable multiple savings across the council rather than being attributed to a single budget line. As these programmes continue to mature, the financial benefit may increase further. 2026/27 – Budgeted use of Flexible Capital Receipts by Directorate Directorate 26/27 Budget at Start of Year £’000 Finance 181 Adults - Children’s 317 Residents Services; Place 628 Corporate Services 608 Residents Services; Homes & Communities 500 Chief Executive’s Office - Cross-Cutting 500 Grand Total 2,733 2026/27 – Budgeted use of Flexible Capital Receipts by Project Directorate MTFS Ref Project 25/26 Budget at Start of Year £’000 Finance 2026/27 014 Supplier Incentive Programme - Construction 10 n/a Financial Assessments and ASC Debt Project 171 Finance Total 181 Children’s n/a Adult Education Service 70 2025/26 023 New Care Offer - Review of Operating Model 114 n/a DSG Safety Valve 133 Children’s Total 317 Residents Services - Place n/a Environmental Services Review 149 n/a Review of Golf Delivery Model 94 2026/27 139 Waste Collection Charges 235 2026/27 213 Changes to parking payment options 150 Residents Services – Place Total 628 2025/26 011 Business Intelligence Review 180 Corporate Services 2025/26 006 Reshaping Resident Hub 373 n/a Revenue Maximisation Project 55 Corporate Services Total 608 Residents Services; Homes & Communities n/a Housing Improvement Plan 500 Residents Services – Homes & Communities Total 500 Cross-Cutting n/a Restructuring Contingency 500 Cross-Cutting Total 500 Grand Total 2,733 Notes:  Financial Assessments and ASC Debt Project: targeted project to reduce adult social care debt.  Adult Education Service: to explore options to outsource the service.  DSG Safety Valve: to support the Education service in lowering the DSG deficit.  Environmental Services Review: to determine what further efficiencies can be achieved in environmental services delivery  Review of Golf Delivery Model: to complete the work to transfer the golf courses to an external operator and eliminate the subsidy provided by the Council  Revenue Maximisation Project: to identify new properties and businesses for NNDR and Council Tax, using revenues inspectors and data analysis from a contractor.  Housing Improvement Plan: to tackle rising homelessness and temporary accommodation costs.  Restructuring Contingency: to fund transition costs for staffing restructures that deliver long- term savings.

Appendix G 1 of Appendix CAPITAL AND INVESTMENT STRATEGY REQUIREMENTS 2026/27 Introduction 1. The CIPFA Prudential Code 2021 and CIPFA Treasury Management Code 2021 require the Council to publish four separate strategies or statements in addition to the revenue and capital medium term budget positions. These are contained within Appendix G to the budget report. Strategy requirements 2. The Capital Strategy is an overarching document with a simple guide on the capital programme, borrowing, investments and sets out the prudential indicators that the Council defines as parameters to work within setting a prudent and sustainable approach to its investment to meet service needs and any commercial activities. 3. The Capital Programme within the MTFS provides more comprehensive details on the Capital expenditure and financing from the information provided in the Capital Strategy. 4. The Treasury Management Strategy Statement provides further details on impact of the capital programme in relation to its cash flow forecast, need to borrow and strategy with parameters around methods in which it can invest Council money. 5. The Investment S trategy provides further detail from the Capital Strategy on investment objectives and parameters, focused on service and commercial investment activities. 6. The MRP statement outlines the approach to calculating the minimum revenue contribution within the legislative framework which is a revenue cost resulting from borrowing to fund the capital programme. 7. The Council has refreshed all forecasts and Prudential Indicators to align with the budget proposals for the new financial year. Appendix G 2 of Appendix CAPITAL STRATEGY: A short overview, accessible to non-financial specialist members, covering: CAPITAL EXPENDITURE PFI & LEASING BORROWING INVESTMENTS GUARANTEES & LIABILITIES KNOWLEDGE & SKILLS MRP PRUDENTIAL INDICATORS CAPITAL PROGRAMME WITHIN THE MTFS Capital expenditure Capital financing Capital receipts Prudence Affordability Sustainability TREASURY STRATEGY STATEMENT Interest rate forecast Cash flow forecast Borrowing strategy Investment strategy TM indicators Risk management INVESTMENT STRATEGY Contribution Security Liquidity Investment and indicators Capacity and skill Proportionality MRP STATEMENT Prudent provision Calculation of MRP Overpayments Prudence Aligned cost: benefit Treasury Service & Commercial Appendix G1 - Capital Strategy Report 2026/27 3 of Appendix CAPITAL STRATEGY REPORT 2026/27 Introduction 8. This capital strategy report gives a high-level overview of how capital expenditure, capital financing and treasury management activity contribute to the provision of local public services. The strategy also provides an overview of how associated risk is managed and the implications for future financial sustainability. 9. This strategy is integrated with other strategies; MTF S Capital Programme, Treasury Management Strategy, Investment Strategy and the MRP Statement where more detail is provided. Capital Expenditure and Financing 10. Capital expenditure is wher e the Council spends money on assets, such as property or vehicles that will be used for more than one year. In local government this includes spending on assets owned by other bodies, and loans and grants to other bodies enabling them to buy assets. In 20 26/27, the Council is planning capital expenditure as summarised below: Table 1: Prudential Indicator: Estimates of Capital Expenditure 2025/26 Forecast 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget 2030/31 Budget £m £m £m £m £m £m General Fund services 76.6 132.1 65.2 50.9 36.0 29.2 General Fund EFS Capitalisation 88.0 62.0 23.0 Housing Revenue Account (HRA) 186.6 136.3 113.5 113.8 84.9 70.9 TOTAL 351.2 330.4 201.7 164.7 120.9 100.1 of which General Fund services 70.6 132.1 65.2 50.9 36.0 29.2 General Fund EFS 88.0 62.0 23.0 Housing Revenue Account (HRA) 186.6 136.3 113.5 113.8 84.9 70.9 Capital investments (GF) 6.0 0.0 0.0 0.0 0.0 0.0 TOTAL 351.2 330.4 201.7 164.7 120.9 100.1 11. The 2025/26 forecast is based on the Month 9 capital monitoring forecasts and the 2026/27 budget includes proposed re-phasing of 2025/26 slippage under spends Appendix G1 - Capital Strategy Report 2026/27 4 of Appendix into the new financial year. Re-phasing at year end outturn will be submitted to Cabinet for approval in the Budget Outturn report following year end. 12. The main General Fund capital programme includes a new site for the Hillingdon Water Sports Facility & Activity Centre , structural works for the Cedar and Grainges car parks and refurbishment of the crematorium. The capital programme also includes increased support for SRP and SEND at Meadow High School , secondary school expansion to support the growing population within the borough, and ongoing investment in local highways infrastructure. 13. Capital investment of £ 390.0m over the period 2025/26 to 2030/21 has been incorporated into the wider General Fund budget strategy with £182.8m investment in major projects, primarily delivering new or expanded infrastructure. 14. The Housing Revenue Account (HRA) is a ring-fenced account which ensures that council housing does not subsidise, or is itself be subsidised, by other local services. HRA capital expenditure is therefore recorded separately. The 2025/26- 2030/31 five year programme includes acquisitions and development of new social housing stock (£ 264.6m), enhancement of the existing housing stock including green home initiatives (£ 231.3m), and a major housing regeneration programme to provide new high-quality housing in Hayes (£210.1m). Exceptional Financial Support 15. The Council is in the closing stages of agreeing Exceptional Financial Support (EFS) with the government. EFS is required to:  offset the forecast overspend in 2025/26;  replenish General Fund and Earmarked Reserves; and  enable the Council to set a balanced budget for 2026/27 16. Total EFS amounts to £173m as set out in Table 1 above phased over three years from 2025/26 to 2027/28. 17. EFS is not operational capital expenditure on new projects and programmes however it is delivered as a capitalisation directive enabling the Council to effectively treat revenue costs as capital , allowing those costs to be financed by borrowing and resulting in an increase to th e Council’s capital financing requirement (CFR) in a similar way to ordinary capital expenditure. As a result the Council will be required to provide Minimum Revenue Provision (MRP) to pay down the EFS over time and this is b udgeted over 20 years. The Council also anticipates needing to externally borrow to maintain its cash position and ensure liquidity. The increase in the CFR following EFS provides the Council with more flexibility in managing liquidity and capital financing costs arising from EFS Appendix G1 - Capital Strategy Report 2026/27 5 of Appendix (interest payable and MRP) have been included in the budget. These are set out in Table 11 below. Further details on EFS are provided in the Council’s Budget Report. Capital Financing 18. All other capital expenditure must be financed, either from external sources (government grants and other contributions), the Council’s own resources (revenue contributions, CIL, capital receipts, Major Repairs Reserve) or debt (borrowing, leasing and Private Finance Initia tive). The planned financing of the above expenditure is as follows: Table 2: Capital financing 2025/26 Forecast 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget 2030/31 Budget £m £m £m £m £m £m External Sources 88.0 88.5 51.8 52.4 35.9 33.5 Own Resources 44.9 44.1 45.7 25.2 25.9 26.8 Capital Debt 130.3 135.8 81.2 87.1 59.2 39.8 EFS Debt 88.0 62.0 23.0 - - - TOTAL 351.2 330.4 201.7 164.7 121.0 100.1 19. Debt is only a temporary source of finance, since loans and leases must be repaid, and this is therefore replaced over time by other financing, usually from revenue which is known as Minimum Revenue Provision (MRP). Alternatively, proceeds from selling capital assets (known as capital receipts) may be used instead of debt finance. MRP is a statutory mechanism to provide repayment of General Fund borrowing and details on how this is calculated are included in the MRP Statement policy. The HRA also provide a regular contribution towards it s financing of debt repayment, although it is not mandatory unlike the General Fund. Table 3: Replacement of prior years’ debt finance 2025/26 Forecast 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget 2030/31 Budget £m £m £m £m £m £m General Fund services MRP 8.5 9.6 11.2 12.6 13.7 14.7 General Fund EFS MRP 0.0 2.6 4.6 5.6 5.8 6.1 Housing Revenue Account (HRA) 8.1 8.7 10.5 11.4 13.8 16.8 Total 16.6 20.9 26.3 29.6 33.3 37.6 Appendix G1 - Capital Strategy Report 2026/27 6 of Appendix 20. The Council’s cumulative outstanding amount of debt finance is measured by the Capital Financing Requirement (CFR). This increases with new debt -financed capital expenditure and reduces with MRP. The CFR is expected to increase by £206.3m in 2025/26 of which £88m relates to EFS . Based on the above figures for expenditure and financing, the Council’s estimated CFR is as follows: Table 4: Prudential Indicator: Estimates of Capital Financing Requirement 2024/25 Actual 2025/26 Forecast 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget 2030/31 Budget £m £m £m £m £m £m £m General Fund services 307.4 354.6 420.8 451.5 466.8 472.4 470.3 EFS 0 88.0 147.4 165.7 160.2 154.3 148.2 Housing Revenue Account (HRA) 279.6 350.6 404.2 434.0 483.0 509.8 520.8 TOTAL 586.9 793.2 972.4 1,051.2 1,110.0 1,136.5 1,139.3 of which General Fund services 297.9 335.2 391.4 422.1 437.4 443.0 440.9 General Fund EFS 0 88.0 147.4 165.7 160.2 154.3 148.2 Capital investments 4.0 9.4 9.4 9.4 9.4 9.4 9.4 Leases 5.5 10.0 20.0 20.0 20.0 20.0 20.0 Housing Revenue Account (HRA) 279.6 350.6 404.2 434.0 483.0 509.8 520.8 TOTAL 586.9 793.2 972.4 1,051.2 1,110.0 1,136.5 1,139.3 21. The Council utilises capital receipts to fund capital projects and does not apply against the replacement of prior years’ debt. Governance of Capital Expenditure 22. Specific capital projects are identified primarily through the Council’s annual budget setting process which revises the approved capital programme for the following five years. Service managers submit proposals for new projects, outlining the reasons and benefits for the proposal and the estimated cost and method of financing. These proposals are reviewed at internal challenge sessions attended by senior managers across the organisation chaired by the Corporate Director of Finance. If proposals are deeme d satisfactory at this stage, they are included in a further submission to relevant Cabinet members . There is then a public consultation period in December on the full budget and impact to Council Appendix G1 - Capital Strategy Report 2026/27 7 of Appendix Tax. Following any further feedback, the final revised five-year capital programme is submitted to Cabinet and Council for approval in February each year. 23. Implications of existing and new capital investment proposals in terms of the future impact on prudential borrowing levels and capital financing costs are taken into account in setting the revenue budget which is also approved by Council in February each year. The various sources of finance for all existing and new capital projects and programmes are identified and included in the Council’s budget. 24. Some capital projects arise which require more short-term implementation during the current financial year, and these are usually managed through dedicated contingency budgets included in the five-year programme where there is anticipated need for that type of i nvestment. These projects would normally be managed within overall borrowing limits approved by Council. 25. To subsequently proceed with implementation, all individual capital expenditure projects require a formal democratic decision from the Leader of the Council , the Cabinet Member for Finance and relevant Cabinet members to release the monies included within the capital programme budget. To obtain approval for the budget to be released, a formal report is submitted providing detailed information on the objectives of the project and including a cost plan. Asset Management 26. The maintenance and improvement of the Council’s property assets and wider infrastructure are managed and formally set out in the Council’s organisational structure, with specific service teams in place to manage various parts of the Council’s asset portfolio. 27. In general, assets are managed i n accordance with the principles of good estate management. The Council seeks continuous improvement in the quality of assets used to deliver services and wherever possible use its ownership of assets to deliver service improvements. 28. Service teams with responsibility for managing Council assets include:  Capital Programme Works Service: responsible for delivery of major new construction projects and capital works on existing property assets.  Repairs, Engineering, Planned Works and Facilities Management: maintenance of existing assets including repairs to Council buildings, voids and renewal of existing housing stock.  Highways and Street Lighting: maintenance and improvement of the roads and footways infrastructure, and maintenance and enhancement of stree t lighting. Appendix G1 - Capital Strategy Report 2026/27 8 of Appendix  Property and Estates Management: provide a complete overview of all properties and land owned by the council, including management of leases, ensuring that the full potential is being gained from each property asset.  Fleet Engineering Team : manage the Council’s vehicle requirements for areas such as waste management and various other services.  Digital & Intelligence : maintaining and improving the Council’s ICT infrastructure for both internal business operations, front line services and enhancing residents’ online interactions with the Council.  Green Spaces: maintain and enhance the various parks and green spaces sites across the Borough. Asset Disposals 29. Assets are continually reviewed, to determine those that may be declared surplus to service requirements, with regular monitoring meetings. Proposals to change the purpose, to redevelop or to sell an asset are reported with options presented to the Councils property governa nce working group consisting of those cabinet members charged with oversight of the Council’s capital programme and asset base, the Land and Property Board , to determine next steps on the most appropriate development or disposal route before recommendations are made to Cabinet. Progress on asset development and disposals is reported through monthly budget monitoring. Surplus assets may be sold to generate proceeds, known as Capital Receipts, which can be used to finance capital expenditure on new assets or enhancements to existing assets , repay debt or fund approved transformation expenditure. With the approval of Cabinet, surplus assets can also be appropriated between the General Fund and Housing Revenue Account (HRA) to reflect planned changes in use of the land where notional receipts are transferred between the funds adjusting the Capital Financing Requirement split between the two funds. 30. Right to Buy Council housing sales, repayments of capital grants, loans and investments also generate Capital Receipts. The Council plans to invest £27.6m of Capital Receipts in the coming financial year (20 26/27) on the HRA capital programme, to part fund housing projects to increase housing stock. Table 5: Capital receipt financing applied 2025/26 Forecast 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget 2030/31 Budget £m £m £m £m £m £m Capital Receipts 15.7 27.6 28.2 7.5 7.7 7.9 Appendix G1 - Capital Strategy Report 2026/27 9 of Appendix Treasury Management 31. Treasury management is concerned with keeping sufficient but not excessive cash available to meet the Council’s spending needs, while managing the risks involved. Surplus cash is invested until required, while a shortage of cash is met by borrowing, to avoid excessive credit balances or overdrafts in the bank current account. The Council is typically ‘cash rich’ in the short-term as revenue income is received before it is spent, but ‘cash poor’ in the long-term as capital expenditure is incurred before being financed. The revenue cash surpluses are offset against capital cash shortfalls to reduce overall borrowing. Borrowing strategy 32. The Council’s chief objectives when borrowing is to strike an appropriately low risk balance between securing low interest costs and achieving certainty of those costs over the period for which funds are required; this is achieved using a mix of short- term loans and long-term fixed rate loans. The flexibility to renegotiate loans should the Council’s long-term plans change is a secondary objective. 33. The Council does not borrow to invest for the primary purpose of financial return and therefore retains full access to the Public Works Loan Board. 34. Projected levels of the Council’s total current outstanding debt (which comprises borrowing and leases) compared with the projected CFR, are shown below. Table 6: Prudential Indicator: Gross Debt and the Capital Financing Requirement 2024/25 Actual 2025/26 Forecast 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget 2030/31 Budget £m £m £m £m £m £m £m Capital programme debt 517.5 688.9 805.4 865.4 927.8 959.0 966.8 EFS debt 0 48.0 110.0 133.0 133.0 133.0 133.0 Lease liabilities 5.5 10.0 20.0 20.0 20.0 20.0 20.0 Total Debt 523.0 746.9 935.4 1,018.4 1,080.8 1,112.0 1,119.8 Capital Financing Requirement 586.9 793.2 972.4 1,051.2 1,110.0 1,136.5 1,139.3 35. CIPFA’s Prudential Code for Capital Finance in Local Authorities recommends that the Council’s total debt should be lower than its highest forecast CFR over the next three years. Statutory guidance is that debt should remain below the CFR, except in the short-term. Table 6 shows the Council’s existing debt along with the CFR Appendix G1 - Capital Strategy Report 2026/27 10 of Appendix while Table 7 shows the borrowing required to meet this financing requirement. In taking any new borrowing, the Council will comply with the liability benchmark in Table 7 to meet the CFR. 36. EFS debt of £4 8m in the above table is lower than the total increase of £88m in the CFR relating to EFS because it is not anticipated that the Council will need to externally borrow the full amount from the PWLB to maintain liquidity. Liability benchmark 37. To compare the Council’s actual borrowing against an alternative strategy, a liability benchmark has been calculated showing the lowest risk level of borrowing compared to the CFR borrowing requirement. This assumes that internal resources such as reserves and working capital are utilised and that cash and investment balances are kept at around £25m at each year-end. Table 7: Borrowing and the Liability Benchmark 2025/26 Forecast 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget 2030/31 Budget £m £m £m £m £m £m Outstanding Borrowing (GF and HRA) 688.9 805.4 865.4 927.8 959.0 966.8 External Borrowing for EFS 48.0 110.0 133.0 133.0 133.0 133.0 Lease Liabilities 10.0 20.0 20.0 20.0 20.0 20.0 Total 746.9 935.4 1,018.4 1,080.8 1,112.0 1,119.8 Borrowing Required to meet CFR 46.3 36.9 32.8 29.2 24.6 19.5 Borrowing Required to meet Liability Benchmark 20.8 19.8 19.9 16.4 11.6 3.6 Affordable borrowing limit 38. The Council is legally obliged to set an affordable borrowing limit (also termed the authorised limit for external debt) each year. In line with statutory guidance, a lower “operational boundary” is also set as a warning level should debt approach the limit. Further details on borrowing can be found in the Treasury Management Strategy. Appendix G1 - Capital Strategy Report 2026/27 11 of Appendix 39. The operational boundary and authorised limit have been set based on the highest forecast CFR in the following three years: Table 8: Prudential Indicators: Authorised limit and operational boundary for external debt 2025/26 Limit 2026/27 Limit 2027/28 Limit 2028/29 Limit 2029/30 Limit 2030/31 Limit £m £m £m £m £m £m Authorised Limit - Borrowing 867.6 1,120.0 1,146.5 1,149.3 1,149.3 1,149.3 Authorised Limit - PFI and Leases 50.0 50.0 50.0 50.0 50.0 50.0 Authorised Limit - Total External Debt 917.6 1,170.0 1,196.5 1,199.3 1,199.3 1,199.3 Operational Boundary - Borrowing 837.6 1,090.0 1,116.5 1,119.3 1,119.3 1,119.3 Operational Boundary - PFI and Leases 25.0 25.0 25.0 25.0 25.0 25.0 Operational Boundary - Total External Debt 862.6 1,115.0 1,141.5 1,144.3 1,144.3 1,144.3 Treasury Investment Strategy 39. Treasury investments arise from receiving cash before it is paid out again. Investments made for service purposes or for commercial profit are not generally considered to be part of treasury management. 40. In line with the CIPFA Treasury Management Code of Practice, the Council’s policy on treasury investments is to invest its treasury funds prudently and to prioritise security and liquidity over yield, which is to focus on minimising risk rather than maximising returns. Cash that is likely to be spent in th e near term is invested securely to minimise risk of loss , for example with the government, other local authorities or selected high -quality Money Market Funds and banks, to minimise the risk of loss. Cash balances that will be held for longer terms is invested more widely in funds including in bonds and shares, to balance the risk of loss against the risk of receiving returns below inflation. Both short -term and longer -term investments may be held in pooled funds, where an external fund manager makes decisions on which particular investments to buy, and the Council may request its money back at short notice. 41. The Council will aim to hold a level of short -term investment balances which are not excessive but will ensure sufficient liquidity to manage the day-to-day activities Appendix G1 - Capital Strategy Report 2026/27 12 of Appendix of the Council and will not fall below £10m. Longer-term investments are forecast at £15m over the next 5 years. 42. Further details on treasury investments can be found in the Treasury Management Strategy. Risk management 43. The effective management and control of risk are prime objectives of the Council’s treasury management activities. The treasury management strategy therefore sets out various indicators and limits to constrain the risk of unexpected losses and details the extent to which financial derivatives may be used to manage treasury risks. 44. The t reasury management prudential indicators are set out within the treasury management strategy. Governance 45. Decisions on treasury management investment and borrowing are made daily and are therefore delegated to the Corporate Director of Finance and staff, who must act in line with the Treasury Management Strategy. The Treasury Management Strategy Statement is agreed by Cabinet in February prior to agreement at full Council before the start of each fin ancial year. Amendments to the Treasury Management Strategy during the year are only done with Cabinet approval. 46. Treasury activity is monitored and reported to se nior management on a daily and weekly basis. Monthly and more detailed quarterly reports on treasury management activity, including compliance with prudential indicators, are provided to Cabinet as part of the budget monitoring process. The Cabinet is responsible for scrutinising treasury management decisions. Investments for Service Purposes 47. The Council lends money to, and has a 100% shareholding in one subsidiary, Hillingdon First Ltd. The twin objectives are to deliver a financial return to the Council and provide housing for sale or rent. It will achieve this by generating of long-term sustainable revenue streams through the delivery of high-quality housing to meet the need of Hillingdon’s residents. 48. The Hilli ngdon First L imited shareholder agreement and memorandum of association sets out in detail the governance arrangements and provides details of the operating framework, controls, and reporting requirements. All projects will undergo a full due diligence before any investment is made. Appendix G1 - Capital Strategy Report 2026/27 13 of Appendix 49. In terms of Service Delivery Investment, the Council is willing to take more risk than with treasury investments, however it still plans for such investments to generate a net revenue benefit . The risk of incurring unexpected losses is managed by ensuring the Council remains within the limits shown within the Investment Strategy through monthly monitoring and reporting to senior management. Compliance with limits will also form part of the monthly reporting to Cabinet. 50. Service loans and shares in Hillingdon First Ltd are classified as capital expenditure. 51. The Council has set up a Special Purchase Vehicle (SPV) called The Hillingdon Care Company (THCC) to run and manage The Burroughs Care Home which was purchased in 2025/26 for £5.75m and a related loan agreement arranged for £6m with THCC including £250k wo rking capital . The objective is to address the increasing demand for nursing and dementia care places, manage escalating bed prices, and ensure that residents have access to quality care locally. THCC was incorporated with Companies House on 23 January 20 25. The SPV IS 100% owned by the Council and will operate the care home (The Burroughs). The SPV will be able sell beds to other local authorities /parties as long as this is less than 20% of total revenue. Table 9: Prudential indicator: Net income from service investments to net revenue stream 2025/26 Forecast 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget 2030/31 Budget £m £m £m £m £m £m Total net income from service investments (£ms) 0.1 0.3 0.3 0.3 0.3 0.3 Proportion of Net Revenue Stream* 0.03% 0.09% 0.09% 0.09% 0.09% 0.08% Commercial Activities 52. The Council has a historic portfolio of investment properties which are properties that are used solely to earn rentals and/or for capital appreciation. They are valued annually by the external valuers for the Statement of Accounts, with a fair value of £4.035m at 31st March 2025. The Council is not actively seeking to increase this type of investment exposure. These assets are not held for normal operational activity but held under long -term commercial leases. Net income generated from these assets in 2024/25 was £252k. Appendix G1 - Capital Strategy Report 2026/27 14 of Appendix Table 10: Prudential indicator: Net income from commercial investments to net revenue stream 2025/26 Forecast 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget 2030/31 Budget £m £m £m £m £m £m Total net income from commercial investments (£m) 0.2 0.2 0.2 0.2 0.2 0.2 Proportion of Net Revenue Stream* 0.06% 0.06% 0.05% 0.05% 0.05% 0.05% *Net revenue stream is the general fund budget requirement, which is funded through Council Tax Business Rates and Government Grants. Liabilities 53. In addition to debt detailed above, the Council is committed to making future payments to cover its pension fund deficit of £122.8m and has made provisions to cover risks such as insurance claims and non -domestic rates appeal losses of £7.5m, both of which are measured in the latest published accounts as at 31 March 2025. The Council is also at risk of having to pay for claims following legal proceedings but has not put aside any money because the claims are denied and will be defended, and in some instances, counterclaims pursued. Revenue Budget Implications 54. Although capital expenditure is not charged directly to the revenue budget, interest payable on loans and MRP are charged to revenue. The net annual charge is known as financing costs and excludes investment income; this is compared to the net revenue stream i.e. the amou nt funded from Council Tax, business rates and general government grants. Table 11: Prudential Indicator: Proportion of financing costs to net revenue stream 2025/26 Forecast 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget 2030/31 Budget £m £m £m £m £m £m Financing Costs Capital GF (£m) 19.7 26.5 30.9 33.4 35.0 36.4 Financing Costs EFS (£m) 0.0 6.4 10.7 12.5 12.6 12.8 Proportion of Net Revenue Stream* 6% 10% 13% 14% 14% 14% *Net revenue stream is the general fund budget requirement, which is funded through Council Tax Business Rates and Government Grants. Appendix G1 - Capital Strategy Report 2026/27 15 of Appendix Sustainability 55. Due to the very long-term nature of capital expenditure and financing, the revenue budget implications of expenditure incurred in the next few years will extend for up to 40 years into the future. The Corporate Director of Finance is satisfied that both the proposed individual schemes and the overall programme are tested for affordability, sustainability and prudence. Knowledge and Skills 56. The Council employs professionally qualified and experienced staff in senior positions with responsibility for making c apital expenditure, borrowing and investment decisions. 57. The Council adopts a continuous performance and development programme to ensure officers are regularly appraised and any training needs identified. Where appropriate, officers will attend training sessions, seminars, and workshops to ensure their knowledge is up to date and relevant. Council Members are provided access to additional training where required. 58. Where Council staff do not have the knowledge and skills required, use is made of external advisers and consultants that are specialists in their field. Appendix G2 – Treasury Management Strategy Statement 2026/27 16 of Appendix TREASURY MANAGEMENT STRATEGY STATEMENT 2026/27 Summary 59. Treasury management is the management of the Council’s cash flows, borrowing and investments, and the associated risks. The Council has borrowed and invested substantial sums of money and is therefore exposed to financial risks including the loss of invest ed funds and the revenue effect of changing interest rates. The successful identification, monitoring and control of financial risk are therefore central to the Council’s prudent financial management. 60. Over the longer term, the Council considers the need to borrow money to fund its major capital projects and when the best time is to do this. The strategy aims to minimise borrowing and make use of internal funds where viable. Currently, actual and forecast new external borrowing required during 2025/26 amounts to £219.4m (General Fund and HRA including impact of EFS ). New borrowing to fund the Capital Financing Requirement (CFR) will be taken for cash flow purposes. With short-term interest rates currently lower than long -term rates, n ew debt will be a mixture of short and medium -term durations designed to minimise cost without having a detrimental effect on refinancing risk. Economic Outlook 61. The most significant impacts on the Authority’s treasury management strategy for 2026/27 are expected to include: the influence of the government’s 2025 Autumn Budget, lower short-term interest rates alongside higher medium- and longer-term rates, slower economic growth, together with ongoing uncertainties around the global economy, stock market sentiment, and geopolitical issues 62. The Bank of England’s Monetary Policy Committee (MPC) cut Bank Rate to 3.75% in December 2025, as expected. The vote to cut was 5-4, with the minority instead favouring holding rates at 4.0%. Those members wanting a cut judged that disinflation was established while those preferring to hold Bank Rate argued that inflation risks remained sufficiently material to leave rates untouched at this stage. 63. The most recent Monetary Policy Report (November) projected modest economic growth, with GDP expected to rise by 0.2% in the final calendar quarter of 2025. Annual growth is forecast to ease from 1.4% before improving again later, reflecting the delayed effects of lower interest rates, looser monetary conditions, stronger global activity, an d higher consumer spending. The view of modest economic growth going forward was echoed by the Office for Budget Responsibility in its Economic and fiscal outlook published in line with the Autumn Statement which revised down its estimate of annual real GDP to around 1.5% on average between 2025 and 2030. Appendix G2 – Treasury Management Strategy Statement 2026/27 17 of Appendix 64. CPI inflation was 3.2% in November 2025, down from 3.6% in the previous month and below the 3.5% expected. Core CPI eased to 3.2% from 3.4%, contrary to forecasts of remaining at 3.6%. Looking forward, th e MPC continues to expect inflation to fall, to around 3% in calendar Q1 2026, before steadily returning to the 2% target by late 2026 or early 2027. In the three months to October 2025, the unemployment rate increased to 5.1%, higher than the level previo usly expected by the BoE, while the employment rate slipped to 74.9%. Pay growth for the same period eased modestly, with total earnings (including bonuses) growth at 4.7% and while regular pay was 4.6%. 65. The US Federal Reserve also continued to cut rates, including reducing the target range for the Federal Funds Rate by 0.25% at its December 2025 meeting, to 3.50%-3.75%, in line with expectations. The minutes of the meeting noted that most Fed policymakers judged that further rate cuts would be likely in 2 026 if inflation continues to ease, however they were still divided in their assessment of the risks between inflation and unemployment. The European Central Bank (ECB) kept its key interest rates unchanged in December for a fourth consecutive meeting, maintaining the deposit rate at 2.0% and the main refinancing rate at 2.15%. 66. Credit Default Swap (CDS) prices, which spiked in April 2025 following President Trump’s ‘Liberation Day’ tariff announcements, have since trended lower, returning to levels broadly consistent with their 2024 averages. Although CDS prices rose modestly during October and November, the overall credit outlook remains stable, and credit conditions are expected to remain close to the range seen over the past two years. 67. The Authority’s treasury management adviser, currently forecasts that the Bank of England’s Monetary Policy Committee will continue to reduce Bank Rate in 2026, reaching around 3.25%. This forecast reflects amendments made following the Autumn Budget and an assessment of t he fiscal measures and their market implications, and following the BoE MPC meeting held on 18th December. 68. Long-term gilt yields, and therefore interest rates payable on long-term borrowing, are expected to remain broadly stable on average, though with continued volatility, and to end the forecast period marginally lower than current levels. Yields are likely to stay higher than in the pre -quantitative tightening era, reflecting ongoing balance sheet reduction and elevated bond issuance. Short -term fluctuations are expected to persist in response to economic data releases and geopolitical developments 69. This report details the Council ’s approach and strategy towards borrowing and investing and provides details on sources of debt and investment instruments in which the Council can invest. All institutions on the counterparty list are regularly Appendix G2 – Treasury Management Strategy Statement 2026/27 18 of Appendix monitored, assessing risk and determining th e limits of duration and value of investments. 70. The Treasury Management Strategy Statement (TMSS) follows the 2021 Code of Practice guidance. Introduction 71. Treasury risk management is conducted within the framework of the Chartered Institute of Public Finance and Accountancy’s Treasury Management in the Public Services: Code of Practice 2021 Edition (the CIPFA Code). This requires the Council to approve a tre asury management strategy before the start of each financial year. This report fulfils the Council’s legal obligation under the Local Government Act 2003 to have regard to the CIPFA Code. The strategy is developed as part of the Council's MTFS process. 72. Investments held for service purposes or for commercial profit are considered in a separate report; the ‘Investment Strategy’. 73. The Council, by having significant investments and borrowing, is exposed to financial risks, including the loss of invested funds and the revenue effect of changing interest rates. As such treasury management operations are fundamentally concerned with managing risk. Whilst there are regulations and controls in place designed to minimise or neutralise risk, some risk exposure remains, due to the nature of managing loan and investment portfolios and cash flow activities. Active monitoring of the economic outlook, as well as changes in regulation, is undertaken where it impacts on the Council's treasury management strategy and risk parameters. Balance Sheet and Treasury Position 74. The Council's borrowing strategy is driven by the estimated Balance Sheet position in the medium-term and capital programme expectations. The underlying need to borrow for capital purposes is reflected by the CFR which measures the cumulative capital expenditure that has not been financed from other Council resources such as capital grants, revenue contributions or financed from reserves. The CFR will generally be higher than the actual debt held due to timin g requirements for cash flow purposes. This is called "internal borrowing". 75. The Council’s CFR approach in this capital strategy document is to consider the financing requirement for the Council as a whole (General Fund and HRA). Appendix G2 – Treasury Management Strategy Statement 2026/27 19 of Appendix Estimates of the CFR, based on the projected capital programme over the next five years are shown in Table 12. Table 12: Balance Sheet summary, forecast and liability benchmark 76. To compare the Council’s actual borrowing against an alternative strategy, Table 12 shows a liability benchmark which calculates the lowest risk level of borrowing. This assumes the same CFR forecasts, but that cash and long-dated pooled fund balances are kept to a minimum level of £25m at each year -end to maintain sufficient liquidity but minimi se credit risk. Thus the Council will take a low risk level approach for borrowing through the MTFS period. 2024/25 Actual 2025/26 Forecast 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget 2030/31 Budget £m £m £m £m £m £m £m General Fund CFR 307.4 354.6 420.8 451.5 466.8 472.4 470.3 General Fund EFS CFR 0.0 88.0 147.4 165.7 160.2 154.3 148.2 HRA CFR 279.6 350.6 404.2 434.0 483.0 509.8 520.8 Total CFR 586.9 793.2 972.4 1,051.2 1,110.0 1,136.5 1,139.3 External Borrowing* (517.5) (736.9) (915.4) (998.4) (1,060.8) (1,092.0) (1,099.8) Lease Liabilities (5.5) (10.0) (20.0) (20.0) (20.0) (20.0) (20.0) External Borrowing to meet CFR 63.9 46.3 36.9 32.8 29.2 24.6 19.5 Projected Useable Reserves (91.7) (95.0) (95.0) (95.0) (95.0) (95.0) (95.0) Accumulated DSG Deficit 65.9 75.5 83.8 88.1 88.2 88.0 85.1 Projected Working Capital (31.0) (31.0) (31.0) (31.0) (31.0) (31.0) (31.0) (Investments) / New Borrowing Required 7.1 (4.2) (5.2) (5.1) (8.6) (13.4) (21.4) Plus Minimum Investments 25.0 25.0 25.0 25.0 25.0 25.0 25.0 Liability Benchmark 32.1 20.8 19.8 19.9 16.4 11.6 3.6 *Borrowing profile does not include potential calls on LOBO borrowing. *DSG is not adjusted for LG Settlement changes announced on the 9th February 2026. 77. The Council's closing CFR is estimated at £7 93.2m for 2025/26. This CFR, less forecast outstanding loans and other lon g-term liabilities of £7 46.9m, results in a gross external borrowing requirement of £ 46.3m going into 2026/27. Existing borrowing is identified into separate loan pools for GF and HRA. As at 31st January 2026, GF debt is £ 294.2m and HRA £ 327.0m (excluding leases). It is estimated that up to a further £116m of borrowing net of repayments on existing Appendix G2 – Treasury Management Strategy Statement 2026/27 20 of Appendix loans may be taken before the end of this financial year depending on cash flows. This will be a combination of temporary loans from other local au thorities depending on availability and rates, and the PWLB. 78. The increasing General Fund CFR is due to the Council’s programme of capital investment funded by Council resources, with investment in local infrastructure leading this requirement. The total General Fund CFR is also increased by Exceptional Financial Support of £88m in 2025/26. The HRA CFR increase is driven by investment in new and existing dwelling stock. 79. The liability benchmark is an important tool to help establish whether the Council is likely to be a long-term borrower or long-term investor in the future and so shape its strategic focus and decision making. The liability benchmark itself represents an estimate of the cumulative amount of external borrowing the Council must hold to fund its current capital and revenue plans while keeping treasury investments at the minimum level required to manage day-to-day cash flow. Borrowing Strategy 80. The Council's external debt excluding leases at 31 March 2026 is forecast to be £736.9m, an increase of £219.4m on the previous year, due partly to borrowing to finance the HRA capital programme which has a significant borrowing requirement, taking advantage of the concessionary rates available from the PWLB for housing development. Borrowing is also impacted by the need for EFS to maintain liquidity. Temporary borrowing (up to one year) of up to £100m is also undertaken to support short term liquidity requirements. 81. There have been no viable opportunities to repay debt early in 20 25/26 although in August 2025 a £5m market (LOBO) loan was called by the bank counterparty and repaid as the new higher rate offered was expensive compared to PWLB rates to replace the loan. As at 31st January 2026 the Council’s secured loan portfolio has average interest rates of 4.17% (General Fund loan book) and 3.99% (HRA loan book). The Council may also borrow additional sums in advance to pre-fund future years’ requirements where this offers better value for money, providing this does not exceed the authorised limit for borrowing. 82. The Council’s chief objective when borrowing money is to strike an appropriately low risk balance between securing low interest costs and achieving certainty of those costs over the period for which funds are required. The flexibility to renegotiate loans should the Council’s long -term plans change is a secondary objective. PWLB loans are no longer available to local authorities planning to buy investment assets primarily for yield; the Council continues to avoid this activity which ensures the Council retains access to PWLB borrowing. Appendix G2 – Treasury Management Strategy Statement 2026/27 21 of Appendix 83. Projected capital expenditure levels, market conditions and interest rate levels are monitored throughout the year. This enables the Council to adapt borrowing strategies to minimise borrowing costs over the medium to longer term whilst maintaining financial stability. 84. By the end of 2025/26 the council expects to have a short -term loan portfolio sourced from other local authorities of around £55-60m (limit is £100m) expected to mature during the next financial year. It is expected to fluctuate between £50- £100m throughout 2026/27. Where shorter term PWLB borrowing (12-18 months) rates offer better value for money than the local authority market, this may be sourced instead. 85. The Council may arrange f orward starting loans during where the interest rate is fixed in advance, but the cash is received in the later years. This would enable certainty of cost to be achieved without suffering a cost of carry (borrowing costs before the debt is physically required for cash flow purposes) in the intervening period. Sources of Borrowing: The approved sources of long -term and short -term borrowing are:  HM Treasury’s PWLB lending facility (formerly the Public Works Loan Board)  Any institution approved for investments  UK local authorities  Any other bank or building society authorised to operate in the UK  Any other UK public sector body  UK public and private sector pension funds (except Hillingdon Pension Fund)  Capital market bond investors  UK Municipal Bonds Agency plc (for instruments where joint and several liability are required on the part of the borrowers, use of such instruments will be subject to Cabinet approval)  Other special purpose companies created to enable local authority bond issues 86. Other sources of debt finance: in addition, capital finance may be raised by the following methods that are not borrowing, but may be classed as other debt liabilities:  Leasing  Hire Purchase  Private Finance Initiative  Sale and Leaseback 87. The Council has previously raised the majority of its long-term borrowing from the PWLB but will consider long-term loans from other sources including banks, Appendix G2 – Treasury Management Strategy Statement 2026/27 22 of Appendix pensions and local authorities and will investigate the possibility of issuing bonds and similar instruments, in order to lower interest costs and reduce over reliance on one source of borrowing in line with the CIPFA code. PWLB loans are no longer available to local authorities planning to buy investment assets primarily for yield; the Council intends to avoid this activity in order to retain its access to PWLB loans. 88. To cover short-term borrowing requirements or unexpected cash flow shortages, the Council may borrow short -term, which would mainly be sourced from other local authorities. However, short-term borrowing leaves the Council exposed to the risk of short -term interest rate rises and are therefore subject to interest rate exposure limits in the treasury management indicators in Table 13. Financial derivatives may be used to manage this interest rate risk. 89. Where borrowing is required, this will be attributed directly to either the GF or HRA loan pools. Interest costs will be separated between the two pools and allocated accordingly. Interest rate risk 90. Within the current secured loan portfolio, as at 31st January 2026 the Council has total loans of £621.2m including fixed rate PWLB loans of £522.2m which protect against interest rate rises, and £61m temporary loans with other local authorities. The Council also holds market (banks) loans of £38m including Lender’s Option Borrower’s Option (LOBO) loans. As the interest rates on LOBO loans are relatively low compared to current market rates the likelihood of an option exercise at the next contractual exercise date s remains significant. The Council will not utilise LOBO loans for any new borrowing. Interest rate exposures 91. To manage interest rate risk, the Council will aim to balance variable rate debt with its exposure to variable rate investments. This approach will offset any increase or decrease in borrowing costs with comparable changes in investment income. 92. The Council is required to set an indi cator to control the Council’s exposure to interest rate risk. Table 13 shows upper limits on the one -year revenue impact of a 1% rise or fall in interest rates: Appendix G2 – Treasury Management Strategy Statement 2026/27 23 of Appendix Table 13 Interest Rate Risk Exposure Interest Rate Risk Indicator Limit Upper limit on one-year revenue impact of a 1% rise in interest rates £1.0m Upper limit on one-year revenue impact of a 1% fall in interest rates (£1.0m) The impact of a change in interest rates is calculated both on the assumption that fixed -rate maturing loans and investments will be replaced at their existing fixed rates and with a forecast maximum variable rate net investment and debt position of £100m. Debt Rescheduling 93. The PWLB allows authorities to repay loans before maturity at a premium or discount. Other lenders may also be prepared to negotiate premature redemption terms. The Council may take advantage of this and replace some loans with new loans or repay early without replacement. The rationale for rescheduling is to provide an overall cost saving and, or reduce risk; balance the volatility profile (i.e. the ratio of fi xed to variable rate debt); or amend the profile of maturing debt to reduce any inherent refinancing risks. 94. Rates and markets are regularly monitored to identify opportunities for rescheduling and any borrowing and rescheduling activity is reported monthly to Cabinet. 95. The Council will limit and monitor large concentrations of debt needing to be replaced through the prudential indicator in Table 14. The upper and lower percentage limits are intended to control excessive exposure to volatility in interest rates on refinancing of maturing debt by setting a structure for borrowing maturity profiles. Time periods start on the first day of each financial year. The maturity date of borrowing is the earliest date on which the lender can demand repayment. The first scheduled LOBO call option is included as the maturity date within this indicator. Appendix G2 – Treasury Management Strategy Statement 2026/27 24 of Appendix Table 14 Maturity Profile Maturity Structure of Borrowing % Fixed Term loans maturity profile at 31/01/26 % Market LOBO loans 1st call option profile at 31/01/26 Lower Limit for 2026/27 % Upper Limit for 2025/26 % Under 12 months 23.04% 2.62% 0 50% 12 months and within 24 months 9.79% 0.00% 0 50% 24 months and within 5 years 26.82% 1.92% 0 50% 5 years and within 10 years 21.68% 0.00% 0 100% 10 years and within 20 years 7.06% 0.00% 0 100% 20 years and within 30 years 4.12% 0.00% 0 100% 30 years and within 40 years 0.87% 0.00% 0 100% 40 years and within 50 years 1.39% 0.00% 0 100% 50 years and above 0.70% 0.00% 0 100% Total 95.47% 4.53% 0 100% Treasury Investment Strategy 96. The CIPFA Code requires the Council to invest funds prudently and have regard to the security and liquidity of its investments before seeking the highest rate of return, or yield. 97. The Council aims to be a responsible investor and will consider environmental, social and governance (ESG) issues when investing, but only after first ensuring it meets its primary objectives set out above. 98. ESG considerations are increasingly a factor in global investors’ decision making, but the framework for evaluating investment opportunities is still developing and therefore the Council does not currently include ESG scoring or other real -time ESG criteria at an individual investment level. When investing in banks and funds, the Council will aim to utilise those that are signatories to the UN Principles for Responsible Investment, the Ne t Zero Asset Managers Alliance and/or the UK Stewardship Code. 99. All banks, building societies and money market funds appearing on the Council’s current counterparty list are signatories to the UN Principles for Responsible Investment. In addition, all money market funds are signatories to the Net Zero Asset Managers Alliance and/or the UK Stewardship Code. 100. The Council holds significant invested funds, representing income received in advance of expenditure plus balances and reserves. For the year up to 31 st Appendix G2 – Treasury Management Strategy Statement 2026/27 25 of Appendix December 2025, the Council’s average investment balances have been £ 63.2m (£62.6m annual average in 2024/25) with a peak earlier this year of £104m. Higher balances are primarily driven by business rates received which were yet to be paid to government, grants received in advance of expenditure, and borrowing taken in advance of need to secure favourable rates and hedge against base rate rises . The budget assumption for 2026/27 is average internally managed cash balances of £45m plus £15m externally managed strategic pooled funds. 101. When investing funds, the Council looks to balance risk and return, minimising the risk of incurring losses from defaults, and the risk receiving unsuitably low investment income. Balances are not expected to be invested more than one year, however, should this occur , the Council will aim to achieve a total return that is equal or higher than the prevailing rate of inflation, in order to maintain the spending power of the sum invested. 102. The Council intends to continue with the existing strategy of placing £15m in long- dated strategic pooled funds to complement investment returns and ensure minimum balances are held to comply with the MiFID II directive. 103. Under the IFRS 9 standard, the accounting for certain investments depends on the Council’s “business model” for managing them. The Council aims to achieve value from its treasury investments by a business model of collecting the contractual cash flows and therefore, where other criteria are also met, these investments will continue to be accounted for at amortised cost. 104. The statutory override for pooled funds, as per the Local Authorities (Capital Finance and Accounting) (England) Regulations 2003, requires local authorities to follow the CIPFA Code of Practice on Local Authority Accounting. This code, adapted or interpreted for local government, includes provisions for accounting practices that local authorities must follow, including where these may conflict with the Code. 105. The override was initially set to end on 31 March 2025 but following feedback from the 2025 Local Government Finance Settlement consultation, the Government has decided to implement the override in place for existing pooled fund investments held as of 1 April 2024. The override will continue for a limited time until 31 March 2029, for relevant investments made before 1 April 2024. This decision aims to mitigate risks to local authority finances and support the timely completion of local authority audited accounts. 106. Rising market interest rates in recent years reduced the fair value of bonds held within these strategic pooled funds. The fair value as at 31st March 2025 reported in the Statement of Accounts reflects an unrealised loss of £1,079k. This has been Appendix G2 – Treasury Management Strategy Statement 2026/27 26 of Appendix recovering gradually during 2025/26 and is expected to improve further with base rate falling leading to rise in bond prices, increasing the funds’ fair value.1 107. The Corporate Director of Finance under delegated powers will , on a daily basis, determine the most appropriate form of investments, in keeping with investment objectives, income and risk management requirements. Investments will also be made with reference to the approved investments detailed in Table 17. Activity concerning the core strategic investment portfolio will be reported monthly to Cabinet. Bail-In Risk 108. Banking reform legislation was incorporated into UK law from January 2015 and exposes the Council to bail-in risk on all unsecured bank deposits. The risk of bail- in is effective at the point when banks are considered underperforming rather than once, they have failed. With most large entities either exempt or not exposed, local authorities will be one of the primary bail -in targets with a potential loss of 100% of the deposit. 109. There are several secure deposits available to the Council to reduce bail -in exposure. Secure deposits include Covered Bonds (fixed and floating rate notes) and Repurchase Agreements (REPO's). Secure deposits are longer in duration and can be difficult to invest as a result. The majority of the Councils investments must remain liquid to fund cash flow requirements, resulting in bail -in risk being inherent in the Council's investment portfolio. 110. Government: Loans to, and bonds and bills issued or guaranteed by, national governments, regional and local authorities and multilateral development banks. These investments are not subject to bail-in, and there is generally a lower risk of insolvency, although they are not zero risk. Investments with the UK Government are deemed to be zero credit risk due to its ability to create additional currency and therefore may be made in unlimited amounts for up to 50 years. 111. Secured investments: Investments secured on the borrower’s assets, which limits the potential losses in the event of insolvency. The amount and quality of the security will be a key factor in the investment decision. Covered bonds , secured deposits and reverse repurchase agreements with banks and building societies are exempt from bail -in. Where there is no investment sp ecific credit rating, but the collateral upon which the investment is secured has a credit rating, the higher of the collateral credit rating and the counterparty credit rating will be used. The 1 The relationship between base rates and bond prices is an inverse one. When the base rate increases, bond prices tend to decrease, and vice versa. This is because higher interest rates make existing bonds less attractive to investors, leading to a decline in their market value. Conversely, when the base rate decreases, bond prices tend to increase, and vice versa.

Appendix H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % 1. Corporate Communications Advertising charges in Hillingdon People Full page B 2,528.40 2,528.40 STD 2,528.40 0.0% 2,528.40 0.0% 01-Apr-25 01-Apr-26 D Half page B 1,444.80 1,444.80 STD 1,444.80 0.0% 1,444.80 0.0% 01-Apr-25 01-Apr-26 D Quarter page B 752.85 752.85 STD 752.85 0.0% 752.85 0.0% 01-Apr-25 01-Apr-26 D Eighth page B 452.55 452.55 STD 452.55 0.0% 452.55 0.0% 01-Apr-25 01-Apr-26 D Display box B 218.40 218.40 STD 218.40 0.0% 218.40 0.0% 01-Apr-25 01-Apr-26 D Back page B 2,889.60 2,889.60 STD 2,889.60 0.0% 2,889.60 0.0% 01-Apr-25 01-Apr-26 D Inside front full page B 2,709.00 2,709.00 STD 2,709.00 0.0% 2,709.00 0.0% 01-Apr-25 01-Apr-26 D Inside front half page B 1,535.10 1,535.10 STD 1,535.10 0.0% 1,535.10 0.0% 01-Apr-25 01-Apr-26 D Advertising Notice Board Display - Rental Charge R 55.65 55.65 STD 61.20 10.0% 61.20 10.0% 01-Apr-25 01-Apr-26 D Bill posting fee - Up to 3 posters R 294.00 294.00 STD 323.40 10.0% 323.40 10.0% 01-Apr-25 01-Apr-26 D 2. Revenues And Benefits Court Summons Council Tax- Summons Fee R 122.00 122.00 NB 130.00 6.6% 130.00 6.6% 01-Apr-11 01-Apr-26 S Council Tax- Liability Order R 0.00 0.00 NB 20.00 0.0% 20.00 7.0% 01-Apr-11 01-Apr-26 S NNDR - Summons Fee R 165.00 165.00 NB 162.00 -1.8% 162.00 -1.8% 01-Apr-11 01-Apr-26 S NNDR - Liability Order R 0.00 0.00 NB 23.00 0.0% 23.00 8.0% 01-Apr-11 01-Apr-26 S 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge 3. Registrar Certificates Birth Certificates M 12.50 12.50 NB 12.50 0.0% 12.50 0.0% 01-Apr-24 01-Apr-26 S Register Registration of name of child or of alteration of name M 44.00 44.00 NB 44.00 0.0% 44.00 0.0% 01-Apr-24 01-Apr-26 S Correction to Register - person with custody of register M 83.00 83.00 NB 83.00 0.0% 83.00 0.0% 01-Apr-24 01-Apr-26 S Correction to Register - person with custody of register on authority of General Registrar M 99.00 99.00 NB 99.00 0.0% 99.00 0.0% 01-Apr-24 01-Apr-26 S Marriages/Civil Partnerships (Statutory fees) Entry of each notice M 42.00 42.00 NB 42.00 0.0% 42.00 0.0% 01-Apr-24 01-Apr-26 S Notice of Marriage - Immigration Checks M 57.00 57.00 NB 57.00 0.0% 57.00 0.0% 01-Apr-24 01-Apr-26 S Letter provided by General Registar confirming that no record of marriage found M 55.00 55.00 NB 55.00 0.0% 55.00 0.0% 01-Apr-24 01-Apr-26 S Basic ceremony/Schedule in Superintendent's Office M 56.00 56.00 NB 56.00 0.0% 56.00 0.0% 01-Apr-24 01-Apr-26 S Registrar's attendance at Registered Building M 104.00 104.00 NB 104.00 0.0% 104.00 0.0% 01-Apr-24 01-Apr-26 S 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge Ceremony Fees (Non - Statutory fees) Ceremony in Four Seasons Room (Mon-Thurs) M 295.00 295.00 STD 295.00 0.0% 295.00 0.0% 01-Apr-25 01-Apr-26 D Ceremony in Four Seasons Room (Fri) M 378.00 378.00 STD 378.00 0.0% 378.00 0.0% 01-Apr-25 01-Apr-26 D Ceremony Fee in Four Seasons Room (Sat) M 431.00 431.00 STD 431.00 0.0% 431.00 0.0% 01-Apr-23 01-Apr-26 D Ceremony Fee in Four Seasons Room (Sun) M 610.00 610.00 STD 610.00 0.0% 610.00 0.0% 01-Apr-25 01-Apr-26 D Ceremony Fee in four seasons room (Out of Hours and Bank Holiday M 678.00 678.00 STD 678.00 0.0% 678.00 0.0% 01-Apr-25 01-Apr-26 D (Mon - Thurs) Nova Room (20pax) M 295.00 295.00 STD 295.00 0.0% 295.00 0.0% 01-Apr-25 01-Apr-26 D (Mon - Thurs) Astra Suite (80pax) M 530.00 530.00 STD 530.00 0.0% 530.00 0.0% 01-Apr-25 01-Apr-26 D Nova Room (20pax) (Fri) M 378.00 378.00 STD 378.00 0.0% 378.00 0.0% 01-Apr-25 01-Apr-26 D Astra Suite (80pax) (Fri) M 640.00 640.00 STD 640.00 0.0% 640.00 0.0% 01-Apr-25 01-Apr-26 D Nova Room (20pax) (Sat) M 431.00 431.00 STD 431.00 0.0% 431.00 0.0% 01-Apr-25 01-Apr-26 D Astra Suite (80pax) (Sat) M 640.00 640.00 STD 640.00 0.0% 640.00 0.0% 01-Apr-25 01-Apr-26 D Nova Room (20pax) (Sun) M 610.00 610.00 STD 610.00 0.0% 610.00 0.0% 01-Apr-25 01-Apr-26 D Astra Suite (80pax) (Sun) M 715.00 715.00 STD 715.00 0.0% 715.00 0.0% 01-Apr-25 01-Apr-26 D Nova Room (20pax) (Out of Hours) M 678.00 678.00 STD 678.00 0.0% 678.00 0.0% 01-Apr-25 01-Apr-26 D Astra Suite (80pax) (Out of Hours) M 1,020.00 1,020.00 STD 1,020.00 0.0% 1,020.00 0.0% 01-Apr-25 01-Apr-26 D Nova Room Hire per hour (excluding ceremony) M 70.00 70.00 STD 70.00 0.0% 70.00 0.0% 01-Apr-25 01-Apr-26 D Astra Suite Hire per hour (excluding ceremony) M 130.00 130.00 STD 130.00 0.0% 130.00 0.0% 01-Apr-25 01-Apr-26 D Ceremony at approved Premises (Mon - Thurs) M 565.00 565.00 EXP 565.00 0.0% 565.00 0.0% 01-Apr-25 01-Apr-26 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge Ceremony Fees (Non - Statutory fees) Ceremony at approved Premises (Fri - Sat) M 678.00 678.00 EXP 678.00 0.0% 678.00 0.0% 01-Apr-25 01-Apr-26 D Ceremony at approved Premises (Sun) M 753.00 753.00 EXP 753.00 0.0% 753.00 0.0% 01-Apr-25 01-Apr-26 D Ceremony Fee at approved premises (Out of Hours) M 1,075.00 1,075.00 EXP 1,075.00 0.0% 1,075.00 0.0% 01-Apr-25 01-Apr-26 D Webcasting of wedding ceremonies M 106.00 106.00 STD 106.00 0.0% 106.00 0.0% 01-Apr-25 01-Apr-26 D Citizenship ceremony Citizenship ceremony (Home Office set fee) M 130.00 130.00 NB 130.00 0.0% 130.00 0.0% 01-Apr-23 01-Apr-26 S Electoral Edited registers B 30.00 30.00 NB 30.00 0.0% 30.00 0.0% 01-Apr-23 01-Apr-26 S Credit reference agencies registers B 500.00 500.00 NB 500.00 0.0% 500.00 0.0% 01-Apr-23 01-Apr-26 S Certificate Priority Service 24 Hour M 38.50 38.50 STD 38.50 0.0% 38.50 0.0% 01-Apr-23 01-Apr-26 S Citizenship ceremony Individual Citizenship ceremony (cost in addition to statutory charge) - Midweek Charge M 151.00 151.00 NB 166.00 9.9% 166.00 9.9% 01-Apr-25 01-Apr-26 D Individual Citizenship ceremony (cost in addition to statutory charge) - Saturday Charge M 188.00 188.00 NB 207.00 10.1% 207.00 10.1% 01-Apr-25 01-Apr-26 D Civil Funerals Conducting Civil Funerals (Civil Celebrants) M 337.00 337.00 STD 337.00 0.0% 337.00 0.0% 01-Apr-25 01-Apr-26 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge Other Change of Name- Deed M 75.00 75.00 NB 83.00 10.7% 83.00 0.0% 01-Apr-23 01-Apr-26 S Passport Pre Marriage Form - PD2 M 20.00 20.00 NB 22.00 10.0% 22.00 0.0% 01-Apr-23 01-Apr-26 S 4. Facilities Management Civic Centre Room Hire Rates CR2 per hour M 33.30 33.30 EXP 36.60 9.9% 36.60 9.9% 01-Apr-25 01-Apr-26 D CR3 per hour M 44.20 44.20 EXP 48.60 10.0% 48.60 10.0% 01-Apr-25 01-Apr-26 D CR3a per hour M 39.90 39.90 EXP 43.90 10.0% 43.90 10.0% 01-Apr-25 01-Apr-26 D CR3/3a combined per hour M 66.50 66.50 EXP 73.20 10.1% 73.20 10.1% 01-Apr-25 01-Apr-26 D CR4 per hour M 53.10 53.10 EXP 58.40 10.0% 58.40 10.0% 01-Apr-25 01-Apr-26 D CR4a per hour M 39.90 39.90 EXP 43.90 10.0% 43.90 10.0% 01-Apr-25 01-Apr-26 D CR4/4a combined per hour M 66.60 66.60 EXP 73.30 10.1% 73.30 10.1% 01-Apr-25 01-Apr-26 D CR5 per hour M 66.60 66.60 EXP 73.30 10.1% 73.30 10.1% 01-Apr-25 01-Apr-26 D CR6 per hour M 66.60 66.60 EXP 73.30 10.1% 73.30 10.1% 01-Apr-25 01-Apr-26 D CR7 per hour M 31.10 31.10 EXP 34.20 10.0% 34.20 10.0% 01-Apr-25 01-Apr-26 D CR9 per hour M 33.30 33.30 EXP 36.60 9.9% 36.60 9.9% 01-Apr-25 01-Apr-26 D Interview rooms per hour M 20.90 20.90 EXP 23.00 10.0% 23.00 10.0% 01-Apr-25 01-Apr-26 D Council Chamber per hour M 127.80 127.80 EXP 140.60 10.0% 140.60 10.0% 01-Apr-25 01-Apr-26 D Bar Area per hour M 63.50 63.50 EXP 69.90 10.1% 69.90 10.1% 01-Apr-25 01-Apr-26 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge 5. Estates & Valuation Other Licence to assign leases: initial flat rate M 537.40 537.40 EXP 591.10 10.0% 591.10 10.0% 01-Apr-25 01-Apr-26 D Thereafter: fee scale at officer rate: Principal Valuer M 118.30 118.30 EXP 130.10 10.0% 130.10 10.0% 01-Apr-25 01-Apr-26 D Qualified Valuer M 95.10 95.10 EXP 104.60 10.0% 104.60 10.0% 01-Apr-25 01-Apr-26 D Assistant / admin officer M 72.10 72.10 EXP 79.30 10.0% 79.30 10.0% 01-Apr-25 01-Apr-26 D Licence to make alterations to leases fee scale at officer rate: Principal Valuer M 118.30 118.30 EXP 130.10 10.0% 130.10 10.0% 01-Apr-25 01-Apr-26 D Qualified Valuer M 95.10 95.10 EXP 104.60 10.0% 104.60 10.0% 01-Apr-25 01-Apr-26 D Assistant Valuer / admin officer M 72.10 72.10 EXP 79.30 10.0% 79.30 10.0% 01-Apr-25 01-Apr-26 D Licence to change or extend leases fee scale at officer rate: Principal Valuer M 118.30 118.30 EXP 130.10 10.0% 130.10 10.0% 01-Apr-25 01-Apr-26 D Qualified Valuer M 95.10 95.10 EXP 104.60 10.0% 104.60 10.0% 01-Apr-25 01-Apr-26 D Assistant Valuer / admin officer M 72.10 72.10 EXP 79.30 10.0% 79.30 10.0% 01-Apr-25 01-Apr-26 D Party Wall award Administrative Charge M 385.50 NEW 385.50 NEW 01-Apr-26 D Additional Hourly Rate: Programme Co- Ordinator M 54.00 NEW 54.00 NEW 01-Apr-26 D Additional Hourly Rate: Head of Capital Works M 105.00 NEW 105.00 NEW 01-Apr-26 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge Arbitration of disputes regards leases related charges : Photocopying Assistant / admin officer M 72.10 72.10 EXP 79.30 10.0% 79.30 10.0% 01-Apr-25 01-Apr-26 D 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 D Licence to install satellite dishes per licence M 118.30 118.30 EXP 130.10 10.0% 130.10 10.0% 01-Apr-25 01-Apr-26 D 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 D "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 10.1% 87.00 10.1% 01-Apr-25 01-Apr-26 D Once approved by Planning a further: B 147.50 147.50 NB 162.50 10.2% 162.50 10.2% 01-Apr-25 01-Apr-26 D Thereafter annual fee B 227.50 227.50 NB 250.50 10.1% 250.50 10.1% 01-Apr-25 01-Apr-26 D Public Rights of Way Application to change definitive map & statement M 230.00 230.00 NB 253.00 10.0% 253.00 10.0% 01-Apr-25 01-Apr-26 D Highways Enquires For legal purposes requiring a written response M 76.70 76.70 NB 84.50 10.2% 84.50 10.2% 01-Apr-25 01-Apr-26 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge Streetworks Inspection / Licensing Sample Inspection B N/A 50.00 NB N/A N/A 50.00 0.0% 01-Apr-17 01-Apr-26 S Defected Works B N/A 47.50 NB N/A N/A 47.50 0.0% 01-Apr-17 01-Apr-26 S Utilities Fixed Penalty Notices (FPNs) paid in 30 days B N/A 80.00 NB N/A N/A 80.00 0.0% 01-Apr-17 01-Apr-26 S Utilities Fixed Penalty Notices (FPNs) paid after 30 days B N/A 120.00 NB N/A N/A 120.00 0.0% 01-Apr-17 01-Apr-26 S Working Without a Permit (WWP) paid in 30 days B N/A 300.00 NB N/A N/A 300.00 0.0% 01-Apr-17 01-Apr-26 S Working Without a Permit (WWP) paid after 30 days B N/A 500.00 NB N/A N/A 500.00 0.0% 01-Apr-17 01-Apr-26 S License new plant B N/A 767.50 NB N/A N/A 844.50 10.0% 01-Apr-25 01-Apr-26 D License old plant B N/A 767.50 NB N/A N/A 844.50 10.0% 01-Apr-25 01-Apr-26 D Statutory charge for Streetworks Overruns (min/day) B N/A 250.00 NB N/A N/A 250.00 0.0% 01-Apr-17 01-Apr-26 S Streetworks Overruns (max/day) B N/A 10,000.00 NB N/A N/A 10,000.00 0.0% 01-Apr-17 01-Apr-26 S Bar marks in front of vehicle crossings M 207.50 207.50 NB 228.50 10.1% 228.50 10.1% 01-Apr-25 01-Apr-26 D Section 50 Street Works Licence Excavations up to 1.5m deep B 932.00 932.00 NB 1,025.00 10.0% 1,025.00 10.0% 01-Apr-25 01-Apr-26 D Excavations over 1.5m deep B 2,293.00 2,293.00 NB 2,522.00 10.0% 2,522.00 10.0% 01-Apr-25 01-Apr-26 D Refundable bond B 300.00 per m² 300.00 per m² NB 300.00 per m² 0.0% 300.00 per m² 0.0% 01-Nov-22 01-Apr-26 D Section 96 Call out fee to inspect damage to highways infrastruture/equipment B 72.00 72.00 NB 79.00 9.7% 79.00 9.7% 01-Apr-25 01-Apr-26 D Remedial works to repair damage to highways infrastructure/equipment B At cost plus 25% At cost plus 25% At cost plus 25% 25.0% At cost plus 25% 25.0% 01-Apr-25 01-Apr-26 D Section 278 works design check 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge Initial check of outline proposals (non- refundable) B 5,000.00 5,000.00 NB 5,000.00 0.0% 5,000.00 0.0% 01-Apr-24 01-Apr-26 D 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 D Minor Highways Fees Vehicle crossing application fee (non- refundable) R 149.00 163.90 NB 164.00 10.1% 180.00 9.8% 01-Apr-25 01-Apr-26 D Vehicle crossing application fee (as part of planned works) (non-refundable) R 149.00 163.90 NB 164.00 10.1% 180.00 9.8% 01-Apr-25 01-Apr-26 D 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 D 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 D Vehicle crossing supervision Fee R 240.00 264.00 NB 264.00 10.0% 290.00 N/A 01-Apr-25 01-Apr-26 D Oversail Licences (e.g. cranes and canopies) Additional charges per hr B N/A 76.90 NB N/A N/A 85.00 10.5% 01-Apr-25 01-Apr-26 D All Highways enqueries for legal purposes requiring written response M 73.10 76.90 NB 80.00 9.4% 85.00 10.5% 01-Apr-25 01-Apr-26 D Commercial crossing application fee R 1,680.00 1,680.00 NB 1,848.00 10.0% 1,848.00 10.0% 01-Apr-25 01-Apr-26 D Heavy duty vehicle crossing application fee (non-refundable) R 1,680.00 1,680.00 NB 1,848.00 10.0% 1,848.00 10.0% 01-Apr-25 01-Apr-26 D Heavy duty vehicle crossing supervision fee R 551.00 606.00 NB 606.00 10.0% 667.00 10.1% 01-Apr-25 01-Apr-26 D 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 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge Additional Highways Enquiries Standard Highways Adoption Question (1 to 3 questions) M 52.30 55.20 NB 57.55 10.0% 60.70 10.0% 01-Apr-25 01-Apr-26 D Additional Highways Questions (each) M 18.60 19.40 NB 20.45 9.9% 21.30 9.8% 01-Apr-25 01-Apr-26 D Minor Highways Fees Building Materials (charge per application) B 220.00 222.50 NB 242.00 10.0% 245.00 10.1% 01-Apr-25 01-Apr-26 D Application for Banners on Street Furniture M 226.50 249.00 NB 249.00 9.9% 274.00 10.0% 01-Apr-25 01-Apr-26 D Application for Festive Lights & Decorations M 226.50 249.00 NB 249.00 9.9% 274.00 10.0% 01-Apr-25 01-Apr-26 D Skip Licencing (charge per application. (for 1-49) B 81.90 86.00 NB 90.00 9.9% 94.50 9.9% 01-Apr-25 01-Apr-26 D Minor Highways Fees Scaffold / Hoarding (charge per application) B 0.00 318.60 NB 0.00 N/A 350.50 10.0% 01-Apr-25 01-Apr-26 D 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 D Plant & Maintain Licences (Basic cost charged per application) M 255.50 279.00 NB 281.00 10.0% 307.00 10.0% 01-Apr-25 01-Apr-26 D Plant & Maintain Licences (Additional cost /hr) B 75.25 75.25 NB 82.80 10.0% 82.80 10.0% 01-Apr-25 01-Apr-26 D Mobile Construction Equipment (e.g. cranes on the highway) B 0.00 279.00 NB 0.00 N/A 307.00 10.0% 01-Apr-25 01-Apr-26 D 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 D Oversail Licences (e.g. cranes and canopies) B 0.00 279.00 NB 0.00 N/A 307.00 10.0% 01-Apr-25 01-Apr-26 D 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 D Complete Road Closure - by notice (TTRO) Emergency B 2,256.00 2,260.00 STD 2,481.50 10.0% 2,486.00 10.0% 01-Apr-25 01-Apr-26 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge Complete Road Closure - by order (TTRO) Planned B 4,752.00 4,752.00 STD 5,225.00 10.0% 5,227.00 10.0% 01-Apr-25 01-Apr-26 D Events B 710.00 716.50 STD 780.00 9.9% 790.00 10.3% 01-Apr-25 01-Apr-26 D Planned B 3,960.00 3,960.00 STD 4,360.00 10.1% 4,360.00 10.1% 01-Apr-25 01-Apr-26 D Events B 680.00 682.50 STD 750.00 10.3% 750.00 9.9% 01-Apr-25 01-Apr-26 D 7. Libraries Charges Compact Discs - every 3 weeks R 1.65 2.50 NB 1.80 9.1% 2.75 10.0% 01-Apr-25 01-Apr-26 D Compact Discs - every 3 weeks (12-17 students & young adults; Leisure card holders) R 0.80 0.80 NB 0.90 12.5% 0.90 12.5% 01-Apr-25 01-Apr-26 D CD & Cassettes (Talking Books) - every 3 weeks R 3.20 4.95 NB 3.50 9.4% 5.45 10.1% 01-Apr-25 01-Apr-26 D Holds (Reservations) - Self Placed R 0.00 1.25 NB 0.00 0.0% 1.40 12.0% 01-Apr-25 01-Apr-26 D Holds (Reservations) - Staff Placed R 0.00 1.25 NB 0.00 0.0% 1.40 12.0% 01-Apr-25 01-Apr-26 D Lost Tickets R 3.20 3.45 NB 3.50 9.4% 3.80 10.1% 01-Apr-25 01-Apr-26 D Lost Tickets (Child and 12-17 12-17 students & young adults) R 1.65 N/A NB 1.80 9.1% N/A 01-Apr-25 01-Apr-26 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge Fines Books R 0.25 0.30 NB 0.30 20.0% 0.35 16.7% 01-Apr-19 01-Apr-26 D Books (12-17 students & young adults) R 0.10 0.10 NB 0.10 0.0% 0.10 0.0% 01-Apr-24 01-Apr-26 D Talking Books R 0.25 0.30 NB 0.30 20.0% 0.35 16.7% 01-Apr-19 01-Apr-26 D Talking Books (12-17 students & young adults) R 0.10 0.10 NB 0.10 0.0% 0.10 0.0% 01-Apr-24 01-Apr-26 D Compact Discs R 0.25 0.30 NB 0.30 20.0% 0.35 16.7% 01-Apr-19 01-Apr-26 D Compact Discs (12-17 students & young adults) R 0.10 0.10 NB 0.10 0.0% 0.10 0.0% 01-Apr-24 01-Apr-26 D Printing & Photocopies Black and White PC Prints per A4 sheets R 0.25 0.25 STD 0.30 20.0% 0.30 20.0% 01-Apr-11 01-Apr-26 D Colour PC Prints per A4 sheets R 0.60 0.60 STD 0.65 8.3% 0.65 8.3% 01-Apr-25 01-Apr-26 D Black & White A4 R 0.15 0.15 STD 0.15 0.0% 0.15 0.0% 01-Apr-11 01-Apr-26 D Black & White A3 R 0.25 0.25 STD 0.30 20.0% 0.30 20.0% 01-Apr-11 01-Apr-26 D Colour A4 R 1.60 1.60 STD 1.75 9.4% 1.75 9.4% 01-Apr-25 01-Apr-26 D Colour A3 R 1.45 1.45 STD 1.60 10.3% 1.60 10.3% 01-Apr-25 01-Apr-26 D 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 10.0% Small 22.40 Medium 23.40 Large 23.90 10.0% 01-Apr-25 01-Apr-26 D 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 10.0% Small 30.00 Medium 31.40 Large 32.10 10.0% 01-Apr-25 01-Apr-26 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge Family History Search Fee Family History - Census search - one address - Address & year R 5.50 8.05 STD 6.05 10.0% 8.85 9.9% 01-Apr-25 01-Apr-26 D Family History - Census search - one address - same address subsequent year R 2.85 8.05 STD 3.15 10.5% 8.85 9.9% 01-Apr-25 01-Apr-26 D Family History - Census search - one address - same address subsequent year to include copies of six entries R 2.85 8.05 STD 3.15 10.5% 8.85 9.9% 01-Apr-25 01-Apr-26 D Family History - Local Newspapers Search - Article on one specific event R 5.50 11.50 STD 6.05 10.0% 12.65 10.0% 01-Apr-25 01-Apr-26 D Family History - Electoral Register Search - 1890-1914. Name & address. Occupant at one address. (5 year Search) R 5.50 11.50 STD 6.05 10.0% 12.65 10.0% 01-Apr-25 01-Apr-26 D Family History - Electoral Register Search- 1920 - onwards. Name & address. Occupant at one address. (5 year Search) R 5.50 11.50 STD 6.05 10.0% 12.65 10.0% 01-Apr-25 01-Apr-26 D Family History - Directories Search - Occupant at one address or trade. (5 year Search) R 5.50 11.50 STD 6.05 10.0% 12.65 10.0% 01-Apr-25 01-Apr-26 D Family History - Parish Registers Search - Entry of baptism, marriage or burial R 2.85 4.80 STD 3.15 10.5% 5.30 10.4% 01-Apr-25 01-Apr-26 D Family History -Rate Books Search - Occupant at one address R 5.50 11.50 STD 6.05 10.0% 12.65 10.0% 01-Apr-25 01-Apr-26 D Family History -Journals Search - Article on one specific topic R 5.50 11.50 STD 6.05 10.0% 12.65 10.0% 01-Apr-25 01-Apr-26 D Family History -Photograps Search - Photos of one specific place or topic R 5.50 11.50 STD 6.05 10.0% 12.65 10.0% 01-Apr-25 01-Apr-26 D Family History - Maps - Extract showing 1 area. R 5.50 11.50 STD 6.05 10.0% 12.65 10.0% 01-Apr-25 01-Apr-26 D Other Research - per half hour R 23.85 32.20 STD 26.25 10.1% 35.40 9.9% 01-Apr-25 01-Apr-26 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge 8. Filming Filming on Location Very Large (50+) Full Day B £3400-£20,000+ £3400-£20,000+ STD £3400-£20,000+ 0.0% £3400-£20,000+ 0.0% 01-Apr-25 01-Apr-26 D Very Large (50+) Half Day B £2165-£7425 £2165-£7425 STD £2165-£7425 0.0% £2165-£7425 0.0% 01-Apr-25 01-Apr-26 D Large (16-50) Full Day B £2475-£6190 £2475-£6190 STD £2475-£6190 0.0% £2475-£6190 0.0% 01-Apr-25 01-Apr-26 D Large (16-50) Half Day B £1240-£3710 £1240-£3710 STD £1240-£3710 0.0% £1240-£3710 0.0% 01-Apr-25 01-Apr-26 D Medium (6-15) Full Day B £1115-£2475 £1115-£2475 STD £1115-£2475 0.0% £1115-£2475 0.0% 01-Apr-25 01-Apr-26 D Medium (6-15) Half Day B £560-£990 £560-£990 STD £560-£990 0.0% £560-£990 0.0% 01-Apr-25 01-Apr-26 D Small (1-5) Full Day B £865-£1860 £865-£1860 STD £865-£1860 0.0% £865-£1860 0.0% 01-Apr-25 01-Apr-26 D Small (1-5) Half Day B £495-£805 £495-£805 STD £495-£805 0.0% £495-£805 0.0% 01-Apr-25 01-Apr-26 D Small (1-5) 1 hour B 195.00 195.00 STD 195.00 0.0% 195.00 0.0% 01-Apr-26 01-Apr-26 D Small Photography per hour B £70-£105 £70-£105 STD £70-£105 0.0% £70-£105 0.0% 01-Apr-25 01-Apr-26 D Medium+ Photography per hour B £155-£310 £155-£310 STD £155-£310 0.0% £155-£310 0.0% 01-Apr-25 01-Apr-26 D 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) 0.0% £475/£675 (per road) 0.0% 01-Apr-25 01-Apr-26 D Temporary Traffic Notice - LEAD IN: 5 Weeks B 870.00 870.00 STD 870.00 0.0% 870.00 0.0% 01-Apr-25 01-Apr-26 D Temporary Traffic Order - LEAD IN: Up to 12 Weeks B 2,012.70 2,012.70 STD 2,012.70 0.0% 2,012.70 0.0% 01-Apr-25 01-Apr-26 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge Other Temporary Structure (Half/Full) - LEAD IN: 3 Working Days B £340/£620 £340/£620 STD £340/£620 0.0% £340/£620 0.0% 01-Apr-25 01-Apr-26 D Crane License - LEAD IN: 5 Working Days B POA POA STD POA N/A POA N/A 01-Apr-25 01-Apr-26 D Street Furniture Alterations - LEAD IN: 3 Weeks B POA POA STD POA N/A POA N/A 01-Apr-25 01-Apr-26 D Lighting Engineer - LEAD IN: Up to 3 Weeks B POA POA STD POA N/A POA N/A 01-Apr-25 01-Apr-26 D Street Filming Small (1-5) B 80.00 80.00 STD 80.00 0.0% 80.00 0.0% 01-Apr-25 01-Apr-26 D Medium (6-15) B 190.00 190.00 STD 190.00 0.0% 190.00 0.0% 01-Apr-25 01-Apr-26 D Large (16-50) B 250.00 250.00 STD 250.00 0.0% 250.00 0.0% 01-Apr-25 01-Apr-26 D Very Large (50+) B 335.00 335.00 STD 335.00 0.0% 335.00 0.0% 01-Apr-25 01-Apr-26 D Charity/Student B 35.00 35.00 STD 35.00 0.0% 35.00 0.0% 01-Apr-25 01-Apr-26 D 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 D Parking SYL/DYL Dispensation - LEAD IN: 7 Working Days B 53.00 53.00 STD 53.00 0.0% 53.00 0.0% 01-Apr-25 01-Apr-26 D Parking Permits - LEAD IN: 3 Working Days B 53.00 53.00 STD 53.00 0.0% 53.00 0.0% 01-Apr-25 01-Apr-26 D 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 0.0% £52 per bay per day 0.0% 01-Apr-25 01-Apr-26 D Bagging Fee B 52.00 52.00 STD 52.00 0.0% 52.00 0.0% 01-Apr-25 01-Apr-26 D Unit Bases B £1485-£3710 per day £1485-£3710 per day STD £1485-£3710 per day 0.0% £1485-£3710 per day 0.0% 01-Apr-25 01-Apr-26 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge 9. Contact Centre Blue Badge Disabled Parking Blue Badge - New R 10.00 N/A EXP 10.00 0.0% N/A N/A 01-Apr-22 01-Apr-26 D Disabled Parking Blue Badge - Renewal R 10.00 N/A EXP 10.00 0.0% N/A N/A 01-Apr-22 01-Apr-26 D 10. Street Naming & Numbering Naming/renaming a road M 423.00 N/A NB 465.00 9.9% N/A N/A 01-Apr-25 01-Apr-26 D Naming/renaming a commercial property/block of flats B 461.00 N/A NB 507.00 10.0% N/A N/A 01-Apr-25 01-Apr-26 D Naming/renaming a single residential property M 154.00 N/A NB 169.00 9.7% N/A N/A 01-Apr-25 01-Apr-26 D Numbering/renumbering of a building M 221.00 N/A NB 243.00 10.0% N/A N/A 01-Apr-25 01-Apr-26 D Numbering of a single flat/first flat in a block M 219.00 N/A NB 241.00 10.0% N/A N/A 01-Apr-25 01-Apr-26 D Numbering/Renumbering of a flat - multiples of 2-19 (per unit) M 83.00 N/A NB 91.00 9.6% N/A N/A 01-Apr-25 01-Apr-26 D Numbering/Renumbering of a flat - multiples of 20+ (per unit) M 38.00 N/A NB 42.00 10.5% N/A N/A 01-Apr-25 01-Apr-26 D 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 10.0% 1,386.00 10.0% 01-Apr-25 01-Apr-26 D 2 R 1,580.00 1,580.00 STD 1,738.00 10.0% 1,738.00 10.0% 01-Apr-25 01-Apr-26 D 3 R 1,850.00 1,850.00 STD 2,035.00 10.0% 2,035.00 10.0% 01-Apr-25 01-Apr-26 D 4 R 2,180.00 2,616.00 STD 2,398.00 10.0% 2,878.00 10.0% 01-Apr-25 01-Apr-26 D 5 to 10 R 3,990.00 3,990.00 STD 4,389.00 10.0% 4,389.00 10.0% 01-Apr-25 01-Apr-26 D 1 to 5 Flats R 1,770.00 1,770.00 STD 1,947.00 10.0% 1,947.00 10.0% 01-Apr-25 01-Apr-26 D 5 to 10 Flats R 3,590.00 3,590.00 STD 3,949.00 10.0% 3,949.00 10.0% 01-Apr-25 01-Apr-26 D 10 Flats + R 245.00 p/h 245.00 p/h STD 270.00 p/h 9.9% 270.00 p/h 9.9% 01-Apr-25 01-Apr-26 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % 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 10.0% 1,793.00 10.0% 01-Apr-25 01-Apr-26 D 2 R 2,060.00 2,060.00 NB 2,266.00 10.0% 2,266.00 10.0% 01-Apr-25 01-Apr-26 D 3 R 2,410.00 2,410.00 NB 2,651.00 10.0% 2,651.00 10.0% 01-Apr-25 01-Apr-26 D 4 R 2,830.00 2,830.00 NB 3,113.00 10.0% 3,113.00 10.0% 01-Apr-25 01-Apr-26 D 5 to 10 R 5,190.00 5,190.00 NB 5,709.00 10.0% 5,709.00 10.0% 01-Apr-25 01-Apr-26 D 1 to 5 Flats R 2,300.00 2,300.00 NB 2,530.00 10.0% 2,530.00 10.0% 01-Apr-25 01-Apr-26 D 6 to 10 Flats R 4,670.00 4,670.00 NB 5,137.00 10.0% 5,137.00 10.0% 01-Apr-25 01-Apr-26 D 10 Flats + R 315.00 p/h 315.00 p/h NB 347.00 p/h 10.2% 347.00 p/h 10.2% 01-Apr-25 01-Apr-26 D Table 2 (Domestic Extension(s)) - Plan charge 40% : Inspection charge 60% STANDARD FEES Less than 40m2 R 850.00 850.00 STD 935.00 10.0% 935.00 10.0% 01-Apr-25 01-Apr-26 D 40m2 to 60m2 R 1,050.00 1,050.00 STD 1,155.00 10.0% 1,155.00 10.0% 01-Apr-25 01-Apr-26 D 60m2 (up to 100m2) R 1,220.00 1,220.00 STD 1,342.00 10.0% 1,342.00 10.0% 01-Apr-25 01-Apr-26 D 100m2+ R 245.00 p/h 245.00 p/h STD 270.00 p/h 9.9% 270.00 p/h 9.9% 01-Apr-25 01-Apr-26 D 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 10.0% 1,210.00 10.0% 01-Apr-25 01-Apr-26 D 40m2 to 60m2 R 1,370.00 1,370.00 NB 1,507.00 10.0% 1,507.00 10.0% 01-Apr-25 01-Apr-26 D 60m2 (up to 100m2) R 1,590.00 1,590.00 NB 1,749.00 10.0% 1,749.00 10.0% 01-Apr-25 01-Apr-26 D 100m2+ R 315.00 p/h 315.00 p/h NB 347.00 p/h 10.2% 347.00 p/h 10.2% 01-Apr-25 01-Apr-26 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge Domestic Loft Conversions STANDARD FEES Less than 40m2 R 840.00 840.00 STD 924.00 10.0% 924.00 10.0% 01-Apr-25 01-Apr-26 D 40m2 to 60m2 R 900.00 900.00 STD 990.00 10.0% 990.00 10.0% 01-Apr-25 01-Apr-26 D 60m2 (up to 100m2) R 920.00 920.00 STD 1,012.00 10.0% 1,012.00 10.0% 01-Apr-25 01-Apr-26 D 100m2+ R 245.00 p/h 245.00 p/h STD 270.00 p/h 9.9% 270.00 p/h 9.9% 01-Apr-25 01-Apr-26 D Domestic Loft Conversions REGULARISATION FEES (30% Penalty) Less than 40m2 R 1,090.00 1,090.00 NB 1,199.00 10.0% 1,199.00 10.0% 01-Apr-25 01-Apr-26 D 40m2 to 60m2 R 1,160.00 1,160.00 NB 1,276.00 10.0% 1,276.00 10.0% 01-Apr-25 01-Apr-26 D 60m2 (up to 100m2) R 1,200.00 1,200.00 NB 1,320.00 10.0% 1,320.00 10.0% 01-Apr-25 01-Apr-26 D 100m2+ R 315.00 p/h 315.00 p/h NB 347.00 p/h 10.2% 347.00 p/h 10.2% 01-Apr-25 01-Apr-26 D 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 10.0% 682.00 10.0% 01-Apr-25 01-Apr-26 D 40m2 (up to 100m2) R 920.00 920.00 STD 1,012.00 10.0% 1,012.00 10.0% 01-Apr-25 01-Apr-26 D 100m2+ R 245.00 p/h 245.00 p/h STD 270.00 p/h 9.9% 270.00 p/h 9.9% 01-Apr-25 01-Apr-26 D 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 10.0% 880.00 10.0% 01-Apr-25 01-Apr-26 D 40m2 (up to 100m2) R 1,200.00 1,200.00 NB 1,320.00 10.0% 1,320.00 10.0% 01-Apr-25 01-Apr-26 D 100m2 + R 315.00 p/h 315.00 p/h NB 347.00 p/h 10.2% 347.00 p/h 10.2% 01-Apr-25 01-Apr-26 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % 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 10.0% 330.00 10.0% 01-Apr-25 01-Apr-26 D Removal of Chimney Breast(s) R 300.00 300.00 STD 330.00 10.0% 330.00 10.0% 01-Apr-25 01-Apr-26 D Formation of Structural Opening in wall e.g. simple through lounge R 300.00 300.00 STD 330.00 10.0% 330.00 10.0% 01-Apr-25 01-Apr-26 D Formation of Structural Opening in wall with additional building works R 460.00 460.00 STD 506.00 10.0% 506.00 10.0% 01-Apr-25 01-Apr-26 D Replacement of roof weathering (Flat & Pitched) R 300.00 300.00 STD 330.00 10.0% 330.00 10.0% 01-Apr-25 01-Apr-26 D Underpinning up to 6m R 620.00 620.00 STD 682.00 10.0% 682.00 10.0% 01-Apr-25 01-Apr-26 D Replacement or installation of 5 or fewer new windows / rooflights) R 300.00 300.00 STD 330.00 10.0% 330.00 10.0% 01-Apr-25 01-Apr-26 D Re-plastering or re-rendering R 300.00 300.00 STD 330.00 10.0% 330.00 10.0% 01-Apr-25 01-Apr-26 D 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 10.0% 440.00 10.0% 01-Apr-25 01-Apr-26 D Removal of Chimney Breast(s) R 400.00 400.00 NB 440.00 10.0% 440.00 10.0% 01-Apr-25 01-Apr-26 D Formation of Structural Opening in wall e.g. simple through lounge R 400.00 400.00 NB 440.00 10.0% 440.00 10.0% 01-Apr-25 01-Apr-26 D Formation of Structural Opening in wall with additional building works R 590.00 590.00 NB 649.00 10.0% 649.00 10.0% 01-Apr-25 01-Apr-26 D Replacement of roof weathering (Flat & Pitched) R 400.00 400.00 NB 440.00 10.0% 440.00 10.0% 01-Apr-25 01-Apr-26 D Underpinning up to 6m R 800.00 800.00 NB 880.00 10.0% 880.00 10.0% 01-Apr-25 01-Apr-26 D Replacement or installation of 5 or fewer new windows / rooflights) R 400.00 400.00 NB 440.00 10.0% 440.00 10.0% 01-Apr-25 01-Apr-26 D Re-plastering or re-rendering R 400.00 400.00 NB 440.00 10.0% 440.00 10.0% 01-Apr-25 01-Apr-26 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % 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 10.0% 682.00 10.0% 01-Apr-25 01-Apr-26 D Conversion to habitable use (e.g. conservatory) R 620.00 620.00 STD 682.00 10.0% 682.00 10.0% 01-Apr-25 01-Apr-26 D Conversion of existing building into 5 or fewer self contained flats R 920.00 920.00 STD 1,012.00 10.0% 1,012.00 10.0% 01-Apr-25 01-Apr-26 D Conversion of one flat / house into two R 920.00 920.00 STD 1,012.00 10.0% 1,012.00 10.0% 01-Apr-25 01-Apr-26 D 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 10.0% 880.00 10.0% 01-Apr-25 01-Apr-26 D Conversion to habitable use (e.g. conservatory) R 800.00 800.00 NB 880.00 10.0% 880.00 10.0% 01-Apr-25 01-Apr-26 D Conversion of existing building into 5 or fewer self contained flats R 1,200.00 1,200.00 NB 1,320.00 10.0% 1,320.00 10.0% 01-Apr-25 01-Apr-26 D Conversion of one flat / house into two R 1,200.00 1,200.00 NB 1,320.00 10.0% 1,320.00 10.0% 01-Apr-25 01-Apr-26 D 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 10.0% 1,001.00 10.0% 01-Apr-25 01-Apr-26 D 40m2 to 60m2 R 1,190.00 1,190.00 STD 1,309.00 10.0% 1,309.00 10.0% 01-Apr-25 01-Apr-26 D 60m2 (up to 100m2) R 1,470.00 1,470.00 STD 1,617.00 10.0% 1,617.00 10.0% 01-Apr-25 01-Apr-26 D 100m2 + R 305.00 p/h 305.00 p/h STD 336.00 p/h 10.1% 336.00 p/h 10.1% 01-Apr-25 01-Apr-26 D 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 10.0% 1,309.00 10.0% 01-Apr-25 01-Apr-26 D 40m2 to 60m2 R 1,540.00 1,540.00 NB 1,694.00 10.0% 1,694.00 10.0% 01-Apr-25 01-Apr-26 D 60m2 (up to 100m2) R 1,900.00 1,900.00 NB 2,090.00 10.0% 2,090.00 10.0% 01-Apr-25 01-Apr-26 D 100m2 + R 395.00 p/h 395.00 p/h NB 435.00 p/h 10.1% 435.00 p/h 10.1% 01-Apr-25 01-Apr-26 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % 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 10.0% 737.00 10.0% 01-Apr-25 01-Apr-26 D 40m2 (up to 100m2) R 1,000.00 1,000.00 STD 1,100.00 10.0% 1,100.00 10.0% 01-Apr-25 01-Apr-26 D 100m2 + R 305.00 p/h 305.00 p/h STD 336.00 p/h 10.1% 336.00 p/h 10.1% 01-Apr-25 01-Apr-26 D 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 10.0% 957.00 10.0% 01-Apr-25 01-Apr-26 D 40m2 (up to 100m2) R 1,310.00 1,310.00 NB 1,441.00 10.0% 1,441.00 10.0% 01-Apr-25 01-Apr-26 D 100m2 + R 395.00 p/h 395.00 p/h NB 435.00 p/h 10.1% 435.00 p/h 10.1% 01-Apr-25 01-Apr-26 D 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 10.0% 308.00 10.0% 01-Apr-25 01-Apr-26 D 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 10.0% 396.00 10.0% 01-Apr-25 01-Apr-26 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge 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 10.0% 550.00 10.0% 01-Apr-25 01-Apr-26 D More than 500m2 (up to 1000m2) R 670.00 670.00 STD 737.00 10.0% 737.00 10.0% 01-Apr-25 01-Apr-26 D Formation of commercial kitchen R 500.00 500.00 STD 550.00 10.0% 550.00 10.0% 01-Apr-25 01-Apr-26 D Formation of structural opening (1 opening) R 330.00 330.00 STD 363.00 10.0% 363.00 10.0% 01-Apr-25 01-Apr-26 D Formation of structural openings (up to 5 openings) R 500.00 500.00 STD 550.00 10.0% 550.00 10.0% 01-Apr-25 01-Apr-26 D Formation of new WC / shower room / bathroom fit out R 330.00 330.00 STD 363.00 10.0% 363.00 10.0% 01-Apr-25 01-Apr-26 D New partitions to form office / room(s) in existing building (up to 10m in length) R 330.00 330.00 STD 363.00 10.0% 363.00 10.0% 01-Apr-25 01-Apr-26 D Works Valued at £1,000 - £5,000 R 500.00 500.00 STD 550.00 10.0% 550.00 10.0% 01-Apr-25 01-Apr-26 D Works Valued at £5,001 - £10,000 R 670.00 670.00 STD 737.00 10.0% 737.00 10.0% 01-Apr-25 01-Apr-26 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge 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 10.0% 715.00 10.0% 01-Apr-25 01-Apr-26 D More than 500m2 (up to 1000m2) R 870.00 870.00 NB 957.00 10.0% 957.00 10.0% 01-Apr-25 01-Apr-26 D Formation of commercial kitchen R 650.00 650.00 NB 715.00 10.0% 715.00 10.0% 01-Apr-25 01-Apr-26 D Formation of structural opening (1 opening) R 440.00 440.00 NB 484.00 10.0% 484.00 10.0% 01-Apr-25 01-Apr-26 D Formation of structural openings (up to 5 openings) R 650.00 650.00 NB 715.00 10.0% 715.00 10.0% 01-Apr-25 01-Apr-26 D Formation of new WC / shower room / bathroom fit out R 440.00 440.00 NB 484.00 10.0% 484.00 10.0% 01-Apr-25 01-Apr-26 D New partitions to form office / room(s) in existing building (up to 10m in length) R 440.00 440.00 NB 484.00 10.0% 484.00 10.0% 01-Apr-25 01-Apr-26 D Works Valued at £1,000 - £5,000 R 650.00 650.00 NB 715.00 10.0% 715.00 10.0% 01-Apr-25 01-Apr-26 D Works Valued at £5,001 - £10,000 R 870.00 870.00 NB 957.00 10.0% 957.00 10.0% 01-Apr-25 01-Apr-26 D 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 10.0% 550.00 10.0% 01-Apr-25 01-Apr-26 D More than 500m2 (up to 1000m2) R 670.00 670.00 STD 737.00 10.0% 737.00 10.0% 01-Apr-25 01-Apr-26 D Replacement roof covering R 330.00 330.00 STD 363.00 10.0% 363.00 10.0% 01-Apr-25 01-Apr-26 D Underpinning (up to 10m in length) R 1,000.00 1,000.00 STD 1,100.00 10.0% 1,100.00 10.0% 01-Apr-25 01-Apr-26 D New wall / partition (up to 10m in length) R 330.00 330.00 STD 363.00 10.0% 363.00 10.0% 01-Apr-25 01-Apr-26 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % 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 10.0% 715.00 10.0% 01-Apr-25 01-Apr-26 D More than 500m2 (up to 1000m2) R 870.00 870.00 NB 957.00 10.0% 957.00 10.0% 01-Apr-25 01-Apr-26 D Replacement roof covering R 440.00 440.00 NB 484.00 10.0% 484.00 10.0% 01-Apr-25 01-Apr-26 D Underpinning (up to 10m in length) R 1,310.00 1,310.00 NB 1,441.00 10.0% 1,441.00 10.0% 01-Apr-25 01-Apr-26 D New wall / partition (up to 10m in length) R 440.00 440.00 NB 484.00 10.0% 484.00 10.0% 01-Apr-25 01-Apr-26 D 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 10.1% 336.00 p/h 10.1% 01-Apr-25 01-Apr-26 D Warehouses (up to 1000m2) R 305.00 p/h 305.00 p/h STD 336.00 p/h 10.1% 336.00 p/h 10.1% 01-Apr-25 01-Apr-26 D Schools (up to 2000m2) R 305.00 p/h 305.00 p/h STD 336.00 p/h 10.1% 336.00 p/h 10.1% 01-Apr-25 01-Apr-26 D Assembly Buildings (up to 2000m2) R 305.00 p/h 305.00 p/h STD 336.00 p/h 10.1% 336.00 p/h 10.1% 01-Apr-25 01-Apr-26 D Commercial Buildings (up to 2000m2) R 305.00 p/h 305.00 p/h STD 336.00 p/h 10.1% 336.00 p/h 10.1% 01-Apr-25 01-Apr-26 D Public Houses (up to 2000m2) R 305.00 p/h 305.00 p/h STD 336.00 p/h 10.1% 336.00 p/h 10.1% 01-Apr-25 01-Apr-26 D Hotels (up to 2000m2) R 305.00 p/h 305.00 p/h STD 336.00 p/h 10.1% 336.00 p/h 10.1% 01-Apr-25 01-Apr-26 D Hospitals (up to 2000m2) R 305.00 p/h 305.00 p/h STD 336.00 p/h 10.1% 336.00 p/h 10.1% 01-Apr-25 01-Apr-26 D Commercial Quotes 305.00 p/h 305.00 p/h STD 336.00 p/h 10.1% 336.00 p/h 10.1% 01-Apr-25 01-Apr-26 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge 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 10.1% 435.00 p/h 10.1% 01-Apr-25 01-Apr-26 D Warehouses (up to 1000m2) R 395.00 p/hr 395.00 p/hr NB 435.00 p/h 10.1% 435.00 p/h 10.1% 01-Apr-25 01-Apr-26 D Schools (up to 2000m2) R 395.00 p/hr 395.00 p/hr NB 435.00 p/h 10.1% 435.00 p/h 10.1% 01-Apr-25 01-Apr-26 D Assembly Buildings (up to 2000m2) R 395.00 p/hr 395.00 p/hr NB 435.00 p/h 10.1% 435.00 p/h 10.1% 01-Apr-25 01-Apr-26 D Commercial Buildings (up to 2000m2) R 395.00 p/hr 395.00 p/hr NB 435.00 p/h 10.1% 435.00 p/h 10.1% 01-Apr-25 01-Apr-26 D Public Houses (up to 2000m2) R 395.00 p/hr 395.00 p/hr NB 435.00 p/h 10.1% 435.00 p/h 10.1% 01-Apr-25 01-Apr-26 D Hotels (up to 2000m2) R 395.00 p/hr 395.00 p/hr NB 435.00 p/h 10.1% 435.00 p/h 10.1% 01-Apr-25 01-Apr-26 D Hospitals (up to 2000m2) R 395.00 p/hr 395.00 p/hr NB 435.00 p/h 10.1% 435.00 p/h 10.1% 01-Apr-25 01-Apr-26 D Commercial Quotes 395.00 p/hr 395.00 p/hr NB 435.00 p/h 10.1% 435.00 p/h 10.1% 01-Apr-25 01-Apr-26 D Other Sales - Historic Data Copy of official Documentation Administration Fee M 100.00 100.00 STD 110.00 10.0% 110.00 10.0% 01-Apr-25 01-Apr-26 D Other Fees Demolition Notice Fees R 250.00 250.00 NB 300.00 20.0% 462.00 84.8% 01-Apr-25 01-Apr-26 D Reversion Fee R 330.00 p/h 330.00 p/h NB 365.00 p/h 10.6% 365.00 p/h 10.6% 01-Apr-25 01-Apr-26 D Cross Boundary Administration Fee M 100.00 100.00 STD 250.00 150.0% 385.00 285.0% 01-Apr-25 01-Apr-26 D Stalled Application Administration Fee (hourly rate) NEW NEW 365.00 p/h NEW 365.00 p/h NEW 01-Apr-26 D Other Administration Fee M 100.00 100.00 STD 125.00 25.0% 385.00 285.0% 01-Apr-25 01-Apr-26 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge 12. Leisure Centres Swimming-Indoor Peak - Adult R 5.35 6.20 STD 5.55 3.7% 6.40 3.2% 01-Dec-24 01-Dec-25 D Peak - Adult Concession C 2.70 3.00 STD 2.80 3.7% 3.10 3.3% 01-Dec-24 01-Dec-25 D Peak - Child R 2.80 2.80 STD 2.90 3.6% 2.90 3.6% 01-Dec-24 01-Dec-25 D Peak -Child Concession C 1.75 1.75 STD 1.85 5.7% 1.85 5.7% 01-Dec-24 01-Dec-25 D Off Peak - Adult R 4.45 4.95 STD 4.65 4.5% 5.15 4.0% 01-Dec-24 01-Dec-25 D Off Peak- Adult Concession C 4.55 4.75 STD 4.75 4.4% 4.95 4.2% 01-Dec-24 01-Dec-25 D Off Peak - Child R 2.40 2.40 STD 2.50 4.2% 2.50 4.2% 01-Dec-24 01-Dec-25 D Off Peak Child Concession C 1.30 1.30 STD 1.35 3.8% 1.35 3.8% 01-Dec-24 01-Dec-25 D Swimming-Outdoor Adult R 7.70 11.00 STD 8.00 3.9% 11.40 3.6% 01-Dec-24 01-Dec-25 D Adult Concession C 5.20 7.25 STD 5.40 3.8% 7.50 3.4% 01-Dec-24 01-Dec-25 D Child R 4.60 5.50 STD 4.75 3.3% 5.70 3.6% 01-Dec-24 01-Dec-25 D Child Concession C 3.15 4.40 STD 3.25 3.2% 4.55 3.4% 01-Dec-24 01-Dec-25 D Under 3's R 0.00 0.00 STD 0.00 0.0% 0.00 0.0% 01-Dec-24 01-Dec-25 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge Swimming - Other Birthday Parties Sports hall and room hire incl host (90 minutes) R 184.60 214.00 STD 191.10 3.5% 221.50 3.5% 01-Dec-24 01-Dec-25 D Swimming Instruction (per lesson) Adult R 10.25 11.85 STD 10.75 4.9% 12.45 5.1% 01-Dec-24 01-Dec-25 D Swimming Instruction (per lesson) Adult Concession C 7.30 7.85 STD 7.70 5.5% 8.25 5.1% 01-Dec-24 01-Dec-25 D Swimming Instruction (per lesson) Child R 8.00 8.00 STD 8.40 5.0% 8.40 5.0% 01-Dec-24 01-Dec-25 D Swimming Instruction (per lesson) Child Concession C 5.75 5.75 STD 6.00 4.3% 6.00 4.3% 01-Dec-24 01-Dec-25 D Swimming Instruction (per lesson) One to one tuition R 29.80 33.50 STD 31.30 5.0% 35.15 4.9% 01-Dec-24 01-Dec-25 D Swim Crash Course 1/2 hour per day x 5 day (per half hour) R 39.00 39.00 STD 40.40 3.6% 40.20 3.1% 01-Dec-24 01-Dec-25 D 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 3.5% 01-Dec-24 01-Dec-25 D Hourly Rate (Hillingdon Clubs) R 135.20 N/A STD 139.95 3.5% N/A N/A 01-Dec-24 01-Dec-25 D Per lane per hour (Other organisations) R N/A 34.45 STD N/A N/A 35.35 2.6% 01-Dec-24 01-Dec-25 D Per lane per hour (Hillingdon Clubs) R 27.40 N/A STD 28.40 3.6% N/A N/A 01-Dec-24 01-Dec-25 D Private Hire (50m Pool) Hourly rate (Other organisations) R N/A 335.50 STD N/A N/A 347.25 3.5% 01-Dec-24 01-Dec-25 D Hourly Rate (Hillingdon Clubs) R 252.45 N/A STD 261.30 3.5% N/A N/A 01-Dec-24 01-Dec-25 D Young at Heart Single session(highgrove Pool) R 5.20 5.75 STD 5.40 3.8% 5.95 3.5% 01-Dec-24 01-Dec-25 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge Gym Gym Inductions ( Casual use ) Group R 23.40 26.80 STD 24.20 3.4% 27.75 3.5% 01-Dec-24 01-Dec-25 D Gym Inductions ( Casual use ) Individual 1:2:1 R 34.10 37.85 STD 35.30 3.5% 39.15 3.4% 01-Dec-24 01-Dec-25 D Replacement Card Charge R 4.00 4.00 STD 4.15 3.8% 4.15 3.8% 01-Dec-24 01-Dec-25 D Casual Gym Session Peak R 9.25 10.50 STD 9.60 3.8% 10.90 3.8% 01-Dec-24 01-Dec-25 D Casual Gym Session Peak concession C 5.90 6.10 STD 6.10 3.4% 6.30 3.3% 01-Dec-24 01-Dec-25 D Casual Gym Session Off-Peak R 7.60 8.45 STD 7.90 3.9% 8.75 3.6% 01-Dec-24 01-Dec-25 D Casual Gym Session Off-Peak concession C 3.70 4.45 STD 3.85 4.1% 4.60 3.4% 01-Dec-24 01-Dec-25 D Coached Fitness Classes Charges R 8.65 9.40 STD 8.95 3.5% 9.75 3.7% 01-Dec-24 01-Dec-25 D Coached Fitness Classes Charges concession C 6.70 7.50 STD 6.95 3.7% 7.75 3.3% 01-Dec-24 01-Dec-25 D Exercise Prescription C 3.95 N/A STD 4.10 3.8% N/A N/A 01-Dec-24 01-Dec-25 D Health & Fitness Membership Site Specific Peak Membership (Hillingdon Sport & Leisure Complex only including Outdoor Pool) R 63.00 75.50 STD 65.20 3.5% 78.15 3.5% 01-Dec-24 01-Dec-25 D Site Specific Peak Membership (Botwell Sport & Leisure Centre, Highgrove Pool, Hillingdon Sport & Leisure Complex excluding the R 55.00 69.40 STD 56.95 3.5% 71.85 3.5% 01-Dec-24 01-Dec-25 D Site Specific Peak Membership (Queensmead Sports Centre only) R 48.00 54.90 STD 49.70 3.5% 56.85 3.6% 01-Dec-24 01-Dec-25 D Off Peak Site Specific Membership R 41.70 50.50 STD 43.20 3.6% 52.30 3.6% 01-Dec-24 01-Dec-25 D Main Hall Hire Hillingdon Sport & Leisure Centre (4 courts) R 55.20 66.25 STD 57.15 3.5% 68.60 3.5% 01-Dec-24 01-Dec-25 D Queensmead Sports Centre (6 courts) R 79.20 91.00 STD 82.00 3.5% 94.20 3.5% 01-Dec-24 01-Dec-25 D Botwell Leisure Centre (4 courts) R 55.20 66.25 STD 57.15 3.5% 68.60 3.5% 01-Dec-24 01-Dec-25 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge Badminton Peak - Per court (Hillingdon Sport & Leisure Complex & Botwell Sport & Leisure Centre) R 13.65 15.80 STD 14.15 3.7% 16.35 3.5% 01-Dec-24 01-Dec-25 D Peak - Per court (Queensmead Sports Centre) R 13.65 14.95 STD 14.15 3.7% 15.50 3.7% 01-Dec-24 01-Dec-25 D Off Peak - Per court (All Sites) R 8.45 9.75 STD 8.75 3.6% 10.10 3.6% 01-Dec-24 01-Dec-25 D Other Trampoline / Martial Arts etc. R 27.30 31.15 STD 28.25 3.5% 32.25 3.5% 01-Dec-24 01-Dec-25 D Queensmead SC - Netball / 5-a-side External / Al (including floodlights) (per court) R 36.75 42.45 STD 38.05 3.5% 43.95 3.5% 01-Dec-24 01-Dec-25 D Cricket Lane Charges R 39.05 44.20 STD 40.40 3.5% 45.75 3.5% 01-Dec-24 01-Dec-25 D Table Tennis per table R 8.15 9.10 STD 8.45 3.7% 9.40 3.3% 01-Dec-24 01-Dec-25 D Sports Parties R 144.85 163.30 STD 150.00 3.6% 169.00 3.5% 01-Dec-24 01-Dec-25 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge Athletics Adult R 4.30 4.90 STD 4.45 3.5% 5.10 4.1% 01-Dec-24 01-Dec-25 D Child R 2.35 2.40 STD 2.45 4.3% 2.50 4.2% 01-Dec-24 01-Dec-25 D Meetings - Hillingdon Clubs / Schools (Monday - Friday) R 54.45 N/A STD 56.40 3.6% N/A N/A 01-Dec-24 01-Dec-25 D Meetings - Hillingdon Clubs / Schools (Weekends) R 64.85 N/A STD 67.15 3.5% N/A N/A 01-Dec-24 01-Dec-25 D Meetings - Other Organisations (Monday - Friday) R N/A 80.25 STD N/A N/A 83.05 3.5% 01-Dec-24 01-Dec-25 D Meetings - Other Organisations (Weekends) R N/A 89.00 STD N/A N/A 92.15 3.5% 01-Dec-24 01-Dec-25 D 1 to 2 matches (per match) R 237.90 273.65 STD 246.20 3.5% 283.25 3.5% 01-Dec-24 01-Dec-25 D 3 to 5 matches (per match) R 208.15 237.95 STD 215.45 3.5% 246.30 3.5% 01-Dec-24 01-Dec-25 D 6 to 9 matches (per match) R 178.45 202.25 STD 184.70 3.5% 209.35 3.5% 01-Dec-24 01-Dec-25 D 10 or more matches (per match) R 160.65 178.45 STD 166.30 3.5% 184.70 3.5% 01-Dec-24 01-Dec-25 D Astroturf Pitch Full pitch R 132.55 157.75 STD 137.20 3.5% 163.30 3.5% 01-Dec-24 01-Dec-25 D 1/3 pitch R 72.55 85.20 STD 75.10 3.5% 88.20 3.5% 01-Dec-24 01-Dec-25 D Botwell Green Full Pitch (Botwell Green Sport & Leisure Centre) R 102.25 119.95 STD 105.80 3.5% 124.15 3.5% 01-Dec-24 01-Dec-25 D Half Pitch (Botwell Green Sports & Leisure Centre) R 73.10 82.05 STD 75.65 3.5% 84.95 3.5% 01-Dec-24 01-Dec-25 D 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 H1 - Fees and Charges 2026/27 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 Statutory / Discretionary £ £ £ % £ % Type of Fee / Charge Petanque Casual use R 1.60 2.55 STD 1.70 6.3% 2.65 3.9% 01-Dec-24 01-Dec-25 D Full pitch (six) R 32.85 40.40 STD 34.00 3.5% 41.85 3.6% 01-Dec-24 01-Dec-25 D 1/6 pitch R 6.60 8.80 STD 6.85 3.8% 9.15 4.0% 01-Dec-24 01-Dec-25 D Gymnastics & Other Junior Activities Gym Tots & Pre School 45 minute lessons R 7.00 7.00 STD 7.25 3.6% 7.25 3.6% 01-Dec-24 01-Dec-25 D Gym Tots & Pre School 45 minute lessons concession C 5.90 5.90 STD 6.10 3.4% 6.10 3.4% 01-Dec-24 01-Dec-25 D General Gym 1-5 R 7.00 7.00 STD 7.25 3.6% 7.25 3.6% 01-Dec-24 01-Dec-25 D General Gym 1-5 concessions C 5.90 5.90 STD 6.10 3.4% 6.10 3.4%

Cabinet report – 19 February 2026 (Part 1 Public) THE SCHOOLS BUDGET 2026/27 Cabinet Members & Portfolios Cllr Susan O’Brien – Children, Families and Education Cllr Eddie Lavery – Finance and Transformation Responsible Officer Steve Muldoon, Corporate Director of Finance Report Author & Directorate Luisa Hansen (Head of Finance – Children and SEND) Papers with report N/A HEADLINES Summary This report seeks Cabinet’s approval for the Schools Budget for 2026/27 as required by the Department for Education (DFE). Putting our Residents First Delivering on the Council Strategy 2022-2026 This report supports our ambition for residents / the Council of: An efficient, well-run, digital-enabled council working with partners to deliver services to improve the lives of all our residents This report supports our commitments to residents of: A Digital-Enabled, Modern, Well-Run Council This report supports our commitments to residents of: Thriving, Healthy Households Financial Cost Funding for the Schools Budget is provided by the DFE through the Dedicated Schools Grant (DSG) and as such has no direct impact on the Council’s budget requirement. Select Committee Children, Families & Education Ward(s) All Cabinet report – 19 February 2026 (Part 1 Public) RECOMMENDATIONS That the Cabinet: 1. Approve the Dedicated Schools Grant budgets for 202 6/27 as set out in paragraph 1.2, Table 2 below. 2. Approve the Primary and Secondary schools block funding formula for 202 6/27 as set out in paragraph 2.2 below. 3. Note the Early Years Funding Formula allocation, for which a consultation with Early Years providers is currently underway as set out Section 3 below. 4. Note the High Needs Block budget for 2026/27, which includes the 0.5% Schools Block Transfer approved through the disapplication process by the Secretary of State on 6 February 2026. 5. Should any further Council approval regarding the Schools Budget 202 6/27 be required, agree to delegate authority for this to the Cabinet Member for Finance & Transformation and Cabinet Member for Children, Families & Education and in consultation with the Corporate Director of Finance, to determine under urgency provisions. 6. Request the waiver of the scrutiny call -in period, in accordance with constitutional obligations, so that schools can be formally notified of the ir approved individual budgets by the 28 February 2026. Reasons for recommendation(s) 1. Cabinet is the decision-making body for schools funding issues, and decisions are required on the arrangements to allow for the final School Block budget and Early Years budget funding allocations to be provided to schools by 28 February 2026. 2. The School and Early Years Finance (England) Regulations 202 5 requires the Council to consult the Schools Forum on a range of financial matters prior to making decisions on them. On 15 January 202 6, the Council consulted the Schools Forum on the 202 6/27 Schools Block and Early Years funding allocations. 3. The DfE issued the allocated funding for each block of the DSG for Hillingdon for 2026/27 on 17 December 2025 with the DSG Conditions of Grant document. 4. This report now asks Cabinet to agree the recommendations following these consultations with School Forum and provide relevant delegated authority to be able set the 202 6/27 DSG budgets within the required time frames. Cabinet report – 19 February 2026 (Part 1 Public) Alternative options considered / risk management 5. Cabinet could decide to recommend that the Schools Forum reconsider the proposed Primary and Secondary schools funding formula and the Early Years Funding Formula. Democratic compliance / previous authority 6. Cabinet approval is required to agree the Schools Budget. Select Committee comments 7. None at this stage. SUPPORTING INFORMATION 1.1 Overall Dedicated Schools Block Allocations from the DfE 1.1 The Department for Education (DfE) published the draft authority level DSG allocations for the schools, central school services, early years, and high needs blocks on 17 December 2025. 1.2 Table 1 sets out the published baseline DSG funding for 2026/27, compared to the 2025/26 DSG allocation that was updated in November 2025. Table 1: DSG Funding Allocations for 2026/27 DSG Funding Block DSG Funding 2025/26 DSG Funding 2026/27 Change in Funding % change Schools 299,426,354 307,863,657 8,437,303 2.8% High Needs 72,832,223 77,129,711 4,297,488 5.9% Central Services 2,511,016 2,491,359 -19,657 -0.8% Early Years 48,792,187 57,972,729 9,180,542 18.8% Total DSG Budget 423,561,780 445,457,456 21,895,676 5.2% Cabinet report – 19 February 2026 (Part 1 Public) Table 2: DSG Funding Allocations for 2025/26 and 2026/27 – with adjustments for the Schools Block Transfer to the High Needs Block, 0.5% (£1.497m) in 2025/26 and 0.5% (£1.539m) in 2026/27: DSG Funding Block DSG Funding 2025/26 DSG Funding 2026/27 Change in Funding % change Schools 297,929,222 306,324,339 8,395,116 2.8% High Needs 74,329,355 78,669,029 4,339,675 5.8% Central Services 2,511,016 2,491,359 -19,657 -0.8% Early Years 48,792,187 57,972,729 9,180,542 18.8% Total DSG Budget 423,561,780 445,457,456 21,895,676 5.2% 1.3 The National Insurance Contributions (NICs) Grant and the full -year equivalent of the Schools Budget Support Grant (SBSG) for 2025/26 have been rolled into the Schools Block for 2026/27 and form part of the increase in comparison for 2025/26 to 2026/27. The NICs and SBSG grants will cease to exist as separate grants upon being rolled into Schools Block. Academies who get their grants on an academic year basis will continue to get the NICs and SBSG grants for April to August 2026. 2.0 School Block Allocations 2.1 The final allocation for Hillingdon ’s Schools Block Dedicated Schools Grant (DSG) for 2026/27 is £307.9 million prior to recoupment. This figure incorporates the 2025/26 National Insurance Contributions (NICs) Grant and the full-year equivalent of the Schools Budget Support Grant (SBSG), both of which have been consolidated into the Schools Block National Funding Formula (NFF) for 2026/27. In comparison, the 2025/26 allocation was £299.4 million, reflecting a headline increase of £8.4 million (2.8%) before recoupment for academy and free school provision. However, as the combined annualised value of the two grants is £8.0 million, the underlying increase in funding is approximately 0.1%. 2.2 The 2026/27 local schools funding formula will be set by the Council using the following: • the funding factors in the local Hillingdon schools funding formula will move closer to the factor values in the NFF, with the AWPU rate being set at the 1% higher to lowest rate that can be funded. • each school will receive a minimum increase in their per pupil funding as per the DfE minimum allocations. • Hillingdon’s 2026 -27 local formula will continue to mirror the National Funding Formula, as per funding regulation requirements. Hillingdon does not apply capping and scaling to gains avoids disproportionately impacting the schools with the highest increases in deprivation and mobility, and those with falling rolls, who see the largest per pupil gains through the National Funding Formula. • The funding ratio per pupil of Primary to Secondary sector is 1 to 1.33. Cabinet report – 19 February 2026 (Part 1 Public) • The proposed budgets in this report use the Authority Proforma Tool (APT) and operational guidance to update the model. 2.3 Key changes to the schools National Funding Formula in 2026/27 are: Rolling the School Budget Support grant (SBSG) and the National Insurance contributions (NICs) grant from 2025/26 by: • adding amounts representing what schools receive through the grants into their baselines. • adding the value of the lump sums, basic per pupil rates and free school meals (FSM6) parts of the grants onto the respective factors in the NFF. With regard to SBSG funding, the grant rates are uplifted to make them ‘annualised’ before they are rolled in to the NFF. (This does not apply to the NICs grant funding, as this was already provided on a full year basis in 2025/26). Further increases are applied to NFF factor values (on top of the amounts the DfE have added for the NICs grant and annualised SBSG), as can be afforded following the settlement of the core schools' budget for 2026/27. 2.4 It was not proposed to create a Growth Fund allocation for 2026/27 and as a result the allocation is set at £0. 2.5 The Schools Forum did not vote in favour of the 1% Schools Block Transfer proposal or the Education Statutory Duties delegation request. Disapplication requests for both proposals were submitted to the Secretary of State in November 2025 . On 6 February 2026, the Council received confirmation that t he Secretary of State approv ed a 0.5% Schools Block Transfer. A formal decision on the Education Statutory Duties delegation request is still awaited . The outcome of this decision will impact the final funding allocations, and the Authority Proforma Tool will need to be updated to reflect the Secretary of State’s determinations. 3.0 Early Years Allocations 3.1 The Early Years National Funding Formula (EYNFF) was introduced in April 2017. The Government publishes guidance on how the funding formula should be set and implemented. They also publish the rates that will be allocated to local authorities. 3.2 In terms of the funding formula, the Government set the following requirements:  In 2026-27, Local Authorities are required to pass-through a minimum of 97% of funding to providers compared to 96% in 2025-26.  The maximum, now 3% of block funding, is to be retained centrally.  The Department expects local authorities to announce their funding rates to the childcare providers by 28 February 2026.  Local authorities (LA) are required to consult providers on annual changes to their local formula. Cabinet report – 19 February 2026 (Part 1 Public) 3.3 Local authorit ies are made aware of the Early Years Block allocation for the following financial years in December of the previous financial year. This allocation is based on the January 2025 census data and is updated throughout the year to reflect the actual take up of the early year settings. 3.4 The Early Years Block funding for the financial year 2026 -27 is £5 7.972m. This is an increase of £9.180m. The majority of the increase comes from the full year effect of the 30 hours per week entitlement for eligible child ren from the term after they are nine months old. 3.5 The table below summarises total funding received and the percentage of centrally retained funding between 2025-26 and 2026-27 financial years. Table 3 Summary of Early Years Block and Centrally Retained Fund Cabinet report – 19 February 2026 (Part 1 Public) 3.6 SEN Inclusion fund for 2026-27 is set at £0.750m and the early years contingency fund at £0.100m. 3.7 The table below compares the Early Years national funding formula rates allocated to the Early Years Block between current 2025-26 and the 2026-27 financial years. Table 4: LA Funding Rates 2025-26 vs 2026-27 3.8 In developing the early years funding formula, the long-term aims are to ensure that funding supports access to the early years entitlement for all eligible children, especially those who may have barriers to access, such as:  Disadvantaged children e.g. from lower income households  Children with special educational needs 3.9 For the financial year 20 26-27, the following changes were made to the funding formula, together with the reasons why: 3.10 Setting a higher hourly rate for disadvantaged two-year-old children – from April 2024, the working parents’ entitlement to funded childcare expanded, so that eligib le two-year-olds could access free childcare hours. Prior to this, the only two-year-olds who qualified for the early years entitlement were mostly children from lower income households. Though the expansion of the entitlement was beneficial for many child ren, take up data suggests that it was more difficult for children from lower income households to access funded childcare. Therefore, the formula was amended so that where settings offered a place to a child qualifying as a disadvantaged two-year-old, the setting would receive an additional £1.50 per hour for that child. This was intended to offer an incentive for settings to offer them places. 3.11 Children with special educational needs – apart from existing funding, such as the Disability Access Fund and EHCPs, children with SEN could be supported through the Early Years Block funding in two ways: Cabinet report – 19 February 2026 (Part 1 Public)  An additional needs (SEN) supplement for two -year-olds and three - and four-year olds.  SENIF – a budget that settings applied for support from, to assist with costs involved in providing places for children with emerging needs. 3.12 This approach had several challenges, such as:  The SEN supplement is calculated using information that settings provide about the children that they provided ‘SEN Support’ to. This information under reported the number of children with SEN. There is also no moderation of the data to validate it. The supplement is also calculated on data from the previous calendar year, so it does not represent children with SEN that settings have currently. Once the supplement is allocated to a setting, it is added to the hourly rate for all children, whether they have SEN or not.  SENIF is a preferred means of allocating SEN funding, as funding claims are checked, assessed and monitored. However, settings reported that it was time consuming to apply for and the amounts of funding available were not sufficient. 3.13 For 2025-26, the SEN supplement for two -year-olds was removed and the funding was allocated to SENIF instead. The SEN supplement for three - and four -year-olds was reduced by 25% and the funding transferred to SENIF. 3.14 A working group, including childcare settings and schools, met during the summer term 2025 to review the processes involved with applying for SENIF and set up a new, more streamlined process. 3.15 For 2026-27, the Local Authority is consulting on the following changes to the early years funding formula:  Reduce the additional needs (SEN) supplement for three- and four-year-olds, moving funding to SENIF.  Further increase the supplement for 2 -year-old pupils from a disadvantaged background. 3.16 The Local Authority is not proposing any changes to the formula for funded children aged under two, where payments per child will continue to be paid via an hourly rate that is the same for all funded settings, without any supplements. 3.17 In the long term, the Local Authority proposes to move towards a “real time” funding methodology to support children with SEN in the early years. This would involve removing the additional needs supplement entirely and providing either some or all of this funding to the SENIF budget instead. 3.18 The Local Authority is consulting on whether the Additional Needs supplement should be reduced further in the next financial year and if so, whether this should be by 15% or 25%, with the funding from this being reallocated to SENIF. Cabinet report – 19 February 2026 (Part 1 Public) 3.19 The consultation is ongoing and the final decision will post date the submission date for Cabinet papers so the final decision may need to be made under Recommendation 5. Financial Implications This is a financial report dealing with funding issues affecting schools. The proposals contained within this report do not affect the General Fund, as the School Budget is funded from the ring - fenced Dedicated Schools Grant. RESIDENT BENEFIT & CONSULTATION The benefit or impact upon Hillingdon residents, service users and communities? The approval of the recommendations as set out in this report will enable the distribution and confirmation of the funding arrangements for schools for 202 6/27, including th e final individual school budget shares, which must be distributed to schools on or before 28 February 2026. Consultation carried out or required The Council is required to consult with the Schools Forum on any changes to the school funding formula and the Early Years Single Funding Formula as prescribed in the Schools Forums (England) Regulations 2025. The Schools Forum has a limited range of decision-making powers with regards to school funding. In most aspects the Schools Forum role is to advise t he Council on decisions that rest with Cabinet, such as the school budget. The main role of the Schools Forum is to be consulted on proposed changes to funding arrangements, including any changes to the School Block funding formula on which the council now has little flexibility as the DFE move towards a Hard National Funding model. CORPORATE CONSIDERATIONS Corporate Finance Corporate Finance have reviewed this report and concur with the Financial Implications set out above, noting that there is no direct financial impact to the General Fund from the proposals contained in this report, funding is to be met from the ring-fenced Dedicated Schools Grant. Furthermore, it is noted the Statutory Override protects the General Fund from any deficits within the DSG, with costs associated with servicing the deficit being factored into the MTFS refresh. Legal There are no legal impediments to the recommendations within this report. BACKGROUND PAPERS Nil

Cabinet – 19 February 2026 (Part 1 Public) HOUSES OF MULTIPLE OCCUPATION – ADDITIONAL LICENSING CONTROLS: OUTCOME OF CONSULTATION & FINAL PROPOSALS Cabinet Member & Portfolio Councillor Steve Tuckwell, Cabinet Member for Planning, Housing & Growth Responsible Officer Daniel Kennedy, Corporate Director of Residents Services Report Author & Directorate Stephanie Waterford, Residents Services Michelle Greenidge, Residents Services Papers with report Appendix 1 – Consultation Response Analysis Appendix 2 – Additional Licensing Conditions Appendix 3 – Schedule of Fees Appendix 4 – Equality & Human Rights Impact Assessment HEADLINES Executive Summary This report follows the October 2025 Cabinet report which resulted in agreement to consult on the proposed Additional Licensing Policy and proposes the implementation of a borough -wide Additional Licensing Scheme for Houses of Multiple Occupation (HMO’s) for a period of 5 years. The report detail s the find ings of the extensive public consultation exercise which took place between 31 st October 2025 and 11 th January 2026 and consider s the feed back made by stakeholders and consultees. Consultation activity was extensive and included a live web survey, promotions on all Council social media channels, posters and information leaflets in libra ries and retailers across the borough and two in-person consultation events for landlords and residents. There were 1000 survey responses and 3 separate individual responses to the consultation which showed significant support for additional controls through the implementation of Additional Licensing. Consultation highlights are listed below with further detail included in the main body of the report and Appendix 1.  80% agree with the proposed scheme.  797 responses say the scheme will help improve the quality of neighbourhoods.  779 responses say it will help identify poorly performing landlords.  75% agree that landlords should meet conditions to make sure that properties are safe and well managed.  58% agree with the proposed fee of £1,401.  88% of responses were from residents.  3% of responses were from landlords.  9% of responses were from tenants. Cabinet – 19 February 2026 (Part 1 Public) The aim of the Additional Licensing Policy is to address concerns such as poor housing conditions, anti -social behaviour, and safety risks associated with unlicensed HMOs, while supporting the Council’s broader goals to improve living conditions and communities. This report recommends the designation of an additional licensing scheme to the whole Borough. Putting our Residents First Delivering on the Council Strategy 2022-2026 This report supports our ambition for residents / the Council of: Live in good quality, affordable homes in connected communities This report supports our commitments to residents of: Thriving, Healthy Households And the Hillingdon Housing Strategy. Financial Cost There are no direct costs associated with the adoption of the final policy, however implementation of the new licensing scheme will require resources to increase capacity within the Private Sector Housing Team. Resourcing will be recovered through licence fees under the new scheme. Select Committee Residents’ Services Select Committee Ward(s) All RECOMMENDATIONS That Cabinet: 1) Considers the consultation responses and analysis set out; 2) Considers the Equalities Impact Assessment in Appendix 4. 3) Agrees that the Council uses powers enacted under Section 56 of the Housing Act 2004 t o designate the Additional Licensing Scheme for Houses of Multiple Occupancy to the whole borough. 4) Agrees the Additional Licensing Conditions detailed in Appendix 2. 5) Agrees the final Schedule of Fees detailed in Appendix 3. 6) Notes the implementation requirements and proposed timeline. Reasons for recommendation(s) The Council is committed to ensuring that homes in the private rented sector are safe, well managed and well maintained. Houses of Multiple Occupation (HMOs) provide an important source of affordable housing in the borough, and it is acknowledged that they fulfil a need within the overall housing stock of Hillingdon. Cabinet – 19 February 2026 (Part 1 Public) It is recognised that poor housing conditions and poorly managed HMOs can lead to adver se impacts on local neighbourhoods ranging from poor appearance and waste issues to more serious instances of anti-social behaviour and nuisance. The Council recognises that poor standards in the private rented sector can have a detrimental impact on the wellbeing of residents and communities and is assessing whether there is a greater need for further regulation. Hillingdon has made commitments to residents to scope and consider additional local regulation, through an Additional Licensing scheme and / or planning controls, to control the standards and numbers of HMOs in certain areas of the borough. These aims support our overall Council ambitions for residents:  Safe and Strong Communities  Thriving Healthy Households  A Thriving Economy Full Council passed a motion on 11 July 2024, resolving to address issues outlined below: "That this Council recognises the problems caused by unlicensed HMOs in the borough, from anti -social behaviour to poor housing conditions. This Council is committed to ensuring good quality housing in the borough and resolves that a report be sent to Cabinet considering the sufficiency of evidence required under Part 2 Housing Act 2004 to extend licensing obligations to all properties with 3 bedrooms housing multiple unrelated occupants and to commence consultation on the implementation of this additional licensing obligation where it is justified." The Council made a commitment to residents to consider and evidence the viability of an Additional Licensing Policy. Upon completion of the Housing Tenure Survey and consideration of the full evidence, and consulting extensively on the proposed Additional Licensing Policy , it is proposed that the final Additional Licensing Policy, conditions and fees be approved and implemented. The Housing Tenure Survey in Hillingdon presented compelling evidence in support of introducing an Additional Licensing Scheme for Houses in Multiple Occupation (HMOs). The survey explored the characteristics of the Private Rented Sector (PRS), the extent and condition of HMOs, and the impact of housing-related issues such as serious hazards and antisocial behaviour. It found widespread concerns around poor property management, under -regulation, and tenant safety, particularly in HMOs where serious hazards we re 3 times the national average. Many properties are not currently licensed, and there are indications of significant non -compliance among landlords. The findings highlighted the need for stronger oversight and enforcement to address poor housing conditions and recurring issues such as noise disturbances, waste problems, and repeat anti- social behaviour (ASB) incidents. The licensing scheme aims to improve housing standards, protect tenants, reduce community disruption, and promote responsible landlord practices. It will apply to all HMOs not already Cabinet – 19 February 2026 (Part 1 Public) covered by mandatory licensing and will run for five years, helping to c reate safer, more stable neighbourhoods across the borough. Should the Cabinet approve the Additional Licensing Policy, it should be noted that there are statutory obligations which the Council must fulfil prior to the policy taking effect. It is proposed that the full implementation date is set at 24th August 2026 to allow the statutory requirements to be complied with. Further information on the steps required for implementation is provided in Section 6 of this report. Alternative options considered / risk management 1. Do nothing/continue with the current arrangements. This would not meet the commitments made in the Council motion and would not have any impact on the issues arising within the private rented sector leading to that Council motion, or future implications of the Renters Rights Act. This option is not recommended. 2. Consider the use of other powers to deal with issues with HMOs , i.e. further interventions and enforcement for housing standards breaches, use of ASB and enviro- crime powers, further education and engagement with private landlords to achieve higher standards of management within the sector. This option is viable and c an be used either in isolation or alongside an Additional Licensing Policy, where justified. However, the Council motion recognises that the use of existing powers has not effectively controlled the impact of HMOs on local communities. 3. The Council could consider a partial Additional Licensing Policy which applies only to certain Wards, however, the evidence demonstrates that concerns across every data set is present in all Wards. Democratic compliance / previous authority The Cabinet approved the recommendations related to the public consultation in October 2025 and directed that the findings of the consultation be presented to Cabinet in February 2026 to include final recommendations on the proposed Additional Licensing Policy. Select Committee comments None at this stage. Cabinet – 19 February 2026 (Part 1 Public) SUPPORTING INFORMATION 1.0 Details of the proposal 1.1 At the Cabinet meeting on 23rd October 2025, it was agreed to undertake a statutory consultation on the proposed borough-wide Additional Licensing Policy . The Policy Evidence Pack, full schedule of conditions and proposed licensing fees also formed part of the consultation package. 1.2 The proposed scheme will apply to all shared HMO’s with 3 or more persons living as two or more households sharing facilities such as bathrooms and/or kitchens. 1.3 The October Cabinet report presented data from the Housing Tenure Survey which took place in August 2025. This provided compelling evidence of concerns in the borough linked to poor housing conditions, antisocial behaviour and the overall impact on communities. 1.4 It found widespread concerns around poor property management, under -regulation, and tenant safety, particularly in HMOs where serious hazards were 3 times the national average. Many properties are not currently licensed, and there are indications of significant non-compliance among landlords. 1.5 The findings highlight the need for stronger oversight and enforcement to address poor housing conditions and recurring issues such as noise disturbances, waste problems, and repeat ASB incidents. 1.6 Additional Licensing schemes provide Councils with the option to regulate HMO’s further than the limitations of the mandatory scheme. By licensing HMO’s , Landlords will be expected to comply with a range of conditions relating to the condition of accommodation, behaviour of tenants and impact on communities. 1.7 Councils have additional powers under an Additional Licensing scheme to deal with resident complaints and may carry out enforcement in cases where licence conditions are not adhered to. 2.0 Consultation Activity 2.1 The overarching aim of the consultation activity is to support the successful delivery of the statutory consultation required within the Housing Act 2004, which in turn , enables the Council to make a decision about the introduction of additional licensing for HMOs in Hillingdon. The aims of the activity were:  To inform those likely to be affected by a potential decision pending consultation and Cabinet approval on whether or not to introduce additional licensing for HMOs.  To capture any representations made by those impacted by a potential decision pending consultation and a Cabinet decision on whether to introduce additional licensing for HMOs. Cabinet – 19 February 2026 (Part 1 Public) 2.2 The Council conducted the public consultation for 10 weeks from 31st October 2025 to 11th January 2026 and invited views on the proposed additional licensing scheme, including the scope, conditions, fees, and potential alternatives. 2.3 Engagement was carried out via an online survey which was heavily prom oted through informative posts via the Councils social media channels throughout the consultation period. The consultation was launched via a press release . Social Media engagement activity is detailed below showing a high response rate to posts overall.  Facebook - 5 different posts including a video:  179,657 views  638 link clicks  Instagram - 4 different posts including a video:  11,085 views  33 link clicks (no direct link included on Instagram so this is a push to the ‘link in our bio’ so not uncommon to be low)  Twitter/X - 5 different posts including a video:  3,097 impressions  39 link clicks  Instagram/Facebook stories - 3 posts:  3,189 views  43 link clicks  3 posts via the Council Whatsapp channel with 2,748 followers  YouTube - 437 vid eo views - Hillingdon Council managing HMOs and protecting residents (article 4 and additional licensing mentioned)  E-newsletter - Hillingdon People Extra - more than 35,500 recipients - included in two editions (August and November) - 282 link clicks 2.4 The consultation pack and links to the survey were emailed directly to statutory consultees, industry representatives, residents & tenants associations and partner organisations. 2.5 A feature was included in the Nov/Dec edition of Hillingdon People with details about how to respond. 2.6 Officers carried out two consultation events in December which targeted residents and landlords. These events included officer presentations on the scheme and provided a forum to raise concerns and questions about the proposed scheme and HMO’s in general. Both events were well attended. 2.7 Leaflets and posters were distributed around the borough in libraries and retail locations to highlight the consultation and invite responses. 3.0 Consultation results and analysis 3.1 The consultation survey questions invited views on:  Agreement/disagreement with the scheme  Likely impact of the scheme I.e. positive impact on housing conditions Cabinet – 19 February 2026 (Part 1 Public)  Suggestions for alternative measures  Agreement/disagreement with proposed conditions  Agreement/disagreement with proposed fees  Suggestions to improve the condition/management of HMO’s  Free text boxes included for additional comments 3.2 A total of 1003 responses were received through the online survey, including 3 individual responses submitted via email. 3.3 Individual responses were submitted by:  Property Mark – A professional trade body representing estate and lettings agents across the UK.  Safe Agent – An accreditation organisation representing lettings and management agents in the private rented sector.  Cllr Douglas Mills, Ward Councillor for Ruislip Manor Ward. 3.4 The full consultation analysis report is included in Appendix 1. A summary of responses to each question is highlighted below. Overview –  80% agree with the scheme.  797 responses say the scheme will help improve the quality of neighbourhoods.  779 responses say it will help identify poorly performing landlords.  75% agree that landlords should meet conditions to make sure that properties are safe and well managed.  58% agree with the proposed fee of £1,401.  88% of responses were from residents.  3% of responses were from landlords.  9% of responses were from tenants. 3.5 Question 1 – Agreement with the introduction of the scheme 80% (812) of responses agreed that the Council should introduce the scheme. 15% (155) responded with ‘no’ indicating disagreement with the proposal. 5% (53) responded with ‘maybe’. 3.6 Question 2 – For those who responded ‘no’ to Q1, why? 155 responses said ‘no’ to the scheme, howe ver when asked why in Question 2, the majority of responses were suggesting an outright ban on HMO’s with many citing community impacts, ASB, environmental concerns , financial motivation and immigration as main drivers for their opposition. 3.7 Question 3 – positive impacts of additional licensing There were high response rates to this question with responders indicating that additional licensing would have a positive effect on housing conditions, safety standards, Cabinet – 19 February 2026 (Part 1 Public) neighbourhood impacts, te nant’s rights, poor performing landlords and supporting compliant landlords. 3.8 Question 4 – Alternative measures 58% (587) respondents indicated ‘yes’ when asked if the Council should consider any alternative measures to additional licensing. 42% (433) respondents said ‘no’. 3.9 Question 5 – State alternative measures The 58% (587) respondents who answered ‘yes’ to Q4 were asked to comment on what alternatives the Council should consider. 572 comments were received to this question with a high proportion suggesting an outright ban on HMO’s or limiting the number of HMO’s. Many comments also suggested stronger enforcement powers, Article 4 directives, alternative housing solutions and more restrictive licensing schemes or a shorter duration for licences. 3.10 Question 6 – Further comments on the proposals There were 459 comments received to this question with many responders voicing concerns and opinions about the impact of HMO’s . Many comments promoted stricter enforcement and penalties with strong opposition to HMO’s in residential areas. 3.11 Question 7 – Agreement with proposed conditions 75% (760) agreed with the proposed conditions. 11% ( 110) disagreed with the conditions and 14% (145) responded with ‘maybe’. 3.12 Question 8 – Suggestions for improving conditions and management of HMO’s 664 comments were received to this question with the majority of respondents citing strong opposition to the principle of HMO’s with many stating that the Council should introduce tougher enforce ment and penalties with more inspections being carried out . Other suggestions included higher Council Tax, Landlord accreditation, public reporting systems, enforcement teams funded by fees, and waste management. 3.13 Question 9 – Agreement with proposed fee 58% (587) of respondents responded with ‘yes’ in agreement with the proposed fee of £1401. 26% (261) of respondents responded with ‘no’, not in agreement. 17% (171) responded with ‘maybe’. 3.14 Question 10 – For those who responded ‘no’ to Q9, why? 246 comments were received to this question with the majority view stating that the fee is too low and many suggestions were for a higher fee between £3000 - £10,000 per year with an extreme suggestion of £100,000 . The minority view was concerned with high running costs of the licence being passed onto tenants and the impact on affordability. 3.15 Question 11 – Further comments on proposed fees 471 comments received with high levels of support for higher fees and suggestions for annual fees or tiered pricing linked to property value or rental income. A m inority of responses were concerned with the cost of living pressures and landlords leaving the market if licensing costs are too high. Cabinet – 19 February 2026 (Part 1 Public) 4.0 Comments to consultation responses and themes 4.1 Appendix 1 details the range of responses and themes and provides details on the Council’s response to comments and suggestions made by consultees. 5.0 Links to Corporate Priorities 5.1 The Hillingdon Housing Strategy highlights the need to develop a more detailed understanding of the private rented sector including its condition linked to potential concerns regarding fire precautions, inadequate heating, sub -dividing of properties, overcrowding, damp and mould growth and poor housing conditions for vulnerable households. This included an action to ‘gather evidence regarding the prevalence of poor conditions in the different parts of the private rented sector and consider the feasibility of different discretionary licensing options.’ 5.2 The evidence will inform wider strategic and policy issues which the Council can consider. For example, conversions of sheds/garages/outbuildings, exploitation, modern slavery and trafficking, those arriving to the UK through Heathrow, vulnerable tenants etc. 5.3 The evidence from the Housing Tenure Survey has indicated 1,871 hidden HMOs, which could lead to additional Council Tax and Business Rate income streams for the Council. 6.0 Implementation 6.1 Should the Cabinet approve the Additional Licensing Policy, it should be noted that there are statutory obligations which the Council must fulfil prior to the policy taking effect. 6.2 Section 55 of the Housing Act 2004 requires the Council to make arrangements to secure the effective implementation of the licensing regime and to ensure that licence applications are determined within a reasonable time. In Hillingdon, this will require additional staffing in the Private Sector Housing Service, online application capability and changes to existing triage and case management systems. 6.3 Section 57 of the Housing Act 2004 requires the Council to ensure that the Additional Licensing Policy is consistent with the borough’s Housing Strategy and to take a c o- ordinated approach to deal with homelessness, ASB and empty properties in the private rented sector. Preparation for this is underway with Housing and ASB teams with a working group being established. 6.4 Section 58 of the Housing Act 2004 confirms that the designation of an Additional Licensing Policy area cannot take effect any earlier than 3 months after the designation is made. 6.5 Section 59 of the Housing Act requires the Council to publish a notice of the designation. 6.6 In order for the Counci l to comply with these requirements, it will need to address resourcing and system requirements within the Private Sector Housing Service to ensure that there is staffing capacity, application pathways and appropriate systems in place to effectively administer and enforce the scheme. Cabinet – 19 February 2026 (Part 1 Public) 6.7 It should also be noted that this is a significant new policy for Hillingdon and that private rented sector landlords will need fair and reasonable notice of the scheme so that they can make applications. It is highly likely that many properties will require upgrades or other physical changes to bring them into compliance with the scheme and conditions, therefore it is reasonable to provide a time frame to complete this. 6.8 The following timeline for implementation is proposed: Designation made 19th February 2026 Statutory 3 month period before designation can come into effect (Section 58 Housing Act 2004) 19th May 2026 (Statutory 3 month period ends) Landlords can submit applications for new licences 20th May 2026 Deadline for landlord applications and full compliance required 23rd August 2026 Enforcement provisions commence and compliance expected 24th August 2026 7.0 Conclusion 7.1 The analysis of Housing Tenure and borough profile data results in a recommendation for a borough wide Additional Licensing Policy for Houses of Multiple Occupation (HMOs). 7.2 The consultation activity was widespread and generated over 1000 survey and individual responses with 80% of responders indicating support for implementing the policy. 7.3 The Council must now assess the resources required to implement Additional licensing and provide landlords with fair and reasonable notice of the scheme. 7.4 The Council must also consider the implications of the Renters Rights Bill, which will introduce new regulatory responsibilities and enforcement powers. 8.0 Article 4 Direction The Council enacted an immediate Article 4 Direction on 10 th December 2025 which implements significant changes regarding Planning Permissions for HMO’s . The Council will now require full planning permission for the conversion of dwellings (C3 use class) to a HMO (C4 use class). This direction applies to the whole borough. Cabinet – 19 February 2026 (Part 1 Public) Financial Implications Additional licensing for Houses of Multiple Occupancy is currently at a decision stage and being managed within the existing resource and as such will not require any immediate financial budget. Approval of this new policy is being sought by Cabinet and upon this decision costs connected to these works have been assessed for budgeting purposes to ensure any operational ongoing financial impact will be fully contained within the service area. The fee of £1 ,401 has been calculated to ensure full cost recovery of administration and enforcement of the scheme and the public consultation indicated significant agreement with the fee proposed. Within the Fees and Charges schedule, it is proposed that the current £50 flat ‑rate discount for accredited landlords or managing agents be replaced with a 10% discount. RESIDENT BENEFIT & CONSULTATION The benefit or impact upon Hillingdon residents, service users and communities? Evidence shows that a significant proportion of HMOs in the borough are being managed ineffectively, proven by the cumulative presence of serious housing hazards and/or significant and persistent ASB. For residents, the measures aim to improve housing standards, reduce anti-social behaviour, and enhance neighbourhood quality. Benefits would include better landlord accountability, safer living conditions, and more consistent enforcement. Residents and the wider community have had an opportunity to submit their views to the Council for full consideration through a full public consultation exercise. The Human Rights and Equalities Impact Assessment has been updated in consideration of responses to the consultation. Consultation & Engagement carried out (or required) A full public consultation was carried out between 31st October 2025 and 11th January 2026. Full details and findings of the consultation have been included within the body of the report and appendices. CORPORATE CONSIDERATIONS Corporate Finance Corporate Finance have reviewed this report an d concur with the Financial Implications set out above, noting approval is sought for the Additional HMO Licensing Policy and associated licence conditions, together with the proposed Fee Schedule. Cabinet – 19 February 2026 (Part 1 Public) Furthermore, it is noted the programme to implement the Add itional Policy to date has utilised existing resources to contain the costs within existing budgets, a growth provision has been included within the MTFS refresh to create the further capacity needed in advance to meet the requirements to deliver the new policy within the first year, with this amount being reversed in future years when the policy has been embedded and the full cost recovery comes in to effect. Additionally, it is noted the new Additional Policy and Fee Schedule, has been assessed to ensure full cost recovery of the services, with the proposed fees of the scheme presented for approval within this report. Legal Legal Services notes the proposed implementation of the Additional Licensing Policy together with the appendices, consisting of: Consultation Response Analysis; Additional Licensing Conditions; Schedule of Fees; and Equality & Human Rights Impact Assessmen t. The main provisions from the relevant legal framework under the Housing Act 2004 are already included within the body of the report and referenced under the ‘background papers’ section. The scheme is proposed under Part 2 of the Housing Act 2004 (Lic ensing of Houses in Multiple Occupation) and will permit the Council to designate areas for additional licensing of HMOs not already covered by mandatory licensing. The proposal is to implement a borough-wide additional licensing scheme. The Council has undertaken the necessary steps to comply with the statutory requirements, including assessing the management of HMOs in the designated areas, consulting those affected, ensuring consistency with its housing strategy, and considered alternative measures. Section 56 of the Housing Act gives the Council the power to designate areas for additional HMOs licensing if a significant proportion of HMOs in the area are managed ineffectively, leading to problems such as anti -social behaviour or poor housing condit ions for occupants or the public. Extensive research has been carried out and evidence gathered to justify a borough -wide approach as presented from the Housing Tenure Survey which took place in August 2025 and referenced in the October Cabinet report. Key features of the survey identified: • An estimated 2,537 HMOs exist in Hillingdon, of which only 666 are licensed indicating 1,871 hidden HMOs. • 30% of HMOs in Hillingdon are predicted to have serious housing hazards, three times the national average. • 3,850 ASB incidents linked to HMOs over five years, with repeat ASB indicating poor management. • HMOs are dispersed across all wards, not concentrated in specific areas • Existing enforcement powers under the Housing Act 2004 are reactive and slow, and voluntary schemes lack reach and enforceability. Section 56(3)(a) of the Housing Act 2004 requires the Council to take reasonable steps to consult persons likely to be affected by the designation and consider any representations made during the consultation process. The consultation must include a draft proposal that clearly identifies the area to be designated, its consequences, and the likely licence conditions to be imposed. The Cabinet – 19 February 2026 (Part 1 Public) Council has taken reasonable steps to consult persons likely to be affected by th e designation, including landlords, tenants, and other residents. The Council conducted a public consultation for 10 weeks from 31 October 2025 to 11 January 2026 and the full consultation analysis is in Appendix 1. Section 57 of the Housing Act 2004 man dates that Councils ensure the designation aligns with their overall housing strategy and adopt a coordinated approach to address issues such as homelessness, empty properties, and anti -social behaviour in the private rented sector. The Council has ensured that the designation aligns with its overall housing strategy which highlights the need to develop a more detailed understanding of the private rented sector. Preparation is underway with the Council’s Housing and ASB teams with a working group being est ablished to ensure the Council adopts a coordinated approach to address issues such as homelessness, empty properties, and anti-social behaviour in the private rented sector. The Council has evaluated whether alternative measures could effectively address the identified problems and conclude that the designation will significantly assist in resolving these issues. This evaluation complies with section 57(4) of the Housing Act 2004. Regulation 9 of the Licensing and Management of Houses in Multiple Occupation and Other Houses (Miscellaneous Provisions) Regulations 2006 requires the Council to publicise the designation within seven days of its confirmation or making. The notice must be placed on a public notice board at one or more public office with in the designated area, published on the Council’s website, and published in at least two local newspapers. BACKGROUND PAPERS  Housing Act 2004 (legislation.gov.uk)  The Licensing and Management of Houses in Multiple Occupation (Additional Provisions) (England) Regulations 2007 (legislation.gov.uk)  Houses in multipl e occupation and residential property licensing reform: guidance for local housing authorities - GOV.UK (www.gov.uk)  Cabinet update report – July 2025  London Borough of Hillingdon - Agenda for CABINET on Thursday, 23rd October, 2025, 7.00 pm  Additional Licensing Proposal Evidence Pack.pdf  Article 4 Direction HMOs

Appendix 1 - Additional Licensing Scheme for HMOs, consultation analysis Online Consultation Outcomes  Online for 72 days (>10 weeks), ended 11th January 2026  1,000 responses received  Average time to complete 28 minutes  2,500 free text comments received across 6 questions Who responded - Demographics By area of borough A good spread of responses from across the borough were received; 32% from the North of the borough, 39% from Central areas and 29% from the South: Area Postal area Responses Where in borough? North HA4 203 Ruislip HA5 33 Eastcote / Pinner HA6 27 Northwood UB9 57 Harefield Central UB10 222 Ickenham and Hillingdon East UB8 170 Uxbridge South UB3 67 Hayes UB4 90 Hayes / Yeading UB7 130 Yiewsley / West Drayton / Heathrow Villages Age – 54% aged 55+ Disability – 70% answered no, with 17% saying yes and that their day-to-day activities limited a lot or a little: 51% said they had a physical disability: Religion - 48% of respondents stated Christian, with 25% preferring not to say: Relationship status – 56% are married, 21% preferred not to say: Ethnicity - 64% of respondents stated they are White, 26% preferred not to say: Gender - 52% are female, 34% male and 14% preferred not to say: Quick snapshot of responses Support for the scheme Quick snapshot of responses: - 80% agree with the proposed scheme - 797 of those who responded say the scheme will help improve the quality of neighbourhoods - 770 of those who responded say the scheme will help identify poorly performing landlords - 58% say we should consider alternative measures - 75% agree that landlords should meet conditions to make sure that properties are safe and well managed - 58% agree with the proposed fee of £1,401 Over 2,500 comments were received across the six free text boxes. - many people ‘confused’ the need for responses on the licensing scheme for a general dislike of HMOs and the behaviour of residents within them - whilst 58% agree with the proposed fee, many suggest an annual cost or a scheme based on the number of bed / residents - concerns over safety of surrounding areas and ASB, lack of enforcement, degradation of neighbourhoods - not many comments focus on the welfare of those who live in HMOs - a feeling that the borough needs family sized homes, not HMOs and that landlords are ‘only in it for the money’ - concerns for the density of the population and lack of infrastructure to support any growth in the population - many also raised concerns about ‘beds in sheds’ - many question the council’s enforcement practices Would an additional licensing scheme help with any of the following (all respondents)? Key themes from consultation (all 2,500 comments) and Hillingdon’s response Theme Indicative comments Hillingdon’s response 1 Strong opposition to HMOs in general Many respondents call for zero HMOs or a complete ban, citing concerns about:  Safety risks (crime, drugs, violence, intimidation)  Impact on families and children, especially near schools  Loss of community cohesion and neighbourhood character Emotional language reflects fear and frustration, with repeated mentions of illegal immigration and anti-social behaviour.  The Council recognises the frustration felt by residents concerning HMO ’s across the borough. However, the Council has no legal power to enact an outright ban for these properties and it is recognised that HMOs ’ form a crucial part of the borough housing stock, providing more afford able housing compared to other properties.  The Council is recommending the implementation of Additional Licensing so that conditions, management and community impacts can be robustly monitored and enforced where necessary.  Landlords will have to comply with HMO Licence Conditions which cover a range of compliance requirements to limit the impacts of HMO’s.  The proposed additional licensing scheme will further strengthen our regulatory toolkit, enabling more effective oversight of HMOs.  Furthermore, the Council has recently enacted an immediate Article 4 Direction which now requires all proposed conversions of dwellings to HMO’s, to go through the full Planning Application process. 2 Safety concerns, community cohesion and neighbourhood character Many comments highlight fears about antisocial behaviour, crime, and illegal activities linked to HMOs. Examples include drug use, noise, and violent incidents. Waste & street scene: Persistent issues with fly tipping, overflowing bins, lack of bin storage; requests for mandatory waste plans, more bins, and fines. Noise & ASB: Desire for faster response routes, dedicated HMO team, and hotline/portal for anonymous reports with feedback loops to residents. Residents report feeling unsafe and that HMOs disrupt family-oriented neighbourhoods, causing stress and  The Additional Licensing scheme provides the Council with additional powers to tackle the impacts of HMO ’s on communities . This is done through compliance with licence conditions and enforcement actions where necessary.  The Additional Licensing scheme forms part of the Councils overall capabilities to deal with anti-social behaviour and enviro-crime. The Council has a coordinated approach to tackling anti -social behaviour and ensures that cases and information is shared b etween teams to work on response solutions.  Resources within the Private Sector Housing service will be scoped to ensure that the Council has the required number of professionally qualified officers to administer and enforce the scheme. lowering quality of life. Fear of loss of family housing stock and declining property values. Concerns about too many occupants in small properties, leading to parking issues, rubbish overflow, and pressure on local services (schools, healthcare, drainage). Requests for limits on the number of HMOs per street/ward and consultation with neighbours before approval. Calls to expand council housing, studios/hostels for single people, and non-HMO solutions.  There are limitations on the Councils powers to influence the private housing sector to provide more housing of a particular type, i.e. studios, hostels etc.  Licences will provide a system of regulation where checks on properties and checks on landlords will form part of the licensing process.  The enactment of the Article 4 Direction is likely to have an impact on the placement and overall number of HMO ’s due to the requirement for full planning permission.  HMO licensing focuses on; Property condition and layout, L andlord suitability, Management arrangements. It does not consider the number of HMOs in an area or potential nuisance, and there is no public consultation. Furthermore, the Council does not have legal power to refuse HMO applications on the basis of proximity of other HMO’s, saturation of HMO’s in a locality or on amenity of the local area. 3 License design, funding and fees Widespread agreement that the proposed fee (£1,401) is too low compared to landlords’ profits. Suggestions range from £5,000 to £10,000 per licence, or fees based on:  Per Room / Per Tenant Charges  Percentage of Rental Income  Annual Fees Instead of 5-Year Licences Rationale: Higher fees would:  Deter landlords from converting family homes into HMOs  Fund enforcement and inspections  Ensure only serious landlords operate HMOs  The fees have been calculated in accordance with the princip les set out in the Housing Act 2004, ensuring that they are cost neutral. This means that the fee structure is designed solely to recover the costs of establishing, administering and enforcing the scheme . The Council is not allowed to generate a surplus or create income to subsidise other Council services. The cost of inspections and enforcement has been built into the proposed fee.  The Council could opt to provide a different fee structure and an instalment system for licence fees, howeve r, the Council has avoided overly complex fee structures and payment systems. Such complexity will require additional resources to manage and would ultimately lead to higher fees for applications.  The Council believes it fair and proportionate to offer a financial incentive to landlords who demonstrate good management practices and good compliance. It was proposed to introduce a discount of £50 for accredited/registered landlords, however consultation has indicated that this would not be a large enough incentive for Landlords to seek accreditation. It is proposed in the fee schedule to increase this discount to 10%, representing a monetary discount of £140.10 on the fee of £1401. Conditions: Mandatory garden/externals upkeep, bin storage, parking plans, complaint response SLAs, and landlord accreditation/training. Penalties & Fines: Calls for substantial fines (£10,000+) for non-compliance, illegal conversions, and antisocial behaviour. Council Costs & Resources: Concerns that enforcement will require significant funding and staffing. Many suggest fees should cover inspection costs and community impact. Economic Impact on Tenants: Some fear higher fees will be passed on to tenants, making housing less affordable. Affordability objections: A minority warn higher fees will be passed to tenants; some call the scheme “money-making”. A smaller minority argues for lower/targeted fees and focusing only on rogue landlords. Target rogue landlords, not everyone: Several argue that existing legal checks (Gas Safety, EICR) already cover core safety and the council should focus enforcement on landlords who fail these basics rather than expanding borough-wide licensing. Opposition to borough-wide schemes: Preference from some for targeted/selective licensing in hotspots instead of a blanket approach.  The Council believes that the proposed fee of £1401 represents good value for money over the 5 year licence period and should be a manageable cost for maintaining high standards of property management.  The scheme has been proposed to apply to the whole borough. This is because of compelling data from the Housing Tenure Survey showing concerns across all data sets in every ward. If the Council were to apply the scheme to only certain wards, it would create an inconsistent scheme of regulation and could se e the displacement of problem HMO ’s to wards where the scheme does not apply. Therefore, the Council is committed to introducing the scheme across the whole borough. 4 Enforcement, accountability and inspections Calls for regular inspections (annual, more frequent or unannounced). Strong demand for strict penalties for non-compliance:  Fines up to £30,000  Licence revocation for repeat offenders Suggestions for mandatory landlord accreditation, DBS checks for tenants, and public registers of HMOs. Emphasis on zero tolerance for rogue landlords and illegal conversions (eg “beds in sheds”). Desire for swift prosecutions, heavy fines, and licence revocation for repeat non-compliance (including waste, ASB, overcrowding, planning breaches, beds in sheds). Landlord accountability: Make landlords responsible (and fineable) for waste/rubbish, garden condition, parking arrangements, and ASB linked to their properties. Resource realism: Repeated doubts about LBH capacity to inspect / enforce HMOs; requests that fees fully fund a larger inspection/enforcement team and cross council working (Housing, Planning, ASB, Highways). Ideas include points-based licences, “name and shame” approaches, and bonds refundable only for clean compliance.  It is recognised that the introduction of Additional Licensing will place additional resource requirements on the Private Sector Housing Service . This will require additional officers who possess the skills and training to administer and enforce the scheme.  Following the outcome of the consultation , the Council will scope the additional resources required.  The Council has existing powers to deal with beds in sheds and issues with housing standards within the private rented sector. These powers provide options for substantial fines and licence revocation. The Council will consider the overall enforcement capabilities and capacity of the Private Sector Housing Team as part of the resourcing strategy for Additional Licensing.  Licences will include tailored conditions to support the proper management and operation of each HMO, reinforcing the Council ’s wider efforts to improve neighbourhood standards and reduce anti-social behaviour. 5 Planning controls and spatial limits Caps & spacing rules: Limit the number of HMOs per street/ward, set minimum distances between HMOs, and impose occupancy caps per dwelling aligned to size/amenities. Article 4 & planning permission: Widespread support to extend Article 4 and require planning permission for all HMOs/small HMOs; prevent conversions in family dominated residential streets. Location sensitivity: Some want restrictions near schools and on narrow residential roads; others suggest confining HMOs to main roads/detached houses.  The Council ’s HM O licensing policy now considers a property's planning status. However, licensing and planning are separate legal processes with different purposes.  HMO licensing focuses on ; Property condition and layout , Landlord suitability, Management arrangements. It does not consider the number of HMOs in an area or potential nuisance, and there is no public consultation. Furthermore, the Council does not have legal power s to refuse HMO applications on the basis of proximity of other HMO’s, saturation of HMO’s in a locality or on amenity of the local area.  Planning permission is required for all new HMOs under the borough-wide Article 4 Direction and allows the Council to assess ; Impact on neighbours and local character, Cumulative effects of HMOs, Community input through consultation. Planning processes and consultation can consider proximity, saturation and amenity of the local area.  Landlords must comply with both regimes. A licence does not grant planning consent, and vice versa.  To ensure coordination, the Council maintains regular communication and collaboration between planning and licensing teams, helping to manage permissions and complaints effectively. 6 Tenant / landlord vetting and behaviour Calls for:  Background checks (criminal history, immigration status)  Restrictions on all-male HMOs or high-risk occupants Some suggest DBS checks and limits on occupancy per property. Right to rent & ID checks: Calls for proof of ID/immigration status, sometimes DBS checks (where lawful/appropriate), and clearer “fit and proper” expectations for managers.  The Council has carefully considered the requests for criminal background checks and immigration checks on tenants. The Council is only permitted to require DBS checks for licence holders or managers, and only where proportionate to the “fit and proper person” assessment. The Council is not permitted to require DBS checks or background checks on occupants. To do so would fall outside the statutory purpose of licensing and would amount to unlawful interference with tenants’ rights.  The Council is unable to regulate the gender mix of residents or restrict specific categories of tenant, such as all‑male groups or individuals perceived as high‑risk. Such restrictions would breach the Equality Act 2010 and would exceed the purpose of Part 2 of the Housing Act 2004, which is focused on property condition and management rather than tenant demographics. It is also recognised that decisions relating to tenant selection are business matters for landlords and cannot be directed through HMO licensing. Clear house rules & induction: Tenant welcome packs on rubbish, parking, noise, and community norms; visible standards posted in properties. Calls for clear landlord accountability for tenant behaviour affecting the public realm (waste, noise, parking). Some warn that holding landlords responsible for all tenant behaviour can be legally challenging without effective eviction routes.  The Council acknowledges the requests for DBS checks on tenants and adjusted occupancy limits. The Council can only impose occupancy limits that are based on statutory standards, including room size requirements, levels of provision for kitchens and bathrooms, and fire safety. These limits must be evidence‑based and non‑discriminatory. The Council cannot set conditions relating to the personal profile, background, or characteristics of the occupants.  Landlords retain a statutory duty to carry out Right to Rent checks. The Council can require applicants to confirm that they have systems in place to comply with these duties. However, the Council cannot require landlords to submit copies of immigration documents or conduct additional checks beyond those required under the Immigration Act 2014. Any attempt to do so would duplicate Home Office functions and could be considered discriminatory.  The Council considers it appropriate and proportionate to require clear house rules and written tenant inductions. These measures support effective management practices and ensure that tenants understand their responsibilities in relation to waste disposal, recycling, noise, fire safety, and parking. The introduction of welcome packs and the display of key information within the property is consistent with Schedule 4 of the Housing Act 2004 and promotes compliance with the HMO Management Regulations 2006.  The Council agrees that clear standards should be visibly displayed within HMOs. Requirements may include waste and recycling instructions, anti‑social behaviour expectations, contact details for the manager, fire safety notices, and a copy of the licence. These measures provide transparency and assist both tenants and enforcement officers, reflecting good practice used by many local authorities nationally.  The Council acknowledges public concerns regarding tenant behaviour affecting the wider community, including noise, waste, fly‑tipping and parking issues. The Council can impose conditions requiring landlords to put in place appropriate management systems. These may include documented ASB procedures, evidence of prompt and reasonable steps in response to complaints, records of warnings issued to tenants, and cooperation with the Council or the police where necessary. These expectations are consistent with Schedule 4 mandatory licence conditions and the HMO Management Regulations 2006.  The Council recognises that there are legal limits to landlord control over tenant behaviour. Licensing cannot require landlords to guarantee that no nuisance will occur, nor can it require eviction on demand or impose strict liability for all tenant actions. Landlords must comply with statutory eviction procedures set out in the Protection from Eviction Act 1977 and the Housing Act 1988. As such, licence conditions must focus on requiring landlords to take reasonable and proportionate steps, rather than achieving absolute behavioural outcomes.  In setting licence conditions, the Council must ensure that they are practical, proportionate and enforceable. The Council will require landlords to have appropriate management systems in place, including written policies, clear records, and demonstrable action when issues arise. The Council cannot impose conditions that would require policing of tenant behaviour or conditions that would be impossible for landlords to fulfil.  The Council’s approach ensures that only lawful, proportionate and evidence‑based conditions are imposed. This maintains fairness for responsible landlords, supports higher management standards, and ensures that the licensing scheme remains robust, enforceable and compliant with statutory requirements. 7 Transparency and communication Residents want clear reporting channels for complaints and neighbour notifications when an HMO is proposed. Public registers: Publish address/owner/manager details (within legal bounds), inspection history, and a searchable HMO register.  The Council is committed to responding to concerns about HMOs and ensuring that both landlords and tenants play their part in maintaining safe, well-managed homes.  Residents can report suspected unlicensed HMOs or concerns about licensed properties using the Council’s online reporting tool. Reports can be made at any time of the day or night, and all complaints are reviewed and investigated in line with our enforcement policy.  There is no requirement for the Council to notify residents/neighbours of an application for a HMO licence application and it should be noted that resident comments and feedback do not form part of the licensing Resident engagement: Consult neighbours before granting/renewing licences; provide direct contact routes to landlords/managers and the council team. Monitoring & reporting: Publish ward level counts, enforcement stats, and trends. 24-hour helpline and online reporting portal for complaints. Feedback loops to ensure residents’ concerns are acted upon. process. The Planning requirements for HMO’s under the Article 4 Directive will include consultation with residents and comments made will form part of the planning considerations.  The Council will publish data and licence registers in line with its statutory responsibilities under the Housing Act. 8 Occupancy, standards and property conditions Occupancy caps aligned to size/amenities; no ad hoc “hot bedding.” Routine checks on fire safety, damp/mould, kitchens added upstairs, electrical/gas safety (noting some feel existing Gas Safe/EICR should suffice). External standards (gardens, boundaries, facades) to be explicitly enforced. Suggestions for permit limits per HMO/room, mandatory on plot parking plans, and penalties for highway obstruction.  The Council recognises the concerns raised regarding occupancy levels and the prevention of practices such as “hot bedding.” The Council is already empowered under the Housing Act 2004 to set occupancy caps linked to room sizes, amenity provision, fire safety and HHSRS considerations. These standards ensure that occupancy levels remain safe, proportionate and evidence‑based. The Council is no t permitted to impose arbitrary caps beyond these statutory criteria, but it will continue to assess each property to determine the maximum number of occupants that can be safely accommodated.  The Council acknowledges requests for routine checks on fire safety, damp and mould, electrical and gas safety, and the regulation of additional kitchens or facilities installed on upper floors. The Council already has powers to address these issues through licensing conditions, the HMO Management Regulations 2006, HH SRS inspections, and existing statutory safety requirements including Gas Safe certification and Electrical Installation Condition Reports. The Council considers the existing inspection framework sufficient, and additional licensing will reinforce complian ce with these essential safety standards.  The Council notes the calls for stronger enforcement of external property standards, including gardens, boundaries and building facades. The Council is able to address external disrepair, waste accumulation and haz ards through HMO licence conditions, the HMO Management Regulations 2006 and existing environmental health legislation. However, the Council is not permitted to set conditions requiring an HMO to match the aesthetic standards of neighbouring private dwellings, such as landscaped gardens or decorative features, as this would exceed the scope of licensing powers. The Council’s remit is limited to ensuring that external areas are free from significant hazards, maintained in a safe and hygienic condition and managed in accordance with statutory expectations. As part of the scheme, the Council will continue to emphasise the importance of maintaining external areas to an acceptable standard in order to safeguard local amenity, without imposing aesthetic requirements that fall outside the legal purpose of property licensing.  The Council has considered the suggestion that HMOs should be subject to parking permit limits or mandatory on ‑plot parking plans, with penalties for highway obstruction. The Council must operat e within the limits of licensing powers, which do not extend to controlling public highway use or determining parking allocations beyond measures linked to property management. The Council can, however, require landlords to provide tenants with clear guida nce on local parking arrangements and waste collection rules, and to take reasonable steps where parking ‑related complaints arise. Regulation of the public highway remains the responsibility of the relevant highways and parking services.  Overall, the Counc il will continue to apply conditions that are fair, proportionate and enforceable. Conditions must relate to the safe occupation and effective management of the property. The Council cannot impose obligations that fall outside the statutory purpose of the licensing regime or that require landlords to control matters beyond their reasonable influence. This approach ensures that property standards are raised while maintaining a lawful and balanced application of additional licensing powers. 9 Alternative measures Ideas include higher council tax for HMOs, business rates for landlords, and reinvestment of fees into affected communities. A notable strand prefers targeted/selective licensing in problem hotspots rather than borough-wide measures; others support borough-wide but resourced to be effective.  The Council does not have powers to attach higher rates of Council Tax or Business Rates to HMO ’s as these are legislated and rated via national systems. Licence fees will cover the costs of the administration and enforcement of the scheme.  The scheme has been proposed to apply to the whole borough. This is because of compelling data from the Housing Tenure Survey showing concerns across all data sets in every ward. If the Council were to apply the scheme to only certain wards, it would creat e an inconsistent scheme of regulation and could see the displacement of problem HMO ’s to wards where the scheme does not apply. Therefore, the Council is committed to introducing the scheme across the whole borough. Individual Response from Cllr Douglas Mills, Ward Councillor for Ruislip Manor Fee Structure & Discounts To encourage landlords to make more use of 'professional' letting agents we grant a 50% discount on the proposed fee. Using such agents, (properly registered with appropriate letting/managing agent bodies) makes it easier to 1. Know who to contact 2. Names of actual tenants, who will have been confirmed as legal to have a tenancy 3. Discuss issues quickly 4. Achieve mitigation or enforce as required By my maths, at £1,401 x 'hidden' HMOs we expect around £2.6m to cover a 5 year cycle. As take up will be lower, suggest fee should be £1,550, not that out of line with other Outer London Councils. Makes the 50% above discount a serious offer.  The Council believes it fair and proportionate to offer a financial incentive to landlords who demonstrate good management practices and good compliance. It was proposed to introduce a discount of £50 for accredited/registered landlords, however consultation has indi cated that this would not be a large enough incentive for Landlords to seek accreditation. It is proposed in the fee schedule to increase this discount to 10%, representing a monetary discount of £140.10 on the fee of £1401.  The housing tenure survey has indicated that the number of HMO’s which would fall under this scheme is nearer to 1000 resulting in income of £1.4million which will cover the administration, enforcement and compliance activity of the scheme over 5 years.  The fees have been calculated in accordance with the principles set out in the Housing Act 2004, ensuring that they are cost neutral. This means that the fee structure is designed solely to recover the costs of establishing, administering and enforcing the scheme. The Council is not allo wed to generate a surplus or create income to subsidise other Council services. The cost of inspections and enforcement has been built into the proposed fee. Individual Response from Safeagent Evidence base  Noted significant variation on the data for ward level Category 1 hazards within HMO’s, noting the highest levels in Belmore and lowest in Harefield Village and Ruislip Manor.  Noted the lack of clarity about data in relation to ‘hidden HMO’s’  Suggests that the evidence base does not justify a borough wide Additional Licensing scheme and that the scheme should be more targeted in problem areas.  It is noted that there are varying differences in the data between wards, however concerns are present across all data sets for every ward.  To clarify, the fi gure provided for ‘hidden HMO ’s’ applies to all HMO ’s. Further modelling has suggested that there could be approx 1100 properties which would fall in scope of Additional Licensing.  The scheme has been proposed to apply to the whole borough. This is because of compelling data from the Housing Tenure Survey showing concerns across all data sets in every ward. If the Council were to apply the scheme to only certain wards, it would creat e an inconsistent scheme of regulation and could see the displacement of problem HMO ’s to wards where the scheme does not apply. Therefore, the Council is committed to introducing the scheme across the whole borough. Licence fees  Concerns about the financial burden on landlords  Queries the fee calculation process  Challenges the proposed discount of £50 for registered landlords and recommends a discount of 20% to encourage meaningful incentive  Requests clarification on accreditation discounts for agents, not just landlords.  The fees have been calculated in accordance with the principles set out in the Housing Act 2004, ensuring that they are cost neutral. This means that the fee structure is designed solely to recover the costs of establishing, administering and enforcing the scheme. The Council is not allowed to generate a surplus or create income to subsidise other Council services. The cost of inspections and enforcement has been built into the proposed fee.  The Council could opt to provide a different fee structure and an instalment system for licence fees, however, the Council has avoided overly complex fee structures and payment systems. Such complexity will require additional resources to manage and would ultimately lead to higher fees for applications.  The Council believes it fair and proportionate to offer a financial incentive to landlords who demonstrate good management practices and good compliance. It was proposed to introduce a discount of £50 for accredited/registered landlords, however con sultation has indicated that this would not be a large enough incentive for Landlords to seek accreditation. It is proposed in the fee schedule to increase this discount to 10%, representing a monetary discount of £140.10 on the fee of £1401.  We have amended discounts to include Accredited Landlord or Agent. The discount is offered if they act as the licence holder or designated manager of a licensed HMO  The Council believes that the proposed fee of £1401 represents good value for money over the 5 year licence period and should be a manageable cost for maintaining high standards of property management. Licence conditions Suggests re-working/clarification on the below conditions  Condition 2 – Amenity & Spaces – suggest deletion  Condition 4 – Tenant references – suggest rewording to accommodate vulnerable groups  Condition 6 – Complaints procedure – requests clarity  Condition 7/7a – Suggests that this condition is excessive and suggests review  Condition 13(c) – smoking signs – Suggests deletion as covered by primary legislation  Condition 14 – External areas – Suggests clarification on responsibility external maintenance for blocks of flats  Condition 17 – Compliance works – clarity needed  Condition 27 – Fire safety – Queries the application of LACORS guidance  Condition 31 – Absence of licence holder – amendment needed for managed properties  Condition 33 – training – Awareness of training provisions  Condition 34 – Display of documents - Review  Condition 2: comment accepted. Revised version: The licence holder must ensure that the number of occupiers permitted in the HMO is appropriate having regard to the amenities, facilities, size and layout of the property as determined by the Authority at the time of licensing. This condition supplements mandatory national minimum room size requirements and the Council’s published Amenity & Space Standards.  Condition 4: comment accepted. Revised version: The licence holder must take reasonable steps to obtain references or other suitable information before granting a tenancy. Referencing must be applied fairly and must not exclude applicants who may be unable to provide conventional references, including those moving on from homelessness, prison leavers, people granted asylum or individuals fleeing domestic abuse. Where standard references are not available, the licence holder must consider appropriate alternatives, such as information provided by a previous accommodation provider, support service or relevant professional. For the purposes of this condition, a “satisfactory reference” means reasonable evidence that the applicant can engage with the tenancy agreement. Referencing processes must be carried out in a non-discriminatory manner and in accordance with the Equality Act 2010 and Right to Rent requirements.  Condition 6 comment accepted. Revised version: The licence holder must provide occupiers with clear written information, such as a complaints or reporting procedure, setting out how to report repairs, property condition issues or management concerns, including acknowledgement and response times. Where a national landlord redress scheme applies, details of the relevant scheme must also be provided to occupiers.  Condition 7/7a – comment accepted. Revised version: Condition 7 – Anti-social Behaviour The licence holder must take reasonable and proportionate steps to prevent and address anti-social behaviour associated with the property, including investigating complaints, keeping appropriate records and cooperating with the Council, Police or other relevant agencies where necessary. 7a – Prevention The licence holder must ensure that occupiers are made aware of their responsibilities regarding noise, waste management and anti-social behaviour, and that tenancy agreements include appropriate behavioural clauses. Referencing processes must be fair and must not require disclosure of criminal convictions or other sensitive personal data. Property inspections must take place at reasonable intervals, typically every six months, unless more frequent visits are justified due to previous management concerns or as directed by the Authority. 7b – Action Where the licence holder becomes aware of alleged anti-social behaviour, they must take reasonable steps to investigate, communicate with the occupiers involved, and where necessary, engage with the Council, Police or other relevant agencies. The licence holder must keep written records of any actions taken.  Condition 13(c) comment accepted. Revised version: The Licence Holder must ensure that: a. The common parts and areas in the premises are kept free from obstruction, in a clean condition and in good order and repair. b. Common areas, including shared living rooms, kitchens, and hallways are not used for sleeping by tenants or their guests. c. Where required by the Health Act 2006 and associated regulations, smoking is not permitted in any smokefree common area and at least one legible no smoking sign must be displayed in such areas. For the purposes of this condition “common parts” means— (i) the entrance door to the HMO and the entrance doors leading to each unit of living accommodation within the HMO; and (ii) all such parts of the HMO as comprise staircases, lifts, passageways, corridors, halls, lobbies, entrances, balconies, porches and steps that are used by the occupiers of the units of living accommodation within the HMO to gain access to the entrance doors of their respective unit of living accommodation.  Condition 14 comment accepted. Revised version: The licence holder must take reasonable steps to ensure that external areas under their control are kept clean, safe and free from disrepair. Where the exterior of the building or communal grounds fall under the responsibility of a freeholder, managing agent or other third party, the licence holder must take reasonable steps to report any defects or issues to the responsible party and, where appropriate, request that necessary works are undertaken  Condition 17 comment accepted. Revised version: Where the Authority identifies works necessary to ensure compliance with this licence or with statutory housing standards, the licence holder must complete such works within the reasonable timescale specified in writing by the Authority.  Condition 27 – comment accepted. Revised version: The licence holder must ensure that appropriate fire safety measures are provided, maintained and kept up to date in accordance with current fire safety legislation, including the Regulatory Reform (Fire Safety) Order 2005 (where applicable), the Smoke and Carbon Monoxide Alarm (Amendment) Regulations 2022, and relevant British Standards as amended. When determining appropriate fire precautions, the licence holder should have regard to recognised national fire safety guidance, including the LACORS “Housing – Fire Safety” guidance or any subsequent guidance issued by the Government or fire authorities. Fire safety measures must be reviewed and updated as necessary to reflect any changes in legislation or recognised guidance during the term of the licence.  Condition 31 comment accepted. Revised version: Absence of the Licence Holder Where the property is managed by a competent managing agent identified in the licence, this condition does not apply. Where no managing agent is appointed, the licence holder must ensure that suitable arrangements are in place for the effective management of the HMO during any period of their absence. These arrangements must include providing occupiers with up to date contact details for the person responsible during such periods, and displaying these details in a prominent position within a common area, preferably near the entrance door. Where the licence holder appoints a person to manage the HMO during any period of absence, they must: a. obtain from that person a signed declaration confirming that they understand the licence conditions by which they are bound and the consequences of failing to comply; and b. provide the Council with a copy of the signed declaration within 14 days of the change of circumstances.  Condition 33 Not applicable.  Condition 34 comment accepted. Revised version: The following documents must be displayed in a prominent position within a common area of the HMO: a. a copy of the current HMO licence; b. the name, address and telephone number of the licence holder or managing agent, including emergency contact details; c. a copy of the current Gas Safety Certificate (where applicable); and d. a copy of the Energy Performance Certificate. These documents must be kept up to date at all times. Delivering effective enforcement  Stresses the need for a well-resourced enforcement team to ensure fairness.  Warns that without enforcement, compliant agents bear disproportionate burdens.  All noted and agreed Recognised role and regulation of lettings agents  Encourages the council to engage with and support regulated letting agents.  Highlights existing legal obligations for agents and Safeagent’s enforcement toolkit.  All noted and agreed Individual Response from Property Mark Proposed licensed area  Suggests that the proposed borough wide Additional Licensing scheme will create confusion and that the scheme should be more targeted in problem areas.  The scheme has been proposed to apply to the whole borough. This is because of compelling data from the Housing Tenure Survey showing concerns across all data sets in every ward. If the Council were to apply the scheme to only certain wards, it would create an inconsistent scheme of regulation and could see the displacement of problem HMO’s to wards where the scheme does not apply. Therefore, the Council is committed to introducing the scheme across the whole borough. Fees  Concerns that the Council have not published data of a previous selective licensing scheme to evidence impact  Concerns about the financial impact on landlords  Requests clarification on accreditation discounts for agents, not just landlords.  The Council has never implemented Selective Licensing and therefore cannot provide any data.  The fees have been calculated in accordance with the principles set out in the Housing Act 2004, ensuring that they are cost neutral. This means that the fee structure is designed solely to recover the costs of establishing, administering and enforcing the scheme. The Council is not allowed to generate a surplus or create income to subsidise other Council services. The cost of inspections and enforcement has been built into the proposed fee.  The Council could opt to provide a different fee structure and an instalment system for licence fees, however, the Council has avoided overly complex fee structures and payment systems. Such complexity will require additional resources to manage and would ultimately lead to higher fees for applications.  The Council believes it fair and proportionate to offer a financial incentive to landlords who demonstrate good management practices and good compliance. It was proposed to introduce a discount of £50 for accredited/registered landlords, however consultation has indicated that this would not be a large enough incentive for Landlords to seek accreditation. It is proposed in the fee schedule to increase this discount to 10%, representing a monetary discount of £140.10 on the fee of £1401.  We have amended discounts to include Accredited Landlord or Agent. The discount is offered if they act as the licence holder or designated manager of a licensed HMO  The Council believes that the proposed fee of £1401 represents good value for money over the 5 year licence period and should be a manageable cost for maintaining high standards of property management. Engagement  Encourages the Council to implement robust processes and opportunities to engage with landlords and managing agents to promote better education and compliance with standards.  Suggests that the Council should actively encourage registration with professional bodies  Suggests a programme of training opportunities and landlord forums  It is the Councils intention to create better opportunities for engagement with landlords along with training and regular industry forums. These will be programmed as the resourcing and expansion of the Private Sector Housing team takes place. ASB & Enviro- crime  Recommends a multi-agency partnership approach to tackle ASB rather than relying on landlords to manage it.  The Additional Licensing scheme provides the Council with additional powers to tackle the impacts of HMO ’s on communities. This is done through comp liance with licence conditions and enforcement actions where necessary.  The Additional Licensing scheme forms part of the Councils overall capabilities to deal with anti -social behaviour and enviro -crime. The Council has a coordinated approach to tackling anti-social behaviour and ensures that cases and information is shared between teams to work on response solutions.  Licences will provide a system of regulation where checks on properties and checks on landlords will form part of the licensing process.  The Council believes it is appropriate to place some responsibility on landlords to play their part on managing community impacts caused by their tenants. If Scheme is approved  The Council should provide annual summaries of outcomes to demonstrate the impact of Additional Licensing. This would ensure transparency for stakeholders  The Council will provide periodic updates and reports to demonstrate the effectiveness of the scheme. Who responded Number of responses Do you agree with the proposed scheme? Do you agree with the mandatory conditions? Do you agree with the proposed fees? Landlords, managing agent or letting agents 25 Yes - 13 Yes - 15 Yes - 7 Private rented sector tenants (PRS) 26 Yes – 16 Yes - 17 Yes - 14 Council or housing association residents 60 Yes – 33 Yes - 31 Yes - 25 Residents living next to or near an existing HMO 407 Yes – 350 Yes - 322 Yes - 252 Feedback from Landlords “I just want to let out my property to good people who pay on time. Already things in place so they can complain if I do not comply” “Existing licensing scheme is 5 years, if the council needs additional information from the landlords - it should amend the existing licensing and not complicate matters by adding to it” “If you really want to do it, make it convenient, cheaper and quicker.” “I don't believe this will make bad landlords register just the good ones who will then sell up making the housing issues even worse.” “LL are under a lot of pressure due to renters right act , removal of section 21, additional tax, if you want to drive out all small landlords and allow the large Black rock faceless corporates to take over the UK and drive house prices up even further, then please go ahead.” “Extra costs for me that I do not have.” Feedback from PRS tenants “Normal people have no chance of saving, and eventually this will extend to not even being able to rent in the borough due to landlords being able to charge extortionate amounts because they'd rather rent out each room.” “A lot more checks to make sure they are being kept legal and run properly and turn up unexpectedly don’t make an appointment, you can tell when they know someone is coming, things get moved made better etc and then it all goes back as before after visit” “make it £500 and you will see landlords more willing to licence” Feedback from residents living next to or near an existing HMO “Make it a legal requirement for landlords to gain planning permission if they are buying a house to turn it into an HMO. To enable neighbours to have their say on how it will impact their lives by living next to an HMO and how that will affect the resale for their property in the future” “Limits to the number of people in one premises, keeping it appropriate to that dwelling.” “Set a number of ASB or criminal offences allowed in any one HMO. If the number of offences is reached close the HMO.” “Control number of HMO's in same streets/areas which disrupts streets through ASB, Vehicle parking, disrespect to existing residents. Regularly checking HMO properties and building works for unapproved changes. Rubbish/fly tipping being left outside HMO properties kerbside and front gardens, there’s no one in HMO's who wants to take ownership - adjacent properties to have contact information for the license owner to report instances direct.” “We have families that need houses not just one room in an adapted house. Be more scrupulous on who is living in these HMO’s in residential roads.” “These family homes should be for families.” Feedback from council of housing association residents “It's not the licence it's how stringent the checks are on the tenants” “I don’t believe expanding licensing will solve the problems with poorly managed HMOs. The Council already has the powers to deal with unsafe or badly run properties and should focus on enforcing the existing rules instead of creating more fees and bureaucracy. This scheme is likely to increase costs for good landlords, which will be passed on to tenants, without guaranteeing any real improvement for residents.” “My road has at least 12 there is no parking the litter and rubbish is overwhelming they use bikes and mopeds to work and there’s always noise it’s a nightmare” “I have seen people without registered or qualified electricians and gas people. install things in the home just because they want them.” “More robust checks and planning permissions. And more robust vetting of tenants. More robust checks to ensure no over-occupancy” “The council should consider targeted enforcement measures rather than borough-wide additional licensing. Focusing on problem areas and limiting further HMO development in streets already saturated with HMOs would be a more effective approach.”

PUTTING RESIDENTS FIRST PROPOSED HMO LICENSING CONDITIONS APPENDIX 2 Appendix 2 Page 2 of 23 NOTES 1. In these licence conditions:  “HMO” refers to the building or such part of it as is licensed under Part 2 of the Housing Act 2004 (The Act).  “Authority” refers to the local housing authority, namely the London Borough of Hillingdon.  “Licence Holder ” refers to: (a) the person to whom the Authority has granted this licence; and (b) from the date of their consent, any other person who agrees to comply with the licence restrictions and obligations that follow; 2. The following are standard conditions that will be attached to each HMO licence issued by the London Borough of Hillingdon under Part 2 of the Housing Act 2004. In some circumstances, where the Council believes there are specific issues not covered in the standard conditions for a particular property, additional or more specific conditions will be added. 3. It is the licence holder’s responsibility to ensure that the licensed property complies with all the conditions set out in this booklet. Failure to do so may lead to prosecution for a breach of the licence conditions, a loss of the licence, and an unlimited fine per offence, or the imposition of a civil penalty charge with a maximum of £30,000 per offence. 4. The licence holder is responsible for ensuring that all licence conditions are complied with at all times whether or not a manager or another person is bound by the conditions. 5. The property licence must be displayed within a communal area of the property and a copy of the conditions should be made available to all the occupying tenants. Appendix 2 Page 3 of 23 In accordance with the Housing Act 2004, section 67 and Schedule 4 there are two types of conditions that a licence can include: 1 Mandatory conditions are required by law and must be included in a licence. These mandatory conditions are in bold and do not form part of the consultation. 2 Discretionary conditions are those which the council can apply for regulating the management, use and occupation of the property and its condition and contents. The proposed discre tionary conditions do form part of the consultation and respondents are able to give us their views on these. Appendix 2 Page 4 of 23 Contents CONDITIONS OF THE LICENCE ................................................................................. 6 Permitted Occupation .................................................................................................... 6 1. Number of occupiers and households ................................................................ 6 2. Amenity and space (size of rooms) standards .................................................... 8 Tenancy Management ................................................................................................... 8 3. Terms of occupation ........................................................................................... 8 4. Tenant references .............................................................................................. 8 5. Deposits ............................................................................................................. 8 6. Complaints ......................................................................................................... 8 7. Anti-social behaviour (ASB) ............................................................................... 9 7a. Prevention ............................................................................................................... 9 7b. Action ...................................................................................................................... 9 Property Management ................................................................................................... 9 8. Gas .................................................................................................................... 9 9. Electrical Appliances .......................................................................................... 9 10. Furniture and Furnishings ................................................................................ 10 11. Heating and Insulation ..................................................................................... 10 12. Security ............................................................................................................ 10 13. Common Parts (shared areas) ......................................................................... 10 14. External areas .................................................................................................. 11 15. Refuse and waste ............................................................................................ 11 16. Repairs ............................................................................................................ 12 17. Compliance Works ........................................................................................... 12 18. Pest Control ..................................................................................................... 12 Appendix 2 Page 5 of 23 Fire Safety ................................................................................................................... 12 20. Fire precautions ............................................................................................... 13 21. Servicing and testing of systems and equipment ............................................. 13 22. Electricity supplies and fire safety .................................................................... 13 23. Doors ............................................................................................................... 14 24. Fire routine ....................................................................................................... 14 25. Fire blankets .................................................................................................... 14 26. Means of escape .............................................................................................. 14 27. Compliance with fire safety guidance ............................................................... 14 28. Electrical Installations ....................................................................................... 14 General ....................................................................................................................... 15 29. Consultation of Changes .................................................................................. 15 30. Notification of changes of circumstances ......................................................... 15 31. Absence of the Licence Holder ........................................................................ 16 32. Compliance inspections ................................................................................... 16 33. Training ............................................................................................................ 16 Documents to be displayed ......................................................................................... 16 34. Within the property ........................................................................................... 16 35. Licensing and Management Regulations ......................................................... 17 USEFUL INFORMATION ............................................................................................ 18 Appendix 2 Page 6 of 23 Proposed HMO Licensing Conditions CONDITIONS OF THE LICENCE Permitted Occupation 1. Number of occupiers and households The licence holder must ensure that the number of persons occupying the property and the maximum number of persons who may occupy each room does not exceed the maximum numbers stated on the licence. 1.1 The Licence Holder must ensure that the following minimum space standards are complied with: a. the floor area of any room in the HMO used as sleeping accommodation by one person aged over 10 years is not less than 6.51 square metres; b. the floor area of any room in the HMO used as sleeping accommodation by two persons aged over 10 years is not less than 10.22 square metres; c. the floor area of any room in the HMO used as sleeping accommodation by one person aged under 10 years is not less than 4.64 square metres; d. any room in the HMO with a floor area of less than 4.64 square metres is not used as sleeping accommodation. 1.2 The Licence Holder must ensure that: a. Where any room in the HMO is used as sleeping accommodation by persons aged over 10 years only, it is not used as such by more than the maximum number of persons aged over 10 years specified in the licence; b. Where any room in the HMO is used as sleeping accommodation by persons aged under 10 years only, it is not used as such by more than the maximum number of persons aged under 10 years specified in the licence; c. Where any room in the HMO is used as sleeping accommodation by persons aged over 10 years and persons aged under 10 years, it is not used as such by more than the maximum number of persons aged over 10 years specified in the licence and the maximum number of persons aged under 10 years so specified. Appendix 2 Page 7 of 23 Proposed HMO Licensing Conditions 1.3 The licence holder must take the necessary steps to rectify the breach within the specified period*, where: a. any of the Licence conditions imposed above have been breached in relation to the HMO, b. the licence holder has not knowingly permitted the breach, and c. the local housing authority have notified the licence holder of the breach, *The specified period means the period, of not more than 18 months beginning with the date of the notification, which is specified in the notification. In this section above; a. A reference to a number of persons using a room in an HMO as sleeping accommodation does not include a person doing so as a visitor of an occupier of the HMO. b. A room is used as sleeping accommodation if it is normally used as a bedroom, whether or not it is also used for other purposes. c. Any part of the floor area of a room in relation to which the height of the ceiling is less than 1.5 metres is not to be taken into account in determining the floor area of that room for the purposes of this paragraph. Appendix 2 Page 8 of 23 Proposed HMO Licensing Conditions 2. Amenity and space (size of rooms) standards The licence holder must ensure that the number of occupiers permitted in the HMO is appropriate having regard to the amenities, facilities, size and layout of the property as determined by the Authority at the time of licensing. [For further information on Hillingdon Councils Amenity and Space Standards see Appendix 1 below, pages 23-27]. Tenancy Management 3. Terms of occupation The licence holder must supply to the occupiers of the HMO a written statement of the terms on which they occupy the property (this is usually a tenancy or licence agreement). The licence holder must provide a copy to the Council within 14 days on demand. 4. Tenant references The licence holder must take reasonable steps to obtain references or other suitable information before granting a tenancy. Referencing must be applied fairly and must not exclude applicants who may be unable to provide conventional references, including those moving on from homelessn ess, prison leavers, people granted asylum or individuals fleeing domestic abuse. Where standard references are not available, the licence holder must consider appropriate alternatives, such as information provided by a previous accommodation provider, support service or relevant professional. For the purposes of this condition, a “satisfactory reference” means reasonable evidence that the applicant can engage with the tenancy agreement. Referencing processes must be carried out in a non discriminatory ma nner and in accordance with the Equality Act 2010 and Right to Rent requirements. 5. Deposits The licence holder must protect any deposits taken from the occupiers under an assured short hold tenancy agreement by placing them in a statutory tenancy deposit scheme. Information about the scheme being used must be given to the occupier within 30 days of the time the deposit is taken. When requested this information must be provided to the Council within 14 days on demand. 6. Complaints The licence holder must provide occupiers with clear written information, such as a complaints or reporting procedure, setting out how to report repairs, property Appendix 2 Page 9 of 23 Proposed HMO Licensing Conditions condition issues or management concerns, including acknowledgement and response times. Where a national landlord redress scheme applies, details of the relevant scheme must also be provided to occupiers. 7. Anti-social behaviour (ASB) The licence holder must take reasonable and proportionate steps to prevent and address anti-social behaviour associated with the property, including investigating complaints, keeping appropriate records and cooperating with the Council, Police or other relevant agencies where necessary. [For further information on what the Council considers to be anti-social behaviour see useful information below]. 7a. Prevention The licence holder must ensure that occupiers are made aware of their responsibilities regarding noise, waste management and anti -social behaviour, and that tenancy agreements include appropriate behav ioural clauses. Referencing processes must be fair and must not require disclosure of criminal convictions or other sensitive personal data. Property inspections must take place at reasonable intervals, typically every six months, unless more frequent visi ts are justified due to previous management concerns or as directed by the Authority. 7b. Action Where the licence holder becomes aware of alleged anti-social behaviour, they must take reasonable steps to investigate, communicate with the occupiers involved, and where necessary, engage with the Council, Police or other relevant agencies. The licence holder must keep written records of any actions taken. Property Management 8. Gas If gas is supplied to the HMO, the Licence Holder must produce to the local housing authority annually for their inspection a gas safety certificate obtained in respect of the HMO within the last 12 months. If gas is supplied to the property, the licence holder must ensure that the gas installation and appliances are tested annually by an approved Gas Safe engineer. Within 14 days of the licence holder being notified by the Council of any safety risk, a new Gas Safe certificate must be submitted to the Council. The licence holder must provide the Council, a current Gas Safe Certificate within 14 days on demand. 9. Electrical Appliances The licence holder is responsible for the maintenance and safety of all supplied electrical appliances and must ensure: Appendix 2 Page 10 of 23 Proposed HMO Licensing Conditions a. Electrical appliances are safe and in good working order. A declaration as to their condition must be provided at the point of application. b. Test reports on the condition of the electrical appliances in the property must be provided to the Council within 14 days on demand. c. All electrical equipment supplied by the landlord must be safe to use. Portable Appliance Test (PAT) report must be provided to the Council within 14 days on demand. 10. Furniture and Furnishings The Licence holder must keep furniture made available in the HMO in a safe condition and comply with the Furniture and Furnishings (Fire) (Safety) Regulations 1988. The Licence Holder must supply the authority, within 14 days on demand, with a declaration as to the safety of such furniture. 11. Heating and Insulation The Licence Holder must provide an adequate and efficient fixed heating system with adjustable controls, which is capable of maintaining an indoor temperature of at least 21ºC in habitable rooms. 12. Security The Licence holder is responsible for the security of the property and must ensure: a. The access to the property such as locks, latches and entry systems are maintained and in good working order at all times. b. The front door of the property is fitted with a mortice lock (thumb turn) or equivalent, to a five-lever security level. c. Where window locks are fitted, the keys are provided to the relevant occupants. d. Where a burglar alarm is fitted to the property, the occupiers are informed in writing about the circumstances under which the code for the alarm can be changed and are given details on how this can be arranged. e. Where previous occupants have not returned keys, the relevant locks will be changed prior to new occupants moving in. 13. Common Parts (shared areas) The Licence Holder must ensure that: a. The common parts and areas in the premises are kept free from Appendix 2 Page 11 of 23 Proposed HMO Licensing Conditions obstruction, in a clean condition and in good order and repair. b. Common areas, including shared living rooms, kitchens, and hallways are not used for sleeping by tenants or their guests. c. Where required by the Health Act 2006 and associated regulations, smoking is not permitted in any smokefree common area and at least one legible no smoking sign must be displayed in such areas. For the purposes of this condition “common parts” means— (i) the entrance door to the HMO and the entrance doors leading to each unit of living accommodation within the HMO; and (ii) all such parts of the HMO as comprise staircases, lifts, passageways, corridors, halls, lobbies, entrances, balconies, porches and steps that are used by the occupiers of the units of living accommodation within the HMO to gain access to the entrance doors of their respective unit of living accommodation. 14. External areas The licence holder must take reasonable steps to ensure that external areas under their control are kept clean, safe and free from disrepair. Where the exterior of the building or communal grounds fall under the responsibility of a freeholder, managing agent or other third party, the licence holder must take reasonable steps to report any defects or issues to the responsible party and, where appropriate, request that necessary works are undertaken. 15. Refuse and waste The Licence Holder must comply with the Council ’s policy on the storage and disposal of waste at the HMO pending collection. In addition, the Licence holder must; a. Ensure that there are adequate arrangements for the storage and disposal of waste. b. Ensure that the occupiers of the HMO are given the information in writing about waste and recycling within 7 days of the start of their occupation: c. Ensure that a sufficient number of suitable external rubbish bins for the occupiers to dispose and recycle waste. d. Ensure that any kind of refuse which the Council will not ordinarily collect (e.g. large items of bedding, furniture, hazardous waste etc.) are disposed of responsibly and appropriately. e. Actively respond to complaints of poor waste practices associated with the property. The Licence holder must keep a record of the action taken and provide this to the Council within 14 days on demand. Information on Recycling and waste can be found at: http://www.hillingdon.gov.uk/rubbishandrecycling Appendix 2 Page 12 of 23 Proposed HMO Licensing Conditions 16. Repairs The Licence Holder must ensure that: a. All occupants of the HMO receive written confirmation detailing arrangements in place to deal with repairs. If requested, this must be provided to the Council within 14 days on demand. b. Disrepair and/or defects identified to the landlord by the Council are investigated and adequately addressed within the specified timeframes as may be stipulated by the Council. c. All repairs to the property or any installations, facilities or equipment within it are carried out by competent and reputable persons. d. They respond positively and within the specified time period given to any mandatory housing related enforcement notices, issued by the Council. e. Whilst any works are in progress, the work is carried out to ensure the safety of all persons occupying or visiting the premises. f. On completion of any works, the property is left in a clean and tidy condition. 17. Compliance Works Where the Authority identifies works necessary to ensure compliance with this licence or with statutory housing standards, the licence holder must complete such works within the reasonable timescale specified in writing by the Authority. 18. Pest Control The Licence holder is responsible for ensuring that the property, including external areas such as gardens, are free from pest infestation e.g. rodents. Any pest infestations must be managed effectively and within a period of 7 days of being reported. Records of treatment and management must be kept and copies of these must be provided to the Council within 14 days on demand. Fire Safety 19. Smoke Alarms and Carbon Monoxide Alarms 19.1 Smoke alarms The licence holder must ensure that: a. A smoke alarm is installed on each storey of the HMO on which there is a room used wholly or partly as living accommodation; and that, Appendix 2 Page 13 of 23 Proposed HMO Licensing Conditions b. Each alarm is kept in proper working order; and that, c. On demand, the Authority is supplied with a declaration as to the condition and positioning of any such alarms. When considering the appropriate level of fire detection coverage, consideration should be given to the latest fire safety guidance and BS5839 . Alarms should be interlinked by either hard -wiring or wireless connection to ensure audibility throughout the property. For the purpose of Condition 21(1), a bathroom or lavatory is to be treated as a room used as living accommodation. 19.2 Carbon Monoxide Alarms The Licence Holder must ensure that: a. A carbon monoxide alarm is installed in any room in the HMO which is used wholly or partly as living accommodation and contains a fixed combustion appliance other than a gas cooker; and that, b. Any such alarm is kept in proper working order; and that The Authority is, on demand, supplied with a declaration as to the condition and positioning of any such alarm or alarms. For the purpose of Condition 21(2) “room” includes a hall or landing, and a bathroom or lavatory is to be treated as a room used as living accommodation. 20. Fire precautions The licence holder must ensure that all fire precautions provided to the property, e.g. fire doors, automatic fire alarm and emergency lighting system(s), etc. are maintained in full working order at all times. Where the HMO is of a type which falls under the remit of the Fire Safety Order, the licence holder must ensure that a fire risk assessment as required under The Regulatory Reform (Fire Safety) Order 2005 is carried out by a competent person. 21. Servicing and testing of systems and equipment The licence holder must ensure that all fire detection systems, means of escape and fire-fighting equipment installed in the property must be annually serviced by a registered qualified person and be maintained and tested in accordance with the manufacturer’s instructions. A new test/servicing report must be provided to the Council on demand within 14 days of any identified damage or Di srepair being notified to the landlord by the Council. 22. Electricity supplies and fire safety The licence holder must ensure that electricity supplies to fire detection and Appendix 2 Page 14 of 23 Proposed HMO Licensing Conditions emergency lighting systems are not disconnected, or threatened with disconnection, due to non-payment of monies owed to the relevant provider. 23. Doors The licence holder must ensure that the main entrance/exit doors and all unit doors leading to common areas are openable from the inside without the use of a key. 24. Fire routine The licence holder should ensure that all residents are fully aware of the procedures to be followed in the event of a fire. They should also ensure that the fire routine notice detailing action to be taken in the event of fire, is clearly worded and displayed in a central location e.g. next to the main entrance/exits. 25. Fire blankets The licence holder must ensure that a fire blanket conforming to current British standards is provided in each kitchen. 26. Means of escape The licence holder must ensure that all means of escape from fire are free from obstruction and fire precautions are maintained. 27. Compliance with fire safety guidance The licence holder must ensure that appropriate fire safety measures are provided, maintained and kept up to date in accordance with c urrent fire safety legislation, including the Regulatory Reform (Fire Safety) Order 2005 (where applicable), the Smoke and Carbon Monoxide Alarm (Amendment) Regulations 2022, and relevant British Standards as amended. When determining appropriate fire precautions, the licence holder should have regard to recognised national fire safety guidance, including the LACORS “Housing – Fire Safety” guidance or any subsequent guidance issued by the Government or fire authorities. Fire safety measures must be reviewed and updated as necessary to reflect any changes in legislation or recognised guidance during the term of the licence. 28. Electrical Installations The licence holder must ensure that:  Every electrical installation in th e house is in proper working order and safe for continued use; and that  The Authority is, on demand, supplied with a declaration as to the safety of Appendix 2 Page 15 of 23 Proposed HMO Licensing Conditions such installations;  The Licence Holder must supply a current (i.e. within the previous 5 years) Domestic Electrical Installation Periodic Report for the whole of the electrical installations to the Council within 28 days of demand.  All recommendations for urgent attention and improvement (Codes 1 and 2) must be carried out within 28 days of the report. For the purposes of condition 30 “electrical installation” has the meaning given in regulation 2(1) of the Building Regulations 2010. General 29. Consultation of Changes The licence holder must notify the Council before making changes to the layout of the property, amenity provisions (such as adding or removing bathroom or kitchen facilities), fire precautions or occupation of the accommodation. 30. Notification of changes of circumstances The licence holder must inform the Council of: a. Details of any unspent convictions not previously disclosed to the Local Authority involving fraud or dishonesty, violence or drugs, any offence listed in Schedule 3 to the Sexual Offences Act 2003 or any other conviction relevant to the licence holder and/or the property managers fit and proper person status. b. Details of any finding by a court or tribunal against the licence holder and/or the manager that they have practiced unlawful discrimination on the grounds of sex, colour, race, ethnic or national origin or disability. c. Details of any civil or criminal proceedings against the licence holder or manager, relating to housing, public health, environmental health or landlord and tenant law, resulting in a judgment or finding being made against them. d. Information about any property the licence holder or manager owns or manages or has owned or managed, that has been refused a licence by a local housing authority or has had a licence revoked due to the breaching of the licence conditions. e. Information about any property the licence holder or manager owns or manages or has owned or managed that has been the subject of an interim or final management order under the Housing Act 2004. f. The property becoming empty for more than 3 months. g. Notification of repossession/foreclosure. h. Successful claims against the licence holder for default of tenancy deposits. i. A change in managing agent or the instruction of a managing agent. Appendix 2 Page 16 of 23 Proposed HMO Licensing Conditions j. The undertaking of substantial works to the property, including conversions and modernisation or emergency problems relating to fire, flood or disaster. 31. Absence of the Licence Holder Where the property is managed by a competent managing agent identified in the licence, this condition does not apply. Where no managing agent is appointed, the licence holder must ensure that suitable arrangements are in place for the effective management of the HMO during any period of their absence. These arrangements must include providing occupiers with up to date contact details for the person responsible during such periods, and displaying these details in a prominent position within a common area, preferably near the entrance door. Where the licence holder appoints a person to manage the HMO during any period of absence, they must: a. obtain from that person a signed declaration confirming that they understand the licence conditions by which they are bound and the consequences of failing to comply; and b. provide the Council with a copy of the signed declaration within 14 days of the change of circumstances. 32. Compliance inspections The licence holder must arrange for access to be granted when requested by the Council at any reasonable time. The Licence Holder must ensure that council officers are not obstructed from carrying out their statutory duties including inspecting and the surveying of the property to ensure compliance with licence conditions and relevant legislation. 33. Training The licence holder and/or manager may be required by the Council to attend an accredited management training course, in the event of significant and/or continuous deficiencies in the supervision and/or maintenance of a licensed HMO being identified by the Council. Documents to be displayed 34. Within the property The following documents must be displayed in a prominent position within a common area of the HMO: a. copy of the current HMO licence; b. the name, address and telephone number of the licence holder or managing agent, including emergency contact details; c. a copy of the current Gas Safety Certificate (where applicable); and d. a copy of the Energy Performance Certificate. Appendix 2 Page 17 of 23 Proposed HMO Licensing Conditions These documents must be kept up to date at all times. 35. Licensing and Management Regulations All licensing conditions shall be read in conjunction with the relevant provisions of the: 1. Management of Houses in Multiple Occupation (England) Regulations 2006 2. Licensing and Management of Houses in Multiple Occupation and other houses (Miscellaneous Provisions) (England) Regulations 2006 3. The Licensing and Management of Houses in Multiple Occupation (Additional Provisions) (England) Regulations 2007. [END OF CONDITIONS] Appendix 2 Page 18 of 23 Proposed HMO Licensing Conditions USEFUL INFORMATION 1. Definition of terms a) “HMO or house” refers to the building or such part of it as is licensed under Part 2 of the Housing Act 2004; b) “Licence Holder” refers to: (a) the person to whom the Authority has granted this licence; and (b) from the date of their consent, any other person who agrees to comply with the licence restrictions and obligations that follow. c) “Mandatory Licence Conditions” refers to conditions that the Authority is obliged to impose under any licence granted under Part 2 or Part 3 Housing Act 2004 by virtue of Schedule 4 of Housing Act 2004. d) “common parts” means: (i) the entrance door to the HMO and the entrance doors leading to each unit of living accommodation within the HMO; and (ii) all such parts of the HMO as comprise staircases, lifts, passageways, corridors, halls, lobbies, entrances, balconies, porches and steps that are used by the occupiers of the units of living accommodation within the HMO to gain access to the entrance doors of their respective unit of living accommodation. 2. Anti-social behaviour For the purposes of the Housing Act 2004, antisocial behaviour means conduct on the part of occupiers of, or visitors to, residential premises. (a) Which or is likely to cause a nuisance or annoyance to persons residing, visiting or otherwise engaged in lawful activities in the vicinity of such premises, or (b) Which involves or is likely to involve the use of such premises for illegal purposes. Examples of include: Crime: tenants engaging in vandalism, criminal damage, burglary, robbery/ theft and car crime Nuisance neighbours : Intimidation and harassment; noise, rowdy and nuisance behaviour; animal related problems; vehicle related nuisance. Tenants engaged in begging; antisocial drinking; street prostitution and kerb-crawling; street drugs market within the curtilage of the property. Enviro-crime: tenants engaged in graffiti and fly-posting; fly-tipping; litter and waste; drugs paraphernalia; fireworks misuse in and around the curtilage of the property. Call 01895 556000 or email asbriskmanagement@hillingdon.gov.uk Appendix 2 Page 19 of 23 Proposed HMO Licensing Conditions 3. The London Landlord Accreditation Scheme (LLAS) A partnership of landlord organisations, London Councils and university accommodation units who have worked together to set up a development programme which will provide you with the information necessary to improve your business. www.londonlandlords.org.uk/accreditation Tel: 020 7974 1970 4. Electrical Safety First — the UK’s leading electrical safety charity The Electrical Safety Council (now known as Electrical Safety First ) is an independent charity committed to reducing deaths and injuries through electrical accidents at home and at work. They are supported by all sectors of the electrical industry as well as local and central government and work to promote safety and good practice. http://www.esc.org.uk Tel: 0870 040 0561 5. Gas safety The Health and Safety Executive website provides guidance in relation to gas safety. By law you must repair and maintain gas pipework, flues and appliances in safe condition, ensure an annual gas safety check on each appliance and flue, and keep a record of each safety check. www.hse.gov.uk/gas/landlords/index.htm 6. Tenants Deposit Protection The Tenancy deposit must be placed in a government -backed tenancy deposit scheme (TDP) if you rent on an assured short hold tenancy that started after 6 April 2007. In England and Wales your deposits can be registered with:  Deposit Protection Service  MyDeposits, or  Tenancy Deposit Scheme https://www.gov.uk/tenancy-deposit-protection Tel: 020 702 0003 7. Formerly MHCLG; now the Department for Levelling Up, Housing and Communities (DLUHC) https://www.gov.uk/government/organisations/department-for-communities-and- local-government 8. LACoRS (Local Authorities Coordinators of Regulatory Services) Fire Safety Guidance. www.lacors.gov.uk Appendix 2 Page 20 of 23 Proposed HMO Licensing Conditions Appendix 1 – SPACE STANDARDS The Council HMO amenities and space standards are provided as guidance. These standards will be applied in deciding the suitability of the HMO at the time of the licence approval and its compliance. Bedroom sizes i. Single occupancy:  Minimum 6.51 m² where provided with separate shared kitchen.  Minimum 10.22 m² where the room contains kitchen facilities. ii. Two person occupancy:  Minimum 10.22 m² where provided with separate shared kitchen.  Minimum 13.9 m² where the room contains kitchen facilities. iii. The standard applies irrespective of the age of occupants. iv. Floor area taken up by solid chimney breasts should be discounted. v. Floor area taken up by en-suite bathroom/shower facilities should be discounted. vi. Opposite sex sharing rule: In line with the statutory room standard (Housing Act 1985), persons of the opposite sex aged over 10 years must not be required to sleep in the same room unless they are living together as partners. vii. Irrespective of floor area, the shape, usable living spa ce and layout should be considered when determining suitability and maximum occupancy. viii. All rooms should normally have a minimum floor to ceiling height of 2.14 m over not less than 75% of the room area. ix. Any floor area where ceiling height is less than 1.53 m should be disregarded. x. No staircase, landing, or any room used or appointed as a kitchen or bathroom should be deemed suitable for sleeping accommodation. Appendix 2 Page 21 of 23 Proposed HMO Licensing Conditions Advice regarding kitchen facilities in HMOs Kitchens for Communal Use Where the Council is satisfied that exclusive kitchen provision is not practicable, shared kitchens may be provided on the basis of:  1 full set of kitchen facilities for every 3 households or 5 persons, whichever is the smaller (irrespective of age).  Kitchens should normally be not more than one floor distant from any individual letting unless a suitable adjacent communal dining area is provided.  No more than two full sets of facilities should be installed in any single kitchen.  A kitchen with one set of facilities should be at least 5.5 m²; two sets should be at least 11 m². Each set of kitchen facilities should normally include: COOKING Gas or electric cooker with four burners/hobs, oven and grill. SINK  Stainless steel sink and drainer (min 1000 mm × 600 mm).  Constant supply of hot and potable cold water.  Properly trapped waste connection.  300 mm tiled splashback. A wash hand basin is not an acceptable alternative to a kitchen sink. STORAGE Lockable cupboards providing:  Minimum 0.3 m³ per single bedroom,  Minimum 0.4 m³ per two person household, or an equivalent demonstrable arrangement offering the same storage capacity. Base unit cupboards beneath sinks/drainers should be discounted. WORKTOP Impervious worktop minimum 1000 mm × 600 mm. POWER At least two double 13 -amp sockets above work surface (in addition to appliance points). Appendix 2 Page 22 of 23 Proposed HMO Licensing Conditions LIGHTING AND VENTILATION All kitchens should have:  Adequate artificial lighting, and  Ventilation in accordance with the current Building Regulations Approved Document F (or successor guidance), achieved via: o An openable window, and/or o A suitably designed mechanical extract system with appropriate controls and overrun where required. LAYOUT / SAFETY  Cookers should be located away from doorways.  Adequate floor space must allow safe retrieval from ovens and circulation.  Worktops, sink areas, adjacent walls and floors should be non -porous and easy to clean. Prohibited layouts No kitchens may be installed in hallways, corridors or lobbies. No bedroom should be accessed through a kitchen unless a satisfactory alternative means of escape from fire is available. Advice regarding sanitary facilities WCs  Provide 1 WC per maximum of 5 persons (irrespective of age).  WCs should be in a separate room, entered from a common area.  Normally not more than one floor distant from users.  At least 50% of all WCs should be in separate compartments from bath/shower facilities.  Minimum compartment size: 1300 mm × 800 mm.  All WC compartments should have: o Hot and cold water wash hand basin (min 300 mm splashback) o Adequate artificial lighting  Surfaces should be smooth, non-absorbent and easy to clean.  External WCs are not acceptable. Bathrooms / Showers Provide:  1 bath or shower per maximum of 5 persons.  Facility must be within one floor level of the users. Minimum dimensions:  Bath: 1700 mm × 700 mm  Shower: 800 mm × 800 mm Appendix 2 Page 23 of 23 Proposed HMO Licensing Conditions Each bath/shower room should have:  A wash hand basin (min 500 mm × 400 mm)  Hot/cold running water  300 mm splashback  Adequate artificial lighting  Non-slip flooring  Hygienic, easily cleaned surfaces  Shower curtain or door  Fully tiled or impervious shower walls Ventilation All bathrooms and WCs must have:  Ventilation in accordance with the current Building Regulations Approved Document F, via: o A suitably sized openable window, or o Adequate mechanical extract with appropriate boost/overrun where required. Access  Facilities must be accessible at all times. Drainage The HMO must have effective above - and below-ground drainage for foul, waste and surface water. Personal washing facilities  Each occupancy should, where practicable, be provided with a separate bath or shower.  Where not practicable, a ratio of 1 bath/shower per 5 persons is acceptable. Facilities must be: o Within one floor level of users o Adequately lit o Adequately ventilated (per Part F) o Adequately supplied with hot/cold water o Accessible at all time

Appendix 3 Fees and Charges Introduction Section 63 of the Housing Act 2004 allows the Council to require that the licence application be accompanied by a fee fixed by the authority. The HMO licensing fees are set to cover the cost of administering the licensing schemes functions (administration and enforcement) under the Housing Act 2004. The legal requirement is that fees are split in two parts, however, applicants have the option of making the full payment at the time of making the application. The grant of a licence will be subject to the payment of the full fee. The proposed licence fee has been set using assumptions about the level of income the fees will generate, based on the number of properties that we expect to be licensed during the life of the schemes, the activities involved. Staffing and other resources necessary to administer, run and enforce the scheme have been included to calculate the overall cost of licensing. Our fees will be kept under review. Licences will normally be granted for the duration of the scheme (up to 5 years). Where we have concerns about the management and use or occupation of the proper ty, we may grant a licence for a shorter period, usually for 1 year. The reason for a shorter period will always be given with the Housing Act 2004, schedule 5 notices proposing to grant, and granting the licence. The schedule of proposed fees and associated charges is set out below: 1. Proposed HMO licence application fee Payment of Licence Fees 1.1 The application and granting of a licence will be subject to the payment of a fee. The proposed licence fee is payable in two parts. 1.2 Part 1 of the fee will be payable on submission of the licence application and will cover the costs of processing and determining the application. Should the application be refused or rejected by the Council, or withdrawn by the applicant, t his Part 1 payment will not be refunded. 1.3 Part 2 of the fee is payable when the Council has determined to grant a licence and will cover the administration, management, and enforcement of the licensing functions for the scheme. 2. PROPOSED FEES Application Type Total Fee Administrative Fee (Part A) Enforcement Fee (Part B) ADDITIONAL HMO NEW APPLICATION – SECTION 254 HMO (HMO WITH SHARED FACILITIES) £1401 £934 £467 Other Fees Revocation of licence NO REFUND Application to license following revocation of licence FULL FEE Application refused by the Council FULL ADMINISTRATION FEE WITH NO REFUND Application withdrawn by the applicant FULL ADMINISTRATION FEE WITH NO REFUND Application made in error FULL REFUND Properties where licence revoked, at request of landlord before expiry of licence period NO REFUND for unspent period of licence 3 PROPOSED DISCOUNTS Category Description Discount Accredited landlord or managing agent Landlords or managing agents accredited by or members of specified schemes (refer to 3.1 below) 10% 3.1 Accredited Landlords and Managing Agents If you are accredited under one of the following schemes, you may be entitled to a 10% discount (from Part 2 payment):  London Landlord Accreditation Scheme (LLAS)  National Residential Landlords Association (NRLA)  UK Association of Letting Agents (UKALA)  British Landlords Association (BLA)  Property Mark  Safe Agent 3.2 Discounts will be determined on receipt of a complete application and provided that up-to-date certification is submitted. The discount applies to the total fee. In all cases, a fee of £ 934 is payable on submission of the application (Part 1) and any discount will be deducted from the balance due when paying Part 2. 3.3 Discounts will not be applicable where the Council has: • made two requests for additional supporting documents, or • served a warning letter for failure to license the property. 3.4 Discounts cannot be considered once a licence application has been determined and a licence granted.

Appendix 4 - Equality and Human Rights Impact Assessment (“EIA”) 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  Proposal to introduce discretionary property licensing in Hillingdon under the Housing Act 2004. Who is accountable? E.g. Head of Service or Corporate Director Dan Kennedy, Corporate Director of Residents Services Richard Webb, Director of Community Safety & Enforcement Date assessment completed and approved by accountable person Completed – 27 January 2026 Names and job title(s) of person / people carrying out the assessment Michelle Greenidge, Private Sector Housing Manager Stephanie Waterford, Head of Public Protection & Enforcement A.1) What are the main aims and intended benefits of what you are assessing? This EIA was carried out after a 10-week consultation, commencing 31 October 2025 on proposals to introduce additional licensing for Houses of Multiple Occupation (HMO’s) in Hillingdon under the Housing Act 2004. If introduced the effect will be that landlords who rent or let smaller HMO’s of 4 or less people in Hillingdon must have a licence. The council recognises that much of the private rented sector in Hillingdon offers good accommodation to people who want to live in the borough, but also that in parts of the borough, HMO properties are badly managed, in poor condition, and in some cases, unsafe. The proposal to introduce additional licensing is intended to improve the conditions of HMO’s in the private rented sector (PRS) and housing management standards. The benefits of additional licensing are to:  Provide an improved strategic approach to managing the sector  Help to identify all properties that are rented out privately  Establish a register of landlords operating in Hillingdon and ensure that they are “fit and proper” persons to manage rented properties  Give the council the opportunity to inspect the properties to assess living conditions and to advise landlords, managing agents and tenants about their obligations  Impose the local licensing conditions as a minimum letting standard in Hillingdon  Redefine how the service operates by shifting the emphasis from a customer complaint- led, reactive service  Reduce the levels of waste and anti -social behaviour in the borough and act against those whose properties or tenants cause persistent ASB  Apply enforcement action to tackle those rogue landlords in the sector Applications for the licence must be made to the Council and shall be accompanied by a licence fee. Licensing conditions will be applied to licences and c ompliance requirements will be enforced by the council. Overall, if licensing is introduced, it will help the council to work with landlords, tenants and businesses, and with internal and external partners to drive up standards. It is expected that the p roposals will help to create a fairer private rented sector in Hillingdon. A.2) Who are the service users or staff affected by what you are assessing ? What is their equality profile? The following outlines the data available for tenants and landlords as a whole, who may be affected by the proposals. Tenants Age Office for National Statistic Census data 2021 reported that younger households are more likely to rent privately than older households. The average (median) age of Hillingdon increased by one year, from 35 to 36 years of age. The number of people aged 50 to 64 years rose by around 10,000 (an increase of 23.4%). This area had a slightly higher average (median) age than London as a whole in 2021 (35 years) but a lower average (median) age than England (40 years). A report by Shelter (2020) found that young renters disproportionately encounter the most and/ or the worst problems whilst renting in the PRS. Disability We do not hold any local data of those with this protected characteristic living in or letting properties in the PRS in Hillingdon. A report by Shelter (2020) found that in the private rented sector, disabled households are almost three times as likely to rely on Housing Benefit and thus be excluded by a No DSS policy than non -disabled households. Census 2021 showed that 12.6% of residents stated they were disabled under the Equality Act. Race/Ethnicity Hillingdon is an increasingly diverse borough. In 2021, 48.2% of people in Hillingdon identified their ethnic group within the "White" category (compared with 60.6% in 2011). 33.3% identified their ethnic group within the "Asian" category (compared with 25.3% the previous decade). 7.8% identified their e thnic group within the "Black" category (compared with 7.3% the previous decade), with 6.3% identifying as “Other” (compared to 3% in 2011). A report by Shelter (2020) found that residents from Black, Asian and Minority Ethnic backgrounds are disproportionately likely to face significant challenges in the PRS. The Housing and Migration Network found that 75% of recent migrants were reliant on the Private Rented Sector for their accommodation needs. Rogue Landlords and Agents target recent migrants as t enants due to their lack of understanding of their tenancy rights and need for low -cost housing. Data shows that Hillingdon had the 2nd highest net migration figure across London in the last two years. A proportion of HMOs is likely to be occupied by refugees and new arrivals to the country. Sex There is no local data for those living in or letting properties in the PRS in Hillingdon. A report by Shelter (2020) found that women are among the groups most adversely affected in the UK rental market a nd are disproportionately more likely to face difficulties when renting privately. Women are 1.5 times more likely than men to receive Housing Benefit. Additionally, 27% of women reported finding it “very difficult” to secure a decent, affordable home the last time they moved, compared to 19% of men. Sexual orientation We do not hold any local data of those with this protected characteristic living in or letting properties in the PRS in Hillingdon however the report by the housing charity Shelter (2020) found that discrimination is widespread in the private rented sector including for people who share this characteristic. Census 2021 showed that of the 63,080 residents (aged 16+) living in private rented accommodation (or living rent free) 3.6% identified as gay or lesbian, bisexual or any other sexual orientation. Gender reassignment We do not hold any local data of those with this protected characteristic living in or letting properties in the PRS in Hillingdon however the report by the housing charity Shelter (2020) found that discrimination is widespread in the private rented sector including for people who share this characteristic. Census 2021 showed that of the 63,080 residents (aged 16+) living in private rented accommodation (or living rent free) 1.7% identified as trans woman, trans man, any other gender identities or their gender differed from the sex registered at birth. Religion/Belief We do not hold any local data of those with this protected characteristic living in or letting properties in the PRS in Hillingdon however the report by the housing charity Shelter (2020) found that discrimination is widespread in the private rented sector including for people who share this characteristic. Census 2021 showed that 39% of residents identified as Christian,14.5% as Muslim, 10.9% as Hindu, 8.7% as Sikh , 0.5% as Jewish and 1.7% as other religion ; 19.3% identified as having no religion and a further 5.4% did not answer. Landlords The English Private Landlord Survey 2024: main report Published 5 December 2024 shows that: Age, ethnicity and gender of landlords The median age of individual landlords was 59 years old. Almost two thirds (64%) of landlords were aged 55 or older, a similar proportion to the 2021 survey (63%). Landlords with larger portfolios tended to be older. Over three -quarters (77%) of landlords with five or more properties were aged 55 or older, compared with 57% of single-property landlords. In terms of ethnicity, 87% of individual landlords identified as white, 8% Asian, 2% mixed, 2% black and the remaining 1% as other. This is similar to landlords in 2021. In the 2021 Census statistics for England, a smaller proportion of the population identified as white (81%). The remaining population identified as Asian or Asian British (10%), 4% as black, black British, black Welsh, Caribbean or African, 3% mixed or multiple ethnic groups, and 2% other. Half (50%) of individual landlords were female, 49% were male and 1% identified as ‘other’. The proportion of female landlords has increased since 2021 when 44% said they were female. Male landlords were more likely to have larger portfolios, with 63% of landlords with five or more properties being male. Borough statistics Primarily, this proposal has the potential to impact on all residents who live in the borough, including –  Tenants living in private rented HMO accommodation,  Landlords and letting agents whose properties will be subject to this scheme,  Residents and Bu sinesses living in the vicinity of private rented accommodation especially those who are affected by poorly man aged HMO property,  Other council teams and partner agencies providing a service or involved in the regulation of HMOs. The data shows that t here is a total of 113,124 residential properties within the London Borough of Hillingdon. Of this number, 29,099 properties, are within the private rented sector (PRS). This number is distributed across all 21 wards and the number of PRS per ward ranges from 283 – 2,231 with the highest number of PRS properties in Uxbridge (2,231), and Heathrow Villages (2,197). The lowest are in Harefield Village (283). Hillingdon saw London’s joint second largest percentage point rise in the proportion of privately rented homes from 19.1% in 2011 to 25.9 in 2021. This is consistent with long term nationwide and regional trends. The private rented sector is becoming a long -term housing solution for many of our most deprived and vulnerable residents. Alongside this g rowth, we have seen an acute rise in insecure short-term tenancies, poor property conditions and persistent anti-social behaviour (ASB) in the PRS. Hillingdon is an increasingly diverse borough. In 2021, 60.6% of people in Hillingdon identified their ethnic group within the "White" category (compared with 48.2% in 2011). 33.3% identified their ethnic group within the "Asian" category (compared with 25.3% the previous decade). 7.8% identified their ethnic group within the "Black" category (compared with 7.3% the previous decade). The PRS is utilised by all of the protected groups and therefore all will be affected by this proposal. We do not hold specific data on the PRS population based on their protected characteristics in Hillingdon but can use national data and trends to allow us to compare. A.3) Who are the stakeholders in this assessment and what is their interest in it? Stakeholders Interest Landlords  To ensure that the proposed additional licence arrangements and enforcement actions are implemented in a fair and transparent way  To ensure that the proposed arrangements, landlord responsibilities, and enforcement actions are communicated in a clear and accessible manner  That the cost of the licence is fair and proportionate Tenants/Renters  To provide safer and improved conditions in the private rented sector (PRS)  To ensure that responsibilities under the new licence arrangements are clearly communicated Local residents  To maintain a clean and safe environment by reducing the levels of waste and anti -social behaviour in the borough and act against those whose properties or tenants cause persistent ASB Local businesses  To maintain a clean and safe environment by reducing the levels of waste and anti -social behaviour in the borough and act against those whose properties or tenants cause persistent ASB Head of Service and Director of Community Safety & Enforcement  To ensure that the proposed additional licence arrangements are implemented in a fair and transparent way  To ensure that the proposed arrangements, associated responsibilities, and enforcement actions are communicated in a clear and accessible manner  To provide safer and improved conditions in the private rented sector (PRS)  To maintain a clean and safe environment by reducing the levels of waste and anti -social behaviour in the borough and act against those whose properties or tenants cause persistent ASB  To provide value for money in service delivery Corporate Director Residents Services  To ensure that the proposed additional licence arrangements are implemented in a fair and transparent way  To ensure that the proposed arrangements, associated responsibilities, and enforcement actions are communicated in a clear and accessible manner  To provide safer and improved conditions in the private rented sector (PRS)  To maintain a clean and safe environment by reducing the levels of waste and anti -social behaviour in the borough and act against those whose properties or t enants cause persistent ASB  To provide value for money in service delivery Leader of the Council and Council Cabinet  To ensure that the proposed additional licence arrangements are implemented in a fair and transparent way  To ensure that the proposed arrangements, associated responsibilities, and enforcement actions are communicated in a clear and accessible manner  To provide safer and improved conditions in the private rented sector (PRS)  To maintain a clean and safe environment by reducing the levels of waste and anti -social behaviour in the borough and act against those whose properties or tenants cause persistent ASB  To provide value for money in service delivery A.4) Which protected characteristics or community issues are relevant to the assessment? Tick in the box  Age  Sex  Disability  Sexual Orientation  Gender reassignment  Carers Marriage or civil partnership Community Cohesion  Pregnancy or maternity Community Safety  Race / Ethnicity  Human Rights  Religion or belief  B) Consideration of information; data, res earch, consultation, engagement B.1) Consideration of information and data A recent report by the housing charity Shelter (2020) found that discrimination is widespread in the private rented sector. The report found that in the 12 months up to September 2019, over 180,000 renters have said that they face discrimination in the sec tor due to their race, nationality, age, gender, sexual orientation and/ or disability. The social groups that disproportionately encounter the most and/ or the worst problems are:  people on the lowest household incomes  people claiming Housing Benefit  people from a Black, Asian and other ethnic backgrounds  young renters  women  Members of the LGBTQ+ community  Disabled renters  people who are not working, but not retired (students, unemployed and other working age people who are not employed, such as unpaid carers) and people with children in the household. Marginalised social groups are more likely to struggle in accessing decent, secure, and affordable accommodation within the private rented sector. This potential discrimination is causing huge stress and anxiety, and forces people to remain in unsuitable and unsafe accommodation because they can’t move. It can also increase the fear of eviction because of the difficulty in finding another home. Licensing legal requirements and conditions will provide greater protections for these tenants by reducing the fear of retaliatory ‘no fault’ evictions and helping to remove landlords with a record of discriminatory practices. The assessment for landlords to be “fit and proper” people will identify any landlords with convictions for hate crimes, discrimination, harassment and will exclude them from being able to manage properties. This will have a positive impact in reducing landlords with a record of discriminatory practices. It is anticipated that there will be an overall positive equalities impact on all protected groups through this scheme due to improvements in the standards of housing locally. Housing and mental health are closely linked, therefore , the anticipated improvements to property conditions are highly likely to have a positive impact on the mental wellbeing of the Borough’s most deprived and vulnerable tenants. We do not believe that this proposal will result in any direct/indirect discrimination for any group with protected characteristics. As previously stated, the aim of the proposal is to drive up standards for all privately rented properties within our proposed designation area and licensing will be a legal requirement for any landlord/letting agent letting property in the area. By virtue of the scheme operating within all wards of the Borough additional licensing will help to bridge inequalities faced across the borough. Furthermore, improved property management is likely to result in better community relations. With regards to landlords, the National cohort are proportionately more likely to be White and aged in their 50’s. These proposals will therefore have a potentially, negatively, disproportionate effect on this cohort as there will be a cost attached to applying for the licence. B.2) Did you carry out any consultation or engagement as part of this assessment? Please tick  No Yes   The consultation on the proposed changes ran for 10 weeks from 31 October 2025 available via Hillingdon website. The consultation was evidence-based and was hosted on the Hillingdon’s website with a consultation pack outlining the findings of the feasibility study with proposals on the introduction of discretionary licensing in the borough. Feedback and opinions were sought far and wide from as many people and organisations as possible who have an interest or personal experiences on the private rented sector in Hillingdon. The consultation on the proposals used a range of consultation tools to engage all protected groups including outreach engagement to target groups that may not be responding as well as others. From previous experience there has been a low response from tenants in HMOs, in particular from Black, Asian, or other ethnic groups who are disproportionately more likely to experience significant problems whilst renting in the PRS. The range of tools included –  Online Resident Survey. Accessibility w as considered, and paper surveys were made available for those who needed them.  Digital media. Facebook, `X (Twitter), Web Pages.  Focus groups such as Landlord/Resident Forums and workshops.  Ward forums  Faith Groups  Community Hubs  Marketplace stalls  Publicity campaign. Advertising the consultation widely w as important to its success. Communication with internal and external agencies to facilitate with the consultation was sought. The results of the consultation will be made available along with a review of the outcomes. Anyone wishing to be individually informed of the consultation outcomes will be notified as part of the consultation process. Key findings from the consultation indicate strong and widespread concern about the impact of Houses in Multiple Occupation (HMOs) on residential communities. Many respondents expressed opposition to HMOs in principle, citing perceived links to anti‑ social behaviour, crime, noise, waste management issues, parking pressure and a loss of neighbourhood cohesion. Particular concern was raised about the concentration of HMOs in established and family ‑ oriented areas, the cumulative impact on local services and the public realm, and the effects on groups considered more vulnerable due to age, disability or family status. Respondents highlighted the potential for noise, overcrowding, poor waste management and reduced environmental quality to disproportionately affect children, older residents and people with disabilities, who may be more sensitive to such impacts or less able to mitigate them. The consultation also revealed strong views on licensing design and enforcement, with many respondents supporting higher licence fees to fund robust inspection and enforcement activity and deter poorly managed HMOs, while others raised concerns about affordability and the risk of costs being passed on to tenants. There were calls for clearer landlord accountability in relation to property standards, waste management, external maintenance and complaint handling, alongside demands for action against rogue l andlords and illegal conversions, stronger planning controls, and improved transparency, reporting routes and communication between residents, landlords and the Council. Some responses expressed concerns about the behaviour or background of HMO occupants; these views reflect perceptions and anxieties rather than evidence of disproportionate impacts linked to protected characteristics and underline the importance of ensuring that regulatory measures remain lawful, proportionate, non‑ discriminatory and focused on property standards and management practices. Overall, the feedback reflects a desire for a balanced approach that improves management standards, protects residential amenity, supports community cohesion, and delivers positive outcomes for both HMO residents and the wider community while avoiding unintended discriminatory effects. B.3) Provide any other information to consider as part of the assessment Legal context The Council has a duty to pay due regard to the need to eliminate discrimination, advance equality of opportunity and foster good relations (Equality Act 2010) . The Council, as a public authority, is also required to comply with the Human Rights Act 1998 as well as the 2014 Act. The Council’s use of discretionary licensing across th e Borough is considered a proportionate means to achieve a legitimate aim to pursue the wellbeing of occupiers of HMOs and the neighbourhood and for general public interest. It is anticipated that the proposal will not breach any of these Articles and will provide positive support for people’s rights. 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 or POSITIVE impacts (actual or potential): EQUALITY GROUP IMPACT ON THIS GROUP AND ACTIONS NEEDED Younger and older residents It is anticipated that the proposals will have a positive impact for this cohort in terms of their health especially for older people who may be more susceptible to hazards such as excess cold and falls. Targeted outreach will be necessary to maximise the benefits of licensing for this protected group to raise awareness. Care will be taken to ensure that information concerning the proposal is accessible to all with opportunities for signposting and support from partner organisations where appropriate. There may be a potential negative impact on this cohort if the landlord were to increase rent due to the proposed licence fee. Women It is anticipated that the proposals will have a positive impact for women as they are more likely to experience discrimination compared to men when renting. The assessment of landlords to be ‘fit and proper ’ should reduce any potential discrimination for this cohort and t he new arrangements will provide the ability to report unfair discrimination. Care will be taken to ensure that information concerning the proposal is accessible to all with opportunities for signposting and support from partner organisations where appropriate. There may be a potential negative impact on this cohort if the landlord were to increase rent due to the proposed licence fee. Black, Asian or other ethnic groups White working class It is anticipated that the proposals will have a positive impact for tenants who share these characteristics in terms of health and other inequalities. Targeted outreach will be necessary to maximise the benefits of licensing for this protected group to raise awareness and trust. Care will be taken to ensure that information concerning the proposal is accessible to all with opportunities for signposting and support from partner organisations where appropriate. The assessment of landlords to be ‘fit and proper’ should reduce any potential discrimination for this cohort and the new arrangements will provide the ability to report unfair discrimination. There may be a potential negative impact on this cohort if the landlord were to increase rent due to the proposed licence fee. Disabled tenants It is anticipated that the proposals will have a positive impact on disabled tenants in terms of health and other inequalities. Property inspections assess health and safety of living conditions. Supportive adaptions to properties will have a positive impact on physical and mental health. Licence holders who discriminate o n the grounds of disability will also be held to account. Targeted outreach will be necessary to maximise the benefits of licensing for this protected group to raise awareness and trust. Care will be taken to ensure that information concerning the proposal is accessible to all with opportunities for signposting and support from partner organisations where appropriate. The assessment of landlords to be ‘fit and proper’ should reduce any potential discrimination for this cohort and the new arrangements wi ll provide the ability to report unfair discrimination. There may be a potential negative impact on this cohort if the landlord were to increase rent due to the proposed licence fee. LGBTQ+ community The assessment of landlords to be ‘fit and proper’ should reduce any potential discrimination for this cohort and the new arrangements will provide the ability to report unfair discrimination. Care will be taken to ensure that information concerning the proposal is accessible to all with opportunities for signposting and support from partner organisations where appropriate. There may be a potential negative impact on this cohort if the landlord were to increase rent due to the proposed licence fee. Community Cohesion and Safety It is intended that t he proposed licence arrangements will contribute to maintaining a clean and safe local environment by reducing the levels of waste and anti-social behaviour in the borough and act against those whose properties or tenants cause persistent ASB . This will potentially improve community cohesion and safety. Human Rights The Council, as a public authority, is also required to comply with the Human Rights Act 1998 as well as the 2014 Act. The Council’s use of discretionary licensing across the Borough is considered a proportionate means to achieve a legitimate aim to pursue the wellbeing of occupiers of HMOs and the neighbourhood and for general public interest. It is anticipated that the proposal will not breach any of these Articles and will provide positive support for people’s rights. Religion/belief The assessment of landlords to be ‘fit and proper’ should reduce any potential discrimination for those who share a characteristic of a religion or belief, and the new arrangements will provide the ability to report unfair discrimination. Care will be taken to ensure that information concerning the proposal is accessible to all with opportunities for signposting and support from partner organisations where appropriate. There may be a potential negative impact on this cohort if the landlord were to increase rent due to the proposed licence fee. D) Conclusions The key purpose of the scheme is to reduce antisocial behaviour, improve property conditions and management standards in HMOs. Addressing these criteria will have an impact on reducing the level of deprivation, which will benefit residents across all protected characteristics and particularly more vulnerable groups. In particular, Black, Asian and other ethnic groups, families with young children, disabled residents and vulnerable adults will benefit from better enforcement of licence conditions and of the Housing Health and Safety Rating System standards. All group s will benefit from improvements in engagement, communication and signposting information between the council, landlords and tenants and other service providers. Information would relate to such matters as changes in the law affecting the PRS, energy efficiency measures and grants availability, information on local organisations and agencies which may be able to provide support. The assessment has identified a potentially negative impact if landlords decide to increase rent s, h owever, based on the experience of other Councils who have introduced licensing, we do not believe that licensing in itself should result in the need for landlords to increase rents. The human rights of residents in the relevant areas will improve as the Additional Licensing scheme will have an impact on negative behaviours causing detriment to the area. COMPLETED BY: Signed: Name: Stephanie Waterford Position held: Head of Public Protection & Enforcement Dated: 27th January 2026 APPROVED BY: Signed: Name: Richard Webb Position held: Director Community Safety & Enforcement Dated: 03/02/26

Cabinet – 19 February 2026 (Part 1 Public) SAFER HILLINGDON PARTNERSHIP COMMUNITY SAFETY STRATEGY Cabinet Member & Portfolio Cllr Wayne Bridges , Cabinet Member for Community and Environment Responsible Officer Daniel Kennedy, Corporate Director of Residents Services Report Author & Directorate Richard Webb, Director of Community Safety and Enforcement Residents Services Directorate Papers with report Appendix 1 –Community Safety Strategy HEADLINES Summary The Council facilitates the Safer Hillingdon Partnership, the Community Safety Partnership for Hillingdon. Community Safety Partnerships have a statutory duty to produce a Community Safety Strategy which formulates and implements a plan to reduce crime and disorder, combat substance misuse, and reduce re-offending in the local area. A draft Community Safety Strategy has been agreed by the Safer Hillingdon Partnership. This report provides information on the proposed strategy, which forms part of the Council’s Policy Framework, to cover the period from 202 6 to 202 9. As a policy document within the Council’s Policy framework, the Council needs to consult on this strategy before it can be adopted. A public consultation on the draft strategy has taken place and t his paper provides Cabinet with the draft strategy and consultation outcomes and seeks Cabinet agreement to present the strategy to Full Council for adoption. Putting our Residents First Delivering on the Council Strategy 2022-2026 This report supports our ambition for residents / the Council of: Be / feel safe from harm This report supports our commitments to residents of: Safe and Strong Communities Financial Cost Adoption of the draft strategy has no direct financial cost to the Council. The delivery of the Council elements of the strategy and supporting plans will be managed within existing Council resources. Select Committee Residents’ Services Select Committee Ward(s) N/A Cabinet – 19 February 2026 (Part 1 Public) RECOMMENDATIONS That the Cabinet: 1) Consider the outcome of the consultation and select committee comments; 2) Endorse and recommend that the Hillingdon Community Safety Strategy 2026-2029 in Appendix 1 be presented to full Council for adoption. Reasons for recommendation(s) The adoption of a Community Safety Strategy for the borough discharges the Council’s statutory duty under the Crime and Disorder Act 1998. The Council shares this duty with other responsible authorities, as defined by the Act, and therefore needs to work with those other authorities to adopt a shared strategy. The Council fulfils this function through the Safer Hillingdon Partnership and therefore adopting the Safer Hillingdon Partnership strategy is the most appropriate way to ensure there is a single, shared strategy for the area. Alternative options considered / risk management 1) Do nothing. Failing to develop and adopt a Community Safety Strategy for the area would mean the Council would not meet its legal duties under the Crime and Disorder Act 1998. It would also mean that partnership activity seeking to prevent and reduce crime and disorder may be less effective than it could be due to a lack of agreed priorities and focus. Therefore, this option is not recommended. 2) Adopting a different strategy to the Safer Hillingdon Partnership strategy. This would risk the Council needing to support two different strategies, with the potential that available resources may be insufficient to effectively support the plans that need to support the strategy. Therefore, this option is not recommended. Democratic compliance / previous authority The Community Safety Strategy is a policy framework document – one of the Council’s key strategies – thereby its adoption follows a specified process as set out in the Council’s Constitution. Policy framework documents agreed by Full Council set out the overall strategic framework in which the Cabinet then operates and makes decisions consistent with it. Cabinet agreed to initiate a public consultation on the draft Community Safety Strategy at its meeting on 23rd October 2025. Subject to Cabinet’s decision, this will be considered for adoption at the full Council meeting on 26 February 2026. Select Committee comments The Residents Services Select Committee reviewed the draft community safety strategy at its meeting on 6th November 2025 and commented as follows: Cabinet – 19 February 2026 (Part 1 Public) “The Committee welcomes the ambition and collaborative approach reflected in the draft Community Safety Strategy and commends officers for developing a framework that responds to emerging challenges while maintaining a strong focus on partnership working. Members particularly support the establishment of the Hillingdon Enforcement Safety Panel, which represents a positive step towards addressing local safety concerns in a structured and transparent way. The Committee encourages Cabinet to ensure that this group operates with clear targets and reporting mechanisms to demonstrate impact. While recognising the progress made, the Committee notes that performance measures within the strategy would benefit from greater clarity. Linking outputs to measurable indicators—such as resolution times for anti- social behaviour cases, reduction in repeat victimisation, and reoffending rates —will strengthen accountability and help showcase the Council’s achievements. Members also welcome the inclusion of environmental desi gn considerations and recommend that improvements such as enhanced lighting and safer alleyways be incorporated into the delivery plan where feasible. The Committee is pleased to see tower blocks and communal areas identified as priority locations and supports the development of processes for back -to-back closure orders to prevent recurrence of anti-social behaviour. Finally, the Committee acknowledges the proactive engagement with the Safer Hillingdon Partnership and urges Cabinet to continue monitorin g the potential impact of police resource reductions to ensure that community safety standards remain high. Overall, the Committee considers the draft strategy to be a strong foundation for improving safety across the Borough and looks forward to reviewing the detailed performance framework at future meetings”. SUPPORTING INFORMATION 1. Community Safety Partnerships (CSPs) were established under Sections 5 to 7 of the Crime and Disorder Act 1998 and comprise representatives from the specified ‘responsible authorities. For London, the responsible authorities are the local authority, Metropolitan Police Service, London Fire Brigade, the Integrated Care Board and National Probation Service. CSPs can work in partnership with any other agencies or bodies that they may feel would contribute to community safety in the area. 2. In Hillingdon, the Community Safety Partnership is the Safer Hillingdon Partnership, chaired by the Cabinet Member for Community and Environment. 3. Regulation 5 of the Crime and Disorder ( Formulation and Implementation of Strategy) Regulations 2007 requires the CSP to carry out an annual strategic assessment of crime and disorder. This strategic assessment should include an analysis of the levels and patterns of crime and disorder and subst ance misuse in the area and how and why those levels and patterns are changing. It should enable the partnership to determine its’ priorities for the year. Cabinet – 19 February 2026 (Part 1 Public) 4. Regulation 10 requires CSPs to prepare a partnership plan and to revise it annually in consideration of the strategic assessment. This plan should set out a strategy for the reduction of crime and disorder and for combating substance misuse in the area. Legislation outlines what the partnership plan should contain including the priorities agreed by the partnership and the steps the partnership considers necessary for the responsible authorities to take to implement that strategy and meet those priorities. 5. Whilst the Safer Hillingdon Partnership carries out an annual strategic assessment and agrees its priorities each year, the last formal partnership plan was agreed in 2019. 6. Legislation also states that in developing the partnership plan , the partnership should consider “the matters which the persons living and working in the area consider the responsible authorities should prioritise when each are exercising their functions to reduce crime and disorder and to combat substance misuse in the area.” On behalf of the Safer Hillingdon Partnership, the Council facilitated a public survey during April 2025 to seek views on the matters which residents and businesses in the borough believe should be prioritised by the partnership. There were 779 responses to this survey. 7. At its meeting in July 2025 the Safer Hillingdon Partnership considered a draft Community Safety Strategy for the borough. This strategy had been prepared following consideration of the responses to the community safety survey undertaken in April , the outcomes of the annual strategic community safety assessment, and the partnership’s statutory duties. The Safer Hillingdon Partnership agreed its priorities to be: a. Safer Neighbourhoods and Perceptions of Crime b. Violence Against Women and Girls (including domestic abuse and sexual offending) c. Reducing the Number of Violent Incidents in the Borough d. Preventing Harm and Safeguarding Communities 8. The Safer Hillingdon Partnership adopted the draft strategy. This draft strategy is a separate document as Appendix 2 of this report. The strategy will be formatted for publication once public consultation on it has been concluded. 9. The Community Safety Strategy for the borough forms part of the Council’s Policy Framework under the Council’s constitution. As such, Full Council is required to approve and adopt this strategy. The constitution states that public consultation for a 6-week period is normally undertaken before the strategy can be finalised for presentation to Full Council. Consulting on the draft strategy enables the final strategy to reflect the matters which residents and businesses in the borough would like the partnership to prioritise. 10. The draft strategy was presented to Cabinet on 23 October 2025, where approval was granted to proceed to public consultation. The strategy then went to the Select Committee on 6 November 2025. 11. The public consultation commenced on 14 November and ended on 29 December 2025 allowing for the 6-week consultation process. Cabinet – 19 February 2026 (Part 1 Public) Financial Implications There are no direct financial impacts arising from this recommendation. The Council already works in partnership with other local organisations through the Safer Hillingdon Partnership to seek to reduce crime and disorder in the borough. The strategy provides a clear statement of the partnership’s priorities and enables the partnership to develop a plan and set of performance indicators which ensure the partnership is focused on actions which will contribute to the priorities for residents. Therefore, adopting a community safety strategy does not in itself add costs to the Council but will enable existing resources to be allocated to agreed priorities. RESIDENT BENEFIT & CONSULTATION The benefit or impact upon Hillingdon residents, service users and communities Community Safety Strategies are intended to deliver wide-ranging benefits that support safer, stronger, and more resilient communities. Adopting a community safety strategy for Hillingdon will improve coordination between organisati ons with a role in preventing and reducing crime and anti-social behaviour . It also provides greater transparency and accountability through a published statement of priorities and enables the partnership to agree a set of performance measures relating to those priorities which can be used to track progress and outcomes. The Council is also able to access external funding for initiatives to prevent and reduce crime and disorder, and it is often necessary to show how the funding will contribute to agree priorities. Adopting a community safety strategy enables the Council to demonstrate how funding will contribute to local priorities. Consultation & engagement carried out (or required) A public consultation was unde rtaken in April 2025 to gather information on the matters which should be reflected as priorities in this draft community safety strategy. A further public consultation on the draft strategy has been carried out and was formally launched on the 14 November 2026 and remained open until 29 December 2026, providing a six -week period for public feedback The consultation on the draft Hillingdon Community Safety Strategy revealed several recurring themes where residents expressed a strong desire for change. While many respondents felt the strategy broadly addressed key issues such as anti -social behaviour, violence reduction, and support for vulnerable groups, there was widespread concern about its practical implementation and effectiveness. Following the conclusi on of the consultation, the draft strategy was reviewed and amended to reflect comments received from residents, the Select Committee, and partner organisations. These amendments have ensured that the final strategy is comprehensive, robust, evidence-led, and responsive to local concerns. The findings of the consultation are as follows: Cabinet – 19 February 2026 (Part 1 Public) Key Areas for Improvement Identified by Residents Police Visibility and Enforcement A theme throughout the consultation was concern about the lack of visible policing. Many residents reported feeling unsafe due to the perceived absence of officers on the streets, particularly in town centres, transport hubs, and residential areas. Concerns were raised about reduced foot patrols, police station closures, and the impact th is has had on public confidence and perceptions of safety. Anti-Social Behaviour and Low-Level Crime Residents highlighted persistent issues including fly -tipping, begging, drug use, shoplifting, and intimidation in public spaces. Many respondents felt that these issues were increasing, particularly in known hotspot locations, and that enforcement action was not sufficiently visible or consistent. Safety for Women and Girls Several respondents, particularly women, reported feeling unsafe in town centres , parks, and poorly lit areas. Concerns included harassment, intimidation, insufficient street lighting, and gaps in CCTV coverage. Confidence in Delivery A significant proportion of respondents expressed scepticism about whether the strategy would result in tangible improvements, citing concerns around resources and the gap between strategic commitments and delivery. CCTV and Environmental Design Residents called for improved street lighting and a review of the CCTV network, including timely maintenance, repairs, and clarity regarding camera coverage and locations. Demographic Insights The charts below illustrate the demographic profile of respondents to the Community Safety Strategy consultation and demonstrate s engagement across a broad range of age groups, genders, and ethnic communities. This diversity of responses has directly informed the development of an inclusive and proportionate strategy Cabinet – 19 February 2026 (Part 1 Public) Responses were received from a broad cross-section of the borough’s population: Strong engagement from residents aged 45 –64 and 65+, with heightened concern around personal safety and visible policing. Cabinet – 19 February 2026 (Part 1 Public) The survey responses provided a balanced gender representation, with women more frequently raising issues around harassment and feeling unsafe in public spaces. The survey also provided for engagement from residents across the borough’s ethnic communities, including White, Asian, Black, and other minority ethnic groups. There was also p articipation from residents w ith and without disabilities, with feedback emphasising accessibility, inclusive communication, and service design. Response to Consultation and Key Recommendations within Strategy The consultation findings have directly informed the final Community Safety Strategy and delivery plan: Visible Policing: While police resourcing and station provision sit outside the direct control of the Council, the strategy commits to continued partnership engagement with the Metropolitan Police to influence local deployment and prioritisation. Anti-Social Behaviour Enf orcement: Targeted joint council -police operations focusing on hotspot locations and repeat issues are embedded within the strategy and delivery plan. Safety for Women and Girls: Improvements to street lighting, targeted CCTV coverage, and prevention and awareness activity will be supported through the Violence Against Women and Girls (VAWG) coordinator role. CCTV Service Review: A review of the CCTV network is already underway to ensure functionality, coverage, and timely maintenance. Transparency and C ommunication: The strategy has been simplified and supported by a glossary and clear performance measures to improve public understanding and accountability. Community Engagement: The strategy commits to sustained engagement through schools, community centres, neighbourhood-based initiatives, and digital platforms. Equality, Inclusion and Ethnicity Considerations The Community Safety Strategy has been developed with a strong and explicit commitment to equality, inclusion, and fairness, with full consider ation of Hillingdon’s diverse demographic and ethnic makeup. The strategy is not expected to result in any adverse or disproportionate impact on any protected group; rather, it aims to improve safety, confidence, and access to services for all residents. T he consultation responses reflected the borough’s ethnic diversity, including engagement from White, Asian, Black, and other minority ethnic communities. The strategy recognises that experiences of crime, anti -social behaviour, fear of crime, and trust in statutory services can differ across communities, particularly in relation to issues such as hate crime, harassment, under-reporting, and confidence in police enforcement. The strategy also acknowledges that crime and vulnerability are not experienced uni formly. Groups such as women and girls, young people, older adults, disabled residents, and minority ethnic communities may face distinct risks or barriers. Cabinet – 19 February 2026 (Part 1 Public) As such, the strategy incorporates targeted and proportionate actions to address these differences rather than adopting a one-size-fits-all approach. Key equality-led commitments include:  Partnership working with community, faith, and voluntary sector organisations to strengthen engagement with minority and under-represented communities.  Accessible and inclusive reporting pathways to encourage reporting of crime and anti - social behaviour, including hate crime.  Prevention and early-intervention initiatives that are culturally informed and responsive to local need.  Fair and consistent access to services, enforcement, and support regardless of race, gender, disability, age, religion, sexual orientation, or any other protected characteristic. Equality considerations, including those relating to ethnicity, have been assessed throughout the development of the strategy, and no evidence of adverse or disproportionate impacts has been identified requiring an Impact Assessment. Where differing experiences or risks are highlighted, these will be addressed through targeted mitigation and tailored delivery models. Benefits of Adopting the Community Safety Strategy 2026 -2029 Adopting the Community Safety Strategy will deliver wide -ranging benefits by supporting safer, stronger, and more resilient communities. It will improve coordination across organisatio ns responsible for preventing and reducing crime and anti -social behaviour, provide greater transparency and accountability through agreed priorities and performance measures, and strengthen the Council’s ability to secure external funding by clearly aligning initiatives to agreed priorities. The strategy will be reviewed on an annual basis to ensure it remains relevant, responsive, and informed by emerging issues. Monitoring arrangements will ensure that the lived experiences of diverse communities contin ue to shape delivery, and any unintended consequences will be addressed through appropriate mitigation and adaptation. 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, if the Community Safety Strategy is adopted it will be met from existing resources. Legal Legal Services confirm that the legal framework underpinning Community Safety Partnerships (CSPs) and their associated strategic planning duties is accurately set out within the body of the report. For completeness, Cabinet should note the following key statutory requirements and legal considerations: Cabinet – 19 February 2026 (Part 1 Public) Sections 5 and 6 of the Crime and Disorder Act 1998 The Council is a “responsible authority” and therefore has a joint statutory duty to work in partnership with other responsible authorities to prevent and reduce crime and disorder, anti-social behaviour, substance misuse, and re-offending within the borough. This duty must be discharged through a formally constituted Community Safety Partnership, which in Hillingdon operates as the Safer Hillingdon Partnership. Crime and Disorder (Formulation and Implementation of Strategy) Regulations 2007 The Community Safety Partnership must formulate and implement a strategy as referenced as ‘Community Safety Strategy’ in this report. The strategy must:  Undertake an annual Strategic Assessment , identifying crime and disorder patterns, emerging risks, and causation factors; and  Prepare, implement, and keep under review a Partnership Plan/Community Safety Strategy, setting out the partnership’s priorities and the actions required to address them. Chapter 4 of the Council’s Constitution The Strategy forms part of the Council’s Budget and Policy Framework within the Council’s Constitution. As a result, its adoption is reserved to Full Council , following the required consultation process and after Cabinet has considered consultation feedback and recommended approval. The consultation undertaken must meet established public law principles of fairness, commonly known as the Gunning principles, which require that: 1. Consultation takes place at a formative stage; 2. Sufficient information is provided to allow consultees to give the proposals intelligent consideration; 3. Consultees are given adequate time to respond; and 4. Decision makers give conscientious consideration to the results of the consultation before final decisions are made.-makers The report explains the consultation process undertaken and how the findings have informed the development of the final Strategy. On that basis, the consultation appears to meet the above requirements. In addition, the C ouncil must have due regard to the Public Sector Equality Duty under section 149 of the Equality Act 2010. This requires the Council, when exercising its functions, to consider how its decisions affect people with protected characteristics. The report confirms that equality considerations have been assessed and that no disproportionate impacts have been identified. Cabinet should remain satisfied that equality implications have been fully taken into account before recommending the Strategy to Full Council. BACKGROUND PAPERS Cabinet report / decision – 23 October 2025

www.hillingdon.gov.uk Hillingdon Community Safety Strategy 2026-2029 Appendix 1 Contents Foreword 3 Introduction to the Community Safety Strategy 4 Our priorities 5 Hillingdon borough (crime and disorder highlights and what the communities say) 6 Priority 1 – Safer Neighbourhoods 8 Priority 2 – Violence Against Women and Girls 10 Priority 3 – Serious Violence 12 Priority 4 – Preventing Harm and Safeguarding Communities 14 Foreword We are pleased to introduce this Safer Hillingdon Partnership strategy that sets out its priorities for 2026-2029. This strategy forms part of a suite of strategies that ensures Hillingdon residents can enjoy life and fulfil their potential. The Safer Hillingdon Partnership brings together the London Borough of Hillingdon, the Metropolitan Police, National Probation Service, London Fire Brigade, the Integrated Care Board, the Safer Neighbourhood Board, and other stakeholders to collectively work together on local crime and disorder challenges. This strategy is based upon the findings of a Strategic Needs Assessment and consultation with the public by means of a crime and disorder survey. This survey will be repeated annually to ensure we keep track of public opinion and their views of crime and disorder . We know that community safety issues are changing and becoming more complex, influenced by regional, national, and international developments. We also recognise the emerging challenges of social media that influences all of us, with a need for community safety to adapt in respect of such challenges as well as the opportunities presented by technological developments such as AI. This strategy sets a direction but is designed to be agile and responsive. Its success is dependent upon the commitment and partnership that will maintain Hillingdon as one of London’s safest boroughs. Cllr Wayne Bridges Cabinet Member for Community and Environment 2 3 Introduction to the Hillingdon Community Safety Strategy Our priorities The priorities identified by the Partnership are subject to annual review and are listed below. There are inter- relationships between these priorities and all community safety challenges. We will work closely with our Local Safeguarding Partnerships to address not only these priorities, but also tackle the factors that lead to children and adults being at risk and protect the most vulnerable. Safer Neighbourhoods This priority looks at the types of crime and anti-social behaviour (ASB) most concerning to residents. We will tackle neighbourhood crime issues across the borough, as well as focusing on areas of greatest need, including localities with elevated levels of crime. We will problem solve longstanding issues and be agile to local crime demands, seeking to reduce crime, ASB and improve people’s confidence and feelings of safety. Violence Against Women and Girls (VAWG) VAWG is having a huge impact on victims, their children, the economy, health services and the criminal justice system. We recognise VAWG is a complex issue with multiple underlying causes, including gender inequality, power imbalances, and entrenched cultural expectations. The Safer Hillingdon Partnership will work collaboratively to pursue perpetrators of VAWG, support victims and survivors, raise public awareness of available services, and build confidence in accessing them. We will address the environmental and situational factors that contribute to women and girls not feeling safe in our borough. We will work to achieve the necessary cultural changes, as well as ensuring support to those at risk or who survive, and seek to change harmful attitudes of men and hold perpetrators to account. Our definition includes domestic abuse, acknowledging that men can also be victims and recognising its complex and varied forms. Serious Violence Serious violence, including knife crime, is complex in nature, with multiple linked drivers that include social media, county lines and gangs. We recognise there is not a ‘quick fix’ to the challenge, but a necessity to drive long-term change through engagement with young people, securing changes in attitudes and views, whilst also robustly tackling those who perpetrate such acts. We will collaborate with communities, places of education and partners to reduce serious violence and its damaging impact on community confidence and cohesion Preventing Harm and safeguarding Communities Self-Initiated Terrorism (S-IT) remains the primary terrorist threat in London, driven by both Islamist and extreme right-wing ideologies. Much of this activity involves online dissemination of extremist content, with a growing number of young people self-radicalising. We will strengthen early intervention, disrupt extremist activity, and provide tailored support for vulnerable individuals, including those with mental health conditions or neurodiverse needs. A hate crime is defined as ‘Any criminal offence which is perceived by the victim or any other person, to be motivated by hostility or prejudice based on a person’s race or perceived race; religion or perceived religion; sexual orientation or perceived sexual orientation; disability or perceived disability 4 5 Under The Crime and Disorder Act 1998 each statutory Community Safety Partnership is required to produce a Community Safety Strategy. This strategy outlines the Safer Hillingdon Partnership’s (the Community Safety Partnership for Hillingdon) three-year plan on how we will work to ensure Hillingdon remains one of the safest boroughs in London. The Safer Hillingdon Partnership is responsible for this strategy through a multi-agency approach and is accountable for its effective implementation. To ensure the priorities in this strategy are implemented, several workstreams will be established which will report back to the Safer Hillingdon Partnership. The strategy will be supported by a comprehensive Community Safety Delivery Plan which is a performance framework, with dedicated workstreams aligned to each priority and progress monitored through quarterly reporting at the Safer Hillingdon Partnership board, where the overall delivery, governance, and oversight of the plan will be centrally managed. This ensures partners remain collectively accountable for driving forward activity and maintaining a clear line of sight on progress, risks, and performance. Our partnership model underpins all community safety priorities, enabling coordinated activity that ranges from targeted multi-agency operations and place-based interventions to effective, timely information sharing and intelligence-led problem solving. This approach strengthens our capacity to respond to complex issues, supports early intervention, and ensures agencies are working in a unified, joined-up way. The Delivery Plan will clearly set out actions, responsible leads, milestones, and timelines, ensuring that expectations are transparent and aligned with both operational deliverables and strategic ambitions. Performance measures will be closely linked to each priority and will draw on a balanced suite of qualitative insights and quantitative data, enabling a richer understanding of our impact. This includes statistical trends, hotspot analysis, partnership intelligence, community testimony, and lived experiences—all of which help capture both the measurable outcomes and the wider community context in which they sit. Quarterly reviews through the Safer Hillingdon Partnership will ensure robust governance and continuous scrutiny, with partners able to challenge progress, escalate concerns, identify barriers, and agree remedial actions promptly. This governance cycle will support dynamic decision-making, encourage innovation, and enable us to adapt to emerging risks, shifting patterns of demand, or unforeseen challenges. The Delivery Plan will also act as a shared roadmap for all partners, reinforcing collaboration, aligning priorities, and ensuring resources are targeted where they will achieve the greatest impact. Overall, this evidence-based, outcome-focused approach will provide the transparency, structure, and collective commitment needed to drive continuous improvement, support long- term resilience, and ensure the strategy delivers meaningful, sustained benefits for residents and communities across Hillingdon. Working with our residents, communities, local businesses and all our stakeholders will be instrumental in keeping the people of Hillingdon safe from crime and repeat victimisation. The strategy will be reviewed on a yearly basis by the Safer Hillingdon Partnership in line with our governance processes. and any crime motivated by hostility or prejudice against a person who is transgender or perceived to be transgender’. Hate crime can have a profound impact on victims’ physical and mental wellbeing and instil fear across entire communities. Targeted individuals may feel unsafe, unwelcome, and vulnerable to further harm, while affected groups often face broader social and economic disadvantages. We are committed to preventing hate crime, supporting victims, and fostering safer , more inclusive communities. Modern slavery is a hidden challenge in Hillingdon, taking forms such as sexual exploitation, domestic servitude, forced labour , and criminal exploitation. While not unique to the borough, local concerns include ASB linked to the sex industry, exploitation of young people in gangs and serious violence, and the use of properties for criminal purposes, including cuckooing. We are committed to identifying and disrupting all forms of exploitation, protecting victims, and working in partnership to reduce associated harms. Hillingdon borough To determine priority areas of focus, the Partnership considers information from a variety of sources that are brought together in a Strategic Needs Assessment. This information includes the legislative framework within which we currently operate, and forthcoming legislation proposed by the government together with statistical information including demographic information on the population and crime data from the police. The below summarises some of the statistical information that has informed this strategy. Population Information The current population of Hillingdon is 319,018, an increase of 2.6 per cent since 2022. Hillingdon has a younger population (aged 0-18) than London and England. There are higher levels of diversity in the south of the borough with wards in the south seeing higher levels of residents from Asian, Black, and mixed heritage backgrounds. Wards in the south of the borough have higher levels of residents aged under 25 (Uxbridge and Colham and Cowley wards have higher rates due to university accommodation), and higher proportions of females aged under 25 years. Whilst there are differences between the north and south of the borough there are also noticeable differences within the wards in these areas. Wards in the south have higher levels of overcrowding, with up to 20 per cent of households having fewer bedrooms than required (one or two or less than needed). Wards in the south have higher proportions of households with six or more residents. Household size, 2021 0 1000 2000 3000 6 people 7 people 8+ people  North wards  South wards The top concerns from the Hillingdon 2025 Crime and Disorder Survey are: Domestic Burglary Drug Dealing Knife Crime Theft - shoplifting Anti-social Behaviour Crime Levels A Strategic Needs Assessment reports changes in reported crime levels that have been affected by boundary changes and crime recording systems changes. The below list shows the direction of reported crime in the year 2024 versus 2023, with the highest crime by volume at the top and lowest volume at the bottom. s All victim-based crime s Violence without injury t Domestic abuse s Other theft s Shoplifting t Violence with injury s All crime non-victim based t Theft from a vehicle s Criminal damage s Theft of / or unauthorised taking of a vehicle s Theft from the person s Burglary residential t Public alarm or distress t Domestic abuse – violence with injury s Possession of drugs s Theft person – mobile phone s Robbery of personal property s Sexual offences t Hate crime t Racist and religious crime s Trafficking of drugs t Racist crime The voice of Children and Young People (CYP) CYP, through a variety of workshops and survey work expressed concern about knife crime, gangs, and social media. They spoke openly about areas they feel unsafe, which also included public transport. They spoke about the need for cleaner environments, more CCTV, and knife bins. They expressed a desire to improve trust with the police, social care, and teachers. 6 7 Priority 1: Safer Neighbourhoods and Perception of Crime Safer Neighbourhoods includes acquisitive crimes, such as theft-shoplifting and burglary, as well as ASB. These crimes tend to be high volume and may affect whole communities, but also negatively impact on individuals. 1. What we will achieve: • Reduced incidents of ASB and acquisitive crime. • Communities that feel safer , through use of CCTV and partnership alliances. • A balanced, tiered approach to preventing neighbourhood crime by: - delivering universal prevention advice and awareness to the wider community - implementing targeted interventions for individuals at risk of becoming victims or perpetrators - providing intensive support for those at the highest risk. Whole- Population Prevention • Carry out public facing prevention and awareness activities. • Implement community-led safety initiatives to empower residents to take a more active role. • Build upon the active Neighbourhood Watch (NHW) scheme and develop alternative means of communication where NHW is not a preferred medium. • Address environmental factors contributing to crime, such as poor street lighting. • Make effective use of public space and mobile CCTV to prevent, deter and detect crime. • Address environmental factors, such as poor lighting, and environmental crime like fly-tipping and littering. • Ensure identified crime hotspots will be managed through the Hillingdon Enforcement and Safety Panel (HESP) and a monthly precision crime fighting meeting with police partners. • Collaborate with partners and Planning to develop long-term aspirations and visions for Hayes and Uxbridge Town Centre. Targeted Early Intervention • Pilot innovative technology solutions, such as AI-enhanced CCTV, for crime prevention and detection. • Make effective use of the borough Public Spaces Protection Order . • Adopt problem-solving approaches to CT in terms of focusing on victims, offenders, location and time. • Address the emerging challenges confronting, such as businesses at higher risk of theft-shoplifting through partnership prevention initiatives and tackling identified repeat offenders. Intensive Support and Risk Management • Ensure clear pathways and support for the most vulnerable to crime and disorder . • Develop the success of the Daily Violence Vulnerability and Exploitation meetings to address the vulnerability and risk associated with complex/high demand ASB and crime problems including drug-related incidents. • Make use of injunctions and the powers conferred through legislation to partially and fully close individual premises and tower blocks. • Ensure the judicious use of legislation in relation to individuals, such as Criminal Behaviour Orders (CBOs). Perpetrators • Identify, deter , and disrupt prolific offenders, ensuring there is an effective approach to Integrated Offender Management (IOM) via introduction of a Reduction of Re-offending Board. • Ensure that vulnerabilities and risk factors of offenders are understood (E.g. substance misuse), and that appropriate support is available/signposted. Continuous Improvement • Improve data-driven approaches to identify and address crime hotspots proactively. • Ensure the voice of the community is captured and informs priorities and activities. Governance • Collaborate with the police and partners to deliver an effective Precision Crime Fighting meeting to robustly address emerging crime and ASB challenges. 3. Outputs/Outcomes: • Increase feelings of safety and reduce fear of crime among residents in relation to burglary. • Strengthened trust and collaboration between communities, the police and partners. • Reduction in crime rates and ASB. • Reduction in repeat victimisation. 2. To action this priority, we will: 8 9 3. Outputs/Outcomes: • Prevention and early intervention in the identification of VAWG and DA • Provision for survivors of domestic abuse and VAWG • Pursuing perpetrators by delivering targeted interventions to reduce reoffending of the most prolific and high-risk offenders of DA. • Partnership working to develop a coordinated community response and a culture of zero tolerance to gender-based violence. Priority 2: Violence Against Women and Girls (including Domestic Abuse and Sexual Offending) VAWG can be broken down into different strands that includes, Domestic Abuse (DA), Sexual Violence, Stalking, Harmful Practices of Female Genital Mutilation (FGM), So-called ‘honour’- based abuse, Femicide, Sexual Exploitation and Abuse. 1. What we will achieve • Empower the local community and public to understand and respond to VAWG. • Provide safe environments and spaces where women and girls feel supported and protected. • Ensure services can recognise, risk assess and respond to early signs of abuse. • Provision of accessible support for everyone experiencing abuse. • Identification and disruption of repeat offenders. Whole- Population Prevention • Carry out public facing awareness activities, provide training to businesses and faith groups around all aspects of VAWG, to inform and challenge outdated and old-fashioned beliefs. • Work with all education providers, from primary schools through to higher education, to deliver training on healthy relationships, and VAWG including Domestic Abuse (DA). • Create and promote safe ‘Safe Spaces’ where women can discreetly seek help. • Ensure that parks and open spaces remain safe spaces for all to use. • Raise awareness of harmful practices (FGM, HBV), ensuring the partnership has a comprehensive understanding of its nature and impact. Targeted Early Intervention • Develop early intervention services to offer support prior to when crisis intervention support is needed. • Work with all education providers, from primary schools through to higher education to develop training and support for staff and students to identify all VAWG and how to access support. • Providing active bystander training to ensure residents are confident in intervening in situations to prevent situations worsening. Intensive Support and Risk Management • Provide accessible support services for survivors of VAWG, including Independent Domestic Abuse Advisors. • Seek to increase support locally for sexual violence victim survivors. • Achieve DAHA accreditation. • Ensure that the DA Multi-Agency Risk Assessment Conference arrangement is an effective forum to reduce the risk for those experiencing domestic abuse. Perpetrators • Identify repeat perpetrators, hold them to account and disrupt their behaviour . • Ensure there is an effective approach to Multi Agency Public Protection Arrangements (MAPPA) via a Reduction of Re-offending Board. • Provide support for perpetrators who want to change their behaviours and evaluation of this support to identify what works. Continuous Improvement • Ensure that Domestic Homicide Reviews/ Domestic Abuse Related Death Reviews are completed, and learning informs service development. • Seek to ensure the voice of ‘survivors’ informs strategy and delivery in the future. • Deliver effective training to professionals across the partnership regarding VAWG and seeking to ensure DA training is mandatory. • Collaborate with communities and the voluntary sector to develop a coordinated community response to DA that would see locally based community support networks, formed such as one stop shops, assistance groups and more. Governance • Develop a survivor forum. • Ensure that all VAWG is subject to oversight and governance of the Domestic Abuse Steering Executive. 2. To action this priority, we will: 10 11 Priority 3: Reducing the Number of Violent Incidents in the Borough This includes any form of violence or exploitation, including domestic abuse and sexual violence. It encompasses offences such as homicide, grievous bodily harm (GBH), actual bodily harm (ABH), rape, assault by penetration, sexual assault, personal robbery, threats to kill, and damage to property committed during these offences. 1. What we will achieve: • Reduce the number of victims of exploitation and violence. • Children and young people safeguarded from harm, exploitation, and violence. • Enhanced protective environments to support growth and development. 2. To action this priority, we will: 3. Outputs/Outcomes: • Reduction in violent incidents and exploitation in the borough. • To create a robust response to prevent and deter the involvement in violence. • Target and rehabilitate the perpetrators of violence. • Reducing the number of people being drawn into drug activity in the borough. Whole- Population Prevention • Seek to change societal attitudes and behaviours towards violence by ensuring communities and young people inform and support our plans and activity. • Collaborate with schools to deliver evidence-based approaches at primary and secondary schools. • Take problem-solving approaches to higher risk locations and seek to make public spaces feel safer through effective partnership, CCTV and environmental design. • Ensure professionals and communities have appropriate knowledge to enable them to respond to vulnerabilities (e.g. trauma informed practice, bystander training, stalking and harassment awareness, etc.). Targeted Early Intervention • Ensure effective early identification and intervention for those at risk of involvement in violence and ensuring risk management plans are in place. • Work to keep young people in education and employment. • Deliver an effective ‘outreach’ programme that works with those at risk of violence and exploitation. • Ensure clear pathways to intervention are in place that inform professionals of how to ‘recognise and respond’ to risk. • Make changes to the local environment to make public spaces safer , utilising CCTV where able. Intensive Support and Risk Management • The systemised identification of high-risk cohorts and those who are repeat offenders. • Identification of needs and vulnerabilities of those cohorts. • Planning appropriate interventions for those cohorts. • Working as a partnership to reduce the risk of reoffending. • To reduce the incidence of violence through proactive tackling of the street drugs markets, cuckooing of vulnerable people’s properties, and by disrupting ‘gangs’/criminal networks. Perpetrators • Identify repeat perpetrators and those who present the highest risk, seek to understand their vulnerabilities to provide appropriate support, but disrupt their behaviour and hold them to account. • Provide support for perpetrators who want to change their behaviours and evaluation of this support to identify what works. • Where required in response to identified risks, ensure a whole systems partnership approach through ‘serious harm prevention’ meetings. • Identify, deter , and disrupt prolific offenders, ensuring there is an effective approach to Integrated Offender Management (IOM) via introduction of a Reduction of Re-offending Board. Continuous Improvement • Ensure all homicides and near misses are subject to swift learning exercises focusing on the commission of violent acts. • Seek to ensure the voice of ‘young people’ informs strategy and delivery in the future, supporting the development of forums such as the Hayes Youth Forum (HYF). Governance • Implement a serious violence forum to oversee progress in respect of the serious violence strategy. • Collaborate with police and partners to deliver an effective Precision Crime Fighting meeting to robustly address emerging crime and ASB challenges 12 13 14 15 Priority 4: Preventing Harm and Safeguarding Communities The main terrorist threat to the UK and London is Self-Initiated Terrorism (S-IT), which is unpredictable and often ideologically driven, especially by Islamist extremism. Right-wing extremism also contributes, fuelled by grievances like racism and anti-establishment views. Online radicalisation is rising, especially among youth with increasing counter terrorism (CT) cases involving individuals with Autism Spectrum Disorder (ASD) or mental health issues. Hate crime harms victims’ wellbeing, spreads fear in communities, and makes targeted groups feel unsafe and unwelcome. It can also lead to wider social and economic impacts. Modern Slavery (MS) is a hidden challenge in Hillingdon taking many forms such as sexual exploitation, domestic servitude, forced labour and criminal exploitation. It links to local issues like gang-related youth exploitation, sex industry ASB, and cuckooed addresses. 1. What we will achieve: • Raise awareness, educate and inform to increase awareness of these issues. • Raise the confidence of targeted groups to report hate crime. • Ensure professionals can recognise and respond to warning signs to ensure early intervention is taken. 2. To action this priority, we will: • Work through the Hillingdon Prevent Partnership who ensure we are delivering against the Prevent duty and identify priorities to address local risks and trends. • Form a Hate Crime Forum for Hillingdon to help shape the partnership response. • Ensure that allegations of crime or ASB which are motivated and/or aggravated by ‘Hate’ are prioritised. Perpetrators • Investigate and disrupt individuals involved in disseminating extremist propaganda. • Address both Islamist and extreme right-wing inspired threats. • Use legal tools to manage and prosecute those engaged in terrorist activity. • Investigate and prosecute hate crime offenders. • Challenge and disrupt hate-motivated behaviours early. • Use restorative approaches where appropriate to address harm and prevent reoffending. • Investigate and prosecute individuals and groups involved in Modern Slavery. • Disrupt criminal operations linked to forced labour , sexual exploitation, and cuckooing. • Use enforcement powers to deter and manage repeat offenders. • Identify, deter , and disrupt prolific offenders, ensuring there is an effective approach to Integrated Offender Management (IOM) via introduction of a Reduction of Re-offending Board. Continuous Improvement • Analyse trends in CT casework to refine early intervention strategies. • Share learning across agencies to improve detection and response. • Invest in training for professionals on identifying and managing radicalisation risks. • Monitor hate crime trends and community impact. • Evaluate the effectiveness of interventions and victim support. • Share learning and best practices across agencies and communities. • Monitor trends and adapt strategies based on local intelligence and case data. • Provide ongoing training for frontline professionals. Governance • Embed CT priorities in local safety and safeguarding strategies. • Ensure oversight through multi-agency panels and strategic boards. • Monitor outcomes and adapt approaches based on evidence and intelligence. • Embed hate crime as a priority in local safety and equality strategies. • Ensure oversight through multi-agency boards, community partnerships and strategic partnerships. • Track performance and outcomes to inform policy and practice. • Embed Modern Slavery as a priority in local safeguarding and community safety strategies. • Track outcomes and performance to inform policy and practice. Whole- Population Prevention • Raise awareness of Self-Initiated Terrorism and its unpredictable nature. • Promote digital literacy to help the public recognise and report extremist content online and cyber bullying. • Encourage community resilience against extremist ideologies. • Raise awareness of the physical, mental, and emotional harm caused by hate crime. • Promote inclusivity and respect to reduce prejudice and discrimination. • Encourage community reporting and support for victims. • Raise awareness of the various forms of Modern Slavery (MS): sexual exploitation, domestic servitude, forced labour , and criminal exploitation. • Educate the public on how to spot signs of Modern Slavery and report concerns. • Promote community vigilance and zero tolerance for exploitation. Targeted Early Intervention • Identify individuals at risk of radicalisation, especially youth engaging with extremist content online. • Provide support for those with vulnerabilities such as neurodiversity or mental health conditions. • Monitor and respond to early signs of ideological influence or grievance-based narratives. • Identify individuals and communities at heightened risk of hate crime. • Provide early support to those showing signs of vulnerability or distress. • Address local tensions that may escalate into hate incidents. • Identify individuals at risk, especially young people vulnerable to gang involvement and serious violence. • Address ASB linked to the sex industry and exploitation. • Intervene early in cases involving properties at risk of being cuckooed. Intensive Support and Risk Management • Offer tailored interventions for individuals showing signs of radicalisation. • Coordinate multi-agency case management for high-risk individuals. • Ensure mental health and social care services are integrated into CT efforts. • Offer trauma-informed care and mental health support to victims of hate crimes. • Ensure safety planning and protection for repeatedly targeted individuals or groups. • Coordinate multi-agency responses to high-risk cases. • Provide victim-centred support, including safe accommodation and trauma-informed care. • Disrupt exploitative networks and safeguard those affected. 3. Outputs/Outcomes: • Raise awareness of radicalisation and emerging risks and how to raise concerns. • Increased awareness of hate crime and increase public confidence to report hate crimes. • Increased awareness and understanding of the issues of modern slavery and response to support those affected by modern slavery. • Continued engagement and to hear the voices of faith and community-based groups. Produced by Hillingdon Council Sept ember 2025 14998

Cabinet – 19 February 2026 (Part 1 Public) PROPOSED CHANGES TO PUBLISHED ADMISSIONS NUMBER (PAN) OF FIELD END INFANT SCHOOL Cabinet Member & Portfolio Councillor Susan O’Brien – Cabinet Member for Children, Families & Education Responsible Officer Julie Kelly – Corporate Director of Children Services  Report Author & Directorate Abi Preston – Director of Education & SEND Papers with report Appendix 1 – Proposed Community School Admissions Arrangements 2027-2028 HEADLINES Summary Hillingdon Council has a statutory responsibility to secure sufficient early years and school places for children resident in Hillingdon. Following review and discussions with the school, the Council is proposing to reduce the Published Admission Number (PAN) for Field End Infant School from 90 (three-form entry) to 60 (two-form entry). This PAN reduction will come into effect from September 2027 and there will be sufficient places to ensure that local residents and siblings can access places at the school. This reduction in PAN will also reduce the distance priority radius from 1,000 metres to 750 metres in line with the Council’s admissions arrangements. The proposed changes to the school admissions criteria will ensure that the Council continues to provide fair placements for children, so that priority is given to children to access places at schools as close to their home as possible. 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 There are no direct financial implications associated with the recommendations in this report. Select Committee Children, Families & Education Select Committee Ward(s) South Ruislip, All Cabinet – 19 February 2026 (Part 1 Public) RECOMMENDATIONS That Cabinet: 1. Notes and considers the 4 responses from the consultation on the PAN change to community primary phase set out in the report, along with the select committee comments; 2. Agrees the proposal to reduce the Published Admissions Number (PAN) for Field End Infant School from 90 to 60, taking affect from September 2027; 3. Agrees that the Local Authority supports the following proposals submitted following formal consultations from non-community schools, which are all taking affect from September 2027. a) Field End Junior School to reduce its PAN from 90 to 60 b) St Martin’s Church of England Primary School to reduce its PAN from 60 to 30 c) Park Academy West London to reduce its PAN from 180 to 150, Reasons for recommendation(s) As the local education authority, the Co uncil is responsible for ensuring a sufficient supply of school places and the efficient use of resources. Since 2018, demand across the primary sector has declined slightly, with some fluctuations, but overall surplus places remain high. Each year, the Co uncil reviews pupil numbers and projections and considers adjustments to Published Admission Numbers (PAN) where necessary. Across the borough, small annual changes, both increases and decreases, are often required to meet parental preferences. This approa ch helps schools and the Council respond effectively to pupil needs while making best use of resources. The PAN represents the operational intake figure; the physical capacity of the school building remains unchanged. Academy, Foundation, and Voluntary Ai ded (VA) schools set their own PANs, but they must consult the Council and other stakeholders on proposed reductions. Their governing bodies or trusts can agree temporary or permanent changes. For community primary schools, such as Field End Infant School, the Cabinet is the decision-making authority. The Local Authority recognise s a need to reduce the published admission number in one of our community schools, by 30 places. This is due to demographic changes leading to declining pupil rolls and Reception intakes over the past few years which is projected to continue for the foreseeable future. There would be no difference for current pupils after the proposed change takes effect from the Reception intake in 2027, and there would still be sufficient places to meet future demand from local residents for at least the next 5 to 7 years. Following a review of school places, it is proposed to reduce the Published Admission Numbers for:  Field End Infant School-from 90 (three-form entry) to 60 (two-form entry) from September 2027. All residents will still be able to access places there. This reduction will also reduce the distance priority radius from 1000m to 750m in line with our admissions arrangements. Cabinet – 19 February 2026 (Part 1 Public) Alternative options considered / risk management  Option 1: Maintain Current PAN (90 places): No change to the existing three-form entry. Implications: o Surplus places are likely to remain high, leading to inefficient use of resources across the borough. o The school may experience financial pressure due to lower pupil numbers and associated funding, which is based on actual pupil rolls. o Risk of negative impact on school sustainability and standards over time if funding constraints affect staffing and provision. o As Field End Junior School, an academy, have also consulted on reducing its PAN, the Infant and Junior PANs would no longer align, which may result in in some children not having a corresponding junior school to transfer into. Select Committee comments The Children, Families and Education Select Committee considered this matter at its meeting on 7 January 2026 and noted that reducing the PAN at Field End Infant School will give the school greater flexibility to manage its resources effectively whilst continuing to deliver high -quality education for the loca l community. The Committee understood that the Local Authority will continue to monitor demographic trends and, if demand increases in the future, additional places can be reinstated at the school. SUPPORTING INFORMATION Reduction of Published Admissions Numbers 1. The purpose of the statutory School Admissions Code (see Background paper 1) is to ensure that all school places for maintained schools (excluding maintained special schools) and academies are allocated in an open and fair way. The Code contains mandatory requirements, such as setting a Published Admissions Number for each school. The admission arrangements to community schools are determined by the Local Authority as the ‘admission authority.’ 2. In drawing up the admission arrangements to schools, admission authorities must ensure that the practices and the criteria used to decide the allocation of school plac es are fair, clear and objective. Parents should be able to look at a set of arrangements and understand easily how places for that school will be allocated. All schools must have admission arrangements that clearly set out how children will be admitted. The admission authority for the school must also set out in the arrangements the oversubscription criteria against which places will be allocated at the school when there are more applications than places and the order in which the criteria will be applied. 3. All community schools have a PAN in accordance with the School Admissions Code 2021. This is the number of school places that the admission authority must offer in each relevant age group (Reception, Year 3 for Junior and Year 7 for Secondary) of a school for which it is the admission authority. Admission numbers are part of a school’s admission arrangements. Cabinet – 19 February 2026 (Part 1 Public) 4. Currently there are 14.74% of vacant places across all primary schools (May Census 2025). Pupil numbers will always fluctuate but the aim is t o have around 8% vacancies which will ensure there will be sufficient places to meet parental demand in each area and for those moving in mid -year, securing stability for all schools. When local demand for school places is significantly below the school’s PAN (around 30 pupils), some schools may only attract a small number of additional pupils during the year, which can result in the need to operate more classes . This situation is not financially sustainable, with an inherent risk that if pupils join or leave the school, a class may need to be opened or closed, or very small class sizes may be in place. To balance school budgets, classes need to include around 25 or more pupils. Schools with declining or volatile rolls face the risk of significant changes in their annual budget, which could lead to a need to restructure or could lead to a deficit budget. 5. The aim of PAN reductions is to match the operational level of schools to local demand and improve the focus of resources in each school on their pupils and reduce the risk of budget deficits. Meanwhile the physical capacity will remain available if demand rises, when it is possible to increase the PAN immediately, without consultation. Should this be the case, officers would recommend that future i ncreases to PANs be implemented on a temporary, year by year basis, while continuing to monitor parental demand. 6. Hillingdon has one of the largest pupil populations in London with 52,709 pupils on roll at schools in the Borough in the May 2025 census. The past few years of roll volatility require annual review and regular changes in PAN, to adjust the ’operating capacity’ particularly when school finances are so challenging. Most London local authorities have agreed or are planning reductions in primary capacity in response to falling demand for primary school places. As the birth rate has decreased, reception numbers have plateaued since 2016 and new pupil roll growth is more likely to come from new housing developments and migration into various year g roups, and not just into reception classes. Half of primary schools are full to capacity but there are pockets of surplus places in a few schools that continue to grow. The demographic changes in the Borough, short and long -term effects of Brexit, C OVID-19 and employment and affordability of housing are all factors being monitored. Field End Infant School 7. Field End Infant School have raised concerns about changes in their local demand and the governing body supports the proposed reduction in their PAN on the basis it will allow the school to allocate its budget and resources more effectively, ensuring better support for pupils and driving school improvement . The governing body have agreed to increase the PAN should local demand for places rise. Importantly, although reducing PAN requires detailed data analysis and consultation, the process is reversible. Admissions authorities can respond quickly to rising demand by admitting over PAN on a temporary or permanent basis as needed Cabinet – 19 February 2026 (Part 1 Public) 8. Below is a summary of the timeline for the ongoing discussions related to falling pupil numbers with Field End Infant School:  October to December 2021: Consultation held between the school and the Local Authority on reducing the PAN of Field End Infant from 120 to 90, effective from September 2023.  February 2022: Cabinet approved PAN reduction from 120 to 90 effective September 2023 (see Background paper 2).  May-July 2025: Field End Infant School raised concerns about declining Reception numbers with multiple meetings with LA to monitor intake and understand the financial implications and explore options.  September 2025: Field End Junior School sent a letter outlining their intention to reduce their PAN and agreed to co-ordinate any consultation with LA and Field End Infant School.  September to October 2025: further meetings with both schools to discuss the consultation timeline and steps to support communities. 9. As is evident in the table below, Field End Infant School has seen an overall decline in pupil numbers over the past five years. Enrolment has dropped from 291 pupils in 2020 to 207 in 2025, despite a reduction in PAN from 120 to 90 in 2023. Reception intake has remained well below capacity, falling from 82 pupils in 2020 to 67 in 2025. This trend, detailed in the School Organisation Plan (see Background paper 3), reflects reduced local demand and has led to financial pressures, reinforcing the need for further a PAN reduction to ensure sustainability. If this proposal is approved, Pupil Planning Area 5 would still have 8.15% of places vacant, which aligns with the Local Authority’s expectations to maintain sufficient capacity for in year admissions. Cabinet – 19 February 2026 (Part 1 Public) Non-Community School consultations 10. Three academies, acting as their own admissions authorities, are also consulting on proposals to reduce their Published Admissions Numbers due to sustained declines in pupil numbers with the details of the proposals listed below: 11. Field End Junior School are proposing to reduce the schools PAN from 90 to 60, effective from September 2027. The decline in pupil numbers can be seen in the table below. The consultation period concluded on 15th December 2025. 12. St Martin’s Church of England Primary School are proposing to reduce the school’s PAN from 60 to 30, effective from September 2027. The decline in pupil numbers can be seen in the table below. The consultation period will conclude on 19th January 2026. 13. Park Academy West London secondary school are proposing to reduce the school’s PAN from 180 to 150, effective from September 2027. The decline in pupil numbers from 2023 in particular, can be seen in the table below. Although the overall total pupil numbers remain slightly higher than they were in 2020, projections indicate that the size of the Year 7 cohort will gradually decrease in the coming years. This trend is detailed in the School Organisation Plan (see Background paper 3 ), wh ich outlines demographic changes and their impact on future admissions. The consultation period will conclude on Monday 26th January 2026. Cabinet – 19 February 2026 (Part 1 Public) 14. A decision on all proposals is expected during the Spring 2026 term, following the completion of the consultation process. All schools must determine/finalise their admissions arrangements by 28th February 2026 and publish them on their school’s website by 15th March 2026, in line with the School Admissions Code. Financial Implications There are no direct financial implications for the Council arising from the proposal to reduce the Published Admission Number (PAN) at Field End Infant School from 90 to 60, effective September 2027. The school’s physical capacity will remain unchanged, ensuring flexibility to increase PAN in the future if demand rises. However, the reduction will impact the school’s funding and staffing requirements, and the school is working with its HR provider to review its structure to align with the lower intake. This approach will help stabilise the school’s budget, reduce the risk of deficit, and maintain sustainable class sizes. RESIDENT BENEFIT & CONSULTATION The benefit or impact upon Hillingdon residents, service users and communities? Over the past year, officers have reviewed pupil ‑ on‑ roll numbers, waiting lists, and projected Reception intake figures, and have engaged with relevant schools regarding these findings. This work subsequently led to discussions with the Headteacher of Fiel d End Infant School. The Headteacher informed parents during the autumn term 2025 via the school newsletter that a reduction in PAN was under consideration. This proposal would give stability to classes and benefit pupils, and siblings and other local parents would still be able to access the school. The proposed changes, if agreed, will support fair and equitable school placements, maintaining the principle that children should be prioritised at schools closest to their home. An inclusive consultation programme has been delivered, including the following elements:  ‘Have your say’ via the Council website.  Communication issued to all Hillingdon schools, advising them of the consultation with link to proposed admissions arrangements (Appendix 1)  Consultation with adjoining neighbouring local authorities. Cabinet – 19 February 2026 (Part 1 Public)  A questionnaire available on-line and in paper form (on request), with the additional option to contact the team to discuss.  Invitations to submit a written response. The consultation was widely promoted and had the potential to reach a significant number of stakeholders, given that over 50,000 children attend schools in Hillingdon. Consultation Responses 4 responses were received in total during the consultation period with all being submitted via the online questionnaire. The responses are summarised below. Online Questionnaire responses are summarised below: 1. 2 respondents agreed with the proposal to reduce the Published Admissions Number of Field End Infant School from 90 (three -form entry) to 60 (two -form entry), effective from the September 2027 academic year.  Yes – 2  No – 2  Don’t know - 0 2. Of the 2 respondents that answered ‘No’ or ‘Don’t know’, reasons have been summarised below in the paper 3. 1 respondent did not agree that the proposed changes would disadvantage any Hillingdon residents.  Yes – 2  No – 1  Don’t know – 1 4. Of the 2 respondents that agreed the changes will disadvantage Hillingdon residents, reasons have been summarised below in the paper. 5. 4 respondents have confirmed their interest in the proposal as:  A parent/carer/guardian - 2  A Local resident – 2 6. 4 respondents confirmed the number of children under the age of 18 living in their household:  None – 1  1 – 1  2 – 1  3 - 0  4 – 1 Cabinet – 19 February 2026 (Part 1 Public) 7. Respondents were invited to state which school(s) their child(ren) currently attend, and the responses were as follows:  Field End Infant School - 1  Field End Junior School - 0  Other Primary School in Hillingdon - 1  Other Secondary School in Hillingdon - 1  N/A - 1 8. 1 provided additional comment(s) on the proposals which are summarised below: Some respondents expressed concern that reducing the distance priority radius from 1,000 metres to 750 metres could restrict children’s access to high -quality education. The Local Authority do not feel there will be any material difference in admissions as a result of the reduction in distance criteria as local children will still be able to request a place at the school, and there are forecast to be sufficient places available after the PAN reduction. The proposed reduction in PAN is driven by current and projected demand to ensure resources are used efficiently. Importantly, the school’s physical capacity remains unchanged, allowing additional places to be reinstated in the future if there are substantial increases in birth rates or population growth. This will depend on local circumstances at the time of any request or increase in demand. Conclusion Reducing the PAN at Field End Infant School will give the school greater flexibility to manage its resources effectively whilst continuing to deliver high-quality education for the local community. The Local Authority will continue to monitor demographic trends and, if demand increases in the future, additional places can be reinstated at the school. 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 with the recommendations within this report. Legal Reducing the Published Admission Number (PAN) of a maintained school in England or Wales requires the local authority to follow statutory procedures under the Education and Inspections Act 2006 and the School Organisation (Prescribed Alterations to Maintai ned Schools) (England) Regulations 2013, as well as statutory guidance in 'Making Significant Changes (“prescribed alterations”) to Maintained Schools' (August 2025). This process involves publication, consultation, decision -making, and implementation to e nsure legal compliance. The decision maker must have due regard to the response to the consultation when making their decision. There are no legal implications arising from the recommendations in this report. Cabinet – 19 February 2026 (Part 1 Public) BACKGROUND PAPERS Background paper 1 - School Admissions Code 2021 Background paper 2 - Cabinet Decision PAN reduction of Field End Infant School (Thursday 17th February 2022) Background paper 3 - London Borough of Hillingdon: School Organisation Plan 2025-26 Background paper 4 – School Admissions Consultation: Proposal to reduce PAN of Field End Infant School – detailed response.

1 Proposed London Borough of Hillingdon Community Schools Determined Admission Arrangements 2027-2028 CONTENTS Page 2 Admissions criteria and arrangements for community schools Page 10 Admission arrangements for In-Year, Junior, and Nursery Page 13 Definitions and additional processes Page 21 Appendices (change on page 21) 2 ADMISSION CRITERIA AND ARRANGEMENTS FOR HILLINGDON LOCAL AUTHORITY COMMUNITY INFANT, JUNIOR, AND PRIMARY SCHOOLS (except for Frithwood Primary School, Harmondsworth Primary School, and Heathrow Primary School which are set out separately) When the school is oversubscribed, after the admission of pupils with an Education, Health & Care Plan where the school is named in the Plan, priority for admission will be given to those children who meet the criteria set out below: 1. A looked after child (as defined in the Children Act 1989) or a child who was previously looked after but immediately after being looked after became subject to an adoption, child arrangements, or special guardianship order including those who appear [to the admission authority] to have been in state care outside of England and ceased to be in state care as a result of being adopted. 2. Children attending year 2 at the linked infant school are given priority for admission to the junior school (this applies to junior school applications only). 3. Children who suffer from a long term medical or social condition, which makes it necessary for them to attend a particular school. 4. Children who have a member of the immediate family who suffer from a long term medical or social condition which makes it necessary for them to attend a particular school. 5. Children who have a sibling* living within the distance priority radius. 6. Children of staff where the member of staff is recruited to fill a vacant post for which there is a demonstrable skill shortage. 7. Children living nearest the school within the distance priority radius. 8. Children who have a sibling* living outside of the distance priority radius. 9. Children living nearest the school not within the distance priority radius. Priority will be given within each criterion for those living nearest the school according to distance which will be measured in a straight line from the point set by Ordnance Survey at the child’s home address and the school using Hillingdon Council’s computerised mapping system. The supporting evidence in Criteria 3 and 4 above should set out the particular reasons why the school in question is the most suitable and the difficulties that would be caused if the child had to attend another school. The admission authority cannot give higher priority to children under these criteria if the required documents have not been produced. Applications must be supported by medical evidence from a GP or Hospital Consultant. Please refer to page 12 for full information on the medical criteria. * For the purposes of criteria 5, 6 and 9, a sibling is defined as a brother or sister, half brother or sister with at least one parent in common, adopted brother or sister living in the same household who currently attends the full-time school (not the nursery) 3 and will continue to do so on the date of admission. Linked infant and junior schools are considered to be the same school for these criteria. The distance priority radius for each school will be set as follows. 1 form entry school = 500 metres 2 form entry school = 750 metres 3 form entry school = 1000 metres 4 form entry school = 1250 metres 5 form entry school = 1500 metres - (currently no community schools have a full intake of 5 forms of entry, but this provision is included in the arrangements to future proof against rising demand for primary school places) 4 ADMISSION CRITERIA AND ARRANGEMENTS FOR FRITHWOOD PRIMARY SCHOOL When the school is oversubscribed, after the admission of pupils with an Education, Health & Care Plan where the school is named in the Plan, priority for admission will be given to those children who meet the criteria set out below: 1. A looked after child (as defined in the Children Act 1989) or a child who was previously looked after but immediately after being looked after became subject to an adoption, child arrangements, or special guardianship order including those who appear [to the admission authority] to have been in state care outside of England and ceased to be in state care as a result of being adopted. 2. 5 places will be made available to children living nearest the nodal point using the co- ordinates 5081120, 1912400 (junction of Ducks Hill Road and Northgate) and who live within the defined boundary area shown in the map in Appendix 2. If fewer than 5 places are offered the remaining places will be offered to applicants meeting criteria 3 or below. The remaining places will be allocated in order of the following priority: 3. Children who suffer from a long term medical or social condition, which makes it necessary for them to attend a particular school. 4. Children who have a member of the immediate family who suffer from a long term medical or social condition which makes it necessary for them to attend a particular school. 5. Children who have a sibling* living within the distance priority radius. 6. Children of staff where the member of staff is recruited to fill a vacant post for which there is a demonstrable skill shortage. 7. Children living nearest the school within the distance priority radius. 8. Children who have a sibling* living outside of the distance priority radius. 9. Children living nearest the school not within the distance priority radius. Priority will be given within each criterion for those living nearest the school according to distance which will be measured in a straight line from the point set by Ordnance Survey at the child’s home address and the school using Hillingdon Council’s computerised mapping system. The supporting evidence in Criteria 3 and 4 above should set out the particular reasons why the school in question is the most suitable and the difficulties that would be caused if the child had to attend another school. The admission authority cannot give higher priority to children under these criteria if the required documents have not been produced. Applications must be supported by medical evidence from a GP or Hospital Consultant. Please refer to page 12 for full information on the medical criteria. * For the purposes of criteria 5, 6 and 9, a sibling is defined as a brother or sister, half brother or sister with at least one parent in common, adopted brother or sister living in the same household who currently attends the full-time school (not the nursery) and will continue to do so on the date of admission. 5 The nodal point used in criteria 2 will give priority to applicants living in an area where it is traditionally more difficult to secure a place at a nearby school. The distance priority radius for each school will be set as follows. 1 form entry school = 500 metres 2 form entry school = 750 metres 3 form entry school = 1000 metres 4 form entry school = 1250 metres 5 form entry school = 1500 metres - (currently no community schools have a full intake of 5 forms of entry, but this provision is included in the arrangements to future proof against rising demand for primary school places) 6 ADMISSION CRITERIA AND ARRANGEMENTS FOR HARMONDSWORTH PRIMARY SCHOOL When the school is oversubscribed, after the admission of pupils with an Education, Health & Care Plan where the school is named in the Plan, priority for admission will be given to those children who meet the criteria set out below: 1. A looked after child (as defined in the Children Act 1989) or a child who was previously looked after but immediately after being looked after became subject to an adoption, child arrangements, or special guardianship order including those who appear [to the admission authority] to have been in state care outside of England and ceased to be in state care as a result of being adopted. 2. Children who suffer from a long term medical or social condition, which makes it necessary for them to attend a particular school. 3. Children who have a member of the immediate family who suffer from a long term medical or social condition which makes it necessary for them to attend a particular school. 4. Children who have a sibling* living within the defined boundary area (identified below). 5. Children of staff where the member of staff is recruited to fill a vacant post for which there is a demonstrable skill shortage. (Does not apply if applying for Infant School and parent is a member of staff in the Junior School). 6. Children living nearest the school within the defined boundary area (identified below). 7. Children who have a sibling* living outside of the defined boundary area (identified below). 8. Children living outside of the defined boundary area (identified below). Priority will be given within each criterion for those living nearest the school according to distance which will be measured in a straight line from the point set by Ordnance Survey at the child’s home address and the school using Hillingdon Council’s computerised mapping system. The supporting evidence in Criteria 2 and 3 above should set out the particular reasons why the school in question is the most suitable and the difficulties that would be caused if the child had to attend another school. The admission authority cannot give higher priority to children under these criteria if the required documents have not been produced. Applications must be supported by medical evidence from a GP or Hospital Consultant. Please refer to page 12 for full information on the medical criteria. * For the purposes of criteria 4, 5 and 8, a sibling is defined as a brother or sister, half brother or sister with at least one parent in common, adopted brother or sister living in the same household who currently attends the full-time school (not the nursery) and will continue to do so on the date of admission. The defined boundary area for Harmondsworth Primary School includes all residential properties satisfying the 5 conditions below: ● The M4 is to the North 7 ● The M25 is to the West ● The M4 Spur is to the East ● The Bath Road is to the South and Northern Perimeter Road are to the South. ● The property does not fall within the defined boundary area for Heathrow Primary School. A map showing the defined boundary area for Harmondsworth Primary School can be found in Appendix 3. 8 ADMISSION CRITERIA AND ARRANGEMENTS FOR HEATHROW PRIMARY SCHOOL When the school is oversubscribed, after the admission of pupils with an Education, Health & Care Plan where the school is named in the Plan, priority for admission will be given to those children who meet the criteria set out below: 1. A looked after child (as defined in the Children Act 1989) or a child who was previously looked after but immediately after being looked after became subject to an adoption, child arrangements, or special guardianship order including those who appear [to the admission authority] to have been in state care outside of England and ceased to be in state care as a result of being adopted. 2. Children who suffer from a long term medical or social condition, which makes it necessary for them to attend a particular school. 3. Children who have a member of the immediate family who suffer from a long term medical or social condition which makes it necessary for them to attend a particular school. 4. Children who have a sibling* living within the defined boundary area (identified below). 5. Children of staff where the member of staff is recruited to fill a vacant post for which there is a demonstrable skill shortage. 6. Children living nearest the school within the defined boundary area (identified below). 7. Children who have a sibling* living outside of the defined boundary area (identified below). 8. Children living outside of the defined boundary area (identified below). Priority will be given within each criterion for those living nearest the school according to distance which will be measured in a straight line from the point set by Ordnance Survey at the child’s home address and the school using Hillingdon Council’s computerised mapping system. The supporting evidence in Criteria 2 and 3 above should set out the particular reasons why the school in question is the most suitable and the difficulties that would be caused if the child had to attend another school. The admission authority cannot give higher priority to children under these criteria if the required documents have not been produced. Applications must be supported by medical evidence from a GP or Hospital Consultant. Please refer to page 12 for full information on the medical criteria. * For the purposes of criteria 4, 5 and 8, a sibling is defined as a brother or sister, half brother or sister with at least one parent in common, adopted brother or sister living in the same household who currently attends the full-time school (not the nursery) and will continue to do so on the date of admission. The defined boundary area for Heathrow Primary School includes residential properties located on the roads listed below. Ashby Way Blunts Avenue Bomer Close 9 Chitterfield Gate Harmondsworth Lane 2 to 46 & 1 to 59 Hollycroft Close Hollycroft Gardens Kenwood Close Russell Gardens Sipson Close Sipson Lane (from Sipson Road to M4 Spur) Sipson Road 1-10 Copsewood Court Sipson Road 239 to 501 & 356 to 544 Sipson Way Vincent Close Vineries Close Wykeham Close A map showing the defined boundary area for Heathrow Primary School can be found in Appendix 4. 10 ADMISSION ARRANGEMENTS FOR IN YEAR, JUNIOR, AND NURSERY ADMISSIONS TO SCHOOL EDUCATION, HEALTH, AND CARE PLAN Children with an Education Health Care Plan (EHCP) will be placed under the latest Special Education Needs and Disability (SEND) regulations. Children with an EHCP that names a school will be allocated a place before other children are considered. In this way, the number of places available will be reduced by the number of children with an EHCP that has named the school. Placements in special schools and special resource units located in Hillingdon are determined outside of these arrangements using the London Borough of Hillingdon SEND published protocols. IN YEAR ADMISSIONS The following applications will be treated as in-year admissions during 2027/28: ▪ applications for admission to Reception which are received after 1 September 2027; ▪ for any school which has a published admission number (PAN) for Year 3, applications for admission to Year 3 which are received after 1 September 2027; ▪ applications for admission to Year 7 which are received after 1 September 2027; ▪ all other applications for admission to Years 1 to 6 and 8 to 11 Parents must apply directly to the admission authority for a community school or schools of their preference. The Local Authority is the admission authority for Community Schools. Academies, Voluntary Aided Schools, Foundation Schools, Free Schools are their own admission authorities. Parents can either apply directly to the non-community schools or through the Local Authority. The relevant admission authority will make available a suitable form on which an application may be made. The Local Authority will make available a suitable form for parents to complete when applying for a place at any school for which they are not the admission authority as required. Every admission authority is required to notify the Local Authority of both the application and the outcome of the application so that the Local Authority can meet its statutory duty to keep up to date figures on the availability of school places in the area. Admission authorities must inform parents of their right of appeal against refusal of a place. 11 ADMISSION TO A JUNIOR SCHOOL FOR A PLACE IN YEAR 3 In accordance with the co-ordination of junior school places, parents can complete a common application form naming up to 6 preferences for a junior school. Priority is given to pupils already attending year 2 in an infant school for admission to the linked junior school. In Hillingdon, infant and junior schools are linked where they share the same name. Hillingdon residents with children attending year 2 in an infant School in Hillingdon must apply to continue their education at any junior school by completing the application form available from LB Hillingdon and online. Hillingdon residents with children attending year 2 in an infant School not in Hillingdon will need to complete a Hillingdon application form. Details of the application will be forwarded to the maintaining local authority. Residents whose children attend year 2 in an infant School in Hillingdon but do not live in Hillingdon will need to submit an application through their own local authority in order to be considered for a year 3 place in a Hillingdon junior school. Any resident wishing to transfer from an infant school to a primary school at the start of year 3 should complete an In-Year application. NURSERY ADMISSIONS The local authority has delegated the admissions of nursery children to the governing body of community schools/nurseries. Applicants wishing to apply for a place must complete the application form and submit it directly to the school or nursery that they wish to apply for, in accordance with the dates set by the school. Each nursery class within community infant and primary schools will either operate one or two part-time sessions of up to 3 hours a day or may also operate full-time provision for children of parents who meet the criteria for an offer of a full-time nursery place for children of working parents, depending on the school. This means that children might normally attend in the morning or afternoon, although if the school is offering the place more flexibly this could be over a longer period. Children attending a nursery in a community infant or primary school would normally either attend for 5 morning or 5 afternoon sessions per week. If the school is offering full-time nursery provision for working parents (as defined by government guidelines), children would normally attend both morning and afternoon sessions, 5 days per week. Further information about individual nursery arrangements can be sought from the nursery school direct. Attendance at a nursery is not typically considered when allocating places for full-time school. This is because nursery admissions are managed independently by schools and are not regulated or coordinated by the local authority. Prioritising children who attend a school's nursery could disadvantage families who live closer to the school but chose alternative childcare options, such as a private nursery or decided not to send their child to nursery at all. LOOKED AFTER AND PREVIOUSLY LOOKED AFTER CHILDREN Within the admission arrangements for all community schools looked after and previously looked after children will receive the top priority for a place. Looked after and previously looked after children will be considered to be: 12 • children who are registered as being in the care of a local authority or provided with accommodation by a local authority in accordance with Section 22 of the Children Act 1989(a), e.g. fostered or living in a children’s home, at the time an application for a school is made. • children who have previously been in the care of a local authority or provided with accommodation by a local authority in accordance with Section 22 of the Children Act 1989(a) and who have left that care through adoption, a child arrangements order (in accordance with Section 8 of the Children Act 1989 and as amended by the Children and Families Act 2014) or special guardianship order (in accordance with Section 14A of the Children Act 1989) and; • Children who have been in state care outside of England if they were in the care of or were accommodated by a public authority, a religious organisation, or any other provider of care whose sole or main purpose is to benefit society. This includes children who were adopted under the Adoption Act 1976 (in accordance with Section 12 adoption orders) and children who were adopted under the Adoption and Children Act 2002 (in accordance with Section 46 adoption orders). Places will be allocated under this criterion when places are first offered at a school. In addition, the local authority may also ask schools to admit over their published admission number at other times under this criterion. 13 DEFINITIONS AND ADDITIONAL PROCESSES MEDICAL/SOCIAL APPLICATIONS All community school admission arrangements include a medical/social criterion, which may give priority in exceptional circumstances to children (or their immediate family members) with long- term medical conditions or significant social needs. This applies where it can be clearly demonstrated that placing the child in a school other than the one preferred by the parent/carer would result in substantial difficulties that cannot be overcome through reasonable adjustments. Medical applications are assessed individually and typically apply where a child must attend their nearest or most suitable school due to mobility concerns, or where a school offers unique resources for a specific medical condition not available elsewhere. However, all our primary schools are equipped to support long-term medical conditions that do not require an Education, Health, and Care Plan (EHCP). Social applications must demonstrate exceptional need, supported by evidence from professionals such as social workers. Consideration will also be given to the circumstances of parents or carers where this impacts the child’s wellbeing. Applications under either criterion must include detailed evidence at the time of application. This should come from relevant professionals, such as a GP, hospital consultant, social worker, or health visitor and must clearly explain why a place is required at a specific school and the difficulties that would arise if the child were to attend another school. Providing evidence does not guarantee priority. Each application is considered on its individual merits, and decisions are based on whether the evidence justifies placement at the named school over another school. Medical/social applications are reviewed and decided by officers from the School Placement and Admissions team. Where necessary, further clarification may be sought from other professionals or relevant teams to support the decision-making process. WAITING LISTS Waiting lists for Community Schools are maintained by the LA in accordance with the published admission criteria. Children’s names will be added to the list at the request of a parent (in the case of in year applications) and places will be offered throughout the year as vacancies arise. Children may move down the waiting list if another family applies, with a higher priority under the admission criteria. In the case of a new reception application, the child’s name will automatically be placed on the waiting list for Hillingdon Community schools which were a higher preference than the offer made. Parents who wish their child to be added to the waiting list of a lower preference must reapply for a place at that school. Waiting lists are not compiled on a first come first served basis and so time on the list does not give any priority. A child’s position on the waiting lists will be held for the academic year in which they apply. Waiting lists for community schools will be maintained until the last day of the Summer term 2026 when they will be cancelled. Parents will be prompted to re-register their interest with the School Placement and Admissions Team should they wish to remain on a waiting list for future academic years. 14 DISTANCE CRITERION Distance is measured in a straight line from the child’s home address (as defined below) to the school, using a Graphical Information System (GIS) which is based on ordnance survey data. The measurement is from the address point for the home address to the agreed address point for the school. The grid reference address points for community schools can be found in Appendix 1. Distance is also used to determine priority within each criterion where there is more than one applicant who meets that criterion. TIE BREAKER Where two or more children share a priority for a place, e.g. where two children live equidistant from a community school and only one place remains, Hillingdon Council will use a computerised random allocation to determine which child should be given priority. Where the child lives in a block of flats with a communal entrance the centre point used is the central point of the block of flats (as defined by Ordnance Survey) and not the individual flat. If children are tied for the final place(s) to be allocated within a single block of flats, priority for the final place(s) will be determined by random allocation (as described above). HOME ADDRESS The address you provide must be your child’s permanent address at the time/close of application. You must not use a business address, childminders or relative’s address, or any address other than your home address. Only in circumstances where the relative or carer has legal guardianship, and is the main carer, will a different address be considered as the main residence. Evidence will be requested to support this arrangement. SHARED OR JOINT RESIDENCY Where a child lives with parents with shared parental responsibility, each for part of a week, the address where the child lives is determined using a joint declaration from the parents stating the pattern of residence. The declaration (including the addresses of both parents) must be submitted at the time of making the original application. If no joint declaration is received by the closing date for applications and the residence is split equally, Hillingdon will consider the address of the parent who is in receipt of Child Benefit or if Child Benefit is not being received, the address at which the child is registered with a doctor (GP.) You must send us a copy of your latest benefit entitlement notice or your child’s medical card. We may also ask for further evidence if required. Any offer of a place based on address is conditional upon the child living at the appropriate address on the relevant date. Applicants have a responsibility to notify Hillingdon Council of any change of address. TEMPORARY ADDRESSES A temporary address may not be accepted if you still own a property that was previously used as a home address, or a temporary address which the Admissions Authority consider to be solely or mainly used to obtain a school place. If you own more than one property the Admissions Authority may only consider the given address if you have lived there for a year prior to the closing date of application (including rented, bought, or living with a family member or friend). You will be asked to provide additional information to explain why you are not using your permanent address, or another address identified as a result of our screening, or as a result of information obtained from the public. This may include utility bills, benefit claims and copies of 15 mortgage or rent agreements. We will also check Hillingdon council records as well as other Local Authorities records to clarify whether or not you receive services or benefits at another address. EVIDENCE/PROOF OF ADDRESS You need to provide documentary evidence of address by including your Council Tax reference number (as shown on your annual bill or direct debit statement). If it is not possible to verify your address by this method, or further evidence is required, you will be contacted. In these cases, we will request that you provide one or more of the following documents: • A mortgage/tenancy agreement document • A recent letter from the housing department/housing association • Temporary housing letter issued by Local Authority, Home Office, UK Border Agency • Recent utility bill (dated within the last three months) • Driving license (copy of your current driving licence) • Household/car Insurance; A copy of your most recent household/car insurance (dated within the last 12 months) • Home Office immigration status document •Letter confirming entitlement to benefits. For example, housing, income support, jobseekers (dated within the last three months) • Child Benefit / Inland Revenue documents (if you are in receipt of either or both of these benefits); or • Any other recently dated documents that we request depending on individual cases. Please note that you can cover/erase any financial/personal information on these documents. The purpose of this document is to provide evidence of your address therefore we only require this to show your name, address, and date of issue. You must notify the School Placement and Admissions team if you move address. Your new address will not be updated until proof has been provided. Any proof of address provided must show the full name and match the details provided at the time of application. TIE BREAKER Where two or more children share a priority for a place, e.g. where two children live equidistant from a community school and only one place remains, Hillingdon Council will use a computerised random allocation to determine which child should be given priority. Where the child lives in a block of flats with a communal entrance the centre point used is the central point of the block of flats (as defined by Ordnance Survey) and not the individual flat. If children are tied for the final place(s) to be allocated within a single block of flats, priority for the final place(s) will be determined by random allocation (as described above). WITHDRAWAL OF PLACES Places offered at oversubscribed school will be withdrawn if: ● the offer was made in error. ● an incorrect address or other false information is supplied. ● parent has not responded to an offer within a reasonable time. A further letter will be sent to advise parent that failure to respond will result in the place being withdrawn. A place will not be withdrawn once a child has started at the school, except where that place was fraudulently obtained but the length of time the child has been at the school will be taken into account i.e., less than one term. 16 SIBLINGS A sibling means a child’s brother or sister, stepbrother, or stepsister, with at least one parent in common, and/or an adopted brother or sister living in the same household. Cousins or other family members (even if living in the same household) do not qualify as a sibling. To qualify for the sibling criterion, the sibling must be attending the school named at the time of admission. If the sibling is already in year 6 and, come September, when the applicant will be starting the school, the sibling will no longer be attending, the sibling criterion may not be met. MULTIPLE BIRTHS Twins and children from multiple births when one of the siblings is the last child to be admitted at a community school will be offered over the published admission number unless to do so would prejudice the provision of efficient education or the efficient use of resources. In such cases, Hillingdon Council will use a computerised random allocation to determine which child should be given priority. Where it is not possible to offer each child a place the child(ren) ranked the highest will retain their offer and the applicant will be advised of their right of appeal and informed about waiting lists. For Key Stage 1 the child/children will be considered as an exception to the class size rule. CHILD OF STAFF Priority will be given to a child if their parent is a permanent member of staff at the school and meets either or both of the following circumstances: a) the member of staff has been employed at the school for two or more years at the time at which the application for admission to the school is made; and/or b) the member of staff is recruited to fill a vacant post for which there is a demonstrable skill shortage. For applications made as part of a normal intake, the length of employment will be considered as of the closing date for applications. Many non-community schools have a criterion for children of staff/teaching staff. If you work at a school for which you are applying, please indicate this, and include the name of the school where you work on the application. Please check full definitions on individual school’s published admission arrangements – available on their websites. CHILDREN OF UK SERVICE PERSONNEL Children of service personnel will not be disadvantaged in the admissions process as stated in the School Admissions Code 2021. For those families with a confirmed posting to this area, places will be allocated in advance of the family arriving in the area. The application must be accompanied by an official letter that declares a relocation date and a Unit postal address. CHILDREN OF CROWN SERVANTS The School Admissions Code requires that for families of Crown servants returning from overseas to live in that area, admission authorities must allocate a school place in advance of the family arriving in the area, provided their application is accompanied by an official letter declaring a relocation date. Confirmation of relocation address It is important that parents are able to provide admission authorities with some certainty as to their relocation address, in order to ensure that places are allocated fairly and in accordance with each school’s admissions criteria. Where a parent is unable to provide any confirmation of a relocation address, they are advised to provide an indication of area, narrowed down as far as possible, to which the family intend to return. Parents should keep admission authorities informed of any changes to their planned address during the application process and should note that without being able to provide any confirmation of a relocation address, an admission authority may not be able to process their application. For the purpose of starting primary/secondary the application must be submitted by the deadline. 17 APPLICATIONS FROM ABROAD If your child holds a full British Citizen passport that is endorsed to show a right of abode in the UK, an application could be accepted, even though they are not resident here yet. For the purpose of allocation, the abroad address must be used to process the application. This does not apply to Crown Servants and UK Service Personnel. Evidence will be required to provide a link to an address in the London Borough of Hillingdon when the application is submitted. Evidence might include: • Booked flights • End of lease /notice to tenants in property • Start of employment contract in area • End of employment contract abroad If this evidence cannot be provided the application may not be processed. APPLICATIONS FOR FAMILIES ARRIVING FROM ABROAD. INCLUDING FROM THE EU, FROM 1 JANUARY 2021 In most cases, children arriving from overseas have the right to attend schools in England. It is the responsibility of parents to check that their children have a right, under their visa entry conditions, to study at a school before submitting an application. Read more on the government website FAIR ACCESS Local authorities use the Fair Access Protocol to place pupils applying for an in-year school place in schools where the child is hard to place, for example where there are no vacancies at a school within a reasonable distance or where there are behaviour concerns. Please see the London Borough of Hillingdon’s website for the Fair Access Protocol. The Protocol will not apply to a looked after child, or a child with an Education, Health and Care Plan naming the school in question, as these children must be admitted. REQUESTS FOR ADMISSION TO SCHOOL OUTSIDE A CHILD'S AGE GROUP Children are educated in school with others of their age group. However, parents may request that their child is exceptionally admitted outside their age group. The Admission Authority of a school must decide whether or not the individual child’s circumstances make this appropriate on educational grounds. Such requests will only be agreed in exceptional circumstances. Summer born Parents of summer born children (those born between 1 April and 31 August) can request for their child to be admitted to reception a year later outside of their chronological year group, thereby starting school in Reception only once they reach statutory school age. This does not apply to children born in the autumn and spring as these children must legally be in school full time in the term after their fifth birthday. Parents requesting admission to an age group below the child’s actual age should submit an application for the child’s actual age group before the closing date of allocation. The request for later admission should accompany the application. This enables the application to be processed, and a school place secured in the child’s actual age group if an Admission Authority refuses the request. If the Admission Authority approves the request, the parent will be advised to re-apply in the following year and provide a copy of the decision. However, there can be no guarantee of a place being available at the school, as this is dependent on the number of applicants that year. It is not possible to reserve a place for the following year. Parents are therefore advised to have alternative arrangements in place. Any decision is applicable only to the school for which the Admission Authority is responsible. 18 How to apply ● When a parent feels their child should be educated in a higher chronological age group, parents will need to apply for admission the year before the child would normally apply for school. ● Or when a parent would like their child educated in a lower chronological age group, parents would need to apply as part of the normal admissions round for a school, they should initially apply for a school place by 15 January in the year of the chronological cohort. ● In both instances, parents should put forward their request for their child to be educated out of their chronological year group along with any supporting evidence that they may have. They can complete the ‘out of cohort request application’ available on our web page. Whilst there is no expectation for parents to obtain professional evidence that they do not already have, it may be useful to demonstrate why it would be in the child’s best interests to be admitted out of their chronological year group. This process will ensure that an in-principle decision can be made in good time, and that the child does not miss out on accessing a year of education should the request to educate out of the chronological year be refused. However, any offer of a place in a child’s correct chronological year group cannot be held until the following academic year. As such, if an admission authority agrees in principle that an out of year group placement would be appropriate, the parent would have to apply again in the following year in order for their child’s application to be considered according to the admission criteria for that school alongside other applicants in that year. In addition, one admission authority cannot be required to honour a decision made by another admission authority. Parents should therefore consider whether to request admission out of the normal year group at all their preference schools rather than just their first preference. Where requests are received the decision will be made according to the circumstances of the case and what is in the best interest of the child. In each case, the decision will be made by the admission authority for the school, taking into consideration the following; • Parent’s views • Head teacher's views • Information about child’s academic, social, and emotional development • Relevant medical history and views of a medical professional • Previous experience of education outside of the child’s normal age group • Premature children who would be in a lower age group if not born prematurely. DEFERRED ADMISSION In Hillingdon, children can start school in the September immediately following the child’s fourth birthday. Parents can request that the date their child is admitted to school is deferred until later in the year or until the child is statutory school age and can request that their child takes up the place part-time until this time. Parents should discuss all the options with the Headteacher of the school taking into account their views of a child’s maturity and readiness to enter reception class. APPEALS Where a place cannot be offered parents/applicants have the right of appeal under the School Standards & Framework Act 1998 against the refusal of a place at any of the schools for which they have applied. Hillingdon Council is the admission authority for all community primary schools in Hillingdon and is responsible for arranging and hosting the appeal hearings for these schools. The timetable for organising and hearing community school appeals is as follows: 19 Year of entry Appeals can be submitted Appeal to be heard Reception starting September 2027 (on- time application) From 16 April 2027 - 17 May 2027 Will be heard within 40 school days of the deadline for lodging appeals. Will be heard before the end of the summer term 2026. Year 3 starting September 2027 (on- time application) From 16 April 2027 - 17 May 2027 Will be heard within 40 school days of the deadline for lodging appeals. Will be heard before the end of the summer term 2026. Reception starting September 2027 (late application) From 16 April 2027 - 31 August 2027 Will be heard within 40 school days from the deadline for lodging appeals where possible, or within 30 school days of the appeal being lodged. No guarantee that the appeal hearing will be arranged before the end of the summer term. Year 3 starting September 2027 (late application) From 16 April 2027 - 31 August 2027 Will be heard within 40 school days from the deadline for lodging appeals where possible, or within 30 school days of the appeal being lodged. No guarantee that the appeal hearing will be arranged before the end of the summer term. In year applications September 2027 - July 2028 Throughout the academic year Will be heard within 30 school days of the appeal being lodged. Once an appeal has been lodged, appellants will receive at least 10 school days' notice of their appeal hearing date. Appeal papers will be sent to all parties at least 5 school days prior to the appeal hearing. Parents/applicants can submit additional evidence prior to the appeal hearing; however, this should be submitted to the local authority at least 5 school days prior to the appeal hearing for the additional information to be considered. RELEVANT AREA The Relevant Area for the local authority is the whole of the borough of Hillingdon. This is the area in which admission authorities must consult with schools regarding their proposed admission arrangements before finalising them. The Education (Relevant Areas for Consultation on Admission Arrangements) Regulations 1999 requires the Local Authority to consult on and review its Relevant Area every two years. CONSULTATION/DETERMINATION Each year, the Local Authority is required to draw up, consult on and determine: Co-ordinated admission arrangements (schemes) for all schools in the Local Authority area for entry at the normal time of admission (Year R for Infant and Primary schools, Year 3 for Junior schools, Year 7 for Secondary schools and Year 10 for UTC’s and Studio colleges). This can be 20 found as a separate document (Hillingdon’s Scheme of Coordination) on our website Admission arrangements for Hillingdon community schools - Hillingdon Council 21 APPENDIX 1 Primary School Admission Numbers for 2027/28 Name of School Propos ed Admiss ion 2027/28 Distance Priority Radius OS Distance measurement point Easting Northing Belmore Primary 90 * Bishop Winnington Ingram CE Primary 30 * Botwell House Catholic Primary 90 * Bourne Primary 30 500m 5113470 1849230 The Breakspear 90 1000m 5073990 1867900 Brookside Primary 60 * Charville Primary 90 * Cherry Lane Primary 90 1000m 5069400 1787040 Colham Manor Primary 90 1000m 5070710 1814570 Coteford Junior 81 * Coteford Infant 60 750m 5101860 1884560 Cowley St Laurence CE School 60 * Cranford Park Primary 120 * Deanesfield Primary 90 1000m 5117330 1857160 Dr Triplett's CE Primary 60 * Field End Junior 90 * Field End Infant 60 750m 5116800 1864470 Frithwood Primary 60 750m 5097090 1917030 Glebe Primary 90 1000m 5084910 1856020 Grange Park School 90 * Guru Nanak Sikh Academy 60 * Harefield Primary (name tbc) 60 750m 5051120 1905470 Harlyn Primary 60 750m 5107530 1898450 Harmondsworth Primary 30 Boundary 5056554 1775246 Hayes Park School 90 * Heathrow Primary 60 Boundary 5069880 1779160 Hermitage Primary 60 * 750m 5059090 1844990 Hewens Primary 60 * Highfield Primary 60 750m 5079410 1828860 Hillingdon Primary 90 * Hillside Junior 90 * Hillside Infant 60 * Holy Trinity CE Primary 30 * John Locke 90 * Lady Bankes Primary 90 1000m 5104530 1869190 Lake Farm Park 90 * Laurel Lane Primary 60 * Minet Junior 120 1250m 5105625 1803597 Minet Infant 120 1250m 5105625 1803597 Nanaksar Primary 120 * Newnham Junior 90 1000m 5114410 1874320 Newnham Infant 90 1000m 5114410 1874320 Oak Farm Primary 60 * 22 Pinkwell Primary 90 * Rabbsfarm Primary 90 1000m 5060502 1809622 Rosedale College 60 * Ruislip Gardens Primary 60 750m 5095590 1859390 Ryefield Primary 60 * Sacred Heart Catholic Primary 90 * St Andrew’s CE Primary 30 * St Bernadette’s Primary 60 * St Catherine’s Catholic Primary 30 * St Mary’s Catholic Primary 30 * St Martin's CE Primary 60 * St Matthew’s CE Primary 60 * St Swithun Wells Catholic Primary 30 * Warrender Primary 60 750m 5099640 1876864 West Drayton Primary 90 * 1000m Whitehall Junior 90 1000m 5054670 1834820 Whitehall Infant 90 1000m 5054340 1835300 Whiteheath Junior 90 1000m 5082480 1879920 Whiteheath Infant 90 1000m 5081150 1880740 William Byrd Primary 90 * Wood End Park Community 120 * Yeading Junior 128 1250m 5111150 1815950 Yeading Infant 120 1250m 5112070 1815330 * These schools are their own admission authority. Any changes to their admission arrangements will be consulted on separately. Some Hillingdon primary schools may also apply for a variation to their Published Admission Number for September 2027. 23 APPENDIX 2: Defined Boundary Area map Frithwood Primary School 24 APPENDIX 3: Defined Boundary Area map Harmondsworth Primary School 25 APPENDIX 4: Defined Boundary Area map Heathrow Primary School

Cabinet report – 19 February 2026 (Part 1 Public) MINOR PROPERTY TRANSACTION: STATUTORY TRANSFER OF THE CARETAKER’S HOUSE AT HOLY TRINITY C ofE PRIMARY SCHOOL , NORTHWOOD Cabinet Member & Portfolio Cllr Jonathan Bianco – Cabinet Member for Corporate Services & Property Cllr Susan O’Brien - Cabinet Member for Children, Families and Education Responsible Officer Julie Kelly – Corporate Director Children Services Dan Kennedy – Corporate Director of Residents Services Report Author & Directorate Gary Binstead - Education & SEND and Andrew Low - Residents Services Papers with report Appendix 1 – Site Plan HEADLINES Summary Holy Trinity CofE Primary School , a Voluntary Aided (VA) school has proposed that the Council transfers the freehold of the caretaker’s house and land which is linked to the main school building. This will enable proposed works by the school to extend from the current property footprint and meet growing demand for early years places locally. 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 None Select Committee Children, Families & Education Ward(s) Northwood RECOMMENDATIONS That Cabinet approve the request from the London Diocesan Board for Schools and Holy Trinity CofE Primary School , Northwood, and agree the freehold transfer of the land together with the building as set out in the report and site plan attached to the London Diocesan Board for Schools. Cabinet report – 19 February 2026 (Part 1 Public) Reasons for recommendation The Council and schools are expected to plan for the future of each school, making sure they provide the best education for children and young people, and remain sustainable over time. Furthermore, the provisions of the School Standards and Framework Act 1998 appear to support a statutory transfer. In particular, paragraph 4 of Schedule 3 requires the local authority to transfer to the governing body, foundation body, or trustees (as appropriate) any land—excluding playing fields—that is held or used for the purposes of the school, where the school falls within the scope of the legislation. This proposal for the Holy Trinity CofE Primary School will enable proposed works by the school to extend from the current property footprint and meet growing demand for early years places locally. Options considered / rejected A. To agree to the requests of the Diocese and agree to a freehold transfer of the land on which the caretaker’s house sits, together with the building. B. To refuse the transfer on the basis that the land is Council owned. Democratic compliance / previous authority Cabinet is able to make such decisions, under Rules on Land and Property in the Constitution. Select Committee comments None at this stage. SUPPORTING INFORMATION Background  Holy Trinity CofE Primary School is a L ocal Authority Maintained Voluntary Aided (VA) School which means that the school buildings and land are owned by the foundation or trust that established the school - commonly a religious body like a diocese or parish.  Winckworth Sherwood have been instructed to act on behalf of the London Diocesan Board for Schools with regards to an outstanding statutory transfer of the caretaker’s house on the corner of Rickmansworth Road/ Kewferry Road as shown with a red line boundary in Appendix 1.  While the main school site is owned by the school / governing body, the building linked to the main school, which has been used as a caretaker’s house is owned by the Council.  The property is adjoined to the school, and the school have confirmed that after 30 years of occupancy, the Site Manager retired in the summer, which has result ed in the house becoming vacant.  The school is 1 Form Entry (FE) with an existing nursery. A proposal is being developed to expand the nursery provision to include places for two-year-olds in line with the National School-based Nursery program . The plan involves repurposing part of the existing Cabinet report – 19 February 2026 (Part 1 Public) caretaker’s house building to deliver this extended early years offer, while the remaining space may be made available for rental use. The proposed works by the school will extend from the current proper ty footprint, with safeguarding and access considerations incorporated into the design and planning stages.  This will help meet growing demand for early years places, support early intervention, and align with national and local authority priorities for early years education.  Under the School Standards and Framework Act 1998, local authorities are generally required to transfer land (excluding playing fields) used for school purposes to the appropriate body —such as the governing body, foundation body, or trustees —when a school falls within the scope of the legislation. Specifically, paragraph 4 of Schedule 3 outlines this duty, ensuring that land provided for a school is legally transferred to those responsible for its operation and oversight Restrictions on Use and Development If the LA retains ownership, any proposed use or development of the building must not interfere with the school’s operations. This includes:  Ensuring compliance with safeguarding and access control.  Avoiding conflicts with the school’s educational mission or charitable trust obligations. Next Steps If a decision is taken to progress with a statutory transfer, then the following actions would need to be taken:  Instruct the Hillingdon Council Legal team to proceed on instructions provided by Education and Property & Estates teams.  Statutory transfers under the School Standards and Framework Act 1998 (SSFA 1998) typically involve transferring land from the LA to school trustees, governing bodies, or foundation bodies. If the land is publicly funded non -playing field land, the LA must notify the Secretary of State. Cabinet report – 19 February 2026 (Part 1 Public) Financial Implications The transfer of the freehold has no operational financial implications for the LA on how it funds the school. However, allowing the school use of the space to grow its provision will provide an opportunity for the school to become more financially stable as it grows its income. There is no financial implication on revenue or DSG funding for the service as the building will be transferred to the school. There will be a reduction in maintenance and insurance costs for LA as property no longer under LA’s control. RESIDENT BENEFIT & CONSULTATION The benefit or impact upon Hillingdon residents, service users and communities Carrying out a statutory transfer of a LA owned property to a school can have several benefits and impacts on residents, service users, and communities, especially when the property is physically linked to the school and serves educational or community functions.  Removes ambiguity around ownership and responsibility for the site, especially when schools convert to academy or grant-maintained status.  Reduces liability for the LA in terms of maintenance, insurance, and compliance for properties no longer under its operational control.  Enables the LA to streamline its estate portfolio, focusing resources on properties it directly manages.  Transfers responsibility for compliance with health and safety, safeguarding, and site security to the school or trust. If this request is not approved, the risks include:  Statutory transfers are mandated by legislation (often via a Statutory Instrument). Failure to comply can amount to a breach of statutory duty, exposing the LA to legal challenge.  Non-compliance with statutory duties can undermine trust with stakeholders, including schools and the community. Consultation & Engagement carried out (or required) No consultation has been carried out by the Council. Conclusion  In light of the school’s proposal to expand its nursery provision to include places for 2-year- olds, it is recommended that the property be transferred to the school via a statutory transfer. This expansion aligns with both local and national priorities to increase access to early years education, particularly for disadvantaged families.  The statutory transfer will enable the school to make long-term investments in the property, ensuring it is fit for purpose and tailored to the needs of younger children. It will also provide the school with the security and autonomy required to manage the space effectively and integrate it into their broader educational offer. Cabinet report – 19 February 2026 (Part 1 Public)  Given the strategic importance of early years education and the school’s readiness to deliver this provision, the statutory transfer represents a prudent and beneficial use of the property in support of educational outcomes. CORPORATE CONSIDERATIONS Corporate Finance Corporate Finance have reviewed this report and concur with the Financial Implications set out above, noting the recommendation to review the request from the Holy Trinity CofE Primary School for a freehold transfer of the land together with the building as set out in the main body of the report. Furthermore, it is noted that there no financial impacts to the general fund or DSG resulting from the recommendation within this report. If the proposal were to be agreed, this will reduce the maintenance and insurance cost for the Council associated with the property. Legal Legal Services confirm that the Council is required, under paragraph 4(3) of Schedule 3 to the School Standards & Framework Act 1998, to transfer its interest in land it holds for the purposes of a voluntary -aided school to the governing body, the foundation body or the trustees of that school, to be held by them for the purposes of the school. This is known as a ‘statutory transfer’. A statutory transfer must be for nil consideration. Government guidance and accepted practic e in this area highlight that a caretaker’s property connected to a school (including buildings and gardens) falls within the category ‘used for the purposes of the school ’. Only ‘playing fields ’ are an exception to the statutory transfer rule . Caretakers’ properties do not fall within this exception. The former caretaker’s property connected to Holy Trinity Church of England Primary School has not had a change of purpose since the departure of retirement of the Site Manager in summer 2025 and the f reehold is still owned by the Council, so a transfer of this freehold for nil consideration to London Diocesan Board for School is needed in order to honour the Board’s entitlement under statute. Thus, Legal Services confirm there are no legal impediments to proceeding with the recommendation. The transfer will need to be undertaken in accordance with the Council’s Property Standing Orders. Property Property are the co-authors of this report and support the recommendations set out in the report as they are predicated on the legal advice provided by the Council’s Legal Team that advised that a freehold statutory transfer should be completed. BACKGROUND PAPERS NIL.

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Cabinet report – 19 February 2026 (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 – 19 February 2026 (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 – 19 February 2026 (Part 1 Public) SUPPORTING INFORMATION ITEM 13 – HIGHWAYS TERM SERVICES CONTRACT Relevant Cabinet Members Cllr Tuckwell - Cabinet Member for Planning, Housing & Growth Relevant Ward(s) All Relevant Select Committee Corporate Resources & Infrastructure Information The Council is proposing a short continuation of the current Highways Term Service Contractual arrangement with the incumbent provider. This is a proposed temporary procurement measure to ensure essential highway maintenance and improvement works continue across the borough without disrup tion, whilst giving the Council time to finalise the competitive tender process leading to a new long-term contract for these services due later this year. The Council has a statutory duty to ensure that all highway assets are maintained in a safe, serviceable condition and remain fit for purpose. To meet this responsibility, the Highways Contract delivers a comprehensive range of maintenance and improvement activities across the borough’s road network. Key elements of the service include:  Routine and responsive maintenance, such as cyclical gully cleansing, pothole repairs, footway and carriageway maintenance, and the construction of residential vehicle crossovers.  Delivery of the Council’s capital programme for road safety enhancements, congestio n alleviation, and parking management, supporting smoother traffic flow and safer streets for all users.  Implementation of Transport for London (TfL) funded Local Implementation Plan (LiP) schemes, covering Principal Road Renewals, Local Safety Schemes, B us Priority Schemes, Cycling Schemes, Bus Stop Accessibility improvements, Parking Management Schemes, and wider Town Centre initiatives. Together, these services ensure that the borough’s highways are well -maintained, resilient, and responsive to community needs. The contract supports the Council’s broader objectives by keeping roads safe, reducing congestion, enabling sustainable travel choices, and upholding high standards for residents, businesses and all road users. This contract has supported the Council in achieving the top ‘green’ rating for highways performance based on the Government’s new road maintenance assessment. Cabinet report – 19 February 2026 (Part 1 Public) ITEM 14 – STREET LIGHTING TERM SERVICES CONTRACT Relevant Cabinet Members Cllr Tuckwell - Cabinet Member for Planning, Housing & Growth Relevant Ward(s) All Relevant Select Committee Corporate Resources & Infrastructure Information The Council is proposing to award a new long-term contract to manage, maintain and improve street lighting and illuminated traffic signs across the boroug h, following a competitive tender process. By having such a contract in place, this will ensure the ongoing maintenance, testing, repair and replacement of the Borough’s:  23,500 street lights  3,500 illuminated traffic signs and bollards  200 pedestrian crossings  10 pedestrian underpasses This includes:  Routine and reactive maintenance  Emergency call-out response (24/7)  Night-time scouting for faults  Electrical and structural safety testing  Installation of new lighting as part of improvement schemes  A programme of upgrades using modern, energy-efficient LED lanterns The successful contractor will also be responsible for managing complaints, faults and enquiries relating to street lighting, ensuring a joined -up service that links with the Council’s own systems. The Council has a legal duty to maintain safe highways, which includes street lighting. With the contract, r esidents should be able to expect reliable and responsive repairs to faulty lighting, continued safety on streets and footways and reduced energy consumption through LED upgrades to lighting. ITEM 15 – IRRECOVERABLE CORPORATE DEBT Relevant Cabinet Members Cllr Lavery – Cabinet Member for Finance & Transformation Relevant Ward(s) N/A Relevant Select Committee Corporate Resources & Infrastructure Information The report seeks Cabinet approval to write off certain historic business rates debts that are no longer recoverable. These cases have been thoroughly reviewed and relate to two businesses that have entered formal insolvency processes. As a result, the Council has no legal or practical avenues remaining through which these debts can be pursued.