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London Borough Of Hillingdon
Performance Report 2025/26
Leader of the Council: Cllr Steve Tuckwell
For councils, performance management uses data to drive evidence-based decision making,
challenging current ways of working and service delivery models. It helps local government take
responsibility for its performance and allows our residents to hold us to account, ensuring we are
meeting local needs and spending their money wisely.
Performance management involves setting shared goals and measuring progress towards them. It
ensures governance arrangements are in place to achieve an authority's objectives. In Hillingdon,
performance is aligned with the Council Strategy, providing performance reports to services, senior
management teams, the Corporate Management T eam, and the Leader and Cabinet.
This annual report uses key performance indicators and monitoring data to show the performance of
key services for the financial year 2025/26 (it should be noted that 2024/25 is the latest data for some
metrics). Where possible, we have benchmarked these against comparable authorities and have used
the latest published data.
Cabinet Member: Cllr Nick Denys
Portfolio: Planning, Housing and Property
Safe and strong communities
A thriving economy
Thriving, healthy households
Our commitments to residents
Corporate Director: Dan Kennedy, Residents Services
Along with most of London, demand from homeless households in Hillingdon is high, in part driven by private sector landlords evicting tenants combined with a shortage of
suitable and affordable housing supply, which has in turn increased the use of temporary accommodation. The Housing Service is facing both a rising inflow and a slower
outflow from temporary accommodation. We have seen rising homelessness presentations, with new approaches to the Council from homeless households consistently
above 600 each month. Expenditure on accommodation increased in 2024/25, with rising demand and higher private rental costs pushing up spending, coupled with an
increase in higher-unit cost placements. During 2025/26 a strategy to reduce the use of temporary accommodation and associated expenditure by preventing homelessness,
securing more private and social rented accommodation and introducing price controls was actively delivered. Proactive market management has achieved results; after
a nightly cost cap was introduced at the start of 2025/26, tenancies above the price cap reduced significantly during the year. Hillingdon has a lower than average number of
children placed in temporary accommodation with their family – our plans to reduce the use of temporary accommodation will secure more settled accommodation for more
families with children.
The Council Housing Landlord Repairs Service continues to show clear improvement momentum— both completion levels and on-time delivery have continued to improve,
with sustained achievement since September 2024. Repair demand is high and steady — 3,000 repair requests per month are logged, with emergency volumes stable and
routine repairs fluctuating modestly. Completion performance is improving— overall repair completion rates are steadily rising, indicating stronger operational delivery despite
sustained demand. Responsive repairs completed per 1,000 properties remains below the target of 295. However, the on-time completion target is consistently above 89%.
Repairs performance has shifted from pressure management to more dependable delivery.
Turning to the Planning Service, the volume of planning applications has remained consistently strong, with approximately 3,250 applications received during 2025/26. The
Development Management Service has maintained a high level of performance for the timely determination of applications. While the proportion of appeals allowed at 42% is
currently above the London average and represents an increase on the previous year, this is being actively addressed. Ongoing work to systematically review appeal
outcomes is helping to refine decision-making processes, strengthen policy application, and drive continuous improvement in performance. The Building Control Service has
taken a proactive approach to safeguarding residents by increasing enforcement activity, ensuring that poor construction practices are identified and addressed more
effectively, and contributing to higher standards across developments.
Significant progress has been made in advancing the council’s place-shaping priorities. This includes the adoption of the Uxbridge Vision, the development of a regeneration
framework for Hayes, the preparation of the council’s first Growth Plan, and continued progress on the Local Plan review. The planning authority is also proactively preparing
to respond to the government’s proposals for the expansion of Heathrow Airport, including a third runway. These proposals present far-reaching place-shaping implications
extending well beyond the airport boundary. In parallel, changes to national planning policy, particularly in relation to the green belt, are being carefully considered. In light of
these evolving factors, the decision has been taken to allow more time to consider the currentthe stage of the Local Plan. This will ensure that a robust, comprehensive and
coordinated response can be developed, positioning the borough to effectively manage future growth and respond to strategic challenges and opportunities.
The number of households in temporary
accommodation has continued to rise steadily
since mid-2023, peaking at 1,839 in October
2025. 1,753 households were living in
temporary accommodation in March 2026.
Alongside this, the number of households
staying in temporary accommodation for over
six months (lower slide) has increased,
reflecting the challenges in securing suitable
affordable alternative housing.
The continued rise in both overall usage and
duration reflects sustained pressure on
housing supply and limited exit pathways from
temporary accommodation.
Housing Needs and Homelessness
In line with the rest of London, Hillingdon is
experiencing increased demand from
homeless families for assistance, given the
shortage of affordable suitable
accommodation. High demand is coming from
private tenants experiencing evictions by their
landlord in a market where there is strong
demand for private rented homes, including
from those living in inner London.
When a household approaches us at risk of
homelessness, we have a duty to help them. If
attempts to prevent homelessness are
unsuccessful, we place the household into
temporary accommodation, if they are eligible.
This is the number of new residents who are asking for support that are at risk of being homeless leading to increases in temporary accommodation
usage and spend.
The number of new homelessness presentations each month has shown a significant increase during the last three years. In April 2023, there were 297
new cases, rising sharply to a peak of 722 in October 2025, indicating a year-on-year upward trend. This suggests increasing pressure on housing and
support services, particularly during the winter months, where figures were consistently above 600.
Housing Needs and Homelessness
The cost of paid accommodation and the number of high-cost tenancies continued to increase in 2024/25 - largely due to increasing demand, the rising
cost of renting accommodation from private landlords, the cost of which was offset by the council using more of its own properties for temporary
accommodation.
With the introduction of a new policy to capping nightly costs (introduced at the beginning of 2025/26), high-cost tenancies over the price cap have
reduced considerably throughout the financial year.
Housing Needs and Homelessness
The London comparison chart shows a
very wide variation for the number of
children living in temporary
accommodation across boroughs, with a
small number of boroughs much higher
than the rest; the horizontal line is the
London average (not a target).
Hillingdon has a lower than average
number of children placed in temporary
accommodation with their family – our
plans to reduce the use of temporary
accommodation will secure more settled
accommodation for more families with
children.
Housing Needs and Homelessness
People sleeping rough are defined as those
sleeping or about to bed down in open air
locations and other places including tents and
make-shift shelters. The snapshot does not
include people in hostels or shelters, sofa surfers
or those in recreational or organised protest,
squatter or traveller campsites. The snapshot
records only those people seen, or thought to be,
sleeping rough on a single night. The snapshot
does not include everyone in an area with a
history of sleeping rough, or everyone sleeping
rough in areas across the October to November
period.
The count includes Heathrow Airport which does
attract additional rough sleepers to Hillingdon.
The Council works closely with partner
organisations in Hillingdon and London including
Heathrow Airport Limited to provide supportive
pathways to end rough sleeping.
The annual snapshot takes place in the autumn
(between 1/10 and 30/11), rather than summer
where numbers are likely to be higher due to
warmer temperatures, or winter, where numbers
may be lower as there are more temporary night
shelters set up to ensure people do not sleep on
the streets in very cold weather.
Local authorities across England take an annual
autumn snapshot of rough sleeping using either a
count-based estimate of visible rough sleeping,
an evidence-based estimate meeting with local
partners, or an evidence-based estimate meeting
including a spotlight count in specific areas.
Hillingdon’s value is 40, just above the London
average of 37.
Housing Needs and Homelessness
This is the percentage of all minor
development planning applications (PAs)
whether or not they have a Planning
Performance Agreement (PPAs),
Extension of Time (EoT) and/or
Environmental Impact Assessment
(EIA), determined in a timely manner.
A timely manner is statutorily defined as
within eight weeks or unless an
application is subject to Environmental
Impact Assessment, in which case a 16-
week period applies, for all minor
applications.
Minor includes:
dwellings, general industry / storage
and warehousing, offices, light industry,
retail and services, traveller caravan
pitches and other developments.
Building Control and Planning
This is the percentage of all major
development planning applications
(PAs) whether or not they have a
Planning Performance Agreement
(PPAs), Extension of Time (EoT)
and/or Environmental Impact
Assessment (EIA), determined in a
timely manner, each financial year.
A timely manner is statutorily defined
as within 13 weeks or unless an
application is subject to Environmental
Impact Assessment, in which case a
16-week period applies, for all major
applications.
Major includes the same categories as
minor but also public service
infrastructure developments.
Building Control and Planning
Each month, typically more than 3,000 repair requests are logged. Emergency
job volumes have remained stable, while routine repairs have fluctuated
slightly. Despite this, overall repair completion rates have steadily improved,
meaning more issues are being resolved on time. This improvement helps
ensure that homes remain safe, functional, and comfortable.
A more reliable Repairs Service also means residents experience fewer
delays, with reduced need for repeated follow-ups.
The significant capital investment programme being delivered to improve
homes for Hillingdon tenants will over time reduce the number of repairs
required each month. This is already showing success, for example with the
reduction in jobs for boiler repairs following the programme to replace boilers
in domestic properties.
Operational Assets – Housing Repairs
The top graph looks at the number of jobs that have been logged
that are either classed as emergency or routine.
Emergency jobs require either next day or out of hours
attendance.
Routine jobs are up to 90 working days depending on the
severity.
The bottom graph looks at overall jobs completed.
The top graph shows the number
of responsive repairs completed
for every 1,000 properties. This
is used to measure the average
core demand (target line) placed
on the sector. Based on this, the
sector's average is 295.
The bottom graph also looks at
responsive repairs completed
on time but as a percentage and
the target for this is 89%.
Since September 2024,
Hillingdon has consistently
achieved the target of
responsive repairs completed
within the required timescales
each month which means most
residents can now expect a more
dependable and timely repairs
service.
Operational Assets – Repairs
Cabinet Member: Cllr Wayne Bridges
Portfolio: Residents Services
Safe and strong communities
A digital-enabled, modern, well-run
council
Our commitments to residents
yr
Corporate Director: Dan Kennedy, Residents Services
Green spaces and trees - Both the green spaces and trees slides describe a year-on-year reduction in resident service requests, suggesting maintenance activity is
starting to reduce the volume of issues being reported. For green spaces, the main request categories remainovergrowth and weeds; for trees, the dominant issues
are branches and tree health, with fewer requests about roots. The reduction in enquiries is due to better targeting of common issues, and, in the case of trees, support
from an updated tree policy.
Residual waste and recycling performance - Residual household waste rates are higher than average when lower rates are preferred — Hillingdon collected 532 kg
per household in 2024/25, above the London average of 487 kg. Recycling and composting performance is a stronger area— Hillingdon records 37% of household waste
sent for recycling and composting, ahead of the London average of 32%. Food waste separation is slightly ahead of average — the food composting slide reports 4.5%,
just above the London average of 4%, with improvement efforts focused on trials in blocks of flats and resident education campaigns. In summary, the borough appears
to be doing better on selected recovery streams like recycling and composting, but produces a higher level of residual waste overall.
Road condition performance
The condition of roads in Hillingdon is better than average. Classified roads are performing better than the wider benchmark— for A roads and motorways, Hillingdon is
shown at 4% requiring maintenance versus a London average of 8%. B and C classified roads also compare well — Hillingdon records 2% requiring maintenance against
a London average of 10%. Unclassified roads remain relatively strong — 5% versus a London average of 12%.
Department for Transport (DfT) Road Maintenance Ratings – Hillingdon is one of only two London boroughs ranked green on the DfT ratings map (released January
2026) demonstrating how effective Hillingdon is at tackling potholes and resurfacing roads.
Electric vehicle charging infrastructure
EV infrastructure has a strong and credible expansion plan in Hillingdon — current provision is low relative to London, but the funding and installation pipeline imply a
meaningful future uplift.
Public charging availability in Hillingdon is behind London overall — Hillingdon is shown at 75.3 chargers per 100,000 population in Q4 2025, versus a London mean of
338.6.
Strategic investment is underway — a £7.5 million funding has been awarded through the Local Electric Vehicle Infrastructure programme. The borough is set to
receive 1,673 new charging points, as part of a major expansion programme rather than incremental change.
Community, Environment and Enforcement – Green Spaces
Fewer service requests about green
spaces suggest improvements are
making a real impact.
This chart shows a year-on-year
reduction in service requests related to
green spaces - such as overgrowth,
weeds, grass cutting, and parks. Most
requests in 2025/26 focused on
overgrowth and weeds, but the overall
decline points to more effective
maintenance and positive outcomes for
residents.
By targeting the most common issues
and listening to community feedback,
the council has reduced new reports
and helped keep parks and green
areas cleaner, better maintained, and
more enjoyable for everyone.
Community, Environment and Enforcement – Trees
Fewer tree-related service requests
suggest positive progress in local
tree management.
This chart shows the trend in service
requests regarding trees - covering
issues like branches, tree health, and
roots. Most requests in 2025/26
focused on branches and health, with
fewer concerns about roots.
The overall reduction in reports
indicates that the council’s proactive
approach is working assisted by an
updated tree policy. By targeting the
most common issues, the council has
improved response and maintenance -
helping to keep Hillingdon’s trees
healthy, safe, and enjoyable for all.
This approach is being actively applied
in 2026/27.
Household waste levels impact
both the environment and local
services.
This chart shows residual household
waste per household (kg) collected
by each London borough in 2024/25.
Hillingdon collected 532 kg per
household, above the London
average of 487 kg per household.
Higher waste volumes suggest
greater environmental pressure and
increased demand on local
infrastructure. Reducing waste
through recycling, reusing, and
mindful consumption is key to
keeping Hillingdon cleaner, greener,
and more sustainable.
Community, Environment and Enforcement – Household waste (kg per household)
Our reuse, recycling and
composting performance is
helping reduce emissions and
protecting natural resources.
This top chart shows the percentage
of household waste sent for reuse,
recycling and composting—such as
food and garden waste—across
London boroughs in 2024/25.
Hillingdon’s value of 37% is above
the London average (32%).
Hillingdon’s strong performance in
this area supports a cleaner, greener
borough by cutting emissions and
making better use of natural
resources.
Community, Environment and Enforcement – Household waste sent for reuse, recycling and composting
Recycling performance is key to
reducing environmental impact and
waste disposal costs.
This chart shows the percentage of
household waste collected separately
as food waste in 2024/25. Hillingdon,
marked in red collected 4.5%, just
above the London average of 4%.
T o improve recycling rates and reduce
contamination, Hillingdon is trialling
new recycling bins in selected flat
blocks, supported by targeted
education to encourage correct usage.
This initiative, alongside community
events, features inHillingdon People
magazine, marketing campaigns, and
direct communications, aims to raise
awareness, foster better habits, and
boost both the quality and quantity of
recyclable materials collected.
Community, Environment and Enforcement – Food composting
Highways – Classified Roads
This is the percentage of the local authority’s A
roads and motorways (owned principal roads)
where maintenance should be considered. This
represents the percentage of road that is in the
worst condition measured in 10 metre sections.
In 2024/25, the percentage of Hillingdon’s A
roads and motorways where maintenance
should be considered was 4%, which is below
the London average (8%).
Highways – Classified Roads
This is the percentage of the local
authority’s B and C roads (non-principal
roads) where maintenance should be
considered. This represents the
percentage of road that is in the worst
condition measured in 10 metre sections.
In 2024/25, the percentage of Hillingdon’s
B and C roads where maintenance should
be considered was 2%, which is below
the London average (10%).
As the graph demonstrates, some
authorities have not submitted data to the
Department for Transport.
Highways - Unclassified Roads
This is the percentage of the local
authority's unclassified roads (U roads)
where maintenance should be
considered. There is no mandated
method for collection of U road condition,
hence a variety of road condition
monitoring techniques are used by local
authorities.
In 2024/25, the percentage of Hillingdon’s
unclassified roads where maintenance
should be considered is 5%, which is
below the London average (12%).
As the graph demonstrates, some
authorities have not submitted data to the
Department for Transport.
This chart shows the number of potholes
reported each month during the past two
financial years. Potholes are a common
concern for many residents as they affect
road safety and can damage vehicles.
Looking at the data, you can see that the
number of reported potholes can change a
lot from month to month, often spiking in
winter and early spring, when cold and wet
weather causes the most damage to road
surfaces. Compared to last year, this year
has seen fewer reports in several months,
especially in April and October, which shows
improvement. The very wet period from
January 2026 to March 2026 contributed to
a spike in pot holes being reported.
By tracking these numbers, the council can
better understand when and where road
repairs are needed most and focus
resources to keep roads safer and smoother
for everyone in Hillingdon.
Highways - Potholes
Department for Transport Road Maintenance Map
In January 2026, Hillingdon was one of only two London boroughs ranked green on the Department for
Transport Road Maintenance Ratings map, showing how effective Hillingdon is at tackling potholes,
resurfacing roads and restoring pride to a local area.
Highways – Electric vehicle (EV) charging
Public EV charging devices per
100,000 population
In Q4 (Oct-Dec) 2025, the number of
publicly available electric vehicle charging
devices (all speeds) per 100,000
population in Hillingdon was 75.3, which
is below the London mean of 338.6
(based on charging devices at all
speeds).
The council has joined forces with
Brent, Ealing, Hammersmith & Fulham,
Haringey and Harrow to secure £7.5
million from the government's Local
Electric Vehicle Infrastructure (LEVI)
fund.
The partnershipis in the process of
procuring a supplier to install and manage
the new EV charge points across all five
boroughs, with1,673 new EV
charging points set to be
installed across Hillingdon.
Cabinet Member: Cllr Susan O'Brien
Portfolio: Children, Families, Health and Care
Our commitments to residents Thriving, healthy households
Corporate Director: Julie Kelly, Children’s Services
Referrals into children’s social care are a key indicator of safeguarding demand, reflecting the volume of concerns reaching the threshold for statutory intervention and providing
an important measure of both system pressure and the effectiveness of prevention and early help.
The number of children subject to Child Protection Plans has reduced over the year, which may indicate early impact from the revised social care delivery model. The number of
Cared for Children has also fallen. However, this trend should be interpreted with caution, as 26% of the Cared for Children cohort are unaccompanied asylum-seeking children,
where demand is externally driven and cannot be mitigated through prevention or early intervention.
Placement costs remain a major budget pressure. Although the number of external residential placements has reduced, the cost of those placements has continued to rise at rates
significantly above inflation, reflecting sustained market instability and increasing complexity of need. Hillingdon also continues to carry a disproportionate level of responsibility for
unaccompanied asylum-seeking children. Year-end figures alone do not fully capture this pressure, as once the borough reaches the 0.1% threshold, young people transfer to
other authorities through the National Transfer Scheme. This sustained flow has a longer-term consequence for care leaver services, as the borough supports a disproportionately
large care leaver cohort linked to previous asylum demand and to earlier years when the transfer scheme operated less effectively.
Hillingdon recorded 34 first-time entrants to the youth justice system in 2024, below the London average of 42, indicating comparatively stronger performance in preventing initial
entry into the system. In the 12 months to Q1 2024, 28.8% of young people who had offended went on to reoffend, broadly in line with the London average of 28.9%. This
suggests that while first-time entry is relatively well controlled, reducing reoffending remains a persistent challenge. The strategic response therefore rightly emphasises multi-
agency intervention, recognising the links between offending, trauma, deprivation, discrimination, and unmet health needs.
Demand for SEND assessments continues to rise, both locally and nationally. This appears to reflect not only increasing levels of need, but also system uncertainty following
delays to recent SEND reform announcements, which have contributed to anxiety among families and professionals. The resulting growth in demand is placing additional pressure
on the DSG High Needs Block and has implications for the robustness of financial forecasting.
Funded early education uptake is a clear area of relative strength. In 2025, 87.3% of 3- and 4-year-olds in Hillingdon accessed funded early education, above the London average
of 85.4%, suggesting strong engagement with universal early years provision.
Post-16 engagement presents a more mixed picture. In 2025, 2.5% of 16–17-year-olds were not in education, employment or training, slightly above the London average of 2.0%.
However, this should be understood in the context of Hillingdon’s comparatively low rate of unknown destinations. This suggests that the higher NEET figure is more likely to
reflect stronger tracking and identification than materially weaker participation.
A referral to children’s social services happens when someone is concerned that a child may be at risk of harm. This prompts the local authority to assess whether
the child or family needs support or protection. All referrals require statutory intervention.
The graph shows the number of referrals received each month during the past two financial years. This helps us understand demand for services, spot emerging
concerns, and evaluate the impact of early help and prevention work.
Referrals can come from many sources, including residents, schools, health professionals, or the police.
Children, Families, Health and Care – Social Care Demand - Referrals
Our children are those cared for by the local
authority. This includes children seeking
asylum who have no parent or guardian in the
UK. The council and elected members hold
parental responsibility and corporate
parenting duties for most of these children.
The top graph shows the total number of
cared for children at the end of each month.
This helps us track long-term demand and
plan the right level of support and resources.
Higher numbers generally mean increased
pressure on council services and budgets.
Hillingdon had corporate parenting duties to
305 children at the end of March 2026. The
figure has remained relatively consistent
throughout the year.
The bottom graph shows how many children
came into our care each month. Spikes in this
data highlight pressure points in safeguarding
and a growing need for placements,
especially during times of increased family
breakdown or risk to children.
Children, Families, Health and Care – Looked After Children (Our Cared for Children)
High-cost residential placements are often used in emergency situations or for children with high-risk needs. Monitoring these placements helps us plan
more effectively, manage costs, and explore more local, sustainable options. It also highlights the number of children placed in external residential
settings, those not managed by Hillingdon which are significantly more expensive than in-house alternatives. To address and disrupt the market we have
invested in increased local capacity, impact of which is being seen from February 2026 and expectation is for further improvement and reduction over the
next financial year. By tracking this data, we aim to meet children’s needs while maintaining financial sustainability.
Children, Families, Health and Care – Placements – Where Our Children Live
Child Protection Plans (CPPs) are implemented
when there is a significant concern that a child
may be at risk of harm, including abuse,
neglect, or other forms of abuse. These plans
are developed through multi-agency
collaboration and outline specific actions to
safeguard the child and promote their overall
wellbeing. They are reviewed regularly to
ensure that the support provided remains
appropriate and effective.
The top graph illustrates the total number of
children subject to an active Child Protection
Plan at the end of each month. Monitoring this
figure helps us understand the overall level of
safeguarding demand and informs workforce
and resource planning.
The bottom graph shows the number of new
Child Protection Plans initiated each month.
Fluctuations in this data can indicate changes in
local safeguarding pressures, such as
increased risks within families or improved
identification of harm through professional
vigilance.
As of March 2026, there were 202 children with
active Child Protection Plans, a decrease from
240 at the end of 2024/25.
Children, Families, Health and Care – Child Protection Plans
As a port authority area, due to the presence of Heathrow
Airport, Hillingdon continues to play a critical role in supporting
unaccompanied asylum -seeking children (UASC). These young
people arrive in the UK without a parent or guardian and
therefore have significant vulnerabilities. Consequently, they
require tailored support to ensure their safety, wellbeing and
integration.
The graph on the left shows the number of UASC supported by
each London borough in 2024/25. Hillingdon has the third
highest number (68) when compared to other boroughs; the
average in London is 32.
The National Transfer Scheme (NTS) enables the redistribution
of UASC across local authorities to ensure a more equitable
sharing of responsibility and to prevent disproportionate pressure
on port authority areas like Hillingdon; under the NTS a number
of UASC have been successfully transferred to other local
authorities helping to manage local capacity while ensuring
children continue to receive appropriate care. The numbers
therefore don’t entirely reflect the activity as many more children
receive a service prior to transfer to their permanent local
authority.
Care costs for unaccompanied asylum seeking children are
funded by central government.
Children, Families, Health and Care – Unaccompanied Asylum-Seeking Children
Children, Families, Health and Care – Care Leavers
Local authorities have a statutory duty to support care
leavers, young people who have been in the care of the local
authority, as they transition into adulthood. This support
extends beyond the age of 18 and includes the provision of
a personal adviser, pathway planning, and access to advice,
emotional support, and practical assistance with housing,
education, employment, training, and financial management.
The duty continues until at least the age of 21, and in many
cases up to age of 25, depending on the young person’s
needs and level of engagement.
A key measure of this support is the suitability of
accommodation provided to care leavers. Ensuring that
young people have access to safe, stable, and appropriate
housing is fundamental to their wellbeing and long -term
outcomes. The graph on this page shows how each London
borough performed in 2024/25.
As a port authority borough, Hillingdon supports a
significantly higher number of care leavers than many other
local authorities, due in part to the volume of UASC who
enter care locally and later transition into care leaver status.
This places additional pressure on housing, education, and
support services. In response, Hillingdon continues to
strengthen its care leaver offer, with a focus on increasing
access to suitable accommodation, improving pathway
planning, and ensuring young people are well supported to
achieve independence and thrive in adulthood.
Children, Families, Health and Care – Social Worker Recruitment and Retention
Recruiting and retaining qualified children’s social
workers remains a significant national challenge,
driven by rising demand, high caseloads, and
increasing competition across the sector. These
pressures are particularly acute in areas like
Hillingdon, where the complexity and volume of cases,
especially linked to our role as a port authority, require
a highly skilled and resilient workforce. Maintaining a
stable and experienced team is essential for building
trusted relationships with children and families,
ensuring continuity of care, and delivering high quality,
timely interventions.
The graph (top left) shows the latest published
vacancy rates for children’s social workers across
London. Monitoring these rates is critical for identifying
workforce pressures and informing strategic planning.
In Hillingdon, we have taken proactive steps to
strengthen recruitment and retention, including the
introduction of a refreshed workforce strategy,
enhanced supervision and support structures, and
targeted recruitment campaigns. We are also investing
in professional development pathways and promoting
Hillingdon as a place where social workers can thrive
and make a meaningful impact.
Our social work vacancy rates are higher in the last
year as we reduced the overall number of social
worker posts from August 2025 as part of our revised
social care delivery model aligned to The Families
First Partnership Programme.
Children, Families, Health and Care – Early Contact with the Youth Justice System
In 2025, Hillingdon recorded 45 first-time
entrants to the youth justice system, similar
to the London average of 44.
This metric is a key indicator of how many
children and young people are entering the
criminal justice system for the first time,
either through conviction or youth caution.
A lower rate of first-time entrants is often
interpreted as a sign of effective early
intervention and prevention strategies,
reflecting the strength of local safeguarding
partnerships and the proactive work of
services across education, social care and
health.
In Hillingdon, this positive trend aligns with
the borough’s strategic commitment to a child
first approach, which prioritises the rights,
needs, and potential of children while aiming
to divert them from formal justice pathways
wherever possible.
Children, Families, Health and Care – Youth Justice: Reoffending Rates
While the rate of first-time entrants is
encouraging, it is important to note
that reoffending rates remain a concern. In
the 12 months to Q2 2024, 30.3% of young
people known to have committed an
offence in Hillingdon reoffended, above the
London average of 28.5%.
This measure tracks the proportion of
young people who commit a further proven
offence within a year of a previous offence.
A deep dive auditcommissioned by the
Youth Justice Strategic Partnership Board,
identified that the majority of reoffending
happened between the first offence and
becoming known to Youth Justice Services.
Children in the youth justice system often
face multiple and overlapping challenges,
including social deprivation, trauma,
discrimination, and unmet health needs.
These factors underscore the importance
of joined-up working across sectors,
ensuring that interventions are not only
timely but also holistic and tailored to
individual circumstances.
Children, Families, Health and Care - Children with SEND – Need Assessment
Education, Health and Care Needs Assessment (EHCNA) Requests are formal applications that trigger a multi-professional review of a child’s needs.
Increasing numbers may indicate greater awareness, earlier identification, or growing demand for support, all contributing to timely and appropriate
provision.
The year began with 67 requests and saw several peaks in demand, particularly in the early months. A noticeable dip occurred during the summer period,
with numbers rising again in the latter part of the year. By the end of March 2026, the number of requests had increased to 76.
EHC Needs Assessments Agreed to Assess
The EHCNA Agreed to Assess stage reflects the council’s decision to proceed with a full Education, Health and Care Needs Assessment. This represents a
formal commitment of professional and administrative resources to thoroughly assess and understand the child’s needs. Rising volumes increase pressure on
council services. This demand also drives higher assessment and support costs, impacting overall budget sustainability.
At the start of the 2025/26 financial year, 72% of EHCNA requests were agreed to proceed to assessment in April. By the end of the year, this had decreased
to 66% in March 2026. Agree to assess levels remained higher month-on-month compared to last year, indicating a higher proportion of requests being
progressed to formal assessment. This suggests more appropriate requests are being received for assessment.
Children, Families, Health and Care - Children with SEND – Need Assessment
Children, Families, Health and Care – Children with SEND, EHCP Demand
We are tracking both the number of Education, Health and Care Plans (EHCPs) issued and the volume of Needs Assessment Requests. EHCPs define
the tailored support that children and young people with SEND are entitled to, ensuring they have access to the appropriate education, health, and care
services.
Number of Education Health Care Plans (EHCPs)
At the start of the financial year, there were 3,536 active EHCPs. Duringthe year, the number steadily increased, reflecting continued demand for
support. As of the end of March 2026, the total stood at 3,795 - representing an overall increase of approximately 7.3% compared to the start of the year,
more than double the increase throughout 2024/25 (3.1%).
Children, Families, Health and Care – Children with SEND, EHCP Demand
The Agreed to Issue decision is made by week 16 of the process.This measure captures whether, following an Education, Health and Care Needs
Assessment (EHCNA), the decision is to issue an EHCP . It reflects how often the council agrees that statutory support is needed and will be provided for
a child or young person with SEND.
In 2025/26, the rate of agreed-to-issue decisions fluctuated during the year. Typically, this outcome does vary throughout the year.
Children, Families, Health and Care – Final EHCP 20 Week Timeliness
This indicator tracks the percentage of final Education, Health and
Care Plans (EHCPs) issued within 20 weeks of the initial request, in
line with the statutory timescale set out in the SEND Code of
Practice. Exemptions apply in limited cases (e.g. during periods of
school closures), but in most circumstances, a plan should be
completed within 20 weeks. A higher percentage reflects better
timeliness and system responsiveness to children and young people
with special educational needs.
At the start of the financial year 2025/26, 71% of final EHCPs were issued
within 20 weeks. Timeliness has fluctuated throughout 2025/26 but then faced
a dip by the end of March 2026. However, performance in March was above
national average (46%).
Children, Families, Health and Care – Funded Early Education for 3 and 4-Year Olds
In 2025, 87.3% of children aged 3 and 4 in
Hillingdon were registered for government
funded early years provision. Higher than
the London average (85.4%).
This number reflects how many children in
this age group are benefiting from the
government’s offer of free early education,
helping them get a strong start to their
learning and development.
Providing funded early education supports
children’s social, emotional, and cognitive
skills, preparing them well for starting
school.
Children, Families, Health and Care - NEET Outcomes for 16–17 Year Olds
Percentage of Young People (16-17) Not
in Education, Employment or Training
(NEET)
In 2025, 2.5% of 16 and 17-year-olds in
Hillingdon were not in education,
employment or training (NEET). This is
higher than the average for London (2%).
The chart compares Hillingdon’s NEET rate
with other London boroughs, showing that
while some areas perform better, a number
of boroughs face even higher NEET rates.
Monitoring and addressing NEET levels is
important to help young people access
opportunities and support them to achieve
positive outcomes. By focusing on this
indicator, the council can work with local
schools, employers, and training providers
to help more young people in Hillingdon
stay engaged and move into successful
futures.
Corporate Director: Sandra Taylor, Adult Social Care and Health
Referrals into Adult Social Care are relatively steady, averaging 665 per month. Home-based support is becoming more complex— the number of unique clients receiving home care has
fallen gradually, while the number of active services has increased, indicating more people are receiving multiple forms of support at once. Reablement is a key response— the council is
using more short-term reablement support to help residents regain independence and reduce escalation into longer-term, higher-cost care.
Independent living remains a relative strength— 81.1% of adults aged18–64 receiving long-term support were living in their own home or with family in2024/25, slightly above theLondon
average of 78.8%.
Residential and nursing support placements average 740 per month, while average support hours per resident on an adult support plan have stayed broadly stable, with an increase
throughout the year from 58.1 to 66.1 hours of support given. The age profile of new entrants is consistent each month— an average of 42 in those aged 18–64, and 82 years in those aged
65+.
Assessment speed is a clear challenge— Adult Social Care has an internal target to complete80% of new client assessments within 28 days, but the presentation states this has been missed
consistently duringthe last two financial years. The service explicitly balances speed with quality— delays are partly attributed to complex needs, multi-agency coordination, and planned
reviews, with the narrative emphasising triage and professional judgement rather than simple throughput. Completed assessment volume remains substantial— monthly assessment totals
demonstrate sustained operational effort by social workers despite the timeliness gap. Overall implication— this is a capacity-and-complexity story rather than a collapse in delivery; the team
is completing large volumes, but not always within the intended timeframe.
Service user experience - Quality of life scores are comparatively positive— in 2024/25, Hillingdon scored19.1 out of 24on the adult social care quality-of-life measure, above theLondon
average of 18.6. Overall satisfaction is broadly in line with London— the borough scored62% for satisfaction with care and support, close to theLondon average of 61.2%.
Perceived control over daily life is another strong area— 75.2% of surveyed service users reported having adequate or as much control over daily life as they wanted, compared
with 72.5% across London. Taken together, these measures suggest decent lived experience— despite pressure on assessments and increasing complexity, users generally report good
outcomes and a sense of autonomy.
Carer experience and workforce stability
Carer quality-of-life outcomes are weaker than peers— Hillingdon scored6.8 out of 12for carer-related quality of life in2024/25, below theLondon average of 7.2.
Carer satisfaction with services is stronger— 36.3% of carers were extremely or very satisfied with support and services, above the London average of 33.0%.
This creates an important contrast— carers seem somewhat more satisfied with services than peers in other boroughs, but their own overall wellbeing remains lower.
Workforce turnover is a positive signal— staff turnover in the formal care workforce was14.9% in 2024/25, well below theLondon average of 20.1%, which the presentation links to stronger
continuity and better outcomes.
Public Health: Childhood weight and adult physical activity
Reception-age prevalence is comparatively better— 19.9% of children in Reception were overweight or living with obesity in2024/25, lower than both London and England
The picture worsens by Year 6— prevalence rises to36.2% by Year 6, a gap of16.3 percentage pointsfrom Reception, which is similar to London but higher than the England gap.
Childhood obesity as a major long-term health risk and notes it as a priority for the local health and wellbeing strategy through 2025–28.
Adult inactivity — 30.8% of adults were physically inactive in2024/25, significantly worse than theLondon average of 21.9%.
Adult Social Care’s front door is
managing high volumes while
maintaining strong control of demand
through effective triage. Most contacts
are resolved at first point or through
existing services, ensuring statutory
intervention is targeted appropriately.
Over the period, 57,482 contacts were
managed (around 4,100 per month),
with only 16% progressing to a new
referral. The majority were either linked
to existing client records (42%) or
resolved at first contact (36%).
Demand is appropriately focused on
statutory and higher-risk activity,
including Care Act assessments and
safeguarding, alongside hospital
discharge, equipment, Deprivation of
Liberty Safeguards and Mental Health
Act work.
Overall, this reflects a well-managed,
high-volume service that is delivering
the right response, meeting Care Act
duties, and focusing resources on
residents with the greatest need.
Children, Families, Health and Care - Adult Social Care Demand
Community long-term support is
characterised by increasing complexity, with
more residents requiring coordinated,
multi-service packages. Currently, 2,521
people are supported through 3,978 services
(c.1.6 per person), with long durations (c.2
years) reflecting sustained reliance on
community provision, which accounts for
around 75% of all activity.
Demand is increasingly shaped by
complexity, with higher reliance on combined
support across home care, direct payments,
supported living and outreach. This is driving
both cost and delivery pressure across the
system.
Targeted use of reablement and digital tools
such as AskSARA is strengthening early
intervention and self-directed support, helping
residents maintain independence and
reducing avoidable escalation into long-term
provision.
Community services now form the backbone
of Adult Social Care delivery. Performance,
flow and financial grip are increasingly
dependent on sufficient community capacity
and stability. Demand remains structurally
embedded, with core cohorts (physical care,
learning disability and mental health)
requiring long-term support and limited
natural exit without active intervention.
Children, Families, Health and Care - Adult Social Care Demand
Performance data shows that in
2024/25, 81.1% of adults aged 18–64
receiving long-term support were
living in their own home or with
family, which is above the London
average of 78.8%.
This indicates that Hillingdon is
performing well in the London region in
enabling independent living, with a
higher proportion of residents supported
outside of institutional settings. The data
suggests that current approaches,
including community-based support and
reablement, are contributing to residents
maintaining independence and stability.
Higher performance in this measure
reflects a system that is successfully
supporting people to remain in familiar
environments, reducing reliance on more
intensive forms of care, and improving
overall outcomes for residents and
reducing costs.
Children, Families, Health and Care - Adult Social Care
The top graph shows the number of
monthly contacts by age range 18-64
and 65+. Contacts average 4,000 to
4,500 per month, with those aged 65+
driving more demand.
The middle chart shows the average
age within those ranges, with the 65+
cohort accounting for the larger share
of contacts in most months.
Average ages are very stable—
within each age band, the average
age barely changes over time:
18–64, around 42 years
65+, around 82 years
The age profile is predictable— while
contact counts fluctuate modestly, the
underlying age mix within each band
remains highly consistent.
The bottom chart shows how many
people aged over 85 have contacted
adult social care services each month.
The numbers are showing a
downward trend in 2025/26.
Children, Families, Health and Care - Adult Social Care Demand
Adult Social Care ensures that everyone contacting the service is triaged at the point of contact,
enabling an immediate response to risk, need and urgency. This approach supports timely
decision-making and ensures that residents receive the right advice, intervention or onward
allocation at the earliest opportunity.
The service monitors the completion of Care Act assessments, with a locally agreed operational
target for them to be completed within 28 days of referral. This measure relates to the full
completion of assessments rather than initial response and is not a statutory requirement under
the Care Act 2014.
Performance against this target is influenced by operational factors including case complexity,
multi-agency involvement, and specific cohorts such as hospital pathways and individuals subject
to the Mental Health Act. While not all assessments are completed within the 28-day timeframe,
residents are routinely seen, risk assessed and supported earlier in the process, with priority given
to those with the greatest need.
This demonstrates overall a responsive and well-managed service that is effectively balancing
demand, complexity and timeliness, while maintaining a clear focus on safety, proportionality and
person-centred practice.
Children, Families, Health and Care - Adult Social Care Assessments
The graph shows the volume of Adult Social Care assessments completed each month,
demonstrating the scale of activity undertaken across the service.
This sustained level of delivery reflects the ongoing work of teams managing high volumes of
demand, progressing complex cases and ensuring that residents receive appropriate support.
It also highlights the role of professional judgement in balancing timeliness with quality, with
interventions often initiated at an earlier stage while formal assessment processes are
completed.
Every year, a survey is sent to randomly
selected service users. This provides an
excellent way for service users to feed back on a
multitude of topics. It’s also helpful for Hillingdon
and the government to understand service
users’ views so that services can continue to be
improved.
This measure is an average quality of life score
based on responses to the Adult Social Care
Survey. It is a composite measure using
responses to survey questions covering the
eight domains identified in the Adult Social Care
Outcome Framework (ASCOF): control, dignity,
personal care, food and nutrition, safety,
occupation, social participation and
accommodation.
In 2024/25, Hillingdon scored 19.1 out of 24,
based on responses to surveys sent to service
users; the average for London was 18.6.
The higher the score, the better quality of life.
‘Service users’ definition:
People receiving partly or wholly supported care
from their local authority and not wholly private,
self-funded care.
Children, Families, Health and Care - Adult Social Care Service User Survey Responses
(1)
Children, Families, Health and Care - Adult Social Care Service User Survey Responses
(2)
Every year, a survey is sent to randomly selected
service users. This provides an excellent way for
service users to feed back on a multitude of topics.
It’s also helpful for Hillingdon and the government
to understand service users’ views so that services
can continue to be improved.
It’s important that service users’ satisfaction with
care and support is as high as possible.
In 2024/25, Hillingdon scored 62%, for social care-
related satisfaction with care and support, based on
responses to surveys sent to service users; this is
similar to the London average of 61.2%.
The higher the score, the more satisfied.
Score based on those responding:
'I am extremely satisfied’ or
'I am very satisfied’
to 'Overall, how satisfied or dissatisfied are you with
the care and support services you receive’
and those responding:
'I am very happy with the way staff help me, it's
really good’
to 'How happy are you with the way staff help you?‘
‘Service users’ definition:
People receiving partly or wholly supported care
from their local authority and not wholly private,
self-funded care.
Every year, a survey is sent to randomly selected
service users. This provides an excellent way for
service users to feed back on a multitude of topics.
It’s also helpful for Hillingdon and the government
to understand service users’ views so that services
can continue to be improved.
It’s important that service users have as much
control over their daily life as possible.
In 2024/25, Hillingdon scored 75.2%, for those
service users who reported having control over
their daily life, based on responses to surveys sent
to service users, higher than the London average
of 72.5%.
The higher the score, the more service users had
control.
Score based on those responding:
‘I have as much control over my daily life as I want’
or
‘I have adequate control over my daily life’ to:
‘Which of the following statements best describes
how much control you have over your daily life?’
‘Service users’ definition:
People receiving partly or wholly supported care
from their local authority and not wholly private,
self-funded care.
Children, Families, Health and Care - Adult Social Care Service User Survey Responses
(3)
Every two years, a survey is sent to randomly selected
carers. This provides an excellent way for carers to feed
back on a multitude of topics. It’s also helpful for Hillingdon
and the government to understand carers’ views so that
services can continue to be improved.
In 2024/25, Hillingdon scored 6.8 out of 12, for carer-
related quality of life, based on responses to surveys sent
to carers, lower than London (7.2).
The higher the score, the better quality of life.
The score takes into consideration:
-occupation
-control
-personal care
-safety
-social participation
-encouragement/support.
‘Carer’ definition:
Person providing unpaid support, where they have:
-received ongoing support during the year, even if no
review of those arrangements took place
And/or
-have been assessed or reviewed for support during the
year, even if no support was provided.
Children, Families, Health and Care - Adult Social Care Carer Survey Responses (1)
Carer-reported quality of life
In 2024/25, Hillingdon achieved a carer
satisfaction score of36.3% for care and
support services—based on survey responses
from carers. This isabove the London
average of 33.0%, indicating relatively higher
satisfaction among local carers.
The score reflects those who responded
with 'extremely satisfied'or 'very satisfied'to
the question: “Overall, how satisfied or
dissatisfied are you with the support or services
you and the person you care for have received
from Social Services in the last 12 months?”
The term ‘carer’ refers to individuals providing
unpaid support who either received ongoing
support during the year (even without a formal
review) or were assessed or reviewed for
support (even if no support was ultimately
provided).
Children, Families, Health and Care - Adult Social Care Carer Survey Responses (2)
Overall satisfaction of carers with social services
In 2024/25, Hillingdon’s proportion of staff
in the formal care workforce leaving their
role was 14.9%, below the London
average of 20.1%.
It is based on directly employed staff only,
agency staff are not included in these
estimates. Higher staff leaver rates
indicate that a greater share of social care
staff have left their roles in the previous 12
months.
A lower turnover rate reflects greater
workforce stability and consistency, which
supports better outcomes for residents.
Children, Families, Health and Care - Adult Social Care Staff Turnover
There is concern about the rise of childhood obesity and the
implications of obesity persisting into adulthood.
The risk of obesity in adulthood and risk of future obesity-related ill
health are greater as children get older. Studies tracking child
obesity into adulthood have found that the probability of children
who are overweight or living with obesity becoming overweight or
obese adults increases with age.
The health consequences of childhood obesity include Type 2
Diabetes, hypertension and the exacerbation of conditions such as
asthma and psychological problems such as social isolation, low
self-esteem, teasing and bullying.
19.9% of Reception children were overweight or living with obesity
in 2024/25, lower than both London and England.
Children, Families, Health and Care – Public Health, prevalence of overweight (including
obesity) in Reception aged children
Year 6 prevalence of overweight (including obesity) was 36.2% in
2024/25; this represents a difference of 16.3 percentage points from
Reception to Year 6, similar to London but higher than England
differences (16.2 and 12.7).
Hillingdon’s trend is below England for Reception but above England
for Year 6. Reducing childhood obesity is a strategic priority for
Hillingdon’s Health andWellbeing Board throughout 2025-28.
Children, Families, Health and Care – Public Health, prevalence of overweight (including
obesity) in Year 6 children
This is the percentage of respondents
aged 19 and over, doing less than 30
moderate intensity equivalent (MIE)
minutes' physical activity per week in
bouts of 10 minutes or more in the
previous 28 days expressed as a
percentage of the total number of
respondents.
In 2024/25, the percentage of
physically inactive adults in Hillingdon
was 30.8%, above the London average
of 21.9%.
Children, Families, Health and Care – Public Health, physical activity (adults)
Cabinet Member: Cllr Adam Bennett
Portfolio: Community, Environment and Enforcement
Our commitments to residents
Safe and strong communities
A green and sustainable borough
Corporate Director: Dan Kennedy, Residents Services
Anti-social behaviour (ASB) and crime - Anti-social behaviour remains persistently high — monthly ASB enquiries
average over 600 per month, with some seasonal variation but no real sign of a sustained drop. Relative performance is better
than London overall — despite the high absolute numbers, Hillingdon has consistently lower rates than the London average.
Crime levels are also high and fairly stable — recorded crime averages around 2,600 incidents per month, fluctuating month to
month but without a major directional shift.
Fly-tipping enforcement - Enforcement activity is exceptionally low relative to London — Hillingdon records 24 enforcement
actions per 1,000 incidents, compared with a London average of 638.9. Data coverage is part of the caveat — the incidents
shown are only those reported to the local authority and exclude incidents reported directly to the Environment Agency. What it
means in practice — this is presented less as a clean performance judgment and more as a reminder that enforcement statistics
need context before drawing conclusions.
Text extracted automatically from the PDF, so layout, tables and images are not shown. Only the start of this long document is shown here. Open the original PDF on LB Hillingdon’s website.