Cabinet

_________________________________________________________________________ - Page 1 - Minutes & Decisions CABINET 7pm, Thursday, 25 June 2026 Meeting held at Committee Room 6 - Civic Centre, High Street, Uxbridge UB8 1UW Published on: 26 June 2026 Decisions come into effect from: 5pm, 3 July 2026 or as stated. Cabinet Members Present: Cllr Steve Tuckwell - Leader of the Council, Chair of the Cabinet (Growth, Communications & Governance) Cllr Richard Mills - Deputy Leader of the Council, Vice-Chair of the Cabinet & Cabinet Member for Corporate Services, Digital & Transformation Cllr Susan O’Brien - Cabinet Member for Adults, Children, Health & Care Cllr Wayne Bridges - Cabinet Member for Residents Services Cllr Nick Denys - Cabinet Member for Planning, Housing & Property Cllr Adam Bennett - Cabinet Member for Community, Environment & Enforcement Cllr Douglas Mills (Attendee of the Cabinet meeting as Chief Whip - non-voting) Officers Present: Tony Zaman, Chief Executive Dan Kennedy, Corporate Director of Residents Services Pete Carpenter, Deputy Chief Finance Officer Sandra Taylor, Corporate Director of Adult Social Care & Health Julie Kelly, Corporate Director of Children’s Services Matthew Wallbridge, Chief Operating Officer Dan Toohey, Director of Legal & Governance & Monitoring Officer Mark Braddock, Democratic Services 1. APOLOGIES FOR ABSENCE Apologies were received from Councillor Eddie Lavery, Cabinet Member for Finance. 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 of the Cabinet meeting held on 23 April 2026 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. ANNUAL PERFORMANCE REPORT 2025/26 RESOLVED: That Cabinet: 1. Note the Annual Performance Report for 2025/26, as attached in Appendix 1 2. Note that it will also be presented to the Audit, Finance & Performance Committee in discharging its overview and scrutiny role. Reasons for decision The Deputy Leader of the Council and Cabinet Member for Corporate Services, Digital and Transformation introduced the 2025/26 annual performance report, which provided a transparent overview of the Council’s performance and reinforced its commitment to putting residents first and scrutiny. The Cabinet Member advised the report highlighted strong outcomes across a range of services, with Hillingdon continuing to outperform London averages in key areas including highways maintenance, recycling, early years provision and adult social care. It was noted that the Council maintained low council tax and fees, while delivering good value for money, and had achieved significant results in areas such as counter fraud activity, housing repairs and planning performance. The report also acknowledged ongoing challenges, particularly in relation to homelessness, SEND demand, adu lt social care and anti -social behaviour. The Cabinet Member emphasised that the report would help shape future priorities and support continuous improvement. The Leader of the Council welcomed the report, noting the balance between strong performance and recognition of challenges, and congratulated the Deputy Leader on presenting his first report in the role. The Chief Operating Officer added that performance was subject to regular and detailed monitoring through the Council’s framework, using real -time data alongside financial performance to ensure focus on priority areas and to support future planning. Cabinet noted the report and agreed the recommendations. Alternative options considered and rejected None, as it was good business practice to report performance to decision-makers. Relevant Committee Audit, Finance & Performance Expiry date for any scrutiny call-in / date decision can be Not for call -in. This report will be considered by the Committee shortly _________________________________________________________________________ - Page 3 - implemented (if no call-in) Officer(s) to action Matthew Wallbridge / Ian Kavanagh Directorate Corporate Services Classification Public - The report and any background papers relating to this decision by the Cabinet are available to view on the Council's website or by visiting the Civic Centr e, Uxbridge 6. COUNCIL BUDGET - 2025/26 DRAFT OUTTURN POSITION RESOLVED: That the Cabinet: 1. Note the 2025/26 General Fund Overview as set out in Section 1 of the report; 2. Note the 2025/26 Revenue Outturn position as set out in Section 2 of th e report; 3. Note the 2025/26 Capital Outturn position as set out in Section 2 of the report; 4. Approve the General Fund Capital Budgets to be carried forward into 2026/27 as per Section 2 of the Report; 5. Approve the updated Reserves Levels as set out in Section 2; 6. Note the HRA Outturn Position and Carry Forward Amounts as set out in Section 2 of the Report; 7. Approve the bringing forward of £11.6m of funding from 2027/28 (where there is £39.3m budgeted) into 2026/27 to allow for the demolition works on the Hayes Regeneration Scheme; 8. Note the DSG Deficit Position as set out in Section 2 of the Report; 9. Note the final Treasury Position for the year (including the Prudential Indicators). 10. Appoint Cabinet Members to the following bodies; a) Shareholder Committee - Cllr Ste ve Tuckwell (Chair); Cllr Richard Mills (Vice-Chair); Cllr Eddie Lavery; Cllr Susan O’Brien and Cllr Nick Denys. b) West London Economic Prosperity Board – Cllr Steve Tuckwell (re - appointment); 11. Approve acceptance of £310,000 of grant funding from the Violenc e Reduction Unit (VRU) for 2026/27 and 2027/28 for direct investment in prevention activity for children at risk of suspension and exclusion from school. 12. Approve acceptance of £255,000 of capital grant funding from the GLA’s Green Roots Fund, for the deliv ery of three river restoration projects within the Yeading Brook/Crane Catchment. 13. Approve acceptance of DfE Arts Council Music Hub £147k Capital Grant for musical instruments, equipment, and t echnology to benefit children and young people. 14. Approve the acce ptance of capital grant funding paid by MHCLG from Round 4 of the Local Authority Housing Fund, with Hillingdon’s allocation totalling £14,713,800. _________________________________________________________________________ - Page 4 - Reasons for decision On behalf of the Cabinet Member for Finance, the Leader of the Council introduced the 2025/26 budget outturn report, noting that it reflected both the scale of financial challenges and clear progress made. The General Fund position had stabilised since Month 6, with an improvement of £7.7 million, although an overspend of £29 million remained. This improvement was attributed to stronger financial control, departmental underspends, additional grant income and improved corporate oversight, alongside some technical adjustments. The Leader advised that the Dedicated Schools Grant position had improved, with the in - year deficit reduced to £9.9 million, reflecting progress in reducing reliance on costly placements and strengthening local provision, although the cumulative deficit remained significant. The Housing Revenue Account remained stable with £15 million in reserves, supporting continued investment in housing. Delivery of the capital programme remained strong, including acquisitions and regeneration activity, with variances largely due to timing rather than underperformance. Furthermore, the Council’s reserves position had strengthened following the Exceptional Financial Support settlement, improving financial resilience. The Deputy Chief Finance Officer advised that the outturn marked further progress in the Council’s financial recovery, supported by Exceptional Financial Support, although reserves remained below the London average and capacity for transformation remained limited. C apital carry -forwards would continue to be reviewed against priorities, and Dedicated Schools Grant funding later in the year would support cash flow, with final accounts expected by mid - July. Cabinet noted the report and agreed the recommendations. Alternative options considered and rejected None. Relevant Committee Audit, Finance & Performance Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) The Committee will have the opportunity to review this report. However, Cabinet’s decisions on this matter can still be called in by a majority of the Committee by 5pm, Friday 3 July 2026. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Pete Carpenter / Andy Goodwin / Matt Davis Directorate Finance Classification Public - The report and any background papers relating to this decision by the Cabinet are available to view on the Council's website or by visiting the Civic Centre, Uxbridge _________________________________________________________________________ - Page 5 - 7. LOCAL PLAN SCOPING CONSULTATION (POLICY FRAMEWORK) RESOLVED That the Cabinet: 1) Approves the draft document attached as Appendix 1 a s the council’s Scoping Consultation for the Hillingdon Local Plan. 2) Approves the proposed 6 -week period of public consultation on the Scoping Consultation document. 3) Delegates authority to the Director of Planning and Sustainable Growth, in consultation w ith the Cabinet Member for Planning, Housing and Property, to make any necessary editorial amendments and minor material changes to consultation content prior to consultation. Reasons for decision The Cabinet Member for Planning, Housing and Property int roduced a report seeking Cabinet approval to undertake a public scoping consultation on the Local Plan, in line with statutory requirements. The consultation was described as an important early stage in preparing residents, businesses and stakeholders to consider how Hillingdon should grow and develop in future. The Cabinet Member explained that the consultation would seek views on land that should be considered through the Loc al Plan process, as well as how residents and community groups wished to be cons ulted at later stages. The scoping report also set out the key challenges, opportunities and ambitions for the Borough, including supporting healthy and active lives, access to green spaces and culture, sustainable growth, good quality affordable homes, ed ucation and employment opportunities, and independent living. The Cabinet Member advised that the Local Plan was also linked to the wider Hillingdon Growth Plan, recognising t he Borough’s population and business growth. The consultation covered a broad ra nge of topic areas, including vision and objectives, spatial strategy, design, housing, social infrastructure, economy, heritage, green infrastructure, sustainable infrastructure and transport. Subject to approval, the consultation would run from 9 July to 21 August, with a further main consultation anticipated later in the year. The Leader of the Council outlined the significance of the Local Plan in shaping Hillingdon for fut ure generations and attracting investment for residents and businesses. The Corporate Director of Residents Services confirmed that significant preparatory work had been undertaken over the previous 18 months and that officers were ready to proceed. Cabinet approved the consultation. Alternative options considered and rejected _________________________________________________________________________ - Page 6 - Not updating the Local Plan was rejected as it would have risked Government intervention, weakened planning control and appeals defence, and failed to meet legal requirements, whil e the scoping stage posed no risk to current decision - making. Relevant Committee Corporate Resources & Infrastructure Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Not for call -in. This forms part of developing the Council’s policy framework and will ultimately be considered by the full Coun cil. This decision takes immediate effect. Officer(s) to action Gavin Polkinghorn Directorate Residents Services Classification Public - The report and any background papers relating to this decision by the Cabinet are available to view on the Council's website or by visiting the Civic Centre, Uxbridge 8. WEST LONDON WASTE PLAN - REGULATION 19 CONSULTATION (POLICY FRAMEWORK) RESOLVED: That the Cabinet recommend to Full Council to: 1. Authorise the publication and consultation of the Proposed Submission (Regulation 19) West London Waste Plan attached in Appendix A; 2. Delegate authority to the Director of Planning and Sustainable Growth (as Chief Planning Officer) to, in conjunction with other participating boroughs: a. Make minor modifications to t he Proposed Submission (Regulation 19) West London Waste Plan and accompanying documents before consultation launch; b. Suggest any necessary proposed modifications to the West London Waste Plan and accompanying documents as well as undertaking any associate d consultation required throughout the examination process to ensure that the West London Waste Plan can be found sound by the Planning Inspector; and c. Make minor modifications to the Proposed Submission (Regulation 19) West Lon don Waste Plan and accompanyi ng documents following consultation and submit these documents under Regulation 22 to the Secretary of State. 3. Endorse that the Proposed Submission (Regulation 19) West London Waste Plan to be used for development management purposes in determining planning applications related to waste management development, with appropriate weight given in accordance with paragraph 49 of the National Planning Policy Framework. _________________________________________________________________________ - Page 7 - Reasons for decision The Cabinet Member for Planning, Housing and Property introduced a repor t on the proposed Regulation 19 consultation for the draft West London Waste Plan. It was explained that the plan had been developed collaboratively with neighbouring West London boroughs to ensure a coordinated and effective approach to waste management across the sub - region. The draft plan had been supported by extensive joint working and independent testing to ensure it was robust, deliverable and capable of meeting future waste capacity needs. It was noted that the potential expansion of Heathrow Air port remained an area of uncertainty and had not been incorporated at this stage, with the plan to be revisited if required. The Cabinet Member advised that for Hillingdon, the proposed sites remained unchanged from the existing plan, with previously cons idered additional sites having been discounted as unsuitable. The Leader of the Council highlighted the importance of the plan, noting that although it operated largely in the background, it had a direct impact on residents. He confirmed that the recommen dations, if agreed, would be referred to full Council. The Corporate Director of Residents Services advised that the programme remained on track to meet government deadlines. Cabinet noted the report and approved the recommendations. Alternative options considered and rejected Not proceeding was rejected as it would have delayed an up -to-date Waste Plan, weakened planning decisions across West London, risked mis sing the required deadlines, and potentially required restarting the plan process. Relevant Committee Corporate Resources & Infrastructure Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Not for call-in, as a policy framework document that will ultimately be considered by the full Council. This decision takes immediate effect. Officer(s) to action Gavin Polkinghorn Directorate Residents Services Classification Public - The report and any background papers relating to this decision by the Cabinet are available to view on the Council's website or by visitin g the Civic Centre, Uxbridge _________________________________________________________________________ - Page 8 - 9. PUBLIC PREVIEW OF CONFIDENTIAL REPORTS RESOLVED: That Cabinet note the reports to be considered later in private and Part 2 of the Cabinet agenda and comment on them as appropriate for public information purposes. Reasons for decision The Leader of the 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 Committee N/A Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) This matter is not for call-in, as noting only. Officer(s) to action Mark Braddock Directorate Corporate Services Classification Public - The report and any background papers relating to this decision by the Cabinet are available to view on the Council's website or by visiting the Civic Centre, Uxbridge. 10. CONTRACT: THE SERVICING, MAINTENANCE & REPAIR OF DOMESTIC LIFTS & HOISTS RESOLVED: That the Cabinet: 1) Accept the tender from Caretech UK Ltd and award contract for the provision of The Service, Maintenance & Repair of Domestic Lifts & Hoists for a period of 3 years from 1 September 2026 to 31 Augus t 2029 and at the value of circa £107k per annum: and; 2) Agree that this includes the provision to extend the contract for a 2 + 2 year period (7 years in total), delegating authority to agree any extensions to the Corporate Director for Residents Services, in consultation with the Cabinet Member for Planning, Housing and Property. _________________________________________________________________________ - Page 9 - Reasons for decision The Cabinet Member for Planning, Housing & Property introduced a report and recommendations, which Cabinet agreed , to award a contract for the ongoing servicing, maintenance and repair of domestic lifts and hoists in Council housing properties following a competitive tender process. Alternative options considered and rejected Doing nothing was rejected as it would have breached statutory inspection requirements, and delivering in -house was not pursued as it would have been more costly than using the existing contractor. Relevant 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 Committee by 5pm, Friday 3 July 2026. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action John Phillips Directorate Residents Services Classification Private - Whilst the Cabinet's decisions above are always mad e 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). 11. CONTRACT: DATA BACKUP & CYBER RECOVERY SOLUTION RESOLVED: That the Cabinet: 1) Accept the single tender from Rubrik via their partner Cisilion Ltd via the SBS Digital Workp lace Solutions Framework for the provision of Rubrik Data Protection and Cyber Recovery suites across On -Premise, Cloud (Microsoft Azure), M365, and Account Identity infrastructure to deliver NCSC Cyber Assessment Framework (CAF) aligned cyber recovery capability for a 3 year period from 13 th July 2026 to 12 th July 2029 and at the value of £1,123,454. 2) Delegates any further decisions required to implement this to the Chief Operating Officer, in consultation with the Cabinet Member for Corporate Services, Digital & Transformation. _________________________________________________________________________ - Page 10 - Reasons for decision The Cabinet Member for Corporate Services, Transformation & Digital introduced a report and recommendations, which Cabinet agreed, to award a contract in a modern data protection and cyber recovery solution . The Cabinet Member advised this would strengthen the Council’s digital resilience , ensure best practice and protect essential services. Alternative options considered and rejected The alternatives were rejected as extending existing systems would not add ress critical cyber reco very gaps or risks, a full procurement would have caused delay and uncertain outcomes, and doing nothing would have left the Council exposed to significant financial, operational and compliance risks. Relevant 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 Committee by 5pm, Friday 3 July 2026. If not called -in by then, Cabi net’s decisions can then be implemented. Officer(s) to action Michael Clarke Directorate Corporate Services Classification Private - Whilst the Cabinet's decisions above are always made public, the officer report relating to this matter is not because i t 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). 12. CONTRACT: THE SERVICING & REPAIR OF DOMESTIC GAS BOILERS RESOLVED: That the Cabinet: 1. Approve the award of the contract to Oakray Ltd, for the provision of the Servicing, Repairs, Maintenance and Installation of Domestic Gas fired heating installations to the London Borough of Hillingdon for a period of 4 years at an estimated value of £2.54m per annum. 2. Furthermore, that this includes the provision to extend the contract for a period of 2 years (6 years in total), delegating authority to agree any extension to the Cabinet Member for Planning, Housing & Property, in consultation with the Corporate Director for Resident Services. _________________________________________________________________________ - Page 11 - Reasons for decision The Cabinet Member for Planning, Housing & Property introduced a report and recommendations, which Cabinet agreed, to award a contract for the Servicing, Repairs, Mainten ance and installation of Domestic Gas fired heating installations following a competitive tender exercise . The Cabinet Member advised there were 8,700 boilers in the housing stock and that this contact would ensuring the safety of residents and housing properties. Alternative options considered and rejected None, as the Council would be in breach of its requirements under the Gas Safety (Installation & Use) Regulations 1998 if it chose not to complete the gas servicing requirements within its housing stock. Relevant 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 Committee by 5pm, Friday 3 July 2026. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Nick Green Directorate Residents Services Classification Private - Whilst the Cabinet's decisions above are always made public, the officer report relating t o 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). _________________________________________________________________________ - Page 12 - 13. PROCUREMENT OF FLEET VEHICLES RESOLVED: That the Cabinet: 1. Accept the tenders from Vauxhall Motors Ltd via Stellantis &You UK Ltd dealership for the one-off purchase to supply: a) 15 x Small LCV vehicles (Lot 1) at a total cost of £299,462. b) 5 x Medium LCV vehicles (Lot 2) at a total cost of £119,088 c) 2 x 3.5t Tipper vehicles (Lot 3) at a total cost of £71,334 d) 10 x 3.5t Tip & T.Pod vehicles (Lot 4) at a total cost of £373,290 2. Approve the capital release of £863,174 to purchase 32 diesel vehicles from the 2026/27 Purchase of Vehicles budget (Appendix A). Reasons for decision The Cabinet Member for Residents Services introduced a report, which Cabinet agreed, to replace 32 end -of-life vehicles in the Council’s operational fleet that were subject to daily ULEZ charges, ensuring se rvices continue to run efficiently and reliably. The Cabinet Member noted that, subject to sufficient EV charging infrastructure and grid capacity, the fleet would transition from diesel to electric vehicles over time. Alternative options considered / risk management Doing nothing was rejected due to high operating costs, reliability risks, and ongoing hire and ULEZ costs, while leasing was discounted as it would have been more expensive and risked additional damage charges. Relevant Committee Residents Services Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Cabinet’s decisions on this matter can be called in by a majority of the Committee by 5pm, Friday 3 July 2026. If not called -in by then, Cabinet’s decisions c an then be implemented. Officer(s) to action Jordon Groves 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 i n 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). _________________________________________________________________________ - Page 13 - 14. CORPORATE DISPOSALS PROGRAMME 2026/27 - FORMER CONWAY HALL SITE, HAYES RESOLVED: That the Cabinet: 1) Declares the former Conway Hall site known as land between Denbigh Drive and Conway Drive, Hayes, UB3 1QD, as shown edged red on the plan in Appendix A, as surplus to requirements. 2) Approves the disposal of the freehold interest of the si te on the open market on the terms and conditions as outlined in this report. 3) Delegates all other necessary decisions regarding the disposal and final sale to the Corporate Director of Residents Services, in consultation with the Cabinet Member for Planning, Housing & Property Reasons for decision The Cabinet Member for Planning, Housing & Property introduced a report and recommendations, which Cabinet agreed, to dispose of and sell a Council -owned site, formerly called Conway Hall, in Hayes that had bee n vacant for several years and no suitable community or operational use had been identified by the Council. Alternative options considered and rejected Retaining the site was rejected as it remained vacant with no viable use, while housing development wa s not pursued for the r easons set out in the confidential report. Relevant Committee Corporate Resources & Infrastructure Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Cabinet’s decisions on this matter can be ca lled in by a majority of the Committee by 5pm, Friday 3 July 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 deci sions 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 t he 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). _________________________________________________________________________ - Page 14 - 15. ANY OTHER ITEMS THE CHAIR AGREES ARE RELEVANT OR URGENT There were no urgent items. The meeting closed at 7.29pm 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 3 July 2026 However, this is subject to the decision not being called in by Councillors on the relevant 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 Committee shown in these minutes for the relevant decision made may request to call- in that decision. The call-in request must be before the expiry of the scrutiny call-in period above. Councillors should use the Scrutiny Call-in App (link below) on their devices to initiate any call-in request. Further advice can be sought from Democratic Services if required: Scrutiny Call-In - Power Apps (secure) Notice These decisions have been taken under The Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012. This Cabinet meeting was also broadcast live on the Council’s YouTube channel here for wider resident engagement. Please note that these minutes and decisions are the definitive record of proceedings by the Council of this meeting. If you would like further information about the decisions of the Cabinet, please contact the Council below: democratic@hillingdon.gov.uk Democratic Services: 01895 250636 Media enquiries: 01895 250403

Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public Former Health & Social Care Select Committee: Review into Adult Social Care Early Intervention and Prevention Cabinet Member Lead Cabinet Member for Adults, Children, Health & Care (Cllr O'Brien) Chief Officer responsible Corporate Director of Adult Social Care & Health Statutory Scrutiny Officer Report author Nikki O’Halloran, Democratic Services Report classification and reason Public For General Release Relevant Committee Children, Families, Health & Care Electoral Ward N/A 1. Executive Summary This report presents the findings of the former Health and Social Care Select Committee’s review into Adult Social Care Early Intervention and Prevention in Hillingdon. The review examined how the Council and its partners were supporting residents to remain independent for longer and reduce, prevent or delay the need for more intensive care and support. The Committee found strong partnership working already underway through initiatives such as reablement services, Integrated Neighbourhood Teams, the Hillingdon Advice Partnership and support for unpaid carers. These arrangements are helping to improve outcomes for residents whilst reducing demand on statutory services. However, increasing demand arising from an ageing population, rising levels of frailty, mental health needs and more complex care requirements reinforces the importance of a coordinated and effective prevention model. Cabinet is therefore asked to welcome the Committee’s findings, note the work already in progress, and agree that the new Children, Families, Health and Care Select Committee receives updates over the next 18 months on the development, delivery and effectiveness of Hillingdon’s Adult Social Care early intervention and prevention model. Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public 2. Recommendation(s) That Cabinet welcomes the insight and findings of the former Health and Social Care Select Committee and: 1. N otes the work in progress between the Council and health and care partners to deliver an early intervention and prevention model intended to reduce, prevent or delay the loss of independence by Hillingdon's adult population associated with an increased need for care and support services in line with the 2014 Care Act; and 2. A grees that officers be asked to provide the Children, Families, Health and Care Select Committee with updates on the development, delivery and effectiveness of Hillingdon Adult Social Care early intervention and prevention model over the next 18 months. These updates are to include information on: a. Coproduction of the refresh of the Older People’s Plan [Age Friendly Plan]; b. The development of a framework with regard to data sharing by INTs; c. Communication and information sharing with residents; and d. Collaborative working developments. 3. Reasons for decision To consider the report of the former Health and Social Care Select Committee’s review into Adult Social Care Early Intervention and Prevention. 4. Proposal Background Early intervention and prevention strategies significantly enhance the quality of life for individuals by addressing issues before they become severe. Timely support helps individuals maintain their independence, participate in social activities and enjoy a higher standard of living. At its meeting on 12 November 2024, the Health and Social Care Select Committee agreed the scoping report for its review of adult social care early intervention and prevention in Hillingdon. The review aimed to consider the needs of residents and the services provided in the Borough to meet this need now and into the future. By preventing the escalation of health and social issues, early intervention and prevention reduces the need for long- term care. This not only benefits the individuals by allowing them to remain in their homes and communities but also alleviates the pressure on healthcare and social care systems. Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public Colleagues in social care and external partners have provided the Health and Social Care Select Committee with information about the initiatives that have been developed in Hillingdon to support early intervention and prevention in adult social care. The recommendations included in this report will enable Member s to monitor the development, delivery and effectiveness of the Hillingdon Adult Social Care early intervention and prevention model over the next 18 months to ensure that it meets its objectives. The following Terms of Reference were agreed by the Select Committee from the outset of the review: 1. to gain an understanding of the early intervention and prevention (EIP) initiatives that are currently available in adult social care; 2. to understand how the Council identifies and prioritises need; 3. to review the current availability of support and how these options are communicated to services users and their carers; 4. to establish how the Council works with its voluntary sector partners; 5. to explore the effectiveness of the different services in communicating with each other as well as the effectiveness of their communication with the service users; 6. to establish how the Council and its partners measure the effectiveness of EIP; and 7. subject to the Committee’s findings, to make any conclusions, propose actions and make service and policy recommendations to the decision-making Cabinet (who may then refer formally to the relevant external body). Through a range of informal information gathering sessions and formal witness sessions (as outlined in the report), the Select Committee sought to gain an understanding of the nature and extent of the initiatives that were in place in the Borough to support adults to live as independently as possible. Considering all factors, the Select Committee has made recommendations to ensure that there is oversight of the progress made over the next 18 months. Findings During the course of the review, Members found that Hillingdon already has a strong Adult Social Care offer, with significant work underway to promote early intervention and prevention and help residents maintain their independence for longer. The Committee heard evidence that partnership working between the Council, health services and voluntary sector organisations is central to this approach. Reablement services have been particularly successful, with 89.1% of residents discharged without the need for ongoing care in 2023/24, outperforming both London and national averages. The review highlighted growing demand pressures, including increases in long-term care needs, mental health referrals among working- age adults, and support requirements for people with autism and learning disabilities. An ageing population and rising level s of frailty are expected to increase future demand, reinforcing the need for preventative action. Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public Key strengths identified included the development of Integrated Neighbourhood Teams, the Hillingdon Advice Partnership, support for unpaid carers, and collaborative models that provide residents with a “no wrong front door” approach to services. The Committee also recognised the importance of effective communication, data sharing and community outreach. Overall, the Committee concluded that early intervention and prevention are essential to improving outcomes, reducing pressure on statutory services and ensuring Adult Social Care remains sustainable. It recommended ongoing monitoring of progress, particularly around partnership working, communication, data sharing and delivery of the prevention model. 5. Corporate implications Financial (mandatory) Y Equalities impact assessment Legal (mandatory) Y Workforce Alternative options (mandatory) Y Public Health Risk management (mandatory) Y External partners Asset Communications Procurement Committee comments Y Planning Digital Climate Change Other a) Financial The recommendations resulting from this review will not require any additional resources. Corporate Finance has reviewed this report, noting that there would be no direct financial implications of the Select Committee’s recommendations in respect of processes and joint working with partner organisations. b) Legal Legal Services confirms that there are no specific legal implications arising from this report. c) Alternative options Alternative Options Rationale for rejecting option Do nothing Cabinet is required under regulations and the Council’s Constitution to receive Select Committee reports in a timely manner. Cease activity N/A Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public d) Risk management Risk Mitigation Failure to monitor and review such activities at the highest level. The recommendations in this report are designed to ensure that there is a continued Select Committee oversight for the delivery of early intervention and prevention measures in adult social care that will fulfil their objectives of helping Hillingdon residents to live independently for longer. e) Other implications The Select Committee’s comments and full review report is set out in the Appendix. 6. Consultation & engagement Witness testimony from the Committee as outlined in this report. 7. Timetable for implementation Subject to Cabinet consideration, updates will be scheduled into the Committee’s multi-year work programme. List of appendices attached Select Committee Review Report List of Background Papers Select Committee Minutes

Review of Adult Social Care Early Intervention and Prevention in Hillingdon A review by the Health and Social Care Select Committee Councillors on the Committee: Nick Denys (Chair) Reeta Chamdal (Vice Chair) Labina Basit (from 27 November 2025) Tony Burles Philip Corthorne (to 8 May 2025) Becky Haggar OBE (from 8 May 2025) Kelly Martin June Nelson (to 27 November 2025) Sital Punja 2024/2025-2025/2026 Contents Page Chairman’s Foreword 1 Summary of recommendations to Cabinet 2 Background to the review 3 Evidence and witness testimony 3 The Committee’s Findings 6 About the Review – witnesses and activity 13 Page 1 Chairman’s Foreword ‘A Review of Adult Social Care Early Intervention and Prevention in Hillingdon’ "Prevention is better than cure.” – Desiderius Erasmus “Treatment without prevention is simply unsustainable.” – Bill Gates “True prevention is not waiting for bad things to happen, it’s preventing things from happening in the first place.” – Don McPherson Often when you begin scrutiny reviews you do not know what you are going to find. Topics for such reviews can be picked because there are issues that come to light that need to explored and improved. But that was not what happened here. Thanks to a very thorough Care Quality Commission review of Hillingdon’s Adult Social Care offering the Committee knew that the Borough was served very well. Great credit goes to the Director for Adult Social care, all the staff that work in the area, and those outside bodies Hillingdon partners with for providing high standards of care to the most vulnerable of our residents. Instead, we picked a topic that was extremely important but often overlooked – early intervention. In health and social care early intervention is often the ideal desire, which then gets sacrificed at the altar of the immediate crisis. This is understandable as what needs fixing now must be done. But ignoring or downgrading early intervention means that the immediate crisis get bigger and bigger. This is not good residents nor is it sustainable for local authorities who are given ever more responsibility by central Government but less resources. What we found during the Review process was that Hillingdon’s Adult Social Care team and their local partners had already recognised that the most sustainable way of delivering care to our vulnerable residents was to deal with the immediate crisis, but at the same time not let those pressures distract from finding new ways to prevent harms from happening or escalating. This report highlights a number of key projects that are being developed across a variety of areas to improve early intervention in Adult Social care. Individually they all have potential, but together they could make a sustainable difference to the demand for Adult Social Care services in Hillingdon. The Health and Social Care Select Committee will have an important role in monitoring developments to help ensure that what is being worked on is not curtailed, and the long-term benefits of effective early intervention materialise. I would like to thank all those who gave up their time to provide evidence for the Review. I would also like to thank the members of the Committee whose curiosity and perceptive questions helped discover the full picture of the work that is being done on early intervention. Councillor Nick Denys Chair, Health and Social Care Select Committee Councillor for Eastcote Ward Page 2 Summary of recommendations to Cabinet Through the witnesses and evidence received during the detailed review by the Committee, Members have agreed the following recommendations to Cabinet: 1 That Cabinet welcomes the insight and findings of the Health and Social Care Select Committee and notes the work in progress between the Council and health and care partners to deliver an early intervention and prevention model intended to reduce, prevent or delay the loss of independence by Hillingdon's adult population associated with an increased need for care and support services in line with the 2014 Care Act; and 2 That Cabinet agrees that officers be asked to provide the Health and Social Care Select Committee with updates on the development, delivery and effectiveness of Hillingdon Adult Social Care early intervention and prevention model over the next 18 months. These updates are to include information on: a) Coproduction of the refresh of the Older People’s Plan; b) The development of a framework with regard to data sharing by INTs; c) Communication and information sharing with residents; and d) Collaborative working developments. Page 3 Background to the review What is Early Intervention and Prevention? Early intervention refers to the process of identifying and addressing potential issues before they escalate into more serious problems. In the context of adult social care, early intervention involves timely actions and services aimed at preventing the deterioration of an individual's physical, mental or social well-being. Prevention focuses on reducing the likelihood of problems occurring in the first place. This involves promoting healthy lifestyles, providing education and resources and implementing community-based programs that support individuals in maintaining their independence and well- being. Components of Early Intervention and Prevention There are many components of early intervention and prevention which include: • Health and wellbeing assessments - regular health and well-being assessments are crucial for identifying individuals at risk of developing significant care needs. These assessments can detect early signs of health issues, enabling timely intervention and appropriate support. • Personalised care plans - personalised care plans are tailored to the specific needs and preferences of individuals. These plans outline the necessary support and services required to maintain or improve their wellbeing, ensuring that care is proactive and responsive to changing circumstances. • Community support services – these play a vital role in early intervention and prevention and include social activities, support groups and access to local amenities, fostering social connections and reducing isolation. • Educational programmes - educational programmes aimed at promoting healthy living and self-care are essential components of prevention strategies. These programmes provide individuals with the knowledge and skills needed to manage their health and wellbeing effectively. • Technology and Innovation – this is increasingly being used in adult social care to facilitate early intervention and prevention. Tools such as telecare, remote monitoring and digital care planning enable more efficient and effective support for individuals. Evidence & Witness Testimony Context - national trends and focus Adult social care is a vital component of the welfare system, providing necessary support and services to adults who require assistance due to age, disability or other circumstances. Among the various approaches employed in adult social care, early intervention and prevention stand out as proactive strategies designed to improve the quality of life for individuals while reducing long-term care needs. Page 4 How Early Intervention and Prevention Improves Outcomes Early intervention and prevention strategies significantly enhance the quality of life for individuals by addressing issues before they become severe. Timely support helps individuals maintain their independence, participate in social activities and enjoy a higher standard of living. By preventing the escalation of health and social issues, early intervention and prevention reduce the need for long-term care. This not only benefits the individuals by allowing them to remain in their homes and communities, but also alleviates the pressure on healthcare and social care systems. Proactive health and wellbeing assessments lead to early detection and treatment of health conditions, resulting in improved health outcomes. Individuals receive the necessary medical care and support promptly, preventing complications and promoting recovery. Preventive measures and early interventions are cost-effective compared to the expense associated with long-term care and hospital admissions. Investing in early intervention and prevention can result in substantial savings for healthcare systems and better resource allocation. Early intervention and prevention empower individuals to take control of their health and wellbeing. By providing education, resources and support, individuals are encouraged to make informed decisions and adopt healthier lifestyles, enhancing their independence and self- esteem. In many communities, fall prevention programmes have been implemented as part of early intervention and prevention strategies. These programmes include exercises to improve balance and strength, home modifications to reduce fall hazards and education on fall prevention techniques. Participants in these programmes have shown a significant reduction in fall-related injuries and hospital admissions, improving their overall quality of life. Early intervention and prevention in dementia care involves timely diagnosis, personalised care plans and support for caregivers. By providing early access to medical treatment, cognitive therapies and community support, individuals with dementia can maintain their independence longer and experience a better quality of life. Carers also benefit from training and respite services, reducing their stress and enhancing their ability to provide care. Chronic disease management programmes focus on early intervention and prevention of conditions such as diabetes, heart disease and respiratory illnesses. These programmes provide individuals with regular health assessments, education on disease management and access to healthcare professionals. As a result, participants experience better health outcomes, reduced complications and fewer hospitalisations. Areas identified for improvement The Committee hopes to identify areas for improvement in relation to adult social care early intervention and prevention initiatives. The improvements should help residents and their families to access the help they need sooner. The earlier that individuals can get the support that they need, the better the outcomes for those residents and partners. Page 5 Current data, best practice and research The Reablement Service has been successful in diverting residents from a need for ongoing homecare. National metrics showed that, in 2023/24, 89.1% referred to the service had been discharged without a need for ongoing care, which compares to 77.6% for London and 79.4%. This avoided the Council incurring additional cost but there were also a range of non-financial benefits that included: • Empowerment o Residents regain independence and confidence in daily tasks o Fosters autonomy and self confidence o Improves mental and emotional wellbeing • Physical health improvement o Strengths based focus on rehabilitation and skill-building o Enhances physical strength, mobility and endurance o Improves overall health outcomes and quality of life for residents Page 6 The Committee’s Findings The Committee’s recommendations to Cabinet During the course of the Health and Social Care Select Committee’s investigations, it became clear that a large amount of work was already being undertaken with health and care partners to help residents to retain their independence and reduce their reliance on care and support services. The Select Committee has included recommendations within its report that, it is hoped, will ensure that the work already being undertaken remains focussed and that the outcomes are measurable. Partnership working Prevention is not just about social care but also includes the social determinants of health such as housing and green spaces. As such, the services and interventions provided by various Council teams have an impact on prevention which means that prevention sits with the decision makers / Councillors. It is important that effort is made to ensure that the healthiest option is the easiest option so that residents stay healthier for longer. To this end, action is being taken with partners to prevent a range of things including homelessness, violence against others and frailty. Projections have shown that Hillingdon will have a significant increase in the number of people aged over 65 but whose life expectancy will not be extended and they will be living with one or more long term health conditions. Residents who are approaching 65 years old are referred to as the Rising Risk Group, 20% of which will fall into the frailty category each year. As such, partners are giving some thought to how this number can be reduced and inactive people encouraged to be a little more active. Preventative measures are essential to reduce reliance on services and help residents to better look after themselves. Between 2022/23 and 2023/24, there had been a 4.5% increase in people aged 18-64 requiring long term care and a 3% increase for residents aged 65 years and over. Overall, there was a 2.2% increase in the number of people aged 65 years plus requiring long term care from 2019/20 to 2023/24 and a 13% increase for people aged 18 to 64. Of the 3,967 people that received Adult Social Care services between 1 April and 31 December 2024, 57% (2,256) had been aged 65 and above. There had been a 450% increase in the number of referrals of those aged 18- 64 with mental health needs between 2019 (285 referrals) and 2024 (1,286 referrals) – a significant proportion of this increase can be attributed to the impact of the pandemic. During 2024/25, there were around 1,738 bridging care service users with 24% having no further needs, 53% needing reablement, 8% requiring long term care and 10% needing hospital readmission (with an average stay of 6.4 days). This reflects the effective partnership of the Hillingdon intermediate care system as well as the robust working model and pathway enhancements that had been put in place. The Hillingdon Adult Social Care Outcomes Framework of short -term measures improved from 80% in 2022/23 to 89.1% in 2023/24 (compared to 79.4% nationally and 77.6% in London). Page 7 The Council provides care support for approximately 40 people a year with learning disabilities / autism who have transferred from children to adult social care services. Between 2019 and 2024, there was a 20 -fold increase in the number of people with an autism -only diagnosis that are supported by the Council (increasing from 18 people in 2019 to 350 in 2024). Hypertension (or high blood pressure (BP)) often goes undiagnosed and can lead to stroke and cardiovascular disease which are the biggest causes of death. Around 50% of emergency activity in the Emergency Department (and 30% of GP time and unplanned care) is in relation to high BP and approximately 4,400 residents account for about 50% of hospital admissions. Th challenge for the Council and its partners is in relation to driving the economy whilst tackling hypertension. There are 22,465 unpaid carers in Hillingdon (29% of whom provide more than 50 hours of care each week), with Carers Trust providing one-to-one support for 2,867 of them. The Carers Trust provides a range of initiatives to reach our to carers as well as working in communities and working with partners. It is important to keep carers well – but not all carers want support, so it is important that they are made aware of where they can go if / when they do want support. On that basis, it is recommended: 1 That Cabinet welcomes the insight and findings of the Health and Social Care Select Committee and notes the work in progress between the Council and health and care partners to deliver an early intervention and prevention model intended to reduce, prevent or delay the loss of independence by Hillingdon's adult population associated with an increased need for care and support services in line with the 2014 Care Act. Older People’s Plan Empowering residents to look after their own health will reduce the need for Adult Social Care interventions. Issues such as hypertension and stroke are being looked at in the Plan, which is being co-produced with drivers for change. The Council is looking to improve its engagement by coproducing the Plan to shape commissioning in the future through outreach and going into the community. A refresh of the Older People’s Plan (OPP) is being undertaken to set out a range of interventions to support residents. This could help the Cabinet Member for Health and Social Care who is looking at how Hillingdon can be transformed into an age-friendly Borough. Communication and data sharing The Hillingdon Advice Partnership (HAP) offers a single point of access for residents aged 18+ in Hillingdon. Different partners within the organisation provide confidential advice, information and support on various topics, including welfare benefits, housing, finance and mental health services. HAP also has good, established links with Hillingdon Mind and Hillingdon Carers, with a single system being used from the point of entry where individual consent is given for the service users’ data to be shared with those deemed necessary . Partners, such as Hillingdon Mind, are aware of their limitations and the need to work with other organisations so, when a service user is referred on to another organisation, the resident is provided with an explanation about how this other organisation is their best opportunity to address their issues. Page 8 Integrated Neighbourhood Teams (INTs) are a team of teams (which include nurses, GPs, mental health practitioners, therapists, social care workers, health visitors, etc) that have their work organised in the neighbourhood geography. They work together at management levels and on a practical day to day basis around the needs of patients and residents. Whilst accountable to their own organisation, each member of the INTs will also work into the neighbourhood leadership team. The INTs collectively own a neighbourhood development plan which identifies what needs to change to improve access for residents. This way of working means that the team will be able to recognise elements of care that are not within their professional remit and discuss these with other members of the team that are able to help. This ‘no wrong front door’ approach is a more complex way of working for staff but it is more effective and more personalised for the patients as it avoids the ‘ping pong’ experience. The emphasis in the areas that INTs want to develop will depend on the population in that area. For example, residents in the south of the Borough tend to be younger than those in the north of the Borough and have a higher prevalence of mental health issues in younger people and diabetes. In the north of the Borough there are higher numbers of patients with hypertension, dementia and frailty / falls. The population profiles are different depending on the local population. The approach being taken by the INTs has been likened to the Buurtzorg Model which is a nurse led model of holistic homecare that supports independent living in a community setting. A neighbourhood should be small enough that relationships can be developed across the boundaries and should empower people from multiple organisations to make decisions about the way forward. Some partners have been using a shared case management system, (Charitylog) which stores information such as service user details, inter actions, communications, workflows and outcomes. A partnership structure has been put in place to deliver a single coherent service and, as it is open access, high levels of demand are expected. Residents are able to access services via webform direct to a Customer Relationship Management System. This system has been used by Nucleus elsewhere for about two years and has been working well. As some residents are keen for face-to-face contact, services can be delivered across the Borough through outreach and, for those that are happy to call, the Age UK national helpline pick up any overspill on incoming calls between 8am and 7pm, 365 days a year. When residents contact HAP, a quick response is initially provided and they are then booked in for services quickly. Consideration is currently being given to using alternative venues such as libraries for the face- to-face outreach service which could be rotated but, given the sensitivity of some of the discussions that might take place with users, this will need to be in a private space. With finite resources and increasing demand, it will be important to manage demand through the use of technology and artificial intelligence to reduce the administrative burden. It is thought that the increase in demand for HAP services has been driven (in part) by things like increasing fuel costs. The HAP model provides access right at the start of the process and looks at prioritising based on the deadline, urgency, etc , of the issue. Expectations are then managed and a plan put in place for when the resident will be contacted. It is recognised that some people are not able to access services over the phone so alternative ways to access services will be provided over time. Page 9 Consideration needs to be given to the delivery of the communication plan and how the new brand should be promoted. Effort will need to be made to communicate with the wider health partners to establish how they can refer residents to the services. This will need to be built incrementally. Hillingdon Mind is part of the National Mind Federated Network and supports around 5,000 local residents each year (not all of whom have a diagnosis). Residents are able to refer themselves to the service but not everyone will recognise when they have an issue. As such, referrals can also be made by the GP Confederation and Mind can provide Carers Act needs assessments for social care. Once the referral has been made, someone from Hillingdon Mind will sit down with the individual to identify how they can be best supported before they use the services. During the course of the current contract for the early intervention mental health service, Hillingdon Mind has worked with the underserved population who are not currently accessing the services that they are entitled to. Work has been undertaken to get out and target groups such as the LGBTQ+ community and young people to enhance the organisation’s profile and help residents access what is already available in the community. A lot of services are based in Uxbridge so it will be important to develop the outreach service in other parts of the Borough. It is noted that artificial intelligence is an emerging opportunity that provides the ability to analyse data. This could help with regard to focussing on underserved groups. Opportunities to secure additional funding are being sought , as well as investigating possible venues for collaborative work (maybe for clinics or face-to-face outreach). Around 38% of residents in Hillingdon were not born in the UK and the Borough also has a large cohort of transient individuals and people who are otherwise socially isolated. It is recognised that some communities have a more active presence in bringing residents together but that there are gaps. Those aged 65+ need to be connected to someone who cares and there are gaps in: understanding about the level of need; mapping connections in communities; and how to engage with the transient population. A greater presence is needed in the north of the Borough in terms of dealing with current needs. Hillingdon has approached the partners to hold sessions to enable them to talk about caring and the carers’ role and the toll it takes. The Somaliland community has been particularly hard to reach as these residents do not tend to ask for help and do not recognise themselves as carers and the Bell Farm Christian Centre has been fundamental in providing support to those from groups such as the traveller community. Digital services cannot replace staff but a pilot is being undertaken to help partners to engage with young adults who are more digitally enabled. Although they are not considered an emergency service, carers work 24/7 so the use of technology will enable partners to provide additional support, enhancing rather than replacing what already exists. Hillingdon Mind already provides online counselling sessions over Zoom and has been working with Brunel University to research and develop an adaptation for Zoon that will make it feel more like a face-to-face meeting (which is the preferred method of communication). Give Space is relatively new to the partnership was established as a Community Interest Company in 2020 to offer drama and movement therapy to young and adult carers. Give Space goes into schools to offer wellbeing workshops and provides cares management support to observe emerging patterns as well as provide wellbeing workshops for the carers of those with Page 10 Alzheimer’s. Working with young people in schools enables the organisation to address the real issues that these carers are facing and brings carers together in groups to reduce their feelings of isolation and reduce the stigma of being a carer. Long and short term interventions have been developed with schools ( rather than taking the ‘one size fits all’ approach) and sessions are provided during the summer and half term holidays. Consideration needs to be given to identify what carers want and how parters can deliver what is needed. Partners tr y to listen to the carers to then tailor wellbeing services around their needs (e.g., gardening or arts and crafts activities) . It is important to ask carers what matters to them rather than asking them what they want (which is more task oriented). Having listened to carers, it is important to ensure that the action taken works effectively . Partners need to be flexible and not make assumptions about what carers need. It would also be useful to have a shared digital space to house an information directory that would be available to anyone who wanted to know where to go locally for a specific health issues (similar to the Thrive site produced for children and young people’s mental health). Collaborative working Neighbourhood working can be described as “a collaborative approach where local communities and statutory services work together to improve the health and wellbeing of their population”. However, because partners sometimes tend to work in silos within org anisational boundaries, neighbourhood working aims to break down these barriers in the interest of wrapping care services around individuals and communities. Although it is often easier to work in silos, working within a matrix provides a much better experience for service users. Hillingdon partners have been working on the neighbourhood concept since 2017, but this work is now accelerating. The Care Connections Teams have GPs, social prescribers, community matrons, etc, dealing with around 4,400 patients at any one time – these patients make up around 50% of all non-elective admissions to hospital. It is anticipated that this work will reduce hospital admissions by around 41%. The Hillingdon Advice Partnership (HAP) was formed to deliver the Information, Advice, Guidance and Wellbeing Support service in Hillingdon and comprises a consortium of partners including Age UK, Nucleus, Bell Farm Christian Centre, 3ST North West London, H4All, Hillingdon Health and Care Partners, DASH and the Council. The contract covers a range of issues , complementing services provided by the local authority, for those aged over 18. HAP aims to empower residents to live good lives and is embedded into the local infrastructure and the wider third sector. Nucleus Legal Advice Centre provides expertise on issues such as housing, debt management and employment. Warm Homes funding has been secured and 3ST has been looking at developing an outcomes framework to demonstrate the impact of their work . The Council works collaboratively with partners to establish baselines and targets during the life of their contracts. It is likely that these will change over time in response to feedback from service users. The Council is particularly interested in the evidence of the impact of the services provided and would be holding monthly meetings with HAP for the first six months of the contract. Page 11 Although solutions sometimes appear simple, there are often barriers in the way. It is thought that a greater sharing of resources (such as venues) across different organisations would help to resolve some of these barriers. Work has been organised geographically with integrated paediatric clinics, bringing together paediatric consultants with GPs in neighbourhood settings and one quarter of clinics are delivered in the community, providing opportunities to upskill nurses and GPs. These clinics have been running for about seven years and are now the highest performing service with the lowest waiting list in London. The Care Home Service is being delivered collaboratively by primary care with community matrons and the Same Day Urgent Care Service established in 2023 is now running at three Neighbourhood Hubs. Whilst partnership working is key, it is recognised that this is easier to say than it is to deliver. As such, there might be a need to suboptimise to gain improvements. There will be a need for senior managers to take ownership because coming together will make stakeholder engagement easier. The end-to-end process needs to be mapped and clear accountabilities established. A tender process has been undertaken and smaller services have been brought together for a single provider to deliver which will avoid multiple small contracts. Partnership arrangements are being encouraged to provide a one stop approach which would be beneficial to residents. The partnership has been experiencing challenges in relation to funding opportunities as an increasing number of organisations are competing for the same money and some eligibility requirements have changed (e.g., City Bridge Foundation). To ensure that partners do not miss out on funding opportunities, discussions have taken place between Carers Trust and Mind regarding funding for 2028 to identify alignments, share information and source smaller pots of funding. This collaboration stretches back a long way and started with the provision of a drop in café for people with mental health issues. These organisations secured £106k in lottery funding which had enabled them to provide additional services and mental health first aid training had been made available to carers to help them look after themselves. Work has also started with the Recovery College to deliver specific training for any career in relation to conditions such as schizophrenia, bipolar disorder and stress. This is a challenging time for funding in the third sector with some grants being reduced to as little as £10k which makes it difficult when the organisations are trying to deliver something meaningful. To address this, their approach needs to the flexible to work around the barriers. The Council is currently pressed to the limit and would not have been able to manage demand for adult social care if it did not have the support of the third sector and early intervention. As such, t hese organisations need to be provided with as much support as possible to prevent additional demand for adult social care services. Collaborative working should be seen as a priority to ensure that families have a seamless experience. Finding appropriate venues for the various events and clubs is not always easy so support here would also be useful. The Carers Support Contract is likely to evolve over the next eight years, with partners continuing to be responsive to the needs of carers. The partners would welcome any additional support that Page 12 is available to increase minimum grants or to help them be creative (such as partnership working with Council departments such as the Library service to facilitate creativity). On that basis, it is recommended: 2 That Cabinet agrees that officers be asked to provide the Health and Social Care Select Committee with updates on the development, delivery and effectiveness of Hillingdon Adult Social Care early intervention and prevention model over the next 18 months. These updates are to include information on: a) Coproduction of the refresh of the Older People’s Plan; b) The development of a framework with regard to data sharing by INTs; c) Communication and information sharing with residents; and d) Collaborative working developments. Page 13 About the review - witnesses and activity The following Terms of Reference were agreed by the Committee from the outset of the review: 1. to gain an understanding of the early intervention and prevention (EIP) initiatives that are currently available in adult social care; 2. to understand how the Council identifies and prioritises need; 3. to review the current availability of support and how these options are communicated to services users and their carers; 4. to establish how the Council works with its voluntary sector partners; 5. to explore the effectiveness of the different services in communicating with each other as well as the effectiveness of their communication with the service users; 6. to establish how the Council and its partners measure the effectiveness of EIP; and 7. subject to the Committee’s findings, to make any conclusions, propose actions and make service and policy recommendations to the decision-making Cabinet (who may then refer formally to the relevant external body). The Committee received evidence from the following sources and witnesses: Select Committee Witness Session 1 – 25 February 2025 Council officers in attendance: • Gary Collier, Health and Social Care Integration Manager, LBH • Gavin Fernandez, Head of Service - Hospital, Localities, Sensory & Review, LBH • Kelly O'Neill, Interim Director of Public Health, LBH Select Committee Witness Session 2 – 25 March 2025 External witnesses: • Gee Bafhtiar, Chief Executive Officer, Comfort Care Services • Edmund Jahn, Chief Executive Officer, The Confederation Hillingdon CIC • Edward Subben, Head of Homecare, Comfort Care Services Council officers in attendance: • Collette Adekoya, PSW Adult LADO and Quality Assurance, LBH • Gary Collier, Health and Social Care Integration Manager, LBH Site Visit & Briefing – Pembroke Road Centre, Ruislip Members present: • Councillor Nick Denys • Councillor Reeta Chamdal • Councillor Tony Burles • Councillor June Nelson (in part) • Councillor Sital Punja Page 14 Select Committee Witness Session 3 – 19 June 2025 External witnesses: • Baljit Badesha, Chief Executive, Nucleus Legal Advice Centre • Evelyn Cecil, Assistant Chief Executive Officer & Head of Mental Health Services, Hillingdon Mind • Julian Lloyd, Chief Executive, Age UK Hillingdon, Harrow & Brent • Gordon Milne, Employment Support Officer, Hillingdon Mind • Nikki White, Social Worker, Hillingdon Mind Council officers in attendance: • Gary Collier, Health and Social Care Integration Manager, LBH • Gavin Fernandez, Head of Service - Hospital, Localities, Sensory & Review, LBH Select Committee Witness Session 4 – 11 November 2025 External witnesses: • Linda Andrew, Chief Executive, Carers Trust Hillingdon & Ealing (lead provider) • Evelyn Cecil, Assistant Chief Executive Officer & Head of Mental Health Services, Hillingdon Mind • Rachel Irving, Lead Therapist, Give Space • Madhuri Kotecha, Senior Dementia Support Worker, Alzheimer’s Society • Becci Morris, Lead Therapist, Give Space • Angela Stango, Chief Executive, Hillingdon Mind • Jane Wheeler, Chief Executive, Harlington Hospice Council officers in attendance: • Gary Collier, Health and Social Care Integration Manager, LBH

Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public Hillingdon Growth Plan Cabinet Member Lead Leader of the Council (Cllr Tuckwell) Consulting Cabinet Members All Cabinet Members Chief Officer responsible Corporate Director of Residents Services Report author Mathieu Rogers, Head of Strategic Planning and Regeneration Report classification and reason Public For General Release Relevant Committee Corporate Resources & Infrastructure Electoral Ward All Wards 1. Executive Summary The Council’s first Growth Plan sets out a compelling case to take a more active and coordinated role in shaping economic growth across the borough. While Hillingdon benefits from significant assets such as Heathrow Airport, the Elizabeth Line, a rapidly growing population, and a strong and expanding business base, recent growth has not translated into improved productivity, inclusive prosperity, or sustainable public finances. Evidence indicates that while the borough’s economy has grown in scale, it has not strengthened in quality or outcomes: productivity has fallen behind national benchmarks, inequalities have widened, and residents are not fully benefiting from available opportunities. This is compounded by stalled housing delivery, skills mismatches, and infrastructure constraints, which together limit the borough’s ability to translate economic activity into meaningful social and economic gains. However, these challenges present a clear case for coordinated action to unlock growth, improve inclusion, and strengthen resilience helping to boost opportunity, reduce long- term pressures on public services, and deliver better economic, social, and financial outcomes for both the Council and its residents. This Growth Plan sets out a clear and ambitious vision for Hillingdon as a place defined by resilience, inclusivity and pride, ensuring that the borough’s global connectivity translates into local prosperity. The Growth Plan is structured around three strategic pillars: • Innovate - strengthening high-value sectors and supporting business growth • Connect - linking residents to jobs and improving infrastructure • Thrive - delivering homes, regenerating places, and enhancing quality of life Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public Central to the Growth Plan is the Council adopting a system leadership role, coordinating activity across services and working in partnership with businesses, education providers and neighbouring authorities. Approval of this report will formally adopt the Growth Plan as the Council’s strategic framework for economic growth and regeneration and enable the establishment of the governance and delivery structures required to implement it effectively. 2. Recommendations That Cabinet: 1) Approves the adoption of Hillingdon’s Growth Plan (Appendix 1) as the Council’s strategic framework for economic growth and regeneration. 2) Delegates authority to the Director of Planning and Sustainable Growth, in consultation with the Leader of the Council, to develop and implement detailed delivery programmes and partnerships required to deliver the Growth Plan including the development of a strategic spatial framework. 3. Reasons for decision Hillingdon is a borough with a strong economic foundation and significant strategic advantages, including its global connectivity, growing population and expanding business base. However, evidence demonstrates that these strengths are not currently translating into outcomes that benefit residents or support long-term economic resilience. Productivity has declined, inequalities have widened and opportunities are not being fully realised. At the same time, pressures on housing delivery, infrastructure and skills provision are limiting the borough’s ability to convert economic activity into sustainable and inclusive growth. There is therefore a clear case for Council intervention. Without a coordinated and proactive approach, there is a risk of continued underperformance, increasing demand for services and a weakening financial position. The Growth Plan provides a strategic framework to address these challenges by establishing a clear vision for growth and setting out how the Council will lead, coordinate and enable delivery across the borough. Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public 4. Proposal 1. Introduction The purpose of this report is to seek Cabinet approval to adopt Hillingdon’s Growth Plan and to establish the Council’s strategic approach to economic growth and regeneration. The Council has a longstanding commitment to supporting sustainable growth that benefits residents, businesses and local communities. Hillingdon occupies a strategically important position within London, containing nationally significant infrastructure incl uding Heathrow Airport, key transport corridors, major employment locations and substantial opportunities for regeneration and investment. The publication of the London Growth Plan has provided a renewed strategic framework for economic growth across the capital and places increasing emphasis on locally -led growth plans which identify how individual boroughs will contribute to London’s economic success whilst addressing local opportunities and challenges. By adopting the Hillingdon Growth Plan, the Council will align local priorities with regional ambitions and strengthen the borough’s ability to attract investment, influence funding decisions and secure infrastructure improvements. The rationale for adopting the Hillingdon Growth Plan extends beyond alignment with regional policy. The Growth Plan will provide a single strategic framework that brings together the Council’s ambitions for economic development, housing delivery, town centre renewal, infrastructure investment, skills, employment and environmental sustainability. It will articulate a clear vision for how growth should be accommodated and how the benefits of growth can be maximised for existing and future residents. The Growth Plan will provide greater clarity and certainty for investors, businesses, government agencies and development partners. By identifying priority growth locations, infrastructure requirements and investment opportunities, the Council will be better placed to take a proactive role in shaping development, coordinating investment and securing positive outcomes for local communities. Importantly, the Growth Plan will ensure that growth is not pursued as an end in itself, but as a means of delivering wider objectives including higher quality employment opportunities, increased prosperity, improved transport and social infrastructure, enhanced town centres, environmental improvement and the creation of inclusive and resilient communities. It will provide a clear basis for engagement with Government, the Greater London Authority, infrastructure providers and the private sector on the future development of the borough. The Growth Plan will complement, rather than replace, the Local Plan. Whilst the Local Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public Plan provides the statutory framework for managing development and land use, the Growth Plan will establish a broader economic and place- based vision for the borough, helping to coordinate public and private investment and ensuring that growth delivers tangible benefits for residents, businesses and communities. For Hillingdon, the case for adopting a Growth Plan is particularly strong. As London’s principal international gateway, home to Heathrow Airport, a significant logistics and industrial economy, and major strategic transport connections, the borough plays a critical role in both the London and national economy. The Growth Plan will enable the Council to articulate a clear vision for how this strategic role can be leveraged to deliver investment, jobs, infrastructure and prosperity whilst ensuring that growt h remains sustainable and reflects the priorities of local communities. 2. Hillingdon’s Growth Plan The Hillingdon Growth Plan sets out a 10-year vision to transform the borough’s economy and places so that global connectivity translates into tangible benefits for residents . At its core is the ambition for Hillingdon to become "where the global gateway creates local opportunity”, ensuring that growth is shaped, coordinated and delivered in a way that improves outcomes across all communities. The Growth Plan recognises that Hillingdon has significant strengths, including its strategic location, strong transport connections centred on Heathrow Airport and the Elizabeth Line, a growing working- age population, an expanding business base and a wide range of natural and heritage assets. However, it also identifies that these advantages have not translated into improved productivity, inclusive growth or consistently strong economic performance, with output declining in real terms and structural challenges limiti ng opportunity. In response, the Growth Plan establishes a clear vision for the borough to 2035, based on three overarching outcomes. These are to create a more resilient economy, capable of adapting to change and supporting higher -value employment; a more inclusive borough, where all residents are able to access opportunities and benefit from growth; and a stronger sense of pride in place, with high-quality environments, vibrant town centres and distinctive local identity. To deliver this vision, the Growth Plan is structured around three strategic pillars. The first focuses on strengthening the economy by supporting innovation, enabling high- growth sectors and helping businesses to scale. The second emphasises the importance of improving connectivity, aligning skills with employment opportunities and ensuring that all parts of the borough can access growth. The third focuses on place, including the delivery of homes, regeneration of town centres, and enhancement of public spaces to support quality of life and community wellbeing Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public The Plan also identifies a series of sectors and assets which will play a key role in driving future growth. These include creative industries, digital and technology, transport and logistics, and the experience economy, alongside emerging opportunities li nked to clean energy and data infrastructure. These are supported by the borough’s wider strengths, including its education and research institutions, green and blue infrastructure, and cultural and heritage assets. A spatial dimension is central to the Growth Plan, with four principal growth areas identified where coordinated investment and planning can unlock opportunity. These include Hayes and Stockley Park’s creative cluster, Uxbridge and Brunel’s innovation quarter , the Heathrow Economic Activity Zone, and to balance the development in the rest of the borough there will be improved access to nature, leisure and outdoor activities around the towns north of the A40. Each area has a distinct role and set of opportunities but contributes to a coherent borough-wide approach to growth and regeneration. Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public 3. The Council’s role in delivery The Growth Plan also places strong emphasis on delivery. It recognises the Council’s unique role as a system leader with the ability to coordinate activity across services, align investment and bring together partners from the public and private sectors. To support this, the Growth Plan proposes new governance arrangements, including a cross-Council Growth Board, and a more proactive, place- based approach to growth that integrates planning, housing, infrastructure, skills and economic development. The Growth Plan provides a comprehensive framework for delivering long- term, inclusive and sustainable growth. It sets out how the Council will move from passive facilitation to active leadership, ensuring that future growth is not only generated, but shaped in a way that benefits residents, businesses and communities across the borough. 4. Partnership Working Hillingdon Council is a member of the West London Economic Prosperity Board which is a Joint Committee of West London boroughs that collaborates to drive inclusive economic growth, investment, and regeneration across the sub- region by coordinating strategic planning, infrastructure, and skills development initiatives. Delivery of the Growth Plan is a key part of the joint west London approach to growth and will be underpinned by a strong, coordinated partnership model, with the Council acting as system leader to align stakeholders around shared priorities. This includes close collaboration with key strategic partners such as Brunel University of London, Buckingham New University, local colleges including Harrow , Richmond and Uxbridge College , the Hillingdon Chamber of Commerce, West London Business, major employers (including Heathrow), infrastructure providers and the West London Alliance, alongside neighbouring boroughs. Through mechanisms such as the proposed Growth Board, Creative Enterprise Zone and the Heathrow Economic Activity Zone, the Council will convene partners to jointly plan and deliver investment in skills, infrastructure, regeneration and innovation. This approach will ensure that growth opportunities are effectively coordinated acros s sectors, that local residents can access emerging employment pathways, and that public and private investment is aligned to deliver inclusive, place-based outcomes for Hillingdon. 5. How Will We Measure Progress To ensure effective delivery of the Growth Plan, a focused set of headline indicators will be used to monitor progress against the Council’s objectives of increasing productivity, enabling inclusive growth, and strengthening Hillingdon’s places and communi ties. Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public Performance will be reported regularly through the Growth Board to ensure accountability and alignment across partners. The Council will track success through the following core Key Performance Indicators: • Economic performance: Growth in Gross Value Added (GVA) and productivity (GVA per worker), alongside increases in high-growth businesses • Employment and skills: Employment rate, median earnings, and the number of residents progressing into higher-skilled roles • Business growth: Business start -up and survival rates, and jobs created in priority sectors • Housing delivery: Total homes delivered, with a particular focus on affordable housing and reduction in stalled sites • Connectivity and access: Improved access to jobs within the borough, including progress on north–south connectivity • Town centre vitality: Reduction in vacancy rates and increased footfall across key centres such as Uxbridge and Hayes 6. Next steps Subject to approval, the Growth Plan will be adopted as the Council’s strategic framework for growth. Work will then progress to establish the necessary governance arrangements and to develop detailed delivery programmes. These will be brought forward for further approval where required. Implementation will be phased, with early focus on establishing the organisational and partnership framework required to support delivery. We will also prepare a borough- wide spatial framework to articulate the Council’s growth ambitions in terms of future development, infrastructure priorities and place- making outcomes. This will provide a clear, cohesive spatial narrative to guide investment and decision-making across the borough, ensuring that growth is planned in a coordinated and sustainable way. The framework will sit above the Local Plan, offering a flexible and strategic level of direction that can respond more dynamically to emerging opportunities and challenges, while informing future Local Plan reviews and other planning documents. It will also support stronger alignment with partners, helping to communicate a shared vision for growth and providing greater certainty to investors and stakeholders. Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public 5. Corporate implications Financial (mandatory) Y Equalities impact assessment Legal (mandatory) Y Workforce Alternative options (mandatory) Y Public Health Risk management (mandatory) Y External partners Asset Communications Procurement Committee comments Planning Y Digital Climate Change Other a) Financial The adoption of the Growth Plan at this stage does not require any additional funding. However, it has significant financial implications in terms of future investment requirements and long-term financial stability. Additional revenue resources may be required to support governance, staffing, programme management and delivery. Capital investment will also be required to support infrastructure and regeneration. The Plan is expected to strengthen the Council’s financial position over the longer term and enhance its ability to attract external funding and private sector investment. However, successful delivery is dependent on securing these funding sources. Future financial commitments will be subject to the development of detailed business cases and considered through the Council’s MTFS process. b) Legal There is no express statutory requirement for local authorities to prepare or implement a Growth Plan; however, Local Growth Plans are mandatory as a matter of government policy for Mayoral Strategic Authorities, of which the Council is not. The legislative framework (Planning and Compulsory Purchase Act 2004) instead requires local planning authorities to prepare and maintain a development plan (Local Plan) setting out strategic priorities and policies for the development and use of land in their area. However, growth-focused strategies are necessary and materially relevant, as the plan-led system requires authorities to positively plan for housing, economic development and infrastructure, and national policy strongly encourages up-to-date plans to secure sustainable growth. Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public The GLA launched a Growth Plan last year, and the Council’s Growth Plan aims to build on this work. The new National Planning Policy Framework (NPPF) also places a lot of focus on the need to support growth, and the Council’s Growth Plan forms an important part of this new approach to plan-making. The Council’s Growth Plan will need to be publicly available and published in an accessible and transparent form to ensure residents and stakeholders can fully understand the local authority’s plans. c) Alternative options Alternative Options Rationale for rejecting option Option A – Continue with current approach Does not address systemic issues or deliver coordinated growth Option B – Limited intervention Would result in fragmented and ineffective delivery Do nothing Would worsen economic, social and financial outcomes Cease activity Would undermine Council strategy and financial sustainability d) Risk management Risk Mitigation Lack of coordinated delivery Establish cross-Council governance Insufficient investment Phased delivery and partnership funding Market conditions Diversified economic strategy Stakeholder disengagement Strong partnership and engagement approach e) Other implications Comments from the Local Planning Authority are incorporated into the main body of the report. Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public 6. Consultation & engagement The Growth Plan has been informed by: • Baseline evidence and analysis • Internal officer engagement • Engagement with business, education and partner stakeholders Further structured consultation and engagement will take place during the delivery of growth projects and programmes. 7. Timetable for implementation The growth plan projects and programmes will be implemented from September 2026 onwards. List of appendices attached Appendix 1 – Hillingdon's Growth Plan 2036 List of Background Papers NIL

HILLINGDON: OUR VISION FOR GROWTH www.hillingdon.gov.uk TEXT GOES HERE 2 | Hillingdon Growth Plan CONTENTS Delivering growth for Hillingdon: A foreword from Cllr Steve Tuckwell, Leader of the Council 3 Executive summary 4 1. Introduction 5 2. Hillingdon’s economic and place profile 9 – Our economic strengths 10 – Challenges and opportunities 13 – Mapping high-growth clusters 18 3. Hillingdon’s growth potential 19 – Sectors and enablers for growth and renewal 20 – Our areas primed for growth and renewal 26 4. Our growth vision 33 – Where global gateway creates local opportunity 34 – Our four growth centres: where our vision comes to life 35 5. How we will deliver growth 37 – Our three strategic pillars: innovate, thrive and connect 38 – A council governance framework that delivers 41 Reference list 42 Hillingdon Growth Plan | 3 FOREWORD DELIVERING GROWTH FOR HILLINGDON A foreword from Cllr Steve Tuckwell, Leader of Hillingdon Council Hillingdon has always been a place where the world meets opportunity. For generations, we’ve been the gateway where international flights land, where motorways converge, where innovation finds space to grow. Now it’s our turn to ensure those possibilities take root here, for our residents. Stand at Hayes and Harlington Station and you can reach 4.4 million jobs within an hour . Walk through the Brunel University of London campus and you will find world-leading research. Visit Stockley Park and you’ll see why global brands choose us as their European base. Look across our 3,400 hectares of parks and open spaces, and you’ll understand why we’re one of London’s greenest boroughs. The question we face isn’t whether growth will come to Hillingdon. Data centres are investing billions. The Elizabeth Line has reshaped what’s possible. Clean energy, digital and technology, and creative industries are choosing us. The question, then, is whether that growth will happen to us, or for us. We choose for us. We choose to ensure that when new sectors arrive, local residents are trained and ready. That when businesses scale, they stay rather than outgrow us. That when the world sees Heathrow, they also see Hayes’ creative corridor , Uxbridge’s knowledge quarter , Ruislip’s heritage, and the canals threading through thriving town centres. As the council, only we have the reach, coordination and leadership to deliver on growth for our residents. Which is why I am proud to present Hillingdon’s Growth Plan – our blueprint for growth for the next decade. We are committed to shaping an economy that lifts every resident, business and community, in a way that makes them cultural as well as economic stakeholders in our growth journey. It is our promise to deliver so the benefits of global connectivity flow directly into local opportunity, new and exciting clusters in cutting-edge sectors, and our town centres and high streets. During the next decade, we will turn potential into performance. We will work with our world-class institutions, including Brunel University of London and our technical colleges so talent and innovation grown in Hillingdon can stay in Hillingdon. We will support entrepreneurs and the enterprising to start their own businesses to scale up. And we will ensure our green spaces, waterways and historic assets that define our heritage are celebrated as we grow. Growth does not need to come at the expense of identity – it should strengthen it. With this plan, we are choosing to put our residents and businesses first, where innovation is part of our everyday, where housing, skills and placemaking move together , and where every part of Hillingdon, from Harefield to Hayes, from Ruislip to Heathrow, grows together . This is a moment of real opportunity for our borough. The vision we set now and the decisions we make to achieve it will define not only how we grow, but who we grow for . We choose to be Where Global Gateway Creates Local Opportunity. And we stand ready to deliver . 4 | Hillingdon Growth Plan EXECUTIVE SUMMARY EXECUTIVE SUMMARY Hillingdon is a place of many strengths: we have unrivalled connections, a strategic location, a strong educational network of academic and vocational institutions, a rapidly growing business and employee base, and an abundance of open, green and healthy spaces. For too long however , these assets and strengths – our global connectivity, our skills base, our business potential, and our natural environment – have not translated into meaningful economic growth, growth that all our residents actively shape and feel the benefits of. We plan to turn this around. This Growth Plan is our blueprint for the next decade. We will transform Hillingdon into a place Where Global Gateway Creates Local Opportunity. This means that Hillingdon will be a place of: ◆ Resilience: We’ll build an economy that weathers economic shocks but adapts to change, fully leverages our connectivity, and nurtures sectors to grow and scale so they provide future-proofed careers that give people the chance to progress. ◆ Inclusivity: At the heart of our economy, where all corners of the borough will benefit from the growth we create together: transport will connect all residents to opportunities, homes will be affordable and diverse, local people will be first in line for arriving opportunities, and every family will find a place to call home. ◆ Pride: Our heritage and history will be celebrated and shaped by us, where our assets like the Grand Union Canal will anchor our identity, where our 3,400 hectares of green spaces3 will be used for wellbeing, where town centres and high streets will transform into destinations where residents spend time – all while building their careers here and raising families in communities they’re proud to call home. To achieve this vision, we will be guided by our three strategic pillars for growth: ◆ Innovate: We will strengthen Hillingdon’s economy by growing new sectors, modernising existing ones, and helping more businesses to scale successfully. ◆ Connect: We will link north and south Hillingdon, match our residents’ skills with businesses’ needs to grow, and ensure growth reaches every community. ◆ Thrive: We will breathe life into town centres, deliver homes families need, ensure that every resident can lead a healthy life, and create public spaces that welcome businesses and visitors and make residents proud of where they live. Growth touches every council function. We will ensure that there is cross-policy collaboration built into our daily functions as well as strategically. We will establish a Growth Board to ensure internally the council has accountability for growth and regeneration and acts as one in decision-making, and to collaborative externally with our partners to ensure that our growth journey coordinates across our stakeholders. This will deliver in a way that provides value for money for our residents and shifts us to a preventative model to reduce long- term pressure on our public services, to ensure that barriers to inclusive growth are addressed early and that there are more resources for further growth, investment and placemaking initiatives. Our Growth Vision for Hillingdon is one that transforms our place and our economy and creates inclusive growth for all. Hillingdon will be where global gateway creates local opportunity. By 2036, people will choose us for our unique combination of attributes: our rich, diverse cultural offer , one of London’s greenest boroughs, excellent connectivity that works for all residents, and high streets with real character . Our economy will thrive on innovation and heritage, where growth and renewal is anchored by our history. Our residents will stay to build careers with real progression and raise families in communities they’re proud to call home. Hillingdon Growth Plan | 5 1. INTRODUCTION 6 | Hillingdon Growth Plan INTRODUCTION Why Hillingdon needs growth Connecting people to opportunity Our strategic location, with Heathrow Airport, national rail, underground, the Elizabeth Line and road networks, offers major connectivity advantages for businesses. This includes well-connected office spaces such as Stockley Park, home to several companies in innovative high-growth sectors. It’s why several UK and European headquarters base themselves here. Our connectivity is powered by the UK’s largest transport and logistics sector that keeps the economy moving. Yet pockets of poor connectivity, especially north- south connections, often mean that connectivity works for some but not all residents. Currently it is easier for many residents to travel to Central London than to access local jobs, training, or services – meaning a disconnect with local opportunities and deepening inequality. High-growth sectors such as the creative industries, clean energy, digital and technology, and data infrastructure are emerging, but they remain underdeveloped and need greater strategic focus if they are to become the engines of future prosperity. Our strong academic and vocational network is underutilised for local growth, with a strong skills pipeline vying for limited high-value employment opportunities. Brunel University of London, Uxbridge College (part of Harrow, Richmond and Uxbridge Colleges) and other career-specific institutions like the Global Academy provide a genuine mix of skills needed for businesses to grow and places to thrive, but many leave the borough to pursue careers elsewhere. Physical infrastructure is another significant barrier . Around 1,500 new homes remain stalled4, almost half of our 10-year housing target, while construction cost inflation, new build regulations and energy grid capacity have slowed delivery and the affordable housing supply, and restricted the ability to unlock key sites for regeneration or commercial use. Unless infrastructure investment and spatial planning are better aligned, Hillingdon risks missing opportunities to attract new residents and businesses that could drive growth. From reliance to resilience At the same time, our economy and labour market has expanded in scale but not in strength. Since 2013, Hillingdon has experienced one of the largest rates of new business creation in outer London, alongside a rapidly growing population, with most new residents being of working age. This has corresponded with a rapidly increasing employment rate. Despite this expanding business and employee base, our economic output has declined in real terms, with productivity levels now lagging behind not just the London average, but the UK’s. This reversal reflects an economy that has become busier but less efficient, with more firms producing less value and an economy that is overreliant on traditional industries struggling to adapt to changing market conditions. As well as making our economy more prone to economic shocks, this means fewer opportunities for residents to benefit from higher skills and wages, and less revenues for businesses to reinvest, worsening the cycle. Many of these sectors, including transport and logistics, construction and retail, are some of our largest employers and form most of our new businesses. But low growth rates and productivity levels suggest they are struggling to scale up and modernise. Energising place and identity Beneath these structural and economic challenges lies a broader issue of place identity. For decades, Hillingdon’s narrative has been dominated by Heathrow, a global gateway and major employer , but one that often overshadows the borough’s wider potential. As one of the most internationally connected airports, Heathrow drives global trade, investment, and tourism, and supports thousands of local jobs Hillingdon Growth Plan | 7 INTRODUCTION 8 | Hillingdon Growth Plan INTRODUCTION in Hillingdon. However , high levels of deprivation, especially in Hillingdon’s south, demonstrate that proximity does not equal prosperity. Despite the new business growth, we still have large vacancies across our town centres, with pressure concentrated in large commercial units which do not match current occupier demand. This contributes to a lack of vibrancy, attractiveness, and hangout options, with market conditions currently challenging regeneration and commercial development. Yet Hillingdon has enormous latent strengths: we are one of London’s greenest boroughs with the most miles of canal in London, more than 3,400 hectares of green space and woodland, significant cycling and walking networks, and heritage assets anchoring the borough’s creative cluster . These assets provide the foundation for renewal, but only if supported by a clear , confident vision for place and identity. Our unique opportunity for growth Despite our challenges, we can shape our own story. We have the foundations in place to achieve long-term prosperity and deliver for our residents, making sure they all have a role to play in our growth journey and ensuring that everyone has a stake in Hillingdon’s future and identity. Building on our strengths We know that Hillingdon is primed for growth. Our strategic location, thriving education, skills and research network, and emerging high-growth sectors demonstrate this. We have the momentum, with our rapidly growing business base, working age population, and employment rate. One in three economically inactive residents want to work. Now is the chance to expand our local opportunities and include all residents in our growth journey, making employment meaningful and productive. We have assets ready for transformation. While areas like the Grand Union Canal are underutilised, they offer massive potential for renewal while preserving heritage. Now is the time to capitalise on this further by creating vibrant, healthy areas that work for all of our communities and celebrate our history. The council’s unique role Only the council can achieve a bold and ambitious plan for growth. We can be the leader as well as the orchestrator of our story. We have the reach, levers, partnerships and responsibility to do so. We can create a positive cycle where growth leads to more high-value employment, where there is abundant talent to help our businesses grow, and where investment is transformative. This requires a new phase of growth, where the council actively shapes the path and includes our residents with quality, connection and inclusion at the heart of our economy, place, and decision-making. Hillingdon Growth Plan | 9 2. HILLINGDON’S ECONOMIC AND PLACE PROFILE 10 | Hillingdon Growth Plan ECONOMIC AND PLACE PROFILE ECONOMIC AND PLACE PROFILE Our economic strengths We our outpacing outer London in the rate of new businesses being created and our working age population is growing rapidly. We can build on this momentum to expand meaningful, high-skilled, high-pay employment opportunities in the borough for those progressing their careers or finishing their studies. 330,000 Population (2024)5 14,700 Businesses (2025)6 £13 billion Real GVA (2023)7 24,300 More residents in work (since 2013)8 5,200 More businesses (since 2013)9 3,400 Hectares of parks and open spaces New business momentum Hillingdon demonstrates a strong track record of people starting their own businesses here. As of 2025, we are home to 5,200 more enterprises than in 2013. This increase of 55 per cent is one of the highest rates in outer London and twice the rate of the national average. Growth is primarily driven by new micro- enterprises – those with less than 10 employees13 – showing large growth potential. It means that, for five out of the last six years, we’ve seen the highest rate of new business growth relative to our total business base compared to outer London and our neighbours. In 2024, one in seven of our businesses were created during that year . Hillingdon is also home to 55 high-growth companies14 – those that have increased their employees by 20 per cent for each of the last three years – making up seven per cent of outer London’s total. The UK’s largest transport and logistics sector Businesses (2025)10 1,115 Employees (2024)11 37,000 Real GVA (2023)12 £2.2bn Our strategic location and connectivity for transport and freight creates significant local opportunities for businesses for the movement of goods and exports and facilitates local supply chains. Alongside Hounslow, we have the joint-highest number of employees in the sector (37,000) out of any lower-tier local authority, and the largest annual economic output (£2.2 billion). The sector provides eight per cent of our businesses (which are mostly SMEs), employs 19 per cent of our workers, and provides 17 per cent of our economy’s total output. Indexed growth in number of businesses (2013-2025) Percentage of new businesses created as a proportion of total businesses (2019-2024) NOMIS: UK Business Counts: enterprises by industry and employment size band (2025) ONS: Business Demography, UK (November 2025) Hillingdon Growth Plan | 11 ECONOMIC AND PLACE PROFILE A growing working-age population Hillingdon’s population has grown by 15 per cent since 2013, meaning we are the fourth-fastest growing borough in London (and the third-fastest in absolute terms). It means that we are now home to 43,000 more residents, 70 per cent of whom are of working age (16 to 64-year-olds). We also have the fastest growth (and third-fastest in absolute terms) in 25 to 49-year-olds, demonstrating that people progressing their career are choosing Hillingdon. The introduction of the Elizabeth Line has played a large part in attracting new working-age residents. While this increases demand on our public services, housing and infrastructure, it gives a real opportunity to expand local opportunities for a wider skills mix so that those who live here can work here. Since 2013, our working-age employment rate has increased from 70.3 per cent to 73.4 per cent, meaning we now have 24,300 more working age residents in employment.15 Pre COVID-19 trends suggest that the number of 16 to 24-year-olds was falling, suggesting some were leaving the borough after finishing their studies and beginning their careers. But the recent reversal gives us the chance to further link educational routes with local opportunities. Almost a fifth of those currently economically inactive in Hillingdon are students16, presenting the opportunity to better link our skills pipeline with good and specialist careers in the borough. Further adding to this opportunity is those actively seeking work – though our unemployment rate has fallen significantly (from 9.3 per cent to 4.5 per cent)17, there are 7,300 unemployed seeking work and a further 11,600 economically inactive residents (who have left the labour market for various reasons) wanting a job in the near future.18 We also have the fourth-largest growth (and second-largest in absolute terms) of 0 to 15-year- olds in London, furthering the opportunity to support the next generation in their education and linking this to routes to success within the borough. Indexed population growth by age group in Hillingdon (2013-2024) NOMIS: Population estimates (2025) Indexed population growth, all ages (2013-2024) NOMIS: Population estimates (2025) 12 | Hillingdon Growth Plan ECONOMIC AND PLACE PROFILE Hillingdon Growth Plan | 13 ECONOMIC AND PLACE PROFILE CHALLENGES AND OPPORTUNITIES Growth and productivity Our rising employment and new businesses give us a competitive edge, but this has not yet translated into economic growth, productivity, or higher-paid jobs. Our businesses are struggling to scale up, our economy increasingly relies on low-value activities and traditional sectors are struggling to adapt to changing market conditions. Without a bold, targeted intervention, we risk falling further behind and missing out on our entrepreneurial promise. Our productivity challenge We have demonstrated strong growth before. But recent periods of real terms negative growth have set us back. Our economic output is now 9 per cent lower than it was a decade ago, in part due to large contractions in 2015-2016 and an acute reaction to COVID-19, including limited Heathrow access, with a slower recovery than comparable areas. Our productivity levels continue to fall behind not just outer London and its boroughs, but now the UK’s. In 2013, labour productivity was 18 per cent higher than the national average, but this now lags by 3 per cent. Productivity is 8 per cent lower than the outer-south and 10 per cent lower than the outer-west and north-west areas of London. In terms of the sector split, more than half of our new micro-businesses operate across construction (31 per cent of the new businesses), retail (+16 per cent), and transport and logistics (+10 per cent). From 2013 to 2023, construction saw a 120 per cent increase in businesses and a 60 per cent increase in employment, but a 19 per cent decline in GVA, and transport and logistics added 73 per cent more businesses and 12 per cent more jobs, yet output fell by 20 per cent.19 These are sectors we therefore know currently have declining outputs in our economy and are struggling to be fully productive. But they are vital local sources for connectivity, infrastructure development, regeneration and bringing vibrancy to our towns and high streets. The key challenge, then, is boosting productivity collectively through high-value opportunities in the borough, supporting our businesses to scale and ensuring our strong base of core sector growth is met with strong demand. ONS: Subregional productivity – labour productivity indices by UK ITL2 and ITL3 subregions, and local authorities (June 2025) Average productivity per worker per hour (£, 2023 current prices smoothed, 2013-2023) ONS: Regional Gross Value Added (Balanced) by industry: all ITL regions, and TL1 London edition (April 2025) Annual GVA growth rate (real terms, 2013-2023, based to 2013) 14 | Hillingdon Growth Plan ECONOMIC AND PLACE PROFILE Income and skills Despite our strong academic and vocational institutions, Hillingdon has a significant skills gap. This presents the opportunity to make learning and development inclusive for everyone and boost employability, incomes, and access to high quality skills programmes, while ensuring local talent supply aligns with the right job opportunities and meaningful careers in the borough. Our skills gap We have the sixth-highest proportion of working- age people without a qualification (8.6 per cent - over 17,000) in London, and the fourth-lowest for the highest level (RQF4+) qualifications (49.4 per cent). This includes higher apprenticeships and vocational programmes. While higher-level qualifications were rising before the COVID-19 pandemic, progress has stalled, suggesting that the recent surge in our working age population has not translated into a more skilled workforce. Additionally, 2.5 per cent of 16-17 year-olds are not in employment, education or training20 – so we need to ensure that there are diverse, inclusive pathways for development and that these young people do not slip through the net. These gaps risk widening inequalities and constraining the access to the local talent needed for growth. The overtake in RQF3 qualifications compared to RQF2 suggests a strong appetite for our residents to develop their skillsets, as well as capturing the new effect of skill-categorised apprenticeships, indicating most apprenticeships were previously Level 2 programmes. Proportion of 16-64 year-olds by level of qualification held (2013-2024) NOMIS: Annual Population Survey (2025) Boosting incomes Increasing skills can also support residents’ earning potential. It was only in 2024, due to a remarkable 16 per cent growth in the average gross weekly pay for jobs within Hillingdon, where wages picked up. Since COVID-19, the difference between median residence-based earnings (people that live in Hillingdon who travel outside of the borough to work), and median workplace-based earnings (people that live and work in Hillingdon or travel into the borough to work) has equalised – reflecting this strong wage growth in 2024. We know that averages do not reflect the full realities for those on lower incomes. For the lowest third percentile, local jobs are especially crucial. Those in this percentile living and working in the borough earn an extra £100 per month in gross terms than the same income group living here but working elsewhere. This reflects the need to ensure that those that want to live as well as work in the borough can do so, strengthening spending in the local economy and reducing pressures on commuting. But this also requires strong transport links within the borough. NOMIS: Annual Population Survey (2025) Proportion of 16-64 year-olds with no qualifications and RQF4+ (2024) Hillingdon Growth Plan | 15 ECONOMIC AND PLACE PROFILE Median pay for jobs in Hillingdon (2013-2024, workplace-based, weekly) Median additional pay for residence-based earnings versus workplace-based in Hillingdon (2013-2024, weekly) NOMIS: Annual Survey of Households & Earnings (2025) NOMIS: Annual Survey of Households & Earnings (2025) 16 | Hillingdon Growth Plan ECONOMIC AND PLACE PROFILE Housing Housebuilding in the borough has been a challenge due to market conditions and policy constraints. Delivering more affordable housing will help us attract and retain our residents and ensure that those who want to work here can stay here. Affordable housing delivery While house price growth shows healthy transaction activity and demand, we know this does not benefit everyone. Increasing the affordable housing supply and mix can ease pricing pressures for those on lower incomes, supporting them as they seek to increase their skills and earnings potential in the borough. Nationally, there is a trend of squeezed middle- earners starting to fall into homelessness or rely on council services for the first time in their lives. In line with this trend, demand for temporary accommodation has increased significantly in the borough. Our median house prices are broadly in line with neighbouring areas and are below the London average, offering a great opportunity for those looking to relocate and buy within the city. But while our median income to property price ratio of 12.1 has fallen steadily since COVID-19, it remains above the London average. While affordable housing delivery relative to our growing population peaked in 2019/20, delivery has since slowed – now trailing national, London and neighbouring borough rates. Affordable housing delivery lags behind comparators. Since 2013-14, market conditions and policy restraints – including a 10-storey height cap and dual-lift requirements – have created viability pressures. More than 2,150 affordable homes have been delivered in the borough which is fewer than our neighbours despite our population growing more. Currently, there are around 1,500 stalled homes in the borough. Brownfield sites present a unique opportunity to redevelop existing space and unlock new housing supply, but they must be balanced with long-term suitability and liveability. Annual GVA growth rate (real terms, 2013-2023, 2013=100) ONS: House price (existing dwellings) to workplace-based earnings ratio (March 2025) Annual net additional affordable dwellings (cumulative, 2013-2024) MHCLG: Live tables on affordable housing supply (September 2025) Hillingdon Growth Plan | 17 ECONOMIC AND PLACE PROFILE Public health and open spaces While people in Hillingdon are generally healthier than the national average, deep spatial inequalities affect public health outcomes and access to services, especially between the borough’s north and south – widening inequality further . Health inequalities Overall, fewer people are in bad or very bad health (3.9 per cent) than the national average (5.2 per cent)21, with life expectancy also higher than average. But look more closely, and there are deeper spatial inequalities across the borough, with the highest levels of health deprivation seen around Heathrow and neighbouring southern areas, tracking income deprivation. These disparities partly reflect Hayes’ industrial legacy, where the loss of major employers like the Vinyl Factory reduced local jobs and community cohesion. Hayes faces weaker health outcomes, compounding social and environmental pressures. Health literacy and language barriers are also most pronounced in the south, where higher needs for learning English as a second language and transient populations around Heathrow limit access to health information, compounded with housing and transport gaps limiting services. Of our economically inactive, 35 per cent of those face long-term health issues and a further 22 per cent care for family members.22 Other health and social issues such as social isolation persist. Only 21 per cent of unpaid carers (those typically looking after relatives) report they have as much social contact as they want, compared with 30 per cent both in London and nationally.23 Together , these factors show how weak physical and social connectivity continue to shape health outcomes across the borough. Access to healthy, green spaces Hillingdon’s strong accessibility across scenic and green routes offers a real advantage for wellbeing and exercise, with open spaces covering about 3,400 hectares and making up 30 per cent of the land area in Hillingdon.24 We are home to the 20 miles of walkable Hillingdon Trail between Cranford and Harefield, the Hayes Town to Minet Country Park route (supported with the Minet cycling track), the Grade II listed Stockley Park and Garden Experience), and the historic Grand Union Canal that connects central London to Birmingham. N Heathrow Harefield Uxbridge Yiewsley West Drayton Northwood Ruislip Hayes More deprived Less deprived UK Government: IMD 2025 Health deprivation in Hillingdon by national deciles (2025) 18 | Hillingdon Growth Plan ECONOMIC AND PLACE PROFILE Mapping high-growth clusters Hillingdon is home to several high-growth sectors, with significant business and employee concentrations across the creative and media industries, digital and technology, transport and logistics and the experience economy. These will play a strategic role for the borough to drive productivity, attract investment and increase high-value jobs as they grow. But to unlock these benefits, they need the right economic environment and placemaking to scale up. Creative industries Employees are primarily concentrated across Uxbridge and Hayes (identified by the West London Alliance as a creative media corridor), with additional activity in Ruislip, Northwood and West Drayton, reflecting the industries’ expansiveness in the borough. To scale this sector further , we must deepen the ecosystem: expanding affordable workspace, strengthening links between education institutions and employers, and enhancing placemaking through cultural programming, festivals, branding and public realm improvements. Infrastructure upgrades, particularly around digital connectivity and adaptable creative space, will be crucial. Digital and technology Activity is densest in Uxbridge and in Brunel University of London and its surrounding areas, reflecting its status as a leader in innovation, alongside Stockley Park, while clustering in Ruislip and Northwood shows promise that these are not just residential areas. Presence in and around Heathrow also demonstrates its industrial innovation hub status in the London Growth Plan. Supporting scale-ups with innovation and research networks, flexible workspace, access to finance and tailored business support will help retain high- growth companies as they grow. Equally crucial is developing a strong talent pipeline: expanding technical apprenticeships, employer-linked training, and pathways into digital and technology sectors. Transport and logistics Our largest sector by employees and output is dispersed across the borough with key concentrations in the south and around Heathrow, reflecting both the proximity to and integration with local supply chain activity and global freight. Scaling the sector and ensuring it keeps up with the pace of technological change will be a key priority, including through sustainability and in supporting new technologies that allow employees to learn new skills and techniques. Experience economy This sector clusters around our key town centres and high streets where hospitality, leisure, food, arts and entertainment activities intersect. While these areas already benefit from strong cultural and environmental assets, they remain underutilised. Scaling the sector will mean improving our experience economy offering through revitalising our high streets and maximising our green and blue spaces, to better capture new visitor and student related spend. Sector clustering by employee concentration (2025) *Impact data registering employee location by 5 digit SIC code. This is then referenced against the IS-8 sectors using the Government’s Policy Paper: Industrial Strategy Sector Definitions List (Dec 2025) for Creative Industries and Digital & Technology. The Experience Economy is classified based on Broad Classifications I (Accommodation and food) and R (Arts, entertainment & recreation), with Transport & Logistics being Broad Classification H (Transportation & storage). Hillingdon Growth Plan | 19 3. HILLINGDON’S GROWTH POTENTIAL 20 | Hillingdon Growth Plan HILLINGDON’S GROWTH POTENTIAL SECTORS AND ENABLERS FOR GROWTH AND RENEWAL We are home to several cutting-edge industries, some of which are newly developing. By unlocking our enablers across skills and infrastructure and in fostering an environment where these sectors can grow even further, attract investment, and increase their competitiveness, we can expand the mix of high-skilled opportunities in the borough. Cluster analysis suggests that our creative, digital and technology industries are especially important for our growth and future investment, positioning the borough as a place where frontier innovation can support clean energy development and modernise our transport, logistics and supply chains. Alongside these strengths, our experience economy also holds significant latent opportunity, particularly in our town centres, cultural assets and green and blue leisure sports – all of which have the potential to evolve into a vibrant and distinctive part of Hillingdon’s economic growth. Creative industries and technologies £3.2 billion GVA 1,050 Businesses 3,700 Employees25 Creative industries in Hillingdon are anchored by the Uxbridge-Hayes creative and media corridor , home to a cluster of significant facilities, including the Global Academy which offers education and career-specific skills for the industries at the Old Vinyl Factory in Hayes, West London Film Studios, ARRI (housing one of Europe’s largest fixed virtual production facilities) in Uxbridge, MARS (virtual production environment for small and large-scale productions) in Ruislip, and Panalux (major provider of filming equipment) in Hayes, alongside strong links to major studios such as Pinewood and Elstree. These assets position Hillingdon as an important node within west London’s growing film and media ecosystem. IMG Studios, based in Stockley Park, produces and broadcasts several TV channels across sports and develops creative content across 500 employees. It also contains its own data centre, one of the largest of its kind for digital media and broadcast in Europe, and a satellite farm. Recently, it completed its state-of-the-art build for its Video Assistant Referee (VAR) facility for Premier League referees, with further space for additional broadcasting, demonstrating how the latest innovations in sports with supportive data infrastructure converge with entertainment and bespoke construction design, offering specialist employment at the intersection of media and technology. The presence of technical and production service providers such as ARRI and Panalux further strengthens Hillingdon’s capacity to attract and sustain creative businesses, alongside complementary media and broadcast production activity at Stockley Park, including IMG Studios. The Old Vinyl Factory site in Hayes offers a unique heritage and branding opportunity, acting as a potential creative anchor for the area. Festivals and cultural events have already been trialled here, demonstrating its viability as a hub for creative engagement and community activity. Leveraging this heritage could help build a distinctive identity for Hillingdon within the creative economy. West London and Heathrow are referenced as key sector opportunities in the London Growth Plan, underlining the strategic advantage of Hillingdon’s location. Proximity to Heathrow not only facilitates international connectivity for creative businesses but also enhances the borough’s attractiveness for global media and production companies seeking a well-connected base. Hillingdon Growth Plan | 21 HILLINGDON’S GROWTH POTENTIAL Spotlight: MARS Volume, Ruislip MARS Volume is a state-of-the-art virtual production studio located in Ruislip. It specialises in advanced LED volume technology, enabling filmmakers and content creators to produce immersive environments without the need for traditional green screens or extensive location shoots. This facility is part of the growing Uxbridge-Hayes creative corridor , contributing to Hillingdon’s reputation as a hub for innovation in film and media. MARS Volume features a cutting-edge LED wall and ceiling system that creates realistic, dynamic backgrounds using real-time rendering engines like Unreal Engine. The studio offers comprehensive virtual production services, including pre-visualisation, technical setup, and on-set integration. Designed for flexibility, MARS supports film, TV, advertising, and gaming projects, delivering cost-effective and sustainable solutions by reducing the need for travel and physical set construction. MARS Volume is part of a new wave of production technologies transforming the screen sector . Its presence in Hillingdon strengthens local links to major studios like Pinewood and Elstree, while complementing other creative assets such as West London Film Studios and ARRI. Spotlight: West London Film Studios West London Film Studios is a major film and television production facility located in Hayes, operating across two purpose-built sites and providing around 194,000 sq ft of stage and production space. The studios host a range of high-profile UK and international productions, including the critically-acclaimed Ted Lasso, Bohemian Rhapsody and Burnt, supporting sustained activity and reinforcing Hillingdon’s role within west London’s film and screen ecosystem. Film and television production delivers strong employment and supply-chain impacts. Evidence shows that every 100,000 sq ft of film and TV stage space in west London can generate £60 to 80 million in annual production spend, with around £15 million captured locally through the supply chain. This supports more than 125 full-time equivalent jobs and generates approximately £9 million in local GVA, benefiting sectors such as catering, equipment hire, construction, logistics and technical services.26 As part of the wider Uxbridge-Hayes creative corridor , West London Film Studios strengthens links between production, skills and innovation, complementing nearby assets including ARRI, Panalux and emerging virtual production facilities. Its scale and sustained use position it as a key anchor for creative employment, inward investment and repeat production activity, supporting the long-term resilience of Hillingdon’s experience and creative economy. In 2025, West London Film Studios became the first UK film studio to commission its own on-site low-carbon power station. 22 | Hillingdon Growth Plan HILLINGDON’S GROWTH POTENTIAL Frontier innovation £2.2 billion GVA 350 Businesses 3,600 Employees27 Frontier innovation will not only power our digital and technology sectors in their own right, but will also act as catalyst for growth across our creative industries, as we have seen, and in developing clean energy and modernising our transport, logistics centres and supply chains. In Hillingdon, this innovation-led approach will be central to the borough’s long-term growth, supported by our strategic location within WestTech London and its pivotal role in delivering the ambitions of the London Growth Plan. Uxbridge is identified in the London Growth Plan as a significant office cluster , particularly for financial services, highlighting its international connectivity, attraction for globally mobile firms and strategic potential for both Hillingdon and the wider region. Major international firms including Canon, Sharp, Mitsubishi Heavy Industries and Hikvision have established operations in Stockley Park, underscoring the area’s attractiveness and high- value employment across decarbonisation and clean energy solutions, software development, and new data-driven technologies such as digital security through the Internet of Things. Modernising our transport and logistics centres through new technology adoption should retain its competitiveness, boost productivity and allow employees to learn new skills. Clean energy presents another opportunity for innovation within our transport sector . We have some of the UK’s most critical transport corridors with vehicles and supply chains adopting greener solutions and increasing residential demand for electric vehicle charging infrastructure. Heathrow’s Carbon Strategy and 2050 net zero target offers new opportunities for clean aviation technologies and sustainable fuel to develop and integrate local supply chains. Collaboration between the public sector , academia, and industry can further grow our innovation ecosystem. Heathrow Airport and Brunel University of London are key innovation anchors, driving both research and skills development across clean technologies, digital health, and advanced manufacturing. It is a key partner in WestTech London – a competitive innovation ecosystem, supported by the West London Alliance and linking Uxbridge and Hayes with White City, Park Royal and other major innovation locations. Our position within both WestTech London and the M4 technology corridor means we are already home to several data centres, which contribute £65 million in GVA and support around 500 jobs, The sector is highly productive, with a GVA per worker of £150,000 (50 per cent above the national average), reflecting high-skilled, high-pay roles across digital, technical, and engineering.28 As west London’s digital presence grows, we can strategically coordinate the opportunities and agglomeration benefits of data centres where they align with our inclusive growth objectives: high- skilled employment, growth through partnerships, and supporting our data-intensive sectors (including film and TV, where IP protection and latency is critical). Some of these objectives are already being supported by the Hayes Digital Park site and Brunel University of London Innovation Hub. Spotlight: Hayes Digital Park Site Hyperscale Expansion and Brunel University of London Innovation Hub Colt Data Centre Services is leading a £2.5 billion investment to deliver three new hyperscale data centres, with construction expected to begin in mid-2026 and the first facility operational by early 2029.29 The development is expected to create more than 500 permanent jobs, alongside more than 50 technical apprenticeships delivered across a 10-year build programme. Alongside the data centres, an Innovation Hub is being developed in partnership with Brunel University of London, designed to function as both a community space and an incubator for digital start-ups. The hub will support collaboration by co-locating light-industrial and digital innovation businesses, creating opportunities for research, skills development and entrepreneurship within an affordable workspace. The facility will also act as a base for innovation and community engagement, with flexible space that supports future industrial uses in line with Strategic Industrial Land Policy. In addition, it will provide wider social value, hosting local events and activities that connect digital growth with the surrounding community. Hillingdon Growth Plan | 23 HILLINGDON’S GROWTH POTENTIAL Spotlight: SEGRO Park Hayes SEGRO, in partnership with Barratt London, has delivered a major mixed-use regeneration scheme at SEGRO Park Hayes, redeveloping the former Nestlé factory site into a co-located residential and logistics neighbourhood. The scheme was completed in 2022 and it delivers more than 1,300 homes alongside around 240,000 sq ft of modern warehouse and industrial space, and is now largely complete and occupied.30 Alongside housing delivery, the development provides high quality, flexible logistics space designed to support modern distribution and freight operations. The site incorporates sustainability features including electric vehicle charging, energy-efficient building design, air-source heat pumps and on-site renewable energy, supporting lower carbon logistics activity. The scheme supports the modernisation of logistics and transport by locating employment space close to Heathrow, the strategic road network and the Elizabeth Line, enabling more efficient supply chains while remaining compatible with housing and community uses. It demonstrates how logistics activity can be integrated into urban regeneration, supporting long-term employment and sustainable growth. 24 | Hillingdon Growth Plan Spotlight: Old Vinyl Factory Festival The free community festival hosted at the Old Vinyl Factory last year demonstrates how cultural programming can activate heritage assets, support local businesses and stretch town centre vibrancy. This event attracted 1,200 attendees, with visitors drawn from across Hillingdon and neighbouring boroughs. About 22 per cent of attendees did not know about the Old Vinyl Factory, highlighting the role of events in raising place awareness. The festival created tangible economic benefits, with food vendors generating up to £10,000 in sales, alongside additional spend through a vinyl record fair (£2,400) and surrounding businesses. Visitor satisfaction was strong, with 94 per cent saying they would attend a future event, indicating clear potential for repeat visitation and sustained local engagement.32 The festival illustrates how heritage-led cultural activity can help capture local spend, animate under-used town centre space and contribute to a distinctive, community-rooted experience economy in Hillingdon. HILLINGDON’S GROWTH POTENTIAL Experience economy £1.2 billion GVA 2,400 Businesses 31,000 Employees31 Hillingdon is primed to grow its experience economy. We have exceptional external connectivity, with rail and underground links to and from central London and our road networks feeding out to key UK cities. Our town centres, including Uxbridge, Hayes and Ruislip and their high streets also offer enormous potential and regeneration opportunities. Combined with the borough’s heritage, culture, sports clubs and extensive green and blue infrastructure, this accessibility provides a strong foundation to grow a distinctive experience economy, driving greater local spend within our economy and generate the demand to revitalise our high streets with unique restaurants, events and experiences that reflect our diversity. This is strengthened by Heathrow’s presence. While it brings millions of tourists and business travellers through the borough each year , they are en route to other destinations. Our large student presence also drives demand for hangout options, cafés, bars and restaurants, especially around student accommodation. Greater capture of visitor spend within town centres can boost vibrancy and local business activity, with markets, evening uses and events playing a key role. This dynamic was demonstrated by a recent festival at the Old Vinyl Factory. Hillingdon is already defined by nationally significant cultural assets, including the Battle of Britain Bunker (with strong educational and commemorative value), and heritage complexes such as Manor Farm in Ruislip and Eastcote House Gardens. Hillingdon is equally defined by the scale and quality of its environmental and recreational assets. These assets reflect Hillingdon’s distinctive Metroland character , offering a “countryside in London” experience that combines historic suburbs, extensive woodland and accessible open space within an urban setting, including Ruislip Lido. The borough is home to Ruislip Woods National Nature Reserve, a 305-acre protected landscape, alongside a wider network of parks, open spaces and green corridors. These spaces also support organised sport and community activity, with local clubs including Hayes & Yeading United FC, Uxbridge FC and Wealdstone FC. Hillingdon has more miles of canal than any other London borough, but the massive potential here has yet to be fully realised. The Grand Union Canal, which runs from Harefield down to Uxbrige, Yiewsley, West Drayton, Stockley Park and Hayes town centres, especially holds latent opportunity to regenerate it into a vibrant waterside hub where food, beverage and hangout spaces can make full use of its unique setting. Together , these assets can help develop a nature- led experience economy rooted in wellbeing and repeat local use, while offering clear opportunities to better connect green and blue spaces with town centres and regeneration areas. Hillingdon Growth Plan | 25 HILLINGDON’S GROWTH POTENTIAL Enabling skills and infrastructure for innovation and growth Growing our key sectors and ensuring that businesses have the right environment and access to talent to scale up is crucial. Sector opportunities can go hand in hand with our wider growth objectives when done right. Data centres are a good example of this. High quality job opportunities, such as skilled technical, digital and engineering roles, are a perfect match for our skills pipeline, yet awareness of data centres as a career pathway remains limited. Employer-linked provisions such as University Technical College (UTC) Heathrow provide an opportunity to bridge this gap through clearer vocational pathways. Since data centres already use significant energy in west London, and with competing demand for grid upgrades, securing investment must be balanced against limited grid supply, including the demand for new affordable homes. However , data centres have the potential to support delivery and market viability by heating new homes through heat exchange networks, which could reduce development and maintenance costs and develop clean energy infrastructure for the borough. Renewable energy production on data centre sites could also decarbonise supply and increase grid capacity while supporting clean energy jobs. To ensure residents can benefit fully from Hillingdon’s evolving economy, we need to better connect our skills system with the infrastructure and sectors that are growing across the borough. This means raising awareness of the career routes available, improving access to training and apprenticeships, and making the most of the borough’s talent pipeline so that people can move into new high-skilled and specialist roles as businesses grow. By aligning education providers, employers, transport connections and local services, we can ensure that growth in key sectors is matched with clear pathways for local people – enabling residents to build the skills, confidence and opportunities they need to thrive. Spotlight: Global Academy The Global Academy is a specialist studio school and sixth form based at the Old Vinyl Factory in Hayes, delivering industry-led aligned education which focuses on real-world employer needs and future-focused on media and entertainment careers. It provides vocational programmes in collaboration with industry partners including Global and Canon. Global Academy works closely with employers to provide applied learning, work placements and industry mentoring, helping students develop job-ready technical skills and professional networks. This employer-led approach is reflected in strong outcomes, with its Year 13 cohort achieving record results in 2025, including a 100 per cent pass rate and 62 per cent attaining the equivalent of three A* grades34, while reinforcing Hayes’ role as a centre for creative and digital talent and supporting the long-term development of the local creative economy. Spotlight: UTC Heathrow UTC Heathrow is a specialist school and sixth form in Northwood for 14 to 19-year-olds, offering technical education designed around real-world industry needs and future focused careers. The college helps students build practical skills and a clear dedicated route into digital infrastructure careers through programmes like the Digital Futures Programme, where it collaborates with industry partners such as Amazon Web Services, ARK Data Centres and CNET training. UTC Heathrow works closely with employers to offer applied learning, industry engagement and careers support, helping students translate technical education into high-value employment. This employer-led model is reflected in strong outcomes, with recent cohorts achieving a 100 per cent pass rate in Level 1/2 Engineering and IT, and consistently high attainment across STEM GCSEs33, reinforcing the college’s role in supporting Hillingdon’s digital, technology and data skills pipeline. 26 | Hillingdon Growth Plan HILLINGDON’S GROWTH POTENTIAL OUR AREAS PRIMED FOR GROWTH AND RENEWAL We want every part of Hillingdon to be a place where residents can thrive, with access to good jobs and homes, vibrant neighbourhoods and welcoming public spaces. While the growth opportunity is not limited to specific locations, we have identified four key growth areas of strategic focus where coordinated investment and joined-up planning can unlock significant benefits for residents and businesses, with distinctive sectors that can deepen their specialisms and skill requirements. Several of Hillingdon’s areas are identified in the London Growth Plan and in west London for their high-growth, competitive and specialist sectors and locations. These places have distinct identities, challenges and strengths, but they all have a broad potential. Creative cluster and frontier innovation Hayes, Stockley Park and The Old Vinyl Factory WestTech London Uxbridge and Brunel Quarter Modern logistics and supply chains Heathrow Economic Activity Zone Access to nature and unique city experience North of the A40 Hayes, Stockley Park and The Old Vinyl Factory offer a rich platform for creativity, innovation and renewal anchored in heritage, where frontier innovation and its creative cluster should thrive – but there is deep deprivation and large unused commercial space. Uxbridge and the Brunel Quarter have the collaborative networks to accelerate tech and research-led growth across Hillingdon and reinforce its significance in WestTech London, but it has high office vacancy rates and limited connectivity to the rest of the borough. Heathrow, a major industrial innovation hub for London’s Growth Plan, presents opportunity to expand its economic footprint so that this is more closely aligned with benefitting local residents and businesses, as well as modernising supply chains and ensuring the logistics sector brings workers along on its innovation journey. The towns and green spaces north of the A40 offer a distinctive urban-village experience and active travel that can enhance everyday quality of life, though suffers from poor connectivity and limited access to some green spaces Hillingdon Growth Plan | 27 HILLINGDON’S GROWTH POTENTIAL CREATIVE CLUSTER AND FRONTIER INNOVATION Hayes, Stockley Park and The Old Vinyl Factory Hayes is one of Hillingdon’s youngest and fastest- growing areas, with the Elizabeth Line boosting job access from 800,000 to 4.4 million35. It has major assets including the Old Vinyl Factory, Global Academy and a growing creative cluster, but also deep deprivation and large unused commercial space. These factors create a clear opportunity to revitalise the town centre and bring the Old Vinyl Factory back into active use. Hayes is identified in the London Growth Plan as a strategically important, housing-led growth location with significant planned residential capacity. Challenges ◆ Despite its regeneration, Hayes still has significant vacant space, including 485,000 sq ft at the Old Vinyl Factory, limiting job creation and commercial activity. ◆ Investment in leisure, cultural, and civic amenities is needed, alongside improved social infrastructure such as healthcare. ◆ Language barriers and low educational attainment (22.1 per cent without qualifications vs 18.1 per cent nationally)36 restrict access to higher-value jobs, while rising temporary accommodation pressures and deprivation persist, with some areas among the 20 per cent most deprived nationally.37 Opportunities ◆ Hayes has a young, diverse population of around 18,30038 and has delivered 4,540 new homes since 2010, with a further 740 planned by 203139, driving regeneration and investor confidence. ◆ Hayes has a housing-led growth designation in the London Growth Plan with around 4,000 homes in the pipeline, reflecting its Opportunity Area status. This means it is identified as a priority location for large-scale development, with capacity for around 1,000 jobs alongside housing growth. This provides a platform to align town centre renewal and the reuse of under-occupied commercial space. ◆ Hayes and Harlington Station is six minutes away from Heathrow Terminals and 22 minutes to Bond Street, making it an ideal location for businesses looking for easy connections to London and the world. ◆ The presence of multiple data centres offers the chance for local, high-skilled employment with agglomeration benefits for local data-intensive businesses. ◆ Major projects like the Old Vinyl Factory are creating creative, workspace, and community uses. Hayes’ creative corridor combined with its proximity to Heathrow offer the opportunity to revitalise the town centre and increase the attractiveness of the experience economy, using creativity, culture and production spaces to draw passengers into local experiences. ◆ Green spaces and the canal network offer opportunities for wellbeing and placemaking, supported by events such as the Canal Festival that help shift perceptions of Hayes. ◆ Economic inactivity is below the national average, and affordable office space combined with strong transport links positions Hayes as a competitive location for firms and residents, while Station Road and Coldharbour Lane provide a vibrant high street with diverse independent shops and services.

Cabinet Report – 23 July 2026 (Part 1 Public) HILLINGDON AGE FRIENDLY PLAN Cabinet Member & Portfolio Cllr Susan O’Brien – Adults, Children, Health & Care Responsible Officer Sandra Taylor - Corporate Director, Adult Social Care & Health Report Author & Directorate Sarah Durner - Adult Social Care and Health Gary Collier - Adult Social Care and Health Papers with report Appendix 1: Hillingdon Age Friendly Plan Appendix 2: Equality and Human Rights Impact Assessment HEADLINES Summary This report seeks Cabinet for the Hillingdon Age Friendly Plan following public consultation. It is intended that Hillingdon’s Age Friendly Plan will contribute to achieving the ambition in the draft Joint Health and Wellbeing Strategy, 2026 – 2031 that older adults in Hillingdon are supported to live independently, safely and with dignity for as long as possible. Financial Cost Proposed actions within the plan will be delivered within existing budgets. Select Committee Children, Families, Health and Care Ward(s) All RECOMMENDATIONS That Cabinet: 1. Duly consider the outcome of the consultation and the equality impact assessment; 2. A pprove the proposed Hillingdon Age Friendly Plan 2026 -2031 and as the strategic framework for supporting the health and wellbeing of older residents and; 3. Agree that the Plan be reviewed annually and presented to Cabinet. Cabinet Report – 23 July 2026 (Part 1 Public) Reasons for recommendation(s) Cabinet approved consultation on the development of a Hillingdon Age Friendly Plan based on a World Health Organisation (WHO) framework at its December 2025 meeting. The consultation took place in February 2026. Cabinet is now being asked to approve the plan that has been shaped by the consultation process . The plan and its ambitions and priorities can be viewed in Appendix 1. Cabinet is provided with assurance that older residents have had the opportunity to shape the proposed Age Friendly Plan and that the Council’s obligations under Equality Act, 2010 have been considered. Alternative options considered / risk management No alternative option has been considered as Cabinet approved the development of a plan at its December 2025 meeting. Democratic compliance/previous authority Cabinet approved a proposal to develop a Hillingdon Age Friendly Plan to replace the Older People’s Plan at its meeting in December 2025. As this is a strategic policy covering many service areas and beyond, Cabinet is the appropriate body to consider this matter. Select Committee comments None at this stage. However, the relevant select committee will be able to keep abreast of the delivery of the Plan. Cabinet Report – 23 July 2026 (Part 1 Public) SUPPORTING INFORMATION Strategic Context: Hillingdon’s Older People Population 1. Hillingdon has a population of 329,185 (2024 data). Hillingdon has a relatively large older population aged 65 years and older (43,198 people), which accounts for 13.1% of the population, compared to 12.3% in London. T he proportion of Hillingdon’s population aged 65 and over is projected to reach 17.7% by mid-2047 (Source: ONS, via Hillingdon Data Hub accessed April 2026). 2. With an increasing population, most of the population growth is expected to be adults aged 65 years and older. The predicted increase is from 13.1% (43,198) of our population of 329,185 residents in 2024 to 17.7% (62,006) of the 351,032 residents that are predicted by 2047. Hillingdon is ethnically diverse, with 51.8% of residents being from ethnic minority backgrounds, including 33.3% of Asian or Asian British heritage (Source: ONS, via Hillingdon Data Hub accessed April 2026). 3. While the life expectancy of Hillingdon residents at age 65 is 19.1 years for men and 22.1 years for women, healthy life expectancy at 65 is 11.3 years for men and 11.8 years for women in Hillingdon, which means that men are living 7.8 years and women 10.3 years in poor health, and this is increasing. This is a challenge for health and care services due to increases in demand (Source: OHID, via Hillingdon Data Hub accessed April 2026) 1. 1 Office for Health Improvement and Disparities. Public health profiles 2026 https://fingertips.phe.org.uk/ © Crown copyright 2026 Cabinet Report – 23 July 2026 (Part 1 Public) 4. Frailty is a key issue affecting the health and wellbeing of older people in Hillingdon. This is a condition that is generally charact erised by issues like reduced muscle strength and fatigue and leads to people living with the condition to being less able to cope and recover from accidents, physical illness, and other stressful events. Around 10% of people aged 65 and above live with frailty and this figure rises to between 25% and 50% for those aged 85 and above. n important issue for Hillingdon’s older people population. This is a condition that describes someone's overall resilience and how this relates to their chance to recover quickly following health problems. Local health data indicates that around 10–15% of people aged 65 and over in North West London are experiencing moderate to severe frailty.2 Frailty prevention is therefore essential to stop or delay loss of independence and overwhelming demand for health and social care services in the future. 5. It is intended that Hillingdon’s Age Friendly Plan will contribute to achieving the ambition in the draft Joint Health and Wellbeing Strategy , 2026 – 2031 that older adults in Hillingdon are supported to live independently, safely and with dignity for as long as possible. This will be achieved by: • Positively impacting the health and wellbeing of older people in the Borough enabling them to live more years in better health. • Providing community-based preventative programmes to tackle the most common issues that affect older people, including social isolation and loneliness. • Developing strategic oversight for a range of prevention programmes to improve partnership working and identify opportunities for change. • Improving utilisation of facilities and services that positively impact the health and wellbeing of older people. • Reducing reliance on acute healthcare services by shifting demand upstream. • Contributing to delaying frailty and reducing its severity and impact on lives. • Embedding a sustainable approach driven by older people. 2 Community frailty services review :: North West London ICS Cabinet Report – 23 July 2026 (Part 1 Public) An ‘Age Friendly Community’ Community Explained 6. An Age Friendly community is one where: • Public spaces are easy and safe to use. • Transport is accessible • Homes are suitable as people age • Information is easy to understand • People feel included, respected and connected • Health and support services are easy to access Hillingdon’s Age Friendly Plan 7. The development of the Age Friendly Plan follows the World Health Organisation Age Friendly Framework 3, which is a proven model for enabling better health and wellbeing for older people, which focuses on eight everyday areas of life. The Hillingdon Age Friendly Plan proposes to focus on eight domains as illustrated below. 3 World Health Organization. Global age-friendly cities: a guide. Geneva: World Health Organization; 2007. Available from: https://www.who.int/publications/i/item/WHO-FCH-ALC-2007.1 Cabinet Report – 23 July 2026 (Part 1 Public) Ambitions and Key Priorities 8. The ambitions and key priorities supported by the consultation process against each of these domains is shown below. The link to the five commitments in the 2022 to 2026 Council Strategy is also highlighted. Domain One: Outdoor Spaces and Buildings Ambition: To build an inclusive community with accessible, vibrant public spaces that support active lives. Council Strategy Commitments: • Commitment 2 - Thriving, healthy households • Commitment 3 - A green and sustainable borough Key priorities: 1. Improve the accessibility of public buildings and parks, ensuring they are safe, inclusive and easy to navigate for older people and those with mobility needs . 2. Enhance the accessibility and condition of public footpaths , supporting safe walking, wheeling and independent travel. 3. Ensure information that supports older people to stay active and use public spaces is accessible, clear and available in a range of formats. 4. Explore the development of an Age Friendly scheme to increase access to public toilets, warm spaces and other essential facilities within local communities. Domain Two: Social Participation Ambition: Older people can build meaningful social connections, supported by a wide range of diverse and accessible social opportunities and community infrastructure that encourages participation. Council Strategy Commitments: • Commitment 1 – Safe and strong communities. • Commitment 2 - Thriving, healthy households. Priorities: 1. Ensure older people have access to the support they need to build and maintain meaningful relationships. 2. Continue to work in partnership with VCSE and faith organisations to deliver inclusive social opportunities for older people. 3. Embed community outreach and engagement as a core approach to delivery. 4. Ensure there are social opportunities that are culturally appropriate and accessible, including provision that supports different languages and communication needs. Cabinet Report – 23 July 2026 (Part 1 Public) 5. Improve access to social opportunities through new activities, discounts and local offers. 6. Develop targeted social opportunities that reflect the interests, needs and preferences of older people. Domain Three: Housing Ambition: Older people have access to safe, good-quality and affordable housing that supports healthy ageing and independence. Council Strategy Commitments: • Commitment 1 – Safe and strong communities. • Commitment 2 - Thriving, healthy households. Priorities: 1. Recognise housing as a key determinant of healthy ageing and wellbeing. Offer opportunities that support older people to live independently for longer. 2. Provide tailored support to help people remain in their own home, based on individual need. 3. Use resident and property data to inform service delivery, including annual visits to council properties to identify support, safety and adaptation needs. 4. Communicate with council tenants in ways that meet different needs, including accessible and inclusive formats. 5. Supporting Older people into housing to suitable their needs. 6. Promote access to age-friendly and adaptable housing across the borough. Domain Four: Community Support and Health Services Ambition: Older people in Hillingdon are supported to live healthier for longer through timely information and prevention support. Council Strategy Commitments: • Commitment 2 - Thriving, healthy households. Priorities: 1. Deliver targeted prevention and early -intervention programmes to reduce avoidable demand on health and social care services. 2. Ensure people receive timely support to stay well, and rapid, appropriate care when they become unwell, embedding proactive and reactive approaches. 3. Co-produce services with residents to ensure provision reflects need and lived experience. Cabinet Report – 23 July 2026 (Part 1 Public) 4. Implement digital technologies that support better health outcomes and greater independence. 5. Work collaboratively with NHS and VCSE partners to deliver targeted interventions that improve health and wellbeing for older people. 6. Develop and strengthen neighbourhood- based health services to provide care closer to home. 7. Improve access to clear, accessible health information to support informed decision-making. Domain Five: Communication and Information Ambition: Older people can access timely, accessible information in a range of formats about services and opportunities, enabling informed health choices and meaningful community engagement. Council Strategy Commitments: • Commitment 2 - Thriving, healthy households. • Commitment 5 – A digital-enabled, modern, well-run council. Priorities: 1. Ensure older people have access to clear, accessible information to support informed choices and decisions about their health and wellbeing. 2. Tackle digital poverty and improve digital skills, enabling older people to confidently access and benefit from online services, information and opportunities. 3. Maintain and strengthen non- digital communication channels for older residents who are unable or prefer not to engage online. 4. Co-produce key messages with older people, ensuring communications are relevant, inclusive and reflect lived experience. Cabinet Report – 23 July 2026 (Part 1 Public) Domain Six: Respect and Social Inclusion Ambition: Older people are respected, listened to and valued, with their contributions recognised and ageism addressed. Council Strategy Commitments: • Commitment 1 – Safe and strong communities. • Commitment 2 - Thriving, healthy households. Priorities: 1. Ensure older people have a strong and meaningful voice in decisions that affect their lives, services and communities. 2. Create opportunities to capture, preserve and celebrate older people’s stories, valuing lived experience and recognising their contribution to community life. 3. Work to reduce inequalities in access to services, ensuring older people from all backgrounds can participate, be heard and benefit equally. Domain Seven: Transport Ambition: Older people can get where they need to go easily and safely, whatever way they choose to travel. Transport supports active lifestyles and helps everyone move around comfortably. Council Strategy Commitments: • Commitment 1 – Safe and strong communities. • Commitment 2 - Thriving, healthy households. • Commitment 3 - A green and sustainable borough Priorities: 1. Improve walking and cycling routes within the Borough. 2. Improve accessibility of public transport for older and disabled residents. 3. Ensure resident concerns are considered in Council decision-making about transport. 4. Continue a dialogue with Transport for London (TfL) over resident concerns and continue lobbying for improved services. Cabinet Report – 23 July 2026 (Part 1 Public) Domain Eight: Civic Participation and Employment Ambition: Older people are enabled to contribute meaningfully to their communities in ways that suit them, with all contributions valued and celebrated. Council Strategy Commitments: • Commitment 1 – Safe and strong communities. Priorities: 1. Expand and promote volunteering opportunities for older people across the Local Authority, health services, the voluntary and community sector (VCS), and faith organisations. 2. Develop a diverse range of opportunities for older people to participate in civic life, enabling them to contribute skills, experience and lived expertise to their communities. Hillingdon Age Friendly Network 9. The local plan has been developed by Hillingdon’s Age Friendly Network, the membership of which is expanded below. Hillingdon Age Friendly Network Membership • Adult Social Care • Green Spaces • Housing • Public Health • Libraries • Local Heritage • Planning • Transport • GP Confederation • C entral and North West London Foundation Trust (CNWL) • Older People’s Mental Health Services • Hillingdon Hospital • Age UK • Alzheimer’s Society • Disability Advice and Support Hillingdon (DASH) • Carers Trust • Harlington Hospice • Methodist Homes Association Monitoring and Reporting 10. Coordination of reporting will be led by Public Health and overseen by the Hillingdon Age Friendly Network. An annual action plan will be agreed to support the delivery of each priority area designating responsibilities to the partners within the Hillingdon Age Friendly Network. The report to Cabinet in December 2025 identified the intention to report annually to Cabinet aligned to financial years and it proposed that, subject to Cabinet approving the recommendations, an update on delivery of the agreed 2026/27 be provided in Q1 2027/28. 11. The intention is that the annual plan as well as delivery progress reports will be added to the Council’s website using the link shown in paragraph 1. World Health Organisation Global Age Friendly Network Membership 12. There is an opportunity for the Council to apply to join the World Health Organisation Global Age Friendly Network as an Age Friendly Community. Membership would enable the Council to join the UK Age F riendly Network . Membership would give the Council and Cabinet Report – 23 July 2026 (Part 1 Public) partners access to a range of contacts, ideas and expertise from across the UK and internationally that could benefit Hillingdon’s older residents. Although membership would not entail any direct costs to the Council there may be some indirect resource implications that officers will investigate and report back for Cabinet’s consideration as part of the annual update on the delivery of Hillingdon’s plan. Financial Implications 13. All proposed actions within the draft Age Friendly Plan can be delivered from existing budgets. RESIDENT BENEFIT & CONSULTATION The benefit or impact upon Hillingdon residents, service users and communities? 14. The Hillingdon Age Friendly Plan aims to maximise the health, wellbeing and independence of Hillingdon’s ageing residents. 15. The expected benefits for Hillingdon residents include: • Positively impacting the health and wellbeing of older people in the Borough enabling them to live more years in better health. • Providing community-based preventative programmes to tackle the most common issues that affect older people, including social isolation and loneliness. • Developing strategic oversight for a range of prevention programmes to improve partnership working and identify opportunities for change. • Improving utilisation of facilities and services that positively impact the health and wellbeing of older people. • Fostering access to appropriate housing to support healthy and independent living. • Reducing reliance on acute healthcare services by shifting demand upstream. • Contributing to delaying frailty and reducing its severity and impact on lives. • Embedding a sustainable approach driven by older people Consultation & Engagement 16. In February 2026, we consulted with older residents about their experiences of living in Hillingdon. Questions included a range of topics addressing the eight age friendly domains. The consultation was available both online and in hardcopy. 256 people responded, which included 90 hardcopies sharing what works well and what needs to improve. 53% (136) of responses were from south of the borough and 35% (90) responses from north of the Cabinet Report – 23 July 2026 (Part 1 Public) borough and 12% did not state their postcode. 67% (172) of responses were from females and 28% (71) male with 80% (204) from white backgrounds and 10% (25) from Asian backgrounds. 17. The age distribution of respondents included: • 36% (93) between 66-75 years • 26% (67) between 76-85 years • 18% (47) between 55-65 years • 14% (36) aged over 85 years • 2% (5) aged under 55 years 18. The full consultation results are available by using the following link www.hillingdon.gov.uk/age-friendly-plan. Resident views are summarised in the table below. What’s working well What needs improving • Staying active and looking after health. • Good social connections and social opportunities. • Confidence using transport. • Being happy with current living situations. • A good range of volunteering opportunities. • Good methods of communication including online and paper options. • Good parks and libraries • Access to public toilets and warm places. • Journey planning for our oldest residents. • Knowing how to get support when needed with home adaptations. • Reducing loneliness. • Support with digital literacy. • Support in using digital technologies. • Access to clear, non-digital information and booking options. • Better access and awareness of health and support services and especially mental health services. 19. In addition, face to face consultation was carried out with the Older People’s Assembly, the Assembly for People with Disabilities and the C arers Forum with resident feedback incorporated into the priorities. 20. The Plan proposes to maintain on on- going dialogue with older residents regarding the actions within the annual plan. During the consultation some older residents expressed an interest in being involved in the ongoing development of the plan. If the recommendations are approved officers will establish a Resident Age Friendly Network to shape the priorities within the plan and report back to Cabinet accordingly. Officers will also provide regular updates to the above-mentioned fora. 21. The Place-based partnership, Hillingdon Health and Care Partners (HHCP) that includes the GP Confederation, CNWL, Hillingdon Hospitals and the third sector consortium 3ST (Third Sector Together) was consulted on the content of the plan and the draft was approved by its Operational Oversight Committee meeting held on 13 May 2026. Cabinet Report – 23 July 2026 (Part 1 Public) Equality and Human Rights Assessment 22. An equality and human rights assessment have been completed, and the full assessment is attached as Appendix 2. The main conclusion from the assessment is that the Age Friendly Plan is expected to have a significantly positive impact on older residents and wider communities by improving health, wellbeing, independence and social inclusion. The plan directly addresses inequalities in ageing by: • Targeting underserved groups. • Promoting accessible services and environments. • Supporting community-based approaches. 23. Potential negative impacts and mitigations are summarised below. Potential Negative Impacts Mitigations • Accessibility • Digital exclusion • Unequal engagement • Inclusive design and delivery • Targeted outreach and co-production • Strong partnership working • Ongoing monitoring and evaluation 24. Overall, the plan supports the Council’s duties under the Equality Act 2010 and promotes fairness, inclusion, and community cohesion. CORPORATE CONSIDERATIONS Corporate Finance 25 Corporate Finance have reviewed this report and concur with the Financial Implications set out above, noting the recommendations to agree the proposed Hillingdon Age Friendly Plan 2026-2031 as the strategic framework for supporting the health and wellbeing of older residents to be reviewed annually and to not e the consultation and equality impact assessment. 26 Furthermore, it is noted that the proposed activities set out in the Hillingdon Age Friendly plan can be contained within various service areas approved budgets. Legal 27. There are no legal impediments to the recommendation set out within the report. The Care Act 2014 requires local authorities to develop a clear, local approach to prevention and promotion of wellbeing which sets out how they plan to fulfil this responsibility. The Plan has been developed following a public consultation. Any significant changes or departures from the plan will require further consultation. Cabinet Report – 23 July 2026 (Part 1 Public) Comments from other relevant service areas Resident Services 28. It is well recognised that various aspects of housing circumstances can impact significantly on health and this has particular relevance as people age. It is good to see this recognised in the Hillingdon Age Friendly Plan with Domain three of the plan devoted to housing and through the inclusion of housing representation on the Hillingdon Age Friendly Network. BACKGROUND PAPERS • Delivering an Age-friendly Community: Getting Started | Centre for Ageing Better • Membership to the Global Network - Age-Friendly World Cabinet Report – 23 July 2026 (Part 1 Public) Appendix 1 Cabinet Report – 23 July 2026 (Part 1 Public) Cabinet Report – 23 July 2026 (Part 1 Public) Cabinet Report – 23 July 2026 (Part 1 Public) Cabinet Report – 23 July 2026 (Part 1 Public) Cabinet Report – 23 July 2026 (Part 1 Public) Cabinet Report – 23 July 2026 (Part 1 Public) Cabinet Report – 23 July 2026 (Part 1 Public) Cabinet Report – 23 July 2026 (Part 1 Public) Cabinet Report – 23 July 2026 (Part 1 Public) Cabinet Report – 23 July 2026 (Part 1 Public) Equality and Human Rights Impact Assessment STEP A) Description of what is to be assessed and its relevance to equality What is being assessed? Please tick  Review of a service  Staff restructure  Decommissioning a service  Changing a policy  Tendering for a new service  A strategy or plan  This assessment relates to the Hillingdon Age Friendly Plan 2026–2031, a strategic plan to support older residents to live healthy, independent and socially connected lives. The plan aligns with the World Health Organisation (WHO) Age- friendly Communities framework and focuses on prevention, reducing inequalities, and improving quality of life for older people. Who is accountable? E.g. Head of Service or Corporate Director Director of Public Health/Corporate Director Adult Social Care and Health Date assessment completed and approved by accountable person 19/05/26 Names and job titles of people carrying out the assessment Sarah Durner, Senior Officer, Public Health Gary Collier, Health and Social Care Integration Manager Appendix 2 Cabinet Report – 23 July 2026 (Part 1 Public) A.1) What are the main aims and intended benefits of what you are assessing? The aims and intended benefit of the Age Friendly Plan are to: • Improve health and wellbeing outcomes for older residents. • Increase independence and ability to live well for longer. • Reduce loneliness and social isolation. • Promote physical activity and healthy ageing. • Improve access to services, information and community support. • Reduce demand on Adult Social Care and NHS services through prevention. • Address inequalities in ageing outcomes. A.2) Who are the service users or staff affected by what you are assessing? What is their equality profile? Primary group • Older Residents Hillingdon has a population of 329,185 (2024 data). Hillingdon has a relatively large older population aged 65 years and older (43,198 people), which accounts for 13.1% of the population, compared to 12.3% in London. Source: ONS, via Hillingdon Data Hub accessed April 2026). Key characteristics • Increasing population of older residents, including 85+ cohort o T he proportion of Hillingdon’s population aged 65 and over is projected to reach 17.7% by mid-2047 o With an increasing population, most of the population growth is expected to be adults aged 65 years and older. The predicted increase is from 13.1% (43,198) of our population of 329,185 residents in 2024 to 17.7% (62,006) of the 351,032 residents that are predicted by 2047. • Higher prevalence of: o Long-term conditions o Disability and mobility issues o Social isolation and loneliness: 2024-25-annual-public-health-report Inequalities identified • Lower physical activity levels in older age groups Cabinet Report – 23 July 2026 (Part 1 Public) • Variation in outcomes by: o Deprivation: The 2025 indices of multiple deprivation (IMD) showing the proportion of all those aged 60 and above who experience income deprivation showed that Hillingdon had 12 Lower-layer Output Areas (LLSOA) in the most deprived decile (decile 1), which compares to 6 in 2019. Hillingdon also had 25 LSOAs in decile 2; in 2019 we had 14. This shows an increase in the proportion of older people experiencing income deprivation. All LSOAs are in the south of the borough. o Ethnicity: Hillingdon is ethnically diverse, with 51.8% of residents being from ethnic minority backgrounds, including 33.3% of Asian or Asian British heritage (Source: ONS, via Hillingdon Data Hub accessed April 2026). o Disability: As shown below, the Office for Health Improvement and Disparities (OHID) shows that the life expectancy of women aged 65 is comparable with the rest of London and above that for England, for males it is below the average for both London and England. o Sexual orientation: In the 2021 census 90.5% of those aged 65+ identified as straight or heterosexual, 0.3% identified as gay or lesbian, 0.2% as bisexual and <0.1% as any other sexual orientation; 9% chose not to answer the question. o Digital exclusion affecting access to information and services is more of an issue in the older age groups: A Department for Science, Innovation and Technology 2022/23 study showed that age groups aged 60 and above were between 42% and 95% less likely to use the internet than younger age groups 4. o Demand on services: Hillingdon Health and Care Partners’ analysis shows that 65 + population accounts for 30% of GP and A&E attendances and 40% of emergency admissions whilst representing 13% of population. 4 Main report for the Participation Survey (April 2022 to March 2023) - GOV.UK Cabinet Report – 23 July 2026 (Part 1 Public) A.3) Who are the stakeholders in this assessment and what is their interest in it? Stakeholders Interest Older residents Improved health, independence, and quality of life Council departments (ASC, Public Health, Transport, Housing) Effective service delivery and demand management NHS/ICS partners Reduced demand and improved population health Voluntary and Community Sector (e.g. Hillingdon Advice Partnership) Supporting residents and delivering community services Cabinet / Members Strategic delivery and value for residents Community groups and carers Improved support and inclusion A.4) Which protected characteristics or community issues are relevant to the assessment?  in the box. Age  Sex  Disability  Sexual Orientation  Gender reassignment X Socio-economic status  Marriage or civil partnership X Carers  Pregnancy or maternity X 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? The evidence indicates: Key needs • Older people are more likely to experience: o Long-term health conditions Cabinet Report – 23 July 2026 (Part 1 Public) o Reduced mobility o Social isolation Inequalities • Disparities in: o Physical activity levels o Access to services o Health outcomes Potential impacts • Positive: o Improved access, inclusion, and wellbeing. o Reduced inequalities through targeted interventions. • Potential negative risks: o Inequalities may persist if services are not accessible. o Digital exclusion could limit engagement. Some groups may be harder to reach, e.g. isolated older adults. Consultation B.2) Did you carry out any consultation or engagement as part of this assessment? Please tick  NO  YES   Activity • Engagement with: o Older residents o Community and voluntary sector organisations o Health partners Outcomes • Strong support for: o Increasing social opportunities o Improving access to information o Enhancing local services and environments • Identified barriers: o Transport o Awareness of services Cabinet Report – 23 July 2026 (Part 1 Public) o Accessibility B.3) Provide any other information to consider as part of the assessment Legal context The plan supports the Equality Act 2010 by: • Advancing equality of opportunity • Reducing discrimination • Promoting good relations Financial context • Delivery largely through existing programmes and resources. • Prevention focus supports long-term cost avoidance. National policy context • WHO Age-friendly Communities framework. • NHS 10-year Plan (prevention and ageing well). • UK policy on healthy ageing and inequalities. 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). No actual negative impacts identified but some issues considered. Equality Group Impact on this group and actions you need to take Older people with disabilities 1. Risk of exclusion if environments/services are not accessible. 2. Risk of digital exclusion, which is more pronounced in the more elderly age groups, and therefore of reduced access to information. Mitigation: 1. Ensure accessibility standards and inclusive design. 2. Provide non-digital options and community-based support. Race/ethnicity Risk of lower engagement if services are not culturally appropriate. Cabinet Report – 23 July 2026 (Part 1 Public) Mitigation: Targeted outreach and co-production. Carers Risk of increased burden if support not accessible. Mitigation: Link with Carer Support Service provider and opportunity to raise about right to a carer’s assessment. Socio economic status (Low-income groups) Financial barriers to participation. Mitigation: Promote low-cost/free opportunities. Sex Risk of social isolation amongst older men who tend to be more reticent about engaging. Mitigation: Targeted outreach and co-production. Sexual Orientation General lack of data about needs of older LGBTQ+ communities in Hillingdon. Mitigation: Targeted outreach with identified groups. C.2) Describe any POSITIVE impacts Equality Group Impact on this group and actions you need to take Older residents (all) Improved health, independence, and quality of life Disabled people Increased inclusion and accessibility Isolated individuals Reduced loneliness through community engagement Race/ethnicity Improved access through targeted outreach Carers Better visibility of support services D) Conclusions The Age Friendly Plan is expected to have a significantly positive impact on older residents and wider communities by improving health, wellbeing, independence and social inclusion. The plan directly addresses inequalities in ageing by: • Targeting underserved groups • Promoting accessible services and environments • Supporting community-based approaches There were no actual negative impacts identified but some issues were recognised and relate primarily to: • Accessibility Cabinet Report – 23 July 2026 (Part 1 Public) • Digital exclusion • Unequal engagement These will be mitigated through: • Inclusive design and delivery • Targeted outreach and co-production • Strong partnership working • Ongoing monitoring and evaluation Overall, the plan supports the Council’s duties under the Equality Act 2010 and promotes fairness, inclusion, and community cohesion. Signed and dated: … 19/05/26 Name and position: Sarah Durner, Senior Sport and Physical Activity Officer 19/05/26 Signed and dated: …………………………………………………………… Name and position: Gary Collier Health and Social Care Integration Manager

Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public Temporary Accommodation Action Plan Monitoring Cabinet Member Lead Cabinet Member for Planning, Housing & Property (Cllr Denys) Chief Officer responsible Corporate Director of Residents Services Report author Debby Weller / Head of Housing Strategy and Policy Report classification and reason Public For General Release Relevant Committee Residents' Services Electoral Ward All Wards 1. Executive Summary This report provides the f ifth quarterly update on delivery of the Temporary Accommodation Strategy and Action Plan presented to Cabinet in February 2025. Progress has been made across all five MTFS Workstreams , with improvements in key measures including the number of households in temporary accommodation, new temporary accommodation placements, and temporary accommodation costs. The report is for noting. Workstream 1 ( Increase prevention and reduce new temporary accommodation placements) is performing well, with placements below target at 49 in April and 57 in May, contributing to a projected annual cost avoidance of £4.1m. Strong prevention and relief performance (192 positive outcomes across April and May) has reduced demand for temporary accommodation, supported by improved supervision, targeted staffing resources and data-led performance management. The main drivers of new placements remain the end of private rented sector tenancies and r ising domestic abuse presentations . Staffing improvements and new initiatives are expected to strengthen performance further. Workstream 2 (Increase access to alternative housing options) has made good progress. In April and May, 39 private rented sector move-ons were secured from nightly paid accommodation, exceeding target . Operational improvements including stronger landlord engagement and a greater focus on move-on activity, have supported performance. While supported housing move- ons were not achieved during April and May, pathway development and partnership work resulted in the first successful move-ons being achieved in June. Workstream 3 (Reduce cost of temporary accommodation) has delivered results. The second phase of the rent cap programme has been completed, with no properties now above the agreed Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public price cap. Property standards and compliance remain strong at 100%, and work is underway to expand leasing options and reduce reliance on expensive nightly paid accommodation. R ent collection in year remained strong er at 97.3% in April and 93.4% in May . Move-ons and non- occupancy temporary accommodation cancellations exceeded target in April, with performance expected to improve following strengthened inspection and enforcement activity going forward. Workstream 4 (Increase move- on into social housing) remains below target achieving 20 lettings in April and 26 in May against a target of 46 per month, although this represents a 30% month on month improvement. Limited supply and competing demands continue to affect performance. Actions to mitigate this include targeted acquisitions, improved Registered Provider engagement, faster void turnaround and prioritisation of households in temporary accommodation for move-on, where they are eligible. Workstream 5 ( To deliver the M TFS programme through service modernisation) has progressed well. The Housing Needs and Homelessness Service restructure consultation has been completed and recruitment is underway, g overnance arrangements have been strengthened, and partner engagement forums are now established to support service delivery and future commissioning. 2. Recommendation That the quarterly update report be duly noted. 3. Reasons for decision The Temporary Accommodation (TA) Strategy and Action Plan was approved by Cabinet in February 2025 and it was agreed that quarterly updates would be provided to Cabinet, or less frequently as required, and that these would include the delivery impact on th e Medium-Term Financial Strategy (MTFS). This is the fifth update. 4. Proposal 1. In February 2025 Cabinet noted the Temporary Accommodation (TA) Strategy and agreed to receive a quarterly update or at a frequency as determined by the Cabinet Member. This is the fifth of those updates. The TA Strategy contains the following four objectives: • Manage homelessness demand and increase rates of successful homelessness prevention; • Increase rates of move-on from temporary to settled accommodation; • Reduce total expenditure on temporary accommodation; • Increase the supply of additional social rented housing and temporary accommodation through acquisition and new build programmes. Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public Key elements of progress 2. The Council’s five year Homelessness and Rough Sleeping Strategy is aligned with MTFS workstreams in relation to homelessness which will take forward work linked to temporary accommodation. It has five priorities: 1. Resident focussed homelessness services 2. Early and sustained prevention of homelessness 3. Support access to safe and sustainable accommodation 4. Targeted housing pathways for single homeless, rough sleepers and other groups 5. Modern data-led and cost-effective services 3. The Temporary Accommodation Strategy is operationalised through an MTFS Action Plan. The MTFS workstreams are: 1: Increase prevention and reduce new temporary accommodation placements 2: Increase access to alternative housing options 3: Reduce the cost of temporary accommodation 4: Increase move-on into social housing 5: To deliver the MTFS programme through service modernisation 4. Governance for the MTFS Action Plan is centred on a monthly status report and meeting led by the Cabinet Member for Planning, Housing and Property and the Corporate Director, Residents Services. At an officer level weekly meetings are led by the Assistant Director and the workstream leads. Key indicator dashboards have been established for the MTFS action plan and further development of the dashboards continues to improve the richness and integrity of the data. 5. There is continued good progress in delivering the action plan, with the start of year position for 2026/27 being more favourable, in terms of a lower number of households in nightly paid temporary accommodation than had been previously forecast. We are continuing to meet our target of zero families with children in non -self-contained bed and breakfast accommodation for more than 6 weeks. 6. The number of households resident in nightly paid temporary accommodation was lower at the end of May than at the start of the financial year and the number of new placements in temporary accommodation for both April and May was lower than the target set. Move - on from temporary accommodation to the private rented sector is ahead of target but move on to supported housing and to social housing is not currently at target levels. Further management action is being taken to expedite progress. Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public Workstream 1: Increase prevention and reduce new temporary accommodation placements 7. The key target for workstream 1 is to make less than 74 temporary accommodation placements per month, consisting of 53 mainstream placements, and 21 households from other cohorts. For April, 49 new placements were made and for May 57 new placements were made. This is on target as an average over the 2 months. Reduced placements from a forecast 882 to an expected 636 for the year will provide cost avoidance of £4,084,593 as detailed in the finance projections below. 8. The following table shows the number of successful homelessness prevention and relief outcomes i.e. accommodation secured over the past 2 months to the end of May 2026. Apr May Successful Prevention 41 26 Successful Relief 63 62 Total 104 88 9. The service has managed to maintain higher positive homeless prevention and relief outcomes which is contributing to meeting the temporary accommodation placement target. These outcomes have been maintained through improved casework supervision, targeted staffing resources and the building of a data- led performance management approach. 10. The biggest single driver for new TA placements is currently homeless households from end of private rented sector (PRS) tenancies. This is in part driven by landlords exiting the market in the run up to the Renters Rights Act. The Act is now introduced and following transition arrangements, this demand is expected to decrease. We are also seeing increasing numbers of placements of individuals fleeing domestic abuse. 11. The biggest challenges in this workstream continue to be higher caseloads with recruitment and retention challenges during a period of high demand. This limits caseworker time to dedicate to supporting households and achieving positive prevention and relief outcomes. Recent recruitment campaigns have been successful and the recently completed restructure for the service is reducing average caseloads per case officer. 12. Moving forward, the introduction of key tools of the find your own scheme, prevention fund and home visits for family evictions will enable further improvements in positive prevention and relief outcomes. Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public Workstream 2: Increase Access to Alternative Housing Options Workstream 2A: Increase access to private rented sector supply & move on 13. The key aim of workstream 2 a is to increase move on from nightly paid temporary accommodation to the private rented sector. 14. The MTFS target for 2026/27 for this workstream is to achieve 16 or more placements into the Private Rented Sector (PRS) from nightly paid accommodation each month. For April and May, we secured and let a total of 39 private rented sector properties exceeding the target by 7 over the 2 months. 15. Since the last report we have completed a deep dive resulting in a chan ge of operational practices including a focus on demand led procurement, move on, faster payments, data reconciliation and updated content on the website to better inform our landlords . We initiated a landlord survey to inform the Landlord Forum which took place in June. 16. Although the target over the last two months has been achieved, over the coming months the team’s focus will be to increase and secure the number of PRS properties , and the number of move-ons to homeless households in nightly paid accommodation with a main duty or a relief duty. With the roll out of the new staffing structure including an increase in staff for the team dedicated to supporting households in securing settled accommodation, this will help to maximise capacity and manage initial concerns about the Renters Rights Act and landlords slowing down on the provision of Assured Periodic Tenancies to enable move on. We are managing this transition by driving more engagement, negotiation, and providing reassurance alongside our revised offer to landlords. Workstream 2B: Increase access to alternative housing options 17. The second key aim of workstream 2 is to increase move on from nightly paid temporary accommodation to supported housing. 18. The MTFS targets for 2026/27 for this workstream are 4 move- ons from nightly paid to supported accommodation. This includes movement to shared supported accommodation schemes, for example Single Homeless Accommodation Programme (SHAP), Rough Sleeping Accommodation Programme (RSAP), e xtra-care, as well as Trinity and YMCA supported housing for single homeless persons. 19. Unfortunately, there have not been any successful movements under this workstream. However, considerable work has been undertaken over the past 2 months to create the infrastructure to enable these housing pathways to flow. June has now seen the first individuals to move on under this workstream. Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public 20. The recent improvement has been achieved following the setting out and training for caseworkers in the pathway, the establishment of the key cohort of individuals for move- on under this workstream, clear tasking of move-on plans and monitoring of their delivery. Work was also undertaken to establish working groups with providers of the key move-on pathways to ensure vacancies and referrals were monitored. Workstream 3: Reduce cost of temporary accommodation Workstream 3a: Temporary accommodation management – Rate cap 21. The key aim of workstream 3a is to manage and control temporary accommodation inflation and to secure additional leased properties for use as temporary accommodation. 22. The MTFS targets for 2026/27 for this workstream are, to complete the second phas e of the price cap reduction on all spot-purchased units so that we have zero properties above the price cap. In addition, t o improve the management of temporary accommodation and to secure additional leased properties for use as temporary accommodation. 23. Progress over the last two months includes the successful completion of the second phase of the price cap reduction with zero properties above the rent cap contributing towards MTFS targets and more cost -effective units of temporary accommodation. We have introduced a ‘Fit and Proper Person Test’ and standards to better manage the property standards of temporary accommodation and compliance which is at 100% in this reporting period. We have sought approval to implement ‘Access Adam Housing’ a system that will facilitate the procurement and even more robust management of temporary accommodation. We are currently working on additional leasing options including, short-, medium- and long-term leases covering 3 – 5 years and longer. This will create a diverse accommodation portfolio for consideration to meet the statutory requirements of the Council whilst meeting the housing needs of our residents , enable us to move away from using so many expensive nightly paid accommodation units, and achieve value for money. Workstream 3b: Temporary accommodation rental income 24. Linked to this workstream 3a are workstreams 3b and 3c. The MTFS target for 3b is to achieve an income collection rate of 95% in temporary accommodation. The income collection rate in April 2026 was 97.34% and 93.35% for May. Whilst there was a reduction in May due to resource pressures in the income maximisation team, this has since been addressed with the onboarding of new staff. A cross departmental meeting including legal services is being held to further improve the current process for income collection for nightly paid properties and ensure that this operating as effectively as possible. The team have also included seeking opportunities to increase engagement with tenants in TA as part of their service planning. The TA Team are continuing to ensure that HB forms are being completed. They have also improved access to Council services and information by supporting TA tenants to register on ‘My Account’ where they can see their rent statements which now forms part of the TA Sign up process. Being better informed and having access Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public to the status of their rent accounts will create transparency and an opportunity to reach out to our services earlier if they are experiencing financial difficulties. 25. There is a rolling programme of monthly electronic rent statements being issued to households in temporary accommodation as part of early intervention to maximise income. Dedicated resource focusing on income collection for temporary accommodation and regular reporting on collection rates forms part of workstream meetings and MTFS reporting. Workstream 3c: Move on from temporary accommodation and occupancy cancellations 26. The final part of workstream 3 is 3c and the MTFS target is to achieve more than nine move-ons and non-occupancy cancellations per month. This target was exceeded in April 2026 with a total of 25 but not achieved in May where we achieved 6 recoveries. Early indications for June is that this target is back on track but this workstream remains unpredictable as occupancy checks do not always result in enforcements but may result in more cancellations when households decide to make their own arrangements following a visit. The enforcement process for temporary accommodation with regular review meetings with The Counter Fraud Team and Housing Teams is established and working well. 27. Progress since the last reporting period includes an established inspection programme for 2026/27 from the Counter Fraud Team and TA Providers creating a comprehensive programme. Workstream 4: Increase move-on into social housing 28. The key aim of workstream 4 is to increase move- on into social housing and the MTFS target is to achieve 46 let tings per month to homeless households. Unfortunately, we did not achieve this target and although performance improved from 20 lets in April to 26 in May, an increase of 6 lets (30%) , performance remained below the monthly target of 46 lets. 29. Challenges in this w orkstream includes competing priorities to meet demand from other housing need groups including decant ed households related to the regeneration programme, management transfers and higher priority care experienced young people. 30. As the delivery of new increased housing supply from acquisitions takes effect, and increased engagement with Registered Providers (RPs) results in accessing more affordable housing, this workstream will continue to be closely monitored due to the risk associated with the lack of supply and managing demand to achieve our MTFS. To mitigate this risk, we are undertaking a programme of meetings with our RP Partners to, where possible, secure 100% of lettings. We are also supporting our New Business colleagues with the approved bid for grant funding to the Greater London Authority under the London Social and Affordable Home Programme 2026-36. Additional acquisitions are being made by our in- house teams and forms part of this workstream to increase social housing to Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public enable an increase in move on . In addition, we have reviewed and improved the voids process and there are regular voids meetings to expedite social lets. Workstream 5 - To deliver the MTFS programme through service modernisation 31. The consultation for the Housing Needs and Homelessness Service Restructure concluded on the 24 April 2026. R ecruitment is now well underway, beginning with the senior/managerial posts and moving through to other posts in the new structure. The new operating model is now being established and strengthened governance arrangements for delivery of the MTFS programme have been put in place. 32. Approval has been given to move ahead with a new IT system for processing landlord invoices. This will assist the offers that we are able to make in securing leased properties. 33. Interim contracts have been agreed for supported accommodation services to March 2027 and preparation is underway for commissioning services for the next three to five years. 34. A Homelessness Forum was held on 27 May 2026 with various partners. This followed a Registered Provider Roundtable on the 19 May 2026 and a Landlords’ Forum was held on 16 June 2026. These will be held on a regular basis and are part of the governance framework for homelessness services. Forecast 2026/27 35. The work undertaken in 2025/26 contributed to a favourable end of year forecast which meant that the forecast number of households in temporary accommodation at the start of the year was lower than in the MTFS starting assumptions. 36. A total of £6.66m of savings are part of the approved base budget, with £2.5m achieved at the M2 2026/27 position. Empty Homes 37. In relation to empty homes, the Council’s cross-departmental working group continues to meet to coordinate activity and monitor progress. An Empty Homes Officer remains in post and is leading on this area of work, proactively engaging with landlords, property owners and solicitors, particularly in cases where properties are subject to probate. 38. Since the last update, this work has progressed with a continued focus on identifying long- term empty properties and supporting their return to occupation. Engagement activity has been strengthened to encourage voluntary action by owners, alongside collaboration with internal and external partners to explore appropriate interventions where properties remain unoccupied for extended periods. Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public The Council continues to prioritise bringing empty homes back into use as part of its wider housing strategy, recognising the contribution this makes towards increasing housing supply and reducing pressures on temporary accommodation. Measures of success 39. The table below provides an update on the measures of success. The measures indicate positive progress including continued avoidance of using shared accommodation for homeless families with children. There is currently a positive trajectory in reducing the overall expenditure on temporary accommodation and no temporary accommodation is currently charged above the caps set. 40. The current forecast for council new build and acquisitions for 2026/27 includes 227 properties for low cost rent, settled and temporary accommodation. These are by no means guaranteed as acquisitions and development can be halted or delayed for numerous reasons including cost and condition. Further additions to the programme will be dependent on the availability of both council and grant funding. 41. Move on from temporary accommodation to private rented sector placements has been above target in both of the first two months of the year. Move on to social housing has been more challenging and is being reviewed. Measure Target Baseli ne - 2026 Apr 26 May 26 1.Higher % Households whose homelessness is prevented 45% 39% 42% 38% 2.Families with children/pregnant women in non-self-con B&B > 6 wks 0 0 0 0 3.Fewer Hshlds homeless and needing TA 74 max per month (53 mainstream, 21 other cohorts) 51 48 57 4.Fewer Hshlds in nightly charged TA Less than 992 by 31 March 27 845 834 837 5.Lower cost per TA unit Zero over caps set by bedsize 4 4 0 6.New HRA supply 144 185 6 72 7. Private rented sector placements which are let to homeless households from nightly paid TA 16 7 20 19 8.Lettings to homeless households in TA 46. 19 20 26 Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public 5. Corporate implications Financial (mandatory) Y Equalities impact assessment Legal (mandatory) Y Workforce Alternative options (mandatory) Y Public Health Risk management (mandatory) Y External partners Asset Communications Procurement Committee comments Planning Digital Climate Change Other a) Financial The Temporary Accommodation Strategy and Action Plan outlines initiatives to reduce homelessness spend on temporary accommodation. A wide range of measures are detailed in the plan including preventative measures, more efficient service delivery and new ways of working, as well as supply measures such as procuring properties at lower cost, acquisitions and new build. The approved budget for 2026-27 included growth to rebase the budget for the provision of Homelessness Services for General Needs clients, Rough Sleepers and arrivals via Heathrow Airport. This growth was reduced by the inclusion of 6 savings totall ing £6,662k aligned to the workstreams detailed above to reduce the overall cost of the Housing Service. The savings included in the approved budget are in relation to TA reduction and includes the following: • Workstream 1 – Prevention £1,704k • Workstream 2b – PRS Supply and Move on £1,171k • Workstream 2a – Supported Housing Supply and Move on £464k • Workstream 3 – TA Rent Inflation Management £230k • Workstream 4 – Social Housing £1,701k • Workstream 4 – Acquisitions £1,392k These savings are being monitored through the demand led financial and activity-based model. Some of these measures will have initial cost implications which have been factored in the budget setting process as part of the MTFS and ultimately aim to drive the total cost of homelessness down. Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public The report outlines progress that has been made in taking forward actions in the strategy. The impact of these actions has begun to show some positive results already in some areas as at the end of M2 2026-27 with a total delivery of £2.5m to date across the different workstreams. It is forecasted that the 2026/27 savings will be delivered in full. b) Legal This report provides an update to Cabinet and outlines the progress made in respect of the Temporary Accommodation Strategy and Action Plan approved by them in February 2025. The recommendation is for Cabinet to note the contents of this report and as such Legal Services confirms there are no legal impediments. c) Alternative options Alternative Options Rationale for rejecting option Not required Report is a monitoring update for noting as requested by Cabinet. d) Risk management This paper is for noting, however, there are risks of not monitoring the Council’s actions. 6. Consultation & engagement This report has not been subject to consultation. The report provides an update on a previously agreed action plan that covers a range of management actions that are necessary to bring high risk expenditure in line with budgetary constraints. Rapid implementation is critical. The strategy covers a wide range of actions, some of which will or have already been subject to consultation, i.e. the recent amendments to the Social Housing Allocation Policy being an example. Housing Needs MTFS Saving 2026-27 - TA Model B G A R BL Total Reduced Demand 1,253 - 451 - - 1,704 PRS Supply 692 - 479 - - 1,171 Partner Supply - - 464 - - 464 Temporary Accommodation Management 136 - 94 - - 230 Social Housing Supply 105 - 1,596 - - 1,701 Acquisitions Supply 315 - 1,077 - - 1,392 Total 2,500 0 4,162 0 0 6,662 Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public 7. Timetable for implementation Ongoing quarterly monitoring by Cabinet and individual projects implemented as per the Plan. List of appendices attached NIL List of Background Papers NIL

Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public Commissioned Therapies for Experts at Hand Service Cabinet Member Lead Cabinet Member for Adults, Children, Health & Care (Cllr O'Brien) Chief Officer responsible Corporate Director of Children's Services Report author Abi Preston, Director of Education and SEND Report classification and reason Public For General Release Relevant Committee Children, Families, Health & Care Electoral Ward All Wards 1. Executive Summary The Special Educational Needs and Disabilities (SE ND) reforms, released in February 2026, set out a clear shift towards a more inclusive, consistent and sustainable system for supporting children and young people, with a strong emphasis on early identification and intervention, mainstream inclusion, and partnership working across education, health and care. The reforms aim to move the system from reactive responses to a proactive approach where needs are identified early, support is delivered in the right place, and more children can thrive within their local communities. As part of the reforms, it was announced there would be a new funding stream provided to Local Authorities and ICBs to commission more early intervention support to schools, referred to as Experts at Hand. The Experts at Hand Offer is a core pillar of the SEND reform programme, designed to strengthen the capability of mainstream education settings to meet the needs of children and young people with SEND more effectively and inclusively. The offer is designed to build capability within mainstream settings through joint working, empowering education staff to identify and meet a wider range of needs and enabling more children and young people to thrive in inclusive environments . In addition to improving outcomes for children and young people, the Experts at Hand therapy offer is intended to have a preventative effect on demand across the wider SEND system. By supporting earlier identification of needs, strengthening school -based provision and increasing the confidence and capability of mainstream staff to meet needs effectively, it is anticipated that more children and young people will receive the right support at an earlier stage, which should also lead to lower demand on statutory services in the longer term. The support is expected to be jointly owned and resourced by the Local Authority and Integrated Care Board, although the funding income is provided to the LA for the service. The Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public aim of the offer is to strengthen the capability of mainstream education settings to meet the needs of children and young people with SEND more effectively and inclusively through: • additional clinical health professionals (speech and language therapists, occupational therapists) • provision of additional education specialists (educational psychology services and specialist teachers) • additional outreach from alternative provision, special schools and post-16 institutions The funding will support an expansion of existing provision in Hillingdon, through support already provided such as the SEND Advisor y Service (SAS), by recruiting to a range of new roles to support schools where they need it most. This will include additional Educational Psychologists and Specialist Teachers, and we are working with our local special schools and partners to develop our outreach services. A core component of the Experts at Hands offer is provide additional support to schools from Speech and Language Therapists (SaLTs) and Occupational Therapists (OTs) . In order to deliver this without delay or having an impact on existing recruitment challenges, this support will need to be commissioned from an external provider. The Experts at Hand offer is being funded through a separate grant from the Department for Education (DfE) and will not affect Council revenue budgets. The expectation is that local areas put the support in place as soon as possible. Funding not used this year may be clawed back from the DfE. To meet the DfE's requirement for the new SEND service to be operational from Autumn Term 2026, officers recommend using its existing framework agreement with Constellia as a compliant and expedited route to market. Constellia would act as an independent managed service provider, running a competitive mini -competition involving at least three qualified providers, with Council officers involved throughout the process. Tenders would be evaluated by Council officers, with the preferred supplier subject to approval by the Corporate Director of Children's Services, in consultation with the Cabinet Member. This approach provides a competitive procurement process to ensure value for money, whilst enabling delivery within the limited timescales available to have the new service operational from the Autumn term 2026. Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public 2. Recommendation(s) That Cabinet: 1) Notes the new SEND reforms and accept the D epartment for Education SEND reforms grant for a three-year period ending 2029/2030. 2) Approves an award of contract to Constellia Public Ltd, for the commissioning of a provider to deliver Speech and Language Therapy and Occupational Therapy capacity, as an alternative to direct recruitment. This approach is recommended to ensure timely implementation, flexibility, and access to a specialist workforce. The contract value will be up to £1.5 million per annum for a period of three years, totalling up to £4.5 million over the contract term. 3) Delegates authority to the Corporate Director of Children’s Services, in consultation with the Cabinet Member for Adults, Children, Health & Care, for the implementation of these therapy services, including the award of any contracts, and any variations in line with procurement regulations and the Council’s standing orders. 3. Reasons for decision Cabinet approval will enable the service to commission therapy services, in line with the expectations of the DfE SEND reforms, to deliver an Experts at Hand offer by the Autumn term to support mainstream schools to meet the needs of pupils, with the right support at the right time. 4. Proposal The Experts at Hand Offer is key to the delivery of the recent government white paper from the Department for Education (DfE), SEND reform: putting children and young people first - GOV.UK, and will shape education for years to come. The focus is on a whole school and group work approaches, aiming to support more children and young people in mainstream schools at an early age, preventing the need for more intensive statutory intervention at a later stage, empowering mainstream schools to provide the right support at the right time. a) Background The SEND reforms represent a fundamental shift in how support is delivered to children and young people with special educational needs and disabilities. The intention is to move away from a reactive, assessment -led system towards one that prioritises early intervention, inclusive practice in mainstream settings, and integrated working across Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public education, health and care. The SEND reform white paper is aiming to increase the skills and knowledge of mainstream schools to enable them to meet a wider range of SEND needs in mainstream. The Experts at Hand model has been designed to strengthen early identification and intervention across mainstream education settings, ensuring that children and young people receive the right support at the earliest opportunity, rather than waiting for needs to escalate before specialist intervention is accessed. By increasing the availability of specialist advice, therapeutic support and outreach expertise within schools, the model aims to build workforce confidence and capability, enabling needs to be recognised and addressed more effectively through ordinarily available provision and graduated support. Over time, this preventative approach is expected to narrow gaps in attainment, attendance and inclusion more quickly, reduce the escalation of needs, and lessen reliance on statutory processes. As a result, it is anticipated that fewer children and young people will require Education, Health and Care Plans (EHCPs), while those who do require statutory support will have their needs identified and addressed earlier, contributing to a more sustainable and effective SEND system. The Experts at Hand offer has been developed through identifying the support that would have the greatest impact on improving inclusion and outcomes for children and young people, while building on and strengthening existing provision. In Hillingdon, this has led to the development of a locality-based model, bringing together schools across all phases of education to work collaboratively within geographical clusters. This approach supports shared resources, stronger partnerships and a more coordinated response to meeting the needs of children and young people in their local communities. To ensure the model reflects the needs of the system, engagement was undertaken with schools, education settings and the Parent Carer Forum. This feedback has directly shaped the design of the local Experts at Hand offer, resulting in the following roles: • Specialist teachers across key areas of need (e.g. Specific Learning Difficulties, Behaviour, Curriculum and Transitions etc) • Speech and Language Therapists as well as Occupational Therapists who can provide integrated advice and modelling effective strategies • Inclusion officers assigned to each cluster to coordinate referrals, collate data and ensure timely responses • A range of outreach support from local settings focused on embedding sustainable, whole-school approaches. These roles will work directly alongside schools, with a strong emphasis on group-based and whole-school support rather than individual casework. This includes: • Supporting cohorts of pupils with similar needs • Modelling inclusive strategies in classrooms • Strengthening whole-school systems and environments, including the graduated response and ordinarily available provision Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public • Building leadership confidence in inclusive practice This paper is seeking approval for the commissioning of the therapy element of the Experts at Hand offer only. b) The Proposed Model The proposed model will be structured around six geographical clusters of schools and education settings (Appendix 1), aligned with existing health and social care localities, to support partnership working. Each cluster will bring together settings across all age ranges, including Early Years, primary, secondary and, where applicable, post -16 provision, as well as special schools where relevant. Wherever possible, existing services will also align to these clusters to strengthen relationships and improve coordination. Each locality will have access to named therapists who will provide both strategic oversight and targeted group support to schools within that area. The model of staffing for Hillingdon’s therapy element is set out below: Each cluster will be allocated a named Speech and Language Therapist and Occupational Therapist, supported by senior therapists from both disciplines, each of whom will oversee two clusters . All staff will be qualified therapists, enabling early identification of needs and the development of appropriate therapeutic interventions to meet the needs of children and young people. Given the scale of the service, a Therapy Service Lead will be appointed with overall responsibility for delivery. This role will act as the primary point of contact for the Council and will represent the provider at strategic and borough-wide meetings, as required. The commissioned provider will work closely with Central and North West London (CNWL), which delivers therapy services for individual referrals, to ensure a coordinated and holistic approach to meeting therapeutic needs across the borough. In addition to the staff model above, the successful Provider will also provide the following services as part of the offer: Description FTE T herapy Service Lead 1 Senior Occupational Therapist 3 Senior Speech and Language Therapist 3 Speech and Language Therapist 7 Occupational Therapist 7 Total 21 Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public Early intervention for speech and language needs is currently supported through the Language Link programme, which is available to all Hillingdon primary and secondary schools. This enables schools to screen for needs and implement interventions promptly to close gaps in learning. However, there is no equivalent model in place for identifying and supporting Occupational Therapy needs. As part of the commissioned therapy model, an equivalent screening and intervention tool for Occupational Therapy will be introduced. This will enable schools to identify needs at an earlier stage and implement evidence- based interventions where appropriate. In line with the Language Link approach, this will support schools to meet needs without requiring immediate specialist input, while also enabling the partnership to benchmark needs across mainstream settings and monitor progress and impact. In addition, the provider will develop a suite of online resources for schools, supporting the consistent application of best practice and providing access to practical strategies to support children and young people in mainstream education. Alongside the core therapy offer, the provider will also make available ten days of multi- disciplinary consultative support each year. This can be deployed by the Council at a borough-wide or locality level, in response to emerging needs. c) Rationale After reviewing a range of options, the commissioned model was selected for several key reasons. Firstly, we recognise the national challenges in recruiting and retaining therapists, which are also impacting our current provider and many other areas. There is a risk that these local recruitment pressures would be further compounded if we attempted to recruit directly, or through our existing provider. By commissioning this service externally, the Council can benefit from an established workforce that is already in place and able to begin supporting schools without delay. Commissioning externally also enables us to secure the required capacity more quickly, efficiently and sustainably. It provides greater flexibility to adapt the model over time in response to demand and emerging learning from delivery, while avoiding the contractual risks associated with directly employing staff. This approach ensures we can maximise impact for pupils from the outset. Additional Services Occupational Therapy screening tools Access to online training and therapeutic resources 10 days multi-disciplinary consultative input Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public In addition, an external provider will bring a broader range of skills and perspectives, introducing new approaches and fresh thinking to strengthen our local system. This will support greater alignment in practice and help schools respond more flexibly to a wide range of needs. The provider will also offer access to a wider suite of tools and resources, including assessment and screening tools, with further developments underway. This will enhance early identification and intervention and improve the support available to schools. Central to the model is the need for strong, close working relationships and clear alignment with existing services across the partnership, working alongside the wider ‘Experts at Hand’ offer. d) Process The Council have engaged with the local market to ensure that a short implementation timescale is achievable and will be advertising this opportunity to a limited number of suitable providers via Constellia. Procurement have been consulted and have recommended this approach. e) Impact The aim of the Experts at Hand offer is to deliver a whole- system, whole- school approach that improves support for children and young people by strengthening the skills and capacity of the workforce across education settings in the Borough. The therapy team is a key component of this model, and a suite of performance measures will be co -designed with the successful provider, focused on improving outcomes for children and young people. This will include tracking progress at individual, cluster and borough- wide levels, supported by a combination of qualitative and quantitative measures. These will include reviewing the number of individual referrals for specialist therapeutic support, assessing increases in schools’ confidence to meet needs, alongside improvements in key indicators such as attendance and reductions in exclusions. All measures will be regularly reviewed and refined throughout the lifetime of the contract to ensure they remain relevant and effective. f) Cost of the service The cost of the service is expected to be a maximum of £1.5million per year during the first year, and the service demand and impact will be reviewed on an annual basis to ensure efficient use of resources and value for money. Approval is sought to award a contract for three years. Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public There is the potential that the amount of DfE grant funding may increase over the lifetime of the contract, or there may be a higher demand for the therapeutic support, which would lead to an increase in the size of the therapy offer and the cost of the service. The cost of this service will continue to be fully funded through the DfE Experts at Hand grant for the lifetime of the contract. 5. Corporate implications Financial (mandatory) Y Equalities impact assessment Legal (mandatory) Y Workforce Alternative options (mandatory) Y Public Health Risk management (mandatory) Y External partners Asset Communications Procurement Y Committee comments Planning Digital Climate Change Other a) Financial The report seeks approval to accept and utilise the Department for Education (DfE) Experts at Hand grant funding to support delivery of the SEND reforms. Hillingdon has been allocated £2.8m of grant funding over the initial funding period to implement the wider Experts at Hand programme, including the commissioning of therapy services outlined within this report. The proposed contract value of up to £1.5m per annum (£4.5m over three years) will be met from this ringfenced grant allocation and any subsequent grant funding received for this purpose. The expenditure and associated contractual commitments are therefore fully funded through specific DfE grant income and do not create any additional pressure on the Council's General Fund budget, nor do they require the use of Council resources. Should gra nt funding arrangements change in future years, any ongoing commitments would need to be reviewed to ensure expenditure remains contained within available external funding. b) Legal The Council has the power to commission services to support children and young people with SEND under the Children Act 1989 and Families Act 2014 in line with the SEND Code of Practice. The proposed offer is consistent with the Council’s duties to secure appropriate provision and promote early intervention/integration of education, health and care services. The use of the grant funding must be undertaken in accordance with the grant conditions. Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public The proposed procurement via the existing Framework and Constellia Public Limited is a compliant route, provided the mini competition will be conducted in accordance with the framework rules, the Procurement Regulations and the Council’s Standing Orders. Given Constellia’s role as a managed service provider, contractual arrangements must clearly establish the Council’s direct contractual relationship with the delivery provider and ensure appropriate provisions on performance, liability and accountability. The delegation to the Corporate Director of Children’s Services to award and vary the supplier contract accords with the Council’s Constitution, subject to being exercised within the approved scope and any variations remaining compliant with procurement legislation. Subject to compliance with the above, there are no legal implications. This approach represents a lawful, competitive and transparent procurement route. Legal Services will assist and provide advice and guidance with final contractual arrangements, including the SoW and call-off terms. c) Procurement The Council has an existing overarching framework arrangement in place with Constellia Public Ltd. for project delivery, following a previous procurement exercise. For these new SEND services, and critically the need to ensure delivery within the short-time frame available for the start of the Autumn term, it is strongly recommended the Council awards a contract direct to Constellia. Constellia would then operate as a neutral vendor and managed service provider (MSP) and conduct the necessary mini -competition, whilst also ensuring compliance with Procurement Regulations. Subject to Cabinet approving the award to Constellia to manage this process within the short time-frame, they will undertake a mini competition in conjunction with Council officers, requiring a minimum of three suitably qualified and experienced providers to tender. Tenderers will be provided with a detailed Statement of Work (SoW) outlining the Council's requirements and expected deliverables. Bids will be evaluated using a balanced assessment of quality and price, with the flexibility to apply quality and cost weightings appropriate to the service requirement. Social Value may also be included as part of the overall evaluation criteria. A maximum budget threshold may also be specified within the tender documentation. The Council will be involved throughout all stages of the process, including evaluating the competition and managing the SoW for the services. Any recommended supplier following this mini-competition exercise will be reviewed and authorised by the Corporate Director of Children’s Services, in consultation with the Cabinet Member, under proposed delegated authority set out in the recommendations. Successful suppliers will be regularly monitored and C onstellia will contract with and pay the supplier within 30 days of an approved invoice. If the project work is deemed to be sub-standard Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public or partially delivered by Council officers, payments can be withheld and or stopped by the Council to Constellia, and thereby the supplier. This procurement approach provides a compliant, transparent and competitive route to market whilst ensuring value for money. Constellia has been successfully utilised by a range of public sector organisations, including NHS bodies and Local Authorities, for the procurement of delivery of services. d) Alternative options It is important to recognise that the DfE are expecting the implementation of the Experts at Hand offer to be operational from the Autumn term 2026, which leaves a very small window of opportunity to put the service in place. This has informed our review of all options (including A & B) as set out below, which would be unlikely to be delivered fully until much later. Alternative Options Rationale for rejecting option Option A – Commission additional resource from the existing therapy Provider Due to the recruitment challenges in the current market, the potential impact on the current service of recruiting additional therapists, would be likely to put our current service delivery at risk for statutory services Option B – In house recruitment The Council do not have the skills or infrastructure in place to recruit, manage, or supervise an in- house therapy service without significant investment and change of business model. There would also be potential employment risks if the service was reduced over time, which could lead to recruitment or redundancy costs. Do nothing The therapeutic support is part of the SEND reform Experts at Hand offer and must be put in place. Cease activity This is new activity to meet the requirements of the SEND reforms e) Risk management Risk Mitigation Failure of contracted Provider to recruit on time The Provider will need to have sufficient staff in place before the end of the Autumn term 2026. Careful planning, relationship building, and communications plan will be in place early. Lack of performance by the Provider Careful and appropriate contract management will be in place throughout the term of the contract, with suitable contractual terms in place. Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public 6. Consultation & engagement There has been significant engagement with a wide range of stakeholders to develop the Experts at Hand offer (including the therapy model) to support inclusion in mainstream schools, which has been used to co-design the offer. This includes the following: • Early Years Provider representatives • Primary school’s representatives • Secondary school’s representatives • Post 16 education setting representatives • School’s Forum representatives • Hillingdon Parent carer Forum • West North London ICB • Current therapy Provider • External therapy providers 7. Timetable for implementation The table below provides an indicative draft timetable for implementation: List of appendices attached Appendix 1 - Hillingdon Council proposed education clusters (draft) List of Background Papers Department for Education (DfE) recent white papers: Every child achieving and thriving - GOV.UK, SEND reform: putting children and young people first - GOV.UK, Experts at Hand & Local Authority SEND Transformation Fund: funding for local authorities 2026 to 2027 - GOV.UK Description Approx timescale M arket engagement May / Jun 26 Cabinet paper Jul-26 Tender process start Jul-26 Tender process finish Aug / Sep 26 Contract start Oct / Nov 26 Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public Appendix 1 Public Appendix For General Release Hillingdon Council proposed education clusters (draft)

Addendum Cabinet 23 July 2026 Classification: Part 1 Public Item 9 – Commissioned Therapies for Expert at Hand Service Delegated wording clarity, so recommendation 3 should read: 3) Delegates authority to the Corporate Director of Children’s Services, in consultation with the Cabinet Member for Adults, Children, Health & Care, the implementation of these therapy services, including the award of any contracts, and any variations in line with procurement regulations and the Council’s standing orders. Item 10 - Consideration of setting a licensed deficit budget in financial year 2026/27 for deficit schools in the Borough Update to wording and table in report for Cabinet to agree 1.Executive Summary paragraph 5: Approval of the licensed deficits will provide the affected schools with the certainty needed to continue operating effectively while implementing agreed recovery measures and maintaining educational provision for pupils. The recommendations have no direct impact on the Council’s General Fund , a s school deficits are managed through the Dedicated Schools Grant framework and associated statutory arrangements. 5. Corporate implications a) Financial: There are no direct financial implications associated with the recommendations in this report, noting that granting licensed deficits for Local Authority Schools does not have direct financial impact to the Council’s General Fund, the Statutory Override protects the General Fund from any deficits within the DSG. Appendix A first table Column headings only amended for clarity: From: To:

Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public Consideration of setting a licensed deficit budget in financial year 2026/27 for deficit schools in the Borough Cabinet Member Lead Cabinet Member for Adults, Children, Health & Care (Cllr O'Brien) Consulting Cabinet Members Cabinet Member for Finance (Cllr Lavery) Chief Officers responsible Pete Carpenter - Acting Corporate Director of Finance (s151 Officer) Report author Julie Kelly - Corporate Director of Children’s Services Pamela Hawtree - Lead Finance Business Partner Report classification and reason Public For General Release Relevant Committee Children, Families, Health & Care Electoral Ward Multiple Wards 1. Executive Summary This report seeks Cabinet’s approval for schools in Appendix A to set deficit budgets for Financial Year 2026/27. Funding for schools and school related expenditure is provided through the Dedicated Schools Grant (DSG) and the Pupil Premium and as such has no impact on the Council’s general fund. This report seeks Cabinet approval for a number of maintained schools in the Borough to set licensed deficit budgets for the 2026/27 financial year. Under the Council’s Scheme for Financing Schools, schools are normally required to set balanced budgets. However, where exceptional financial circumstances exist and robust recovery plans are in place, the Council may approve a licensed deficit for a limited period. Several schools continue to face financial challenges arising from declining pupil numbers, changes in local demand, staffing costs, inflationary pressures and historic budget deficits. The schools identified in this report have worked with Council officers to develop Deficit Recovery Plans that include a range of measures to improve their financial sustainability, including staffing reviews, efficiency savings, income generation opportunities and organisational changes. The Council has strengthened its arrangements for supporting and monitoring schools in financial difficulty. Schools approved for a licensed deficit will be subject to enhanced financial oversight, Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public regular monitoring and ongoing review of progress against their recovery plans. Where concerns arise, further action may be required to ensure schools remain on a sustainable financial footing. Approval of the licensed deficits will provide the affected schools with the certainty needed to continue operating effectively while implementing agreed recovery measures and maintaining educational provision for pupils. The recommendations have no direct impact on the Council’s General Fund. The report therefore recommends that Cabinet approves the applications for licensed deficits for the schools set out in Appendix A for the 2026/27 financial year. 2. Recommendation That the Cabinet approves the applications for a licensed deficit for the schools named in Appendix A for 2026/27. 3. Reasons for decision Cabinet is the decision-making body for school funding issues. By agreeing for these schools to set a licensed deficit budget, it will enable the schools to function with the certainty of funding whilst the schools take reasonable steps to manage their cos ts and return to a balanced budget position. 4. Proposal The Scheme for Financing Schools determines that maintained schools are required to submit a balanced budget plan approved by the full school governing body by 31st May of the applicable financial year. In exceptional circumstances, where a governing body has explored all alternatives to the satisfaction of the local authority, it may be appropriate for the local authority to agree to license a deficit for a specific period. It would be expected that most deficits should be for one financial year. In particularly exceptional circumstances, however, school governing bodies may agree with the local authority to manage a deficit over/up to three financial years. It is becoming increasingly evident that several schools are facing significant financial issues in the medium term. Schools Forum have been updated with the concerns regarding the future of schools’ budgets and officers continue to engage with Schools For um members to encourage that they consider ways that the situation could be addressed. Additionally, the local authority schools finance team continue to work with schools to closely monitor and support those that are a cause for concern in relation to their financial position. Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public In the event that a school is unable to set a balanced budget, the school is moved to a process of formal monthly monitoring in order that a more regular review of income and expenditure against budget can be carried out. In some instances, the local authority may also be required to attend financial monitoring meetings with the headteacher and governors in order to review progress against the financial recovery plan. If a school fails to take action to safeguard the financial position, then the local authority has the option to withdraw full delegation. A local authority policy on schools in financial difficulties supports this process. Council officers continue to implement a more rigorous and stringent monitoring process for schools that are in financial difficulty. This will include all the schools applying for a licensed deficit as well as any schools showing early signs of financial difficulty. Council officers from education improvement, finance and place planning teams, where appropriate, will meet with these schools’ headteachers, chair of governors and business mangers etc, to create an action plan with the school, monitor the pos ition of these budgets termly and challenge their spending to close the gap as soon as possible. The Local Authority will monitor the financial performance of all schools holding a licensed deficit budget, throughout the licensed period. Each school is required to provide updated budget monitoring information and a progress report against its Deficit Recovery Plan at agreed intervals. Where a school's financial position diverges materially from its approved plan, the Local Authority will work with the school to identify the reasons and, where necessary, require a revised Deficit Recovery Plan to be submitted. Schools will remain subject to these monitoring arrangements until the deficit is eliminated and the licensed deficit budget is formally closed. 1) Bishop Winnington-Ingram CE Primary School (BWI) Bishop Winnington-Ingram CE Primary School (BWI) has carried a licensed deficit since 2019/20, following the reduction of its Published Admission Number from 60 to 30 (two- form to one-form entry) with effect from September 2019. This structural change permanently reduced the school's pupil-driven funding and has remained the principal driver of its financial position. The transition to one-form entry also required significant restructuring of the school's staffing and services, with associated redundancy and pension costs contributing to the initial growth of the deficit from 2019 onwards. The deficit grew to £534k by 2021/22, before improving steadily to £412k by the end of 2024/25 as the school managed its cost base. In 2025/26, however, the position deteriorated to £555k, reflecting an in-year overspend of £144k as staffing costs continued to exceed income while the pupil roll remained below the level the revised PAN will ultimately sustain. LBH has provided support through cash advances, including an advance provided in June 2026 to repay outstanding interest, helping the school manage short-term financial pressures. The pupil roll stood at 202 in 2026/27 . Projections show growth to 239 in 2027 /28, rising to 247 and 250 in the two subsequent years as cohorts admitted at the lower PAN progress through the school. This increasing roll underpins a corresponding rise in delegated funding and is central to the school's recovery trajectory. Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public The DRP identifies savings totalling £133k over the three-year period through shared leadership arrangements, collaborative procurement, shared premises management and joint service contracts. These generate projected savings of £41k in 2026/27, £72k in 2027/28 and £21k in 2028/29. Combined with growing income as the roll increases, the budget forecasts an in -year surplus in each year, reducing the accumulated deficit from £555k to approximately £417k by 2028/29. 2) Coteford Infant School Coteford Infant School has experienced sustained financial pressure since 2021/22, driven primarily by a prolonged fall in pupil numbers that reduced income before the staffing structure could be fully adjusted. The school's PAN was reduced from 90 to 60, moving from three-form to two-form entry from September 2024, reflecting the scale of the roll decline and formalising the school's reduced capacity. The transition has required significant restructuring of the staffing establishment, with redundancy costs incurred in 2025/26 that will generate savings from 2026/27 onwards. Additional financial pressures have arisen from below -expected income from the school's nursery provider. The revenue reserve moved from a surplus of £63k in 2020/21 into deficit in 2022/23. The position worsened significantly to £91k at the end of 2023/24 and £178k at the end of 2024/25. The in- year deficit reduced to £22k in 2025/26, reflecting the early benefit of restructuring actions, with the cumulative revenue deficit reaching £200k at 31 March 2026. LBH has provided support through a cash advance of £232k as at 31 March 2026 to help the school manage short -term financial pressures. The school roll stood at 149 pupils in 2026/27, down from 254 in 2020/21. With the two-form entry structure now established, the roll is projected to rise to 223 in 202 7/28 and to 228 by 2028 /29, improving the income position as full Reception cohorts of 60 progress through the school. Staffing levels remain above national comparators, though the restructuring is expected to bring this more into line as the roll recovers. The 2026/27 budget forecasts a small in-year deficit of £9k against income of £1,676k, producing a cumulative revenue deficit of £209k by March 2027. The position is forecast to improve materially in 2027/28 as the roll grows and restructuring savings compound, reducing the deficit to £106k, and to £65k by 2028/29. 3) Frithwood Primary School Frithwood Primary School has experienced a growing deficit since 2022/23, driven by a sustained fall in pupil numbers and rising costs that have not been matched by commensurate increases in income. The cumulative deficit grew from £17k in 2022/23 to £63k by 2023/24, remaining broadly at that level in 2024/25 before deteriorating sharply in 2025/26 to £206k, reflecting an in -year deficit of £144k. The school holds a cash advance from the Local Authority of £100k as at 31 March 2026. Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public The principal driver is a sustained fall in pupil numbers, linked to local birth rate decline. The roll fell from approximately 428 in 2020/21 to 352 in 2026/27, with projections indicating a further decline to around 325 by 2028/29. As delegated funding is largely pupil -led, falling rolls have progressively reduced the school's income. Unfunded national pay awards have compounded the pressure, with total expendi ture growing from £2,370k in 2020/21 to £2,742k by 2024/25. Teaching and support staff costs have risen consistently over this period and remain above comparator and national averages. The DRP sets out savings totalling £255k over the three- year period (£65k in 2026/27, £85k in 2027/28 and £105k in 2028/29). Measures include generating additional lettings income from the school's Jubilee Building, a review of support staff structures and the conversion of temporary contracts, curriculum and resource savings, and procurement efficiencies across professional fees, grounds maintenance and cleaning contracts. The three-year budget forecasts an in-year deficit of £25k in 2026/27, an in-year surplus of £53k in 2027/28, and a return to a small in- year deficit of £32k in 2028/29. The cumulative deficit is projected at £231k at the end of 2026/27, reducing to £178k in 2027/28 before widening again to £210k in 2028/29. The school does not return to a positive cumulative balance within the planning period. 4) Harlyn Primary School Harlyn School expanded from two- form to three-form entry in previous years before contracting back to two forms as pupil numbers declined, with Reception admissions now running at approximately one-form entry level. The revenue reserve held a surplus throughout the period to 2024/25, peaking at £424k in 2021/22 before declining as in- year deficits accumulated from 2022/23. The position moved into deficit in 2025/26, with an in- year shortfall of £315k producing a revenue deficit of £138k at 31 March 2026. This was materially better than the £248k deficit projected in the 2025/26 cabinet paper. LBH has provided support through a cash loan of £250k outstanding at 31 March 2026 to help the school manage short-term financial pressures. The school roll is 346 in 2026/27 before declining to 318 in 2027/28 and 293 in 2028/29, driven by continued low Reception admissions of around 27 to 30 pupils per year. This progressive fall reduces delegated funding year on year. Teaching and education s upport staff costs remain above comparators, and the cost base has not yet fully adjusted to match the reduced income. In response, the school is not replacing three teachers leaving in August 2026 and two support staff, with several staff also voluntarily reducing their working hours, reducing the teaching staff budget by approximately £132k from 2027/28 onwards. The 2026/27 budget forecasts an in-year deficit of £322k against income of £2,725k, producing a cumulative deficit of £459k by March 2027. Despite savings flowing through in subsequent years, the deficit is projected to deepen to £754k in 2027/28 and £988k in 2028/29 as income continues to fall with the declining roll. The planned savings, whilst meaningful, are insufficient to offset the structural income shortfall, and further action will be required to return the school to a sustainable position. Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public Given the severity and trajectory of the projected deficit, Harlyn School is subject to close monitoring by the Local Authority. The school will be required to provide regular financial updates and progress a revised deficit recovery plan with a credible pathway to reducing the cumulative position. The Local Authority will work closely with the school to assess whether further structural action is needed, particularly as pupil numbers continue to decline and income reduces year on year. 5) Harmondsworth Primary School Harmondsworth Primary School moved into cumulative deficit in 2023/24, primarily due to a high proportion of experienced teaching staff on upper pay scales, significant costs associated with high deprivation, and a structural energy challenge arising from the school's sealed air conditioning system, which cannot be turned off due to its proximity to Heathrow Airport. The revenue deficit deepened from £78k at the end of 2024/25 to £113k at the end of 2025/26, though the in- year position improved, with the in- year deficit reducing to £35k in 2025/26. LBH has provided a cash loan of £70k outstanding at 31 March 2026. The 2026/27 budget forecasts a small in-year surplus of £6k against income of £1,669k, with the cumulative deficit projected to reduce to £107k. This improvement continues into 2027/28 and 2028/29, with the deficit forecast to reduce to £86k and £46k respectively, supported by staff cost savings, replacement of higher -paid leavers with Early Career Teachers where possible, and modest roll growth from 191 in 2025/26 to 247 by 2028/29. 6) Heathrow Primary School Heathrow Primary School held a revenue surplus from 2020/21 to 2023/24, peaking at £270k in 2021/22. A large in-year deficit of £261k in 2024/25, driven by rising costs, pressures on supplies and services, and a historical fall in pupil numbers, moved the cumulative position into deficit at £60k at the end of that year. Targeted cost -control measures in 2025/26, including holding vacancies, reducing agency use, and deploying Senior Leadership Team capacity in the classroom, reduced the in- year deficit to £1 2k, with the cumulative revenue deficit standing at £72k at 31 March 2026. No cash loan from the Local Authority is outstanding. The 2026/27 budget is effectively breakeven against income of £3,116k, with an in- year surplus of under £1k and a closing deficit of £72k. The position recovers from 2027/28 as SEN funding is expected to increase and agency costs reduce further, returning the cumulative balance to a surplus of £68k, and improving to £400k by 2028/29. 7) Lady Bankes Primary School Lady Bankes Primary School was established in September 2021 through the amalgamation of Lady Bankes Infant and Lady Bankes Junior Schools. The school carried a small revenue surplus in its early years, reaching £83k at the end of 2022/23, but moved into deficit in 2023/24 due to the combined staffing establishment. The revenue deficit widened to £115k at the end of 2024/25 Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public and £172k at the end of 2025/26. The in- year deficit has improved progressively, however, from £108k in 2023/24 to £89k in 2024/25 and £57k in 2025/26. LBH has provided support through a cash loan of £130k outstanding at 31 March 2026. The school operates with a Published Admission Number of 90. Pupil numbers are projected to grow from 596 in 2026/27 to 607 by 2028/29 as the amalgamated school fills its year groups. This growth in the roll is the principal driver of recovery, progressively increasing delegated income year on year. The school is no longer paying for the SENCO role or the assistant headteacher post, generating combined annual savings of approximately £130k to £140k once fully implemented. Further reductions in senior leadership costs are planned from April 2028, alongside additional income from revised rental agreements for the nursery provider and school house. The 2026/27 budget forecasts an in-year surplus of £81k against income of £4,299k, reducing the cumulative deficit to £91k by March 2027. The position returns to surplus in 2027/28, with a cumulative balance of £96k, and improves significantly to £446k by 2028/29 as income continues to grow with the roll and staffing savings compound. 8) Sacred Heart Catholic Primary School Sacred Heart Catholic Primary School returned to deficit in 2025/26, with the accumulated revenue balance moving from a surplus of +£75k at 31 March 2025 to a deficit of - £24k at 31 March 2026. The school attributes this to a reduction in delegated government funding, a slight fall in Key Stage 1 pupil numbers, and rising costs. The 2025/26 outturn was considerably better than the forecast deficit of -£99k, reflecting effective in-year cost management. The three- year budget projects an in- year deficit of -£68k in 2026/27, with the accumulated position worsening to - £92k. Small in- year surpluses of +£4k and +£9k are then projected in 2027/28 and 2028/29, reducing the accumulated deficit to - £79k by March 2029. Recovery measures include expanding nursery provision, replacing upper -payscale leavers with main- payscale appointments on natural turnover, managing support staff through natural attrition, and increasing income from lettings and wraparound care. 9) Oak Wood Secondary School Oak Wood Secondary School has carried an accumulated revenue deficit since 1998 and holds the largest deficit of the schools within LBH. Between 2020/21 and 2023/24, the school generated four consecutive in-year surpluses, reducing the accumulated deficit from -£3,388k to -£1,985k. This progress reversed in 2024/25, when an in- year deficit of -£338k returned the balance to - £2,322k, reflecting a shortfall in pupil numbers against budget. In 2025/26, the school recorded a further in -year deficit of - £305k, bringing the accumulated revenue deficit to -£2,627k at 31 March 2026. A shortfall in Year 7 admissions and vacancies across other year groups in 2025/26 reduced income by approximately £200k against plan. The school has an outstanding cash loan from the LBH of £2.5m at that date. Teaching staff costs Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public reached £6,062k in 2024/25 and, alongside growth in non- educational support staff costs, represent the school's principal cost pressure. The three- year budget projects in- year surpluses in each of the next three years: +£26k in 2026/27, +£74k in 2027/28, and +£496k in 2028/29. The accumulated deficit is forecast to reduce to -£2,601k by March 2027 and to -£2,031k by March 2029. Recovery is underpinned by planned roll growth from 1,069 pupils in 2025/26 to 1, 104 in 2026/27, 1,360 in 2027/28 and 1,404 in 2028/29, with corresponding growth in age- weighted pupil unit income from £7,108k to £7,971k over the same period. The three-year plan demonstrates a credible trajectory towards reducing the deficit, though it remains substantial throughout the forecast period. Given the scale of the outstanding position and the dependence on continued roll growth, the local authority will maintain close oversight of pupil number and financial performance throughout this period. 10) Whiteheath Junior School Whiteheath Junior School maintained a revenue surplus of £57k at 31 March 2024; however, a significant in-year deficit in 2024/25 resulted in the school moving into a cumulative deficit position of £88k by 31 March 2025. The financial position deteriorated further in 2025/26, with the cumulative deficit increasing to £117k at 31 March 2026. The school has experienced a sustained decline in pupil numbers over this period, with the roll reducing from 337 pupils in 2023/24 to 312 pupils in 2024/25 and 301 pupils in 2025/26. As delegated funding is largely pupil -led, the reduction in pupil numbers has placed increasing pressure on the school's budget position. The 2026/27 budget forecasts an in- year surplus of £23k, reducing the cumulative deficit from £117k at 31 March 2026 to £94k at 31 March 2027. The school continues to face financial pressures arising from declining pupil numbers, with the roll projected to fall further to 275 pupils in 2026/27. However, the financial position is forecast to improve over the medium term, with in- year surpluses of £95k in 2027/28 and £81k in 2028/29. As a result, the accumulated deficit is projected to be fully eliminated, with the school returning to a cumulative surplus position of approximately £82k by 31 March 2029. Recovery is dependent on the s chool delivering its planned savings and maintaining expenditure at a level that is sustainable within its reduced funding envelope. Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public 5. Corporate implications Financial (mandatory) Y Equalities impact assessment Legal (mandatory) Y Workforce Alternative options (mandatory) Y Public Health Risk management (mandatory) Y External partners Asset Communications Procurement Committee comments Planning Digital Climate Change Other a) Financial There are no direct financial implications associated with the recommendations in this report, noting that granting licensed deficits for Local Authority Schools does not have direct financial impact to the Council’s General Fund. Furthermore, where licensed deficits are supported through cash advances from the Council, the Council charges interest to schools to recover the cost of borrowing associated with providing this support. As a result, there is no direct financial cost to the General Fund arising from these arrangements. b) Legal The Council's Scheme for Financing Schools, required by section 48 of the School Standards and Framework Act 1998, authorises the Council to licence a deficit in respect of a maintained school where the governors have provided a satisfactory business plan for putting the school’s financial position back into balance (see sections 4.5 & 4.9 of the Scheme). Provided the deficits to be licensed are within the parameters set out in the Scheme, there are no legal impediments to Cabinet agreeing the recommendation set out in the report. c) Alternative options Cabinet could decide to take the following alternative action: Alternative Options Rationale for rejecting option Option A – Write off the deficits, which would need to be agreed by the Schools Forum for the DSG to fund any school deficit. Schools This option is not recommended as it would create additional pressure on the DSG and reduce funding available to support other schools. It would also weaken incentives for schools to implement the actions necessary to Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public Forum has declined these requests in the past. address underlying financial issues and return to a balanced budget position. Option B – Withdraw the governor delegated powers over the schools’ budgets if it is felt that the school has been given advice and support by the Local Authority but has not taken adequate action to address the financial position. This option is not recommended at this stage as the schools have engaged with the Local Authority, developed deficit recovery plans and are continuing to take actions to improve their financial position. Enhanced monitoring arrangements provide a proportionate response. Do nothing This option is not recommended as schools would be unable to set a compliant budget where a deficit position exists, creating significant operational and governance risks and limiting the ability of the Local Authority to monitor recovery arrangements effectively . Cease activity This option is not considered feasible as the Council has a statutory responsibility to maintain oversight of maintained school finances and to ensure appropriate arrangements are in place where schools are unable to set balanced budgets. d) Risk management Risk Mitigation Schools' financial positions deteriorate further, resulting in larger cumulative deficits. The Local Authority will undertake enhanced budget monitoring, including regular review meetings with school leaders and governors, scrutiny of budget monitoring reports, and monitoring of progress against Deficit Recovery Plans. Where necessary, schools will be required to submit revised recovery plans and implement additional savings measures. Deficit Recovery Plans do not deliver the forecast savings required to return schools to a sustainable financial position. Regular monitoring will assess delivery of planned savings and challenge assumptions within recovery plans. Support will be provided by Finance, Education Improvement and other relevant Council services to identify further mitigating actions where required. Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public Falling pupil numbers reduce school funding further and undermine recovery plans. The Local Authority will continue to monitor pupil forecasts and work with schools to review staffing structures, curriculum delivery and organisational arrangements to ensure expenditure remains aligned to available funding. Schools become unable to manage their financial affairs effectively. The Local Authority will provide targeted support and challenge. Where a school fails to take appropriate remedial action, consideration may be given to exercising powers available under the Scheme for Financing Schools, including the withdrawal of delegated budget powers. e) Other implications NIL 6. Consultation & engagement No consultation is needed for this report. 7. Timetable for implementation Schools will be notified of the approval of their licensed deficit following any Cabinet decision. List of appendices Appendix A – Schools requiring deficit budgets in 2026/27 List of Background Papers NIL Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public Appendix Status and reason Public Appendix For General Release Appendix A – Schools Requiring Deficit Budgets in Financial Year 2026/27 Schools 3 Year Budgets Financial Year 2026/27 to 2028/29 LAESTA B School Name Closing Balance FY 2025-26 Budget Income FY 2026-27 Budget In- Year Movement In-Year % of Income Projected 2026-27 Closing B alance Cumulative Deficit as % of Income 3123300 Bishop Winnington-Ingram CofE Primary School -555,218 1, 834,590 41,126 2.2% -514,092 -28.0% 3122012 Coteford Infant School -199,602 1,676,426 -9,388 -0.6% -208,990 -12.5% 3122076 Frithwood Primary School -206,279 2,656,220 -24,711 -0.9% -230,990 -8.7% 3122025 Harlyn Primary School -137,667 2,725,342 -321,755 -11.8% -459,422 -16.9% 3122026 Harmondsworth Primary School -112,808 1,669,074 6,154 0.4% -106,654 -6.4% 3122029 Heathrow Primary School -72,193 3,116,100 73 0.0% -72,120 -2.3% 3122032 Lady Bankes Primary School -172,260 4,299,400 80,985 1.9% -91,275 -2.1% 3123405 Sacred Heart Catholic Primary School -24,373 3,982,308 -67,874 -1.7% -92,247 -2.3% 3122054 Whiteheath Junior School -116,756 1,952,030 22,650 1.2% -94,106 -4.8% 3125409 Oak Wood School -2,627,108 11,946,075 26,111 0.2% -2,600,997 -21.8% Total -4,224,264 35,857,565 -246,629 -4,470,893 FY 2026-27

Addendum Cabinet 23 July 2026 Classification: Part 1 Public Item 9 – Commissioned Therapies for Expert at Hand Service Delegated wording clarity, so recommendation 3 should read: 3) Delegates authority to the Corporate Director of Children’s Services, in consultation with the Cabinet Member for Adults, Children, Health & Care, the implementation of these therapy services, including the award of any contracts, and any variations in line with procurement regulations and the Council’s standing orders. Item 10 - Consideration of setting a licensed deficit budget in financial year 2026/27 for deficit schools in the Borough Update to wording and table in report for Cabinet to agree 1.Executive Summary paragraph 5: Approval of the licensed deficits will provide the affected schools with the certainty needed to continue operating effectively while implementing agreed recovery measures and maintaining educational provision for pupils. The recommendations have no direct impact on the Council’s General Fund , a s school deficits are managed through the Dedicated Schools Grant framework and associated statutory arrangements. 5. Corporate implications a) Financial: There are no direct financial implications associated with the recommendations in this report, noting that granting licensed deficits for Local Authority Schools does not have direct financial impact to the Council’s General Fund, the Statutory Override protects the General Fund from any deficits within the DSG. Appendix A first table Column headings only amended for clarity: From: To:

Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public Period 2 (May) 2026 Financial Monitoring Report 2026/27 Cabinet Member Lead Cabinet Member for Finance (Cllr Lavery) Chief Officer responsible Chief Finance Officer (s151 Officer) Report author Matt Davis – Director Strategic & Operational Finance Report classification and reason Public For General Release Relevant Committee Audit, Finance & Performance (Scrutiny) Electoral Ward N/A 1. Executive Summary This report sets out the forecast financial performance against the revenue and capital budgets for both the General Fund and Housing Revenue Account as at the end of May (Period 2 in the reporting cycle). The General Fund is currently forecasting a net £584k potential overspend to the year end (with further net risks and opportunities of £2,759k). This position is offset by the £10,000k of Risk and Contingency Provision budgeted for in 2026/27. Monitoring of General Fund savings currently identifies 61% of savings (either new or rolled-forward as incomplete from 2025/26) to be delivered or fully on track. This position compares favourtably to the position at the same time in the previous financial year. A number of fees relating to Filming rights or civil enforcement penalties are proposed to be increased during this financial year to align fees with market rates or to promote adhereance to mandated behaviours. Delegation is requested to relevant Cabinet Members to update and approve a new policies with regard to civil penalties under the Renters’ Rights Act 2025. Acceptance of a grant totalling £2.580m from the Department for Education [ DfE] is recommended for acceptance by the Council and will be used to support continued investment in preventative services for children and families through the ongoing implementation of Family Help and Child Protection reforms. In addition it is recommended to accept £449k of Planning Gift Funding to support the work of the Planning Department in their work on those particular schemes. Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public Further roll -forward requests of £ 15.6m underspent 2025/26 capital budgets are recommended for approval in order to fund existing committed expenditure or meet Council priorities. In reviewing the roll -forward requests previously approved by Cabinet in June 2026, £6.974m of that previously approved Roll-Forward is now deemed unneeded relating to the Hillingdon Water Sports Facility. With the exception of the Water Sports Facility Roll -Forward not being required, the net variance on the General Fund Capital Programme is forecast to be £9.093m overspent without any of the recommended Roll -Forward being approved, but £7.0m underspent should the additional Roll -Forwards be approved. The HRA Capital Programme is forecacasting spend to budget at this stage. 2. Recommendation(s) That Cabinet: Revenue Monitoring 1. Note the forecast revenue positions for the General Fund (£584k adverse) and Housing Revenue Account (net nil) forecasts for 2026/27 as set out in Sections 1 and 2 and detailed in Appendix A; 2. Note the progress in delivering General Fund savings as set out in the report and detailed in Appendix B; 3. Note that the forecast £646k deficit in the Council Tax Collection Fund for the year would impact in 2027/28 rather than the current financial year and that a lower taxbase would additionally impact on the Medium -Term Financial Strategy [MTFS] assumptions for next year; Fees and Charges / Enforcement Policies 4. Approve the proposed in- year changes to charges for filming in the borough as per the report and detailed in Appendix C; 5. Approve the amendment of fines applied by the Council for specific environmental offences as set out in this report in paragraph 22; 6. Delegate authority to approve a new policy for civil penalties under the Renters’ Rights Act 2025 and other housing legislation, as set out in paragraphs 16 and 17, to the Cabinet Member for Community, Environment and Enforcement , in consultation with the Cabinet Member for Planning, Housing & Property; Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public Acceptance of Grant Funding and Contributions 7. Approve acceptance of £2,580,470 of additional grant funding from the Department for Education (DfE) for 2026/27, as set out in the report, to support continued investment in preventative services for children and families through the ongoing implementation of Family Help and Child Protection reforms; 8. Approve the acceptance of Planning Gift Funding contributions totalling £449k to support the costs of the Planning Team, as set out in the report; 9. Approve acceptance of £2,805,603 of additional ringfenced grant funding from the Department for Education (DfE) to support the implementation of the Experts at Hand model as a key component of Hillingdon’s SEND reform programme. Capital Roll-Forward Requests and Monitoring 10. Approve the further capital roll-forward requests of underspends from 2025/26 as detailed in Section 4 of the report; 11. Note the forecast capital forecasts for 2026/27 as summarised in Section 4 of the report and detailed in Appendix D. 3. Reasons for decision 1. Being informed of the current revenue forecast position for 2026/27 allows Cabinet and members generally to understand the financial performance of the Council’s revenue budgets which informs their understanding and decision- making over the short and medium term; 2. Being informed of progress in delivering the agreed savings gives Cabinet members understanding of the implementation of measures and policies agreed by them; 3. An awareness of the Collection Fund position with regard to the Council Tax Taxbase provides an awareness of the potential future year impact on the Medium -Term Financial Strategy; 4. Aligning fees and charges for filming in the borough aligns the current fees and charges with commercial and competitive rates pertaining in the local market and generates income to support service delivery across the Council; Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public 5. Amending the level of fines for environmental offences to the maximum allowed under regulation will act as a greater deterrence to those who may consider committing such offences, and the additional income raised will help to defray the costs of enforcement; 6. Adopting a clear policy with regard to penalties for non-compliance with requirements of the Renters Rights Act (2005) complies with regulatory guidance and will lead to consistency; proportionality and transparency in how those penalties are applied 7. Requesting acceptance of the £2,580,470 of additional grant funding that has been allocated by the DfE will be utilised to continue the transformation programme already underway across Children's Services, ensuring service delivery remains aligned with national reforms and the requirements of the Families First Partnership Programme. 8. Accepting planning gift funding provides funding to undertake and finance associated expenditure related to that funding. 9. The Council has now had formal confirmation of the £2,805,603 of ringfenced grant funding from the Department from Education (DfE) to support the implementation of the Experts at Hand model as a key component of Hillingdon’s SEND reform programme. Cabinet will be considering this programme elsewhere on the agenda. 10. Approving the roll-forward of 2025/26 underspends within the General Fund Capital Programme aligns budgets with planned expenditure to complete schemes already in progress or have a high priority to sustain the Council’s objectives and service delivery plans; 11. By noting the latest capital forecast expenditure for the year, Cabinet is given an understanding in progress on the delivery and cost of capital schemes supporting service priorities. Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public 4. Proposal SECTION 1 – GENERAL FUND REVENUE General Fund – Revenue 1. This is the first scheduled monthly monitoring report for the financial year 2026/27 and sets out an overall minimal forecast year-end variance against approved budgets for both the General Fund and Housing Revenue Account [HRA]. 2. Budget virements (transfers) have been processed in this period to reflect the correcting of mis-alignments between individual cost codes due to changed management responsibilities; the allocation to services of the budgeted reduction in employers superannuation rates (held corporately in the Original Budget setting schedules); and the allocation of employee budget costs to a post-by-post basis 3. For the General Fund, a year-end adverse variance of £584k is forecast, with additional net risks or opportunities of £2,759k. This forecast should and should be viewed in the context of the £860m of both income and expenditure budgets within the General Fund. 4. The forecast set out above represent the current best estimates of the year-end positions and have potential to move as the year progresses. At this stage, potential risks totalling £2,890k have been identified which may impact on those forecasts but are partially offset by opportunities that could mitigate £131k of those risks. 5. In setting the 2026/27 Original Budget, £10,000k was set aside as a Risk and Contingency Provision, which remains unused and has not been factored into the above positions. Should the above £584k net forecast adverse variance remain at year end, and all risks or opportunities materialise, that net position of a £3,343k overspend could be met from the Risk and Contingency Provision and would leave a net underspend of £6,657k after the release of the remaining Provision. 6. The General Fund net forecast overspend for the year of £584k is set out by both Directorate and Division in Appendix A. The following provides a brief narrative commentary for each directorate. 7. Children’s & Young People’s Services – the net £18k forecast underspend includes a net £90k saving as the result of the opening of new in-house residential homes. The opening of these facilities will see a c£2m transfer of budgets between Children’s Social Care and SPQR divisions which will be processed in Period 3. A forecast £72k overspend is also forecast within the Education & Send division. Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public 8. Whilst offset by a statutory override that allows the Dedicated Schools Grant [DSG] deficit to be transferred to a negative reserve, changes announced by government to the Special Education and Need Disability [SEND] system have seen a significant surge in applications. As a result, the DSG deficit is expected to overspend by £10.6m in the current year. 9. Adult Services & Health – the net £870k forecast overspend comprises divisional variances as follows: a. Direct Care & Business Delivery – a £1,043k adverse variance is forecast for this division, mainly the result of additional SEN Transport demand (£273k) and client care numbers being 61 greater than assumed in the original budget (£923k). These issues are expected to continue into 2027/28 and will be an additional unbudgeted pressure in the 2027/28 Medium-Term Financial Strategy [MTFS]. b. Adult Social Care Placements / Director Adult Services & Health – a net £519k forecast overspend between the two divisions and pending a c£4m transfer of budgets between divisions to align with management responsibilities. The net forecast variance is the result of pressures on the delivery of Telecare and AI digitisation of operational social work practices savings. The forecast assumes a part-achievement of the Telecare saving of £400k (total saving is £700k), but this depends upon Cabinet approval of the proposed changes to the Telecare service. The overall Placements expenditure is currently in line with MTFS assumptions. c. Immediate Response – a net £270k saving as the result of staffing underspends. d. Sustained Support Service – a net £421k favourable variance is forecast, the result of staffing underspends. 10. Resident’s Services – the net £2,196k forecast underspend is predominantly comprised in forecast variances across four divisions a. Housing Needs and Homelessness – forecast underspend of £2,935k. The opening position on TA of 859 units was 155 below the MTFS model (General Needs, Rough Sleepers and Chagos). The service is projecting to deliver MTFS actions to match supply with demand and achieve a reduction in the use of TA over the year. The year end figure is forecast at 843 versus the TA model figure of 992. The large movement against the TA model is driven by a reduction in the number of Chagos households in TA. A potential risk of £871k is noted should homelessness increases by 16 households. Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public b. Environment – a forecast adverse variance of £308k is forecast, driven by a £200k shortfall in garden waste subscriptions and £100k in undelivered savings on waste bags. c. Health and Strategic Partnerships – the net £203k forecast overspend is driven by accommodation and support costs for asylum seekers exceeding grant funding totalling £372k but is partially offset by the costs of Ukrainian refugee costs being funded by grant. d. Assets – recharging of costs (including to the Battle of Britain and Manor Farm) result in a forecast overspend of £166k. 11. Chief Operating Officer – The forecast overspend for this directorate of £926k mainly relates to two divisions a. Resident Hub – a £695k forecast overspend relates to an historic saving of £257k being delayed pending a reorganisation and £329k due to expected non-achievement of the managed vacancy factor. In addition £125k relates to costs of dealing with a backlog of Subject Access Requests [SAR’s]. b. Technology – the forecast £131k overspend relates to the costs of telephony contracts. 12. Finance – the prospects of achieving managed vacancy factor savings and higher agency costs are resulting in a forecast overspend of £760k across the directorate. 13. Chief Executive’s Office – the net £577k forecast overspend for this directorate are largely driven by: a. Legal – the most significant components of the forecast £384k overspend in this division relate to a £155k pressure on agency staff; £164k relating to the managed vacancy factor; and £50k shortfall in court costs being recovered due to the delay in recruiting prosecution lawyers. b. Human Resources – Of the division’s £274k forecast overspend, £114k relates to the managed vacancy factor; £118k due to other staffing costs; and £42k to a delayed saving as the result of current workloads within the team. 14. Corporate Budgets – the net £335k forecast underspend on this budget area includes a £700k pressure for the costs of the pay award in excess of budgeted quantum and £115k being the cost of the Older Persons Council Tax discount, as more residents have remained eligible for this than originally budgeted. Offsetting these pressures Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public are £1,000k additional saving from the change in Employers superannuation contribution rates and a £150k Minimum Revenue Provision [MRP] saving having drawn down due to less Capitalisation Direction support than originally envisaged at the end of 2025/26. 15. More detailed analysis by Directorate and Division is set out in Appendix A but a summary of the General Fund revenue monitoring position and forecast is set out in the table below: Table 1 – Summary of General Fund Revenue Forecast 16. The current year forecast position represents positive progress having rebased budgets as part of the Medium-Term Financial Strategy [MTFS] agreed in February and demonstrates a tight control of expenditure as the result of management action and the effect of the Spend Control measures already put in place. The chart below sets out the current forecast net overspend against reported monthly monitoring over the course of the previous year: Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public Chart 1 – Current and Prior-Year Forecast Variance General Fund Savings Tracker 17. Progress on delivery of agreed savings are at an early stage of the financial year and as would be expected at this point in time, not all are fully banked. Full Council agreed at the Budget Setting meeting in February 2026 a total of £21,176k of savings for the General Fund, but has been increased to reflect £509k of savings netted off in also agreed growth proposals. These additional grossed up savings are as follows: • £5k Lake Farm BMX Track • £35k Insurance Growth • £100k Complex Criminal Cases Prosecution Lawyer Income • £229k Implementation of Additional Licensing Policy Income • £140k Weekend provision Cemetery and crematorium Income 18. Collectively, including the grossing up of savings included in approved growth bids, the revised new General Fund savings agreed for 2026/27 thus total £21,685k. In addition, 2025/26 agreed savings totalling £5,405k that were not fully delivered or written out in the 2026/27 Budget have also been rolled forward into the current year savings tracker – a combined total being monitored in year of £27,090k. 19. Monitoring, at this early stage of the financial year shows £8,734k has already been fully delivered (Blue = 33%) and a further £7,462k is on track (green = 28%). Work continues to across Directorates to deliver on those proposals currently identified at risk or potentially being deferred to delivery next year. Full details of progress on £0.0m £5.0m £10.0m £15.0m £20.0m £25.0m £30.0m £35.0m £40.0m 2025/26 2026/27 Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public delivering the savings are set out in Appendix B, whilst a summary of the savings tracker is shown in the table below: Table 2 – Summary of Savings Tracker 20. Progress on delivering agreed savings is also improved on the previous financial year at this stage of the financial year, with 61% identified as delivered or on track (compared to 41% last year). The chart below illustrates this: Chart 2 – Progress on Savings Delivery Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public Fees and Charges / Enforcement Policies 21. A review of the currently approved fees and charges applicable for filming in the borough (last approved February 2026) has been undertaken and compared with those charges in neighbouring authorities. It is proposed to introduce new charges in- year to align Hillingdon’s charges with market rates. The existing and proposed scale charges are set in Appendix C. 22. The penalties for offences that the Council has the power to enforce are set by the relevant statutes. In some instances, the statute creating the offence and setting the penalty that applies for that offence allows the Council to apply fine levels within specified upper and lower limits. Following a review of fine levels applied by the Council, it is recommended that the fine levels for the following offences be revised as shown in the table below: Table 3 – Proposed Changes to Specific Environmental Fines 23. The Renters' Rights Act 2005 introduced a strengthened enforcement regime and new financial sanctions that can be imposed by local housing authorities as an alternative to prosecution for landlord non-compliance with requirements of that Act and for some offences under associated legislation. These new financial sanctions take the form of civil penalties that may be imposed where the authority is satisfied (to the criminal standard – beyond reasonable doubt) that a landlord or “relevant person” has contravened specified statutory duties (e.g. tenancy reform provisions, eviction rules, information requirements). Statutory guidance issued under this Act sets out the expectation that local housing authorities will develop and apply a clear policy for determining when and how penalties are used and at what level in order to Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public ensure consistency, proportionality, and transparency. Penalties for offences are expected to be determined on a case-by-case basis, taking account of factors such as the severity of the contravention, degree of culpability and harm resulting. 24. In order to robustly administer the new enforcement regime, it is appropriate for the authority to adopt a policy setting out how the level of a penalty will be determined. If the authority does not have such a policy, it is more likely that enforcement decisions will be challenged (e.g. via appeal to the First-tier Tribunal). Therefore, it is recommended that the authority to approve a new policy for civil penalties under the Renters’ Rights Act 2025 and other housing legislation be delegated to the Cabinet Member for Community, Environment and Enforcement in consultation with the Cabinet Member for Planning, Housing & Property. Acceptance of Grant Funding and Contributions 25. Additional grant funding from the Department for Education [DfE] for 2026/27 of £2,580,470 has been offered to the Council to support continued investment in preventative services for children and families through the ongoing implementation of Family Help and Child Protection reforms. The funding will support the continuation of staffing capacity, service redesign activity, and the development of new delivery models, including dedicated resources from partner agencies to strengthen integrated working and improve outcomes for children and families. It will also enable the authority to embed and sustain the changes already implemented through Family Help and Child Protection reforms, including the further development of multi-agency approaches, earlier intervention and prevention activity, and the ongoing delivery of Family Group Decision Making [FGDM] arrangements in preparation for and in support of legislative requirements. 26. The grant will complement other existing funding streams and support the continuation of preventative services, ensuring that transformational improvements are embedded and sustained whilst delivering a more effective, family-centred approach to supporting children and families. 27. A number of planning gifts totalling £449k are requested to be approved as set out below: a) Norgine House, Widewater Place, Moorhall Road, Harefield - £40,440 b) Rosedale College, Wood End Green Road, Hayes - £30,000 c) Record Store, The Old Vinyl Factory, Hayes - £27,610 d) Pro Logis DC5&6, Iron Bridge Road North, West Drayton - £35,860 e) Land at Austin Road, Hayes - £25,000 f) Land at Avondale Drive, Hayes - £10,000 g) Master Brewer, Freezeland Way, Hillingdon - £79,500 h) Cricket Field Road, Uxbridge - £46,550 Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public i) Hayes Bridge Retail Park & Heathrow Interchange, Uxbridge Road, Hayes - £47,250 j) Paddington Packet Boat, High Road, Cowley - £19,960 k) The Arena, Bennetsfield Road, Stockley Park - £20,650 l) Holland and Holland, Ducks Hill Road, Northwood - £10,780 m) Former Sipson Garden Centre, Sipson Road - £55,185 SECTION 2 – HOUSING REVENUE ACCOUNT REVENUE 28. The Housing Revenue Account [HRA] is currently forecasting a breakeven position as summarised below: Table 4 – Summary of Housing Revenue Account Revenue Forecast 29. The detail behind the service delivery of the blocks included in table 4 are as follows: i. Operational Assets budget funds the services provided for repairs and maintenance, void repairs, compliance and inspections. ii. The Director of Housing budget includes tenancy management and tenants' services. The budgets include utility costs, and these will continue to be monitored given the volatility of the electricity and gas markets in recent times. iii. The Other Service Areas budget includes the Careline contract, HRA specific ICT costs and the revenue regeneration costs. Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public iv. The Contribution to Shared Services budget includes the development and risk contingency, overheads and corporate and democratic core charges, and the bad debt provision. SECTION 3 – COLLECTION FUND 30. Council Tax income received by the Collection Fund is largely driven by the level of the Taxbase (expressed as the number of Band D equivalent properties). New monitoring processes have been introduced to monitor the level of growth in the Taxbase throughout the year. 31. Current growth in the taxbase for Council Tax is trending toward a shortfall over the course of the year of 34 Band D equivalent properties – this would equate to a deficit in annual income from Council Tax of £52k. In addition, monitoring of the bad debt provision indicates an increased requirement of £593k. In total, these two forecasts would mount to £646k – which would impact as a pressure in 2026/27. 32. The Taxbase change of 34 Band D properties is comprised as follows: Table 4 – Forecast Council Tax Collection Fund Position 33. The cost of providing discounts to older residents remains wholly a Council expense, and any variance impacts in the current year rather than being deferred through the Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public Collection Fund Adjustment Account. Those eligible and claiming this discount was higher than budgeted at the end of the previous financial year and continues to remain so. Currently the trend would indicate a £115k additional cost over budget for this discount. 34. Hillingdon’s share of the outstanding historic debt (i.e. not 2026/27 billed) totals £22m, of which bad debt provision of £16m partly covers the risk of eventual non- collection. The chart below analyses that debt by year: Chart 3 – Hillingdon Share of Historic Council Tax Debt £0m £2m £4m £6m £8m £10m £12m 25/26 24/25 23/24 22/23 Prior Years Provided For Not Provided For Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public SECTION 4 – CAPITAL PROGRAMME General Fund 35. Council approved a gross capital spend for the General Fund of £87.149m in February 2026. Since then, approval was given by Cabinet in June 2026 for £22.872m of underspends in 2025/26 where fully grant funded to be rolled forward into the 2026/27 Budget. Additionally, four further schemes totalling £0.586m which are all fully funded by grant or s106 proceeds have also been approved by Cabinet or Cabinet Member. Thus, the current approved capital budget totals £110.607m. 36. The officer-led Capital Review Group [CRG] has considered the remaining (i.e. not 100% grant funded) requests for further roll-forward of 2025/26 underspends. That review has resulted in the following additional roll-forward requests to be approved by Cabinet: 1) Refurbishment of Crematorium - £890k spend funded by £596k borrowing and £294k contribution from Harrow; 2) Yiewsley/Otterfield Library - £1,381k spend funded by borrowing (this scheme had already commenced in 2025/26); 3) Harlington Road Fuel Pumps & Canopy Replacement – spend £290k funded by borrowing; 4) Cranford Park Heritage - £32k spend funded by borrowing, scheme in progress; 5) Parking Service Improvements - £202k spend funded by borrowing; 6) SRP/SEND Meadow High School, Northwood Lane - spend £10,269k funded by borrowing, already commenced in 2025/26; 7) SRP/SEND Meadow High School, Meadow Lane - spend £572k funded by borrowing, already commenced in 2025/26; 8) Charville Lane – Children’s Specialist House - £291k spend funded by borrowing, required as part of the revenue savings programme; 9) Vehicle Replacement Programme - £412k spend funded by borrowing, required to replace essential vehicles and plant; 10) Chrysalis Programme - £90k spend funded by borrowing to match the legacy expenditure already incurred in 2026/27; 11) Staying Close Project – Respite Care - £585k spend funded from borrowing to facilitate the delivery of revenue savings; 37. These eleven additional proposals for roll-forward of unspent 2025/26 budgets total £15.644m and all but £0.294m are funded from prudential borrowing. Should Cabinet Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public approve these further roll-forward requests, the approved General Fund Capital Programme expenditure for 2026/27 would increase to £126.251m 38. Against this proposed increased expenditure budget an underspend of £6.974m is forecast with the previously approved roll forward for the Outdoor Activities Centre accounting for the difference. 39. A summary of the General Fund capital forecast for 2026/27 is set out below and the detailed three-year programme included in Appendix D: Table 5 – General Fund Capital Summary Housing Revenue Account 40. Council approved a 2026/27 HRA Capital Programme in February 2026 with a gross spend of £136.308m and in June 2026 Cabinet approved roll-forward of 2025/26 underspends of £8.130m and the roll-back of £11.600m of budget from 2027/26 to 2026/27 for Hayes Regeneration works – a revised budget for the year of £156.038m. 41. Project managers are currently forecasting spend to match budget for 2026/27. A summary of the HRA Capital position at the end of Period 2 is set out below and the detailed three-year programme included in Appendix D: Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public Table 6 – Housing Revenue Account Capital Summary 5. Corporate implications a) Financial This report summarises the forecast revenue outturn positions for theGeneral Fund and currently shows a forecast overspend of £584k but would be covered by the £10,000k Risk and Contingency Provision. Net risks and opportunities of a potential further £2,659k have the potential to further impact on that forecast. Directorates are required to mitigate such forecast overspends wherever possible. The proposals to alter a number of fees and charges or enforcement policies during the year will assist in optimising the Council’s income and additionally provide further positive incentives with regard to anti-social behaviour. Requests for further roll -forward of 2025/26 General Fund Capital Programme schemes are included in the recoomedations for this report and are predominantly funded by prudential borrowing. b) Legal There is no specific statutory requirement prescribing the timing or content of in- year budget monitoring reports to Cabinet. However, under section 151 of the Local Government Act 1972, the Council is required to make proper arrangements for the administration of its financial affairs, and the Council’s s151 Officer has an ongoing duty to ensure that the Council maintains a balanced budget. In practice, regular budget monitoring reports to Members form a key part of demonstrating compliance with these duties, consistent with the expectations of the CIPFA Financial Management Code and external audit. Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public It is accordingly in keeping with the principles of good governance for such reports to be brought to Cabinet, in relation to the Council’s budget position. Any relevant legal implications are referred to elsewhere within the body of this report. c) Alternative options This report sets out the latest forecasts for the General Fund and HRA revenue positions and do not in themselves present alternative options. However, service directorates are tasked with identifying mitigations to offset these forecast variances. Options exist to not increase fees and charges or enforcement penalties but would have an adverse effect on income and in some instances would not promote compliance with required behavious. Cabinet could choose not to approve the capital roll-forward requests from 2025/26 capital underspends, but these requests relate to committed schemes or capital projects that are deemed essential in delivering Council priorities. d) Risk management The forecast revenue position includes known potential risks and opportunities to thecore forecasts. All Corporate Management Team members are tasked with managing their budgets within their overall funding envelope and will seek to mitigate forecast net overspends as the year progresses. e) Other implications NIL 6. Consultation & engagement Not Applicable. 7. Timetable for implementation This report is updated on a monthly basis – the next report is scheduled to be presented to the September Cabinet meeting and will set out the Month 4 monitoring position. Executive Decision Report Cabinet 23 July 2026 Classification: Part 1 Public List of appendices attached A. Period 2 Revenue Monitoring B. Period 2 Savings Tracker C. Proposed Changes to Filming Fees and Charges D. Period 2 Capital Monitoring List of Background Papers a) Full Council approval of 2026/27 Budget and Medium-Term Financial Strategy (26th February 2026) b) Cabinet approval of Capital Schemes Roll-Forward requests fully funded by grant (25th June 2026)

Appendix A - Period 2 Revenue Monitoring Fund Dir Div'n Budget to Date Actual to Date Variance to Date Full-Yr Budget Full-Yr Forecast Full-Yr Variance Risks Opps Ongoing Child and Family Development (CFE - AS) (3) 22 25 (18) (18) - - - - Direct Care & Business Delivery 4,225 2,554 (1,671) 24,664 25,706 1,043 - - 1,195 ASC Placements 18,946 12,897 (6,050) 113,519 118,077 4,558 - - - Health and Public Health (950) (4,637) (3,687) (5,725) (5,725) 0 - - - Immediate Response 1,296 822 (474) 6,837 6,567 (270) - - - Sustained Support Service 1,318 730 (588) 8,679 8,258 (421) - - - Direct Adult Services and Health (2,552) (354) 2,198 (14,980) (19,019) (4,039) 400 - - Adult Services & Health 22,281 12,034 (10,247) 132,975 133,846 870 400 - 1,195 Digital Service (0) 317 317 (17) (17) (1) - - - Business Intelligence 0 209 209 (155) (128) 27 - - - Corporate Services Management 193 254 61 1,107 1,160 54 - - - Counter Fraud (9) 230 239 (166) (113) 53 - - - Procurement (0) 149 149 (41) (74) (33) - - - Resident Hub (3) 845 848 (141) 553 695 125 - - Technology 513 5,678 5,165 3,129 3,260 131 131 (131) - Chief Operating Officer 694 7,681 6,987 3,715 4,641 926 256 (131) - Communications (8) 152 160 (69) (99) (30) - - - Democratic Services 511 538 27 3,008 2,957 (51) - - - Legal (0) 572 572 (146) 238 384 - - - Human Resources Division 135 476 341 606 880 274 - - - Chief Executive's Office 638 1,738 1,100 3,398 3,975 577 - - - Children Social Care 9,032 4,953 (4,078) 53,703 51,683 (2,020) - - - Education and SEND 1,313 988 (326) 7,059 7,131 72 - - - Schools (DSG) (271) (10,661) (10,389) (0) (0) - - - - SPQR 2,276 1,907 (369) 13,190 15,120 1,930 - - - Children and Young People's Services 12,350 (2,813) (15,163) 73,952 73,935 (18) - - - Accounts, Treasury & Pensions 468 (357) (825) 2,768 2,792 24 500 - - Corporate Finance 123 316 193 695 778 83 - - - Appendix A - Period 2 Revenue Monitoring Fund Dir Div'n Budget to Date Actual to Date Variance to Date Full-Yr Budget Full-Yr Forecast Full-Yr Variance Risks Opps Ongoing Internal Audit 0 52 52 (11) (10) 1 - - - Service Finance & Business Partnering (31) 556 587 (288) 78 366 - - - Operational Finance 708 4,850 4,143 4,103 4,389 286 - - - Finance 1,268 5,417 4,149 7,268 8,027 760 500 - - Environment 6,061 10,999 4,938 35,936 36,244 308 863 - - Assets (151) 169 320 (1,167) (1,002) 165 - - - Community Safety And Enforcement (248) (1,103) (855) (1,711) (1,728) (17) - - - Community Services 1,282 531 (752) 7,534 7,534 (0) - - - Corporate Director Place (39) 90 129 (255) (255) (0) - - - Director of Residents Services (43) - 43 (263) (264) (0) - - - Health and Strategic Partnership 53 (1,851) (1,904) 284 488 203 - - - Tenancy Management Sheltered Housing and Extra Care 28 2 (26) 167 181 14 - - - Planning and Sustainable Growth 909 (533) (1,442) 5,198 5,197 (1) - - - Housing Needs and Homelessness 4,517 1,749 (2,768) 26,976 24,041 (2,935) 871 - - Safer Communities and Vulnerabilities 460 164 (296) 2,692 2,758 67 - - - Residents Services 12,828 10,216 (2,611) 75,390 73,194 (2,196) 1,734 - - Corporate Budgets D - (4,364) (4,364) - - - - - - Corporate Expenditure 7,605 7,380 (225) 45,627 45,477 (150) - - (150) Corporate Funding (49,604) (5,320) 44,284 (297,623) (297,508) 115 - - 100 Corporate Income (552) - 552 (4,444) (4,444) - - - - Reserves & Provisions 2,726 - (2,726) 21,130 20,830 (300) - - (300) EFS - Capitalisation Direction (10,231) - 10,231 (61,388) (61,388) - - - - Corporate Budgets (50,057) (2,773) 47,753 (296,698) (297,033) (335) - - (350) General Fund Revenue 1 31,970 31,969 0 584 584 2,890 (131) 845 Capital Programme Financing 8,403 (3,891) (12,294) 50,419 50,419 - - - - HRA Contribution to / from Balances 0 - (0) 393 393 (0) - - - HRA Rental Income (15,077) (7,961) 7,116 (90,459) (90,459) - - - - Appendix A - Period 2 Revenue Monitoring Fund Dir Div'n Budget to Date Actual to Date Variance to Date Full-Yr Budget Full-Yr Forecast Full-Yr Variance Risks Opps Ongoing HRA Financing Total (6,673) (11,852) (5,179) (39,647) (39,647) (0) - - - Contribution to Shared Services 1,117 (115) (1,232) 6,482 6,482 0 - - - Housing 2,210 6,413 4,202 13,294 13,294 0 - - - Other Service Areas 179 648 469 1,070 1,070 (0) - - - Closed Codes HRA - 3 3 - - - - - - HRA Housing Total 3,506 6,949 3,443 20,847 20,847 0 - - - Operational Assets 3,167 2,867 (300) 18,800 18,800 (0) - - - HRA Operational Assets Total 3,167 2,867 (300) 18,800 18,800 (0) - - - HRA Revenue Total 0 (2,036) (2,036) - (1) (1) - - - Appendix B - 2026/27 Savings TrackerDirectorate Saving Description Blue (Delivered) Green (On Track) Amber (At Risk) Red (Delayed until Next Year) Purple (Not able to be Delivered) Total New 26/27 Saving 25/26 Saving b/f (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) Ceasing SEND Keyworking 344 - - - - 344 344 - Family Hubs - new grant 899 - - - - 899 899 - New Care Offer - Review of Operating Model 898 519 - - - 1,417 1,417 - Review of Semi Independent & Shared Accommodation - 216 - - - 216 216 - Children & Young People's Services 2,141 735 - - - 2,876 2,876 - Acquisition of Care home - 162 - - - 162 - 162 Creation of a care company for temporary staff via an SPV - 277 - - - 277 - 277 Creation of a SPV for Direct Care services - - 97 - - 97 97 - Implementation of Ask SARA 150 - - - - 150 - 150 Lease Income for Sexual Health Clinics - 165 - - 85 250 - 250 Passenger Assistant supplier switch (Pertemps to Operator) - 227 - - - 227 227 - Post 16 Policy change to offer Personal Transport Budgets - 387 - - - 387 387 - Review and change in the catering services offer for Extra Care, Day Resources & Early Years services - 99 - - - 99 - 99 Review of Early Years Operating Model (Additional) - Lease Income 93 - - - - 93 - 93 Section 117 Funding split with ICB - - 950 - - 950 - 950 SEND Transport Demand 2026/27 to 2030/31 - - - 1,236 - 1,236 1,236 - Supported Living De Commissioning - - 253 - - 253 253 - Telecare Review - - 400 - - 400 400 - Adult Services and Health 243 1,317 1,700 1,236 85 4,581 2,600 1,981 Acquisitions Supply 315 - 1,077 - - 1,392 1,392 - Appendix B - 2026/27 Savings TrackerDirectorate Saving Description Blue (Delivered) Green (On Track) Amber (At Risk) Red (Delayed until Next Year) Purple (Not able to be Delivered) Total New 26/27 Saving 25/26 Saving b/f (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) Additional Grant – Final LGFS 377 - - - - 377 377 - Beck Theatre Parking - - 50 - - 50 - 50 Building Control Fee Uplift 15 - - - - 15 15 - Changes to parking payment options - 95 - - - 95 95 - Changes to parking tariffs - 1,232 - - - 1,232 1,232 - Charging for Garden Waste 879 - - - - 879 - 879 Digital Library Plan Pilot - 450 - - - 450 450 - Discretionary Planning Fees Uplift 28 - - - - 28 28 - Domestic Abuse Support Officer – service growth proposal 76 - - - - 76 76 - Efficiency Gain Fleet - 230 - - - 230 230 - Extended Producer Responsibility Grant 2,653 - - - - 2,653 2,653 - Facilities management restructure - 297 - - - 297 297 - Fast Track Planning Service - 3 - - - 3 3 - Fees & Charges Inflationary Uplifts 58 - - - - 58 - 58 Fees & Charges Inflationary Uplifts 2 200 - - - - 200 - 200 Festive Light Residual Budget 150 - - - - 150 150 - Fleet management improvements 24 - - - - 24 24 - Garage Voids - 80 - - - 80 - 80 Grounds Maintenance service review - 300 - - - 300 300 - Implementation of Additional Licensing Policy - 229 - - - 229 229 - Increase Garden Waste Subscription fee - 189 - - - 189 189 - Lake Farm BMX Track 5 - - - - 5 5 - Meeting Room Hire Revenue in Libraries - 40 - - - 40 - 40 NYGL civic amenities site - - 70 - - 70 70 - Out of Hours Noise Nuisance Service - - 220 - - 220 - 220 Partner Supply - - 464 - - 464 464 - Pay and Display Machine Cash Collection - - 66 - - 66 - 66 Appendix B - 2026/27 Savings TrackerDirectorate Saving Description Blue (Delivered) Green (On Track) Amber (At Risk) Red (Delayed until Next Year) Purple (Not able to be Delivered) Total New 26/27 Saving 25/26 Saving b/f (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) Platinum Jubilee Leisure Centre Management Fee - 80 - - - 80 - 80 Platinum Jubilee Leisure Centre Management Fee 2 - 70 - - - 70 70 - Proposal 4: Discretionary Planning Fees Uplift 13 - - - - 13 - 13 Proposal 6: Statutory Planning Fee Increase – Householders - - 150 - - 150 - 150 PRS Supply - - 1,171 - - 1,171 1,171 - Reconciliation of Resident engagement cost 100 - - - - 100 100 - Reduction in cost of recycling bags 200 - - - - 200 200 - Reduced Demand - - 1,704 - - 1,704 1,704 - Removal of Multiple Daily Free HFC Parking Sessions - 65 - - - 65 65 - Review Domestic Support Contracts 80 - - - - 80 80 - Review of Burial Charges 200 - - - - 200 - 200 Review of Crematoria & Cemetery Charges 300 - - - - 300 - 300 Review of Early Years Operating Model - 93 - - - 93 93 - Review of Golf Delivery Model - 267 - - - 267 - 267 Review of Pest Control discounts - - 49 - - 49 49 - Green Spaces - Service delivery model review 62 - - - - 62 62 - Social Housing Supply - - 1,701 - - 1,701 1,701 - Street inspections digitally performed 107 - - - - 107 107 - Street Scene 50 - - - - 50 50 - Subsidy removal - 100 - - - 100 100 - Temporary Accomodation Management - - 230 - - 230 230 - ULEZ expenditure - 48 - - - 48 48 - Waste disposal management (resource) 48 - - - - 48 48 - Waste Weekends – Powerday - 150 - - - 150 150 - Weekend provision Cemetery and crematorium - 140 - - - 140 140 - Residents' Services 5,940 4,158 6,952 - - 17,050 14,447 2,603 Appendix B - 2026/27 Savings TrackerDirectorate Saving Description Blue (Delivered) Green (On Track) Amber (At Risk) Red (Delayed until Next Year) Purple (Not able to be Delivered) Total New 26/27 Saving 25/26 Saving b/f (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) Business Intelligence Review - - 50 - - 50 50 - Digital and Technology Contract Review - 98 - - - 98 98 - Increase MVF by 1% - - - 217 - 217 - 217 Reshaping Customer Experience and Business Support - phase 2 - 277 - - - 277 - 277 Transformation Team - 161 - - - 161 161 - Chief Operating Officer - 536 50 217 - 803 309 494 Appointeeship Client Charges - 60 - - - 60 60 - Corporate Management Team 6 - - - - 6 6 Digital take up - 33 - - - 33 33 - Future of Financial Systems - Full Year Effect - - - 100 - 100 - 100 HB Admin Subsidy - 91 - - - 91 91 - Increase in Charges to Recover Court Costs - 130 - - - 130 130 - Increase MVF by 1% - - - 139 - 139 - 139 Insurance Growth 35 - - - - 35 35 - NNDR Cost of Collection Allowance 187 187 187 Revenues & Benefits - Automations & Customer Contact - 178 - - - 178 178 - Review of Cashflow Measures - Supplier Incentive Programme - 115 - - - 115 115 - Supplier Incentive Programme - Construction - 20 - - - 20 20 - Finance 228 627 - 239 - 1,094 855 239 Communications Vacant Post Removal 56 - - - - 56 56 - Communications; Outsourcing of the Council's Film Office 3 16 - - - 18 - 18 Complex Criminal Cases Prosecution Lawyer 50 - 50 - - 100 100 - Hillingdon People Magazine - 53 - - - 53 53 - Appendix B - 2026/27 Savings TrackerDirectorate Saving Description Blue (Delivered) Green (On Track) Amber (At Risk) Red (Delayed until Next Year) Purple (Not able to be Delivered) Total New 26/27 Saving 25/26 Saving b/f (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) HR Service Review - - - - 171 171 171 - Human Resources Service Review 29 - - 42 - 70 - 70 Legal Management Restructure 91 - - - - 91 91 - Legal Research AI Licence 47 - - - - 47 47 - Outsourcing of the Council's Film Office - - 60 - - 60 60 - Registration Service Income - 20 - - - 20 20 - Chief Executive's Office 275 89 110 42 171 686 598 88 Directorate Summary 8,827 7,462 8,812 1,734 256 27,090 21,685 5,405 Children & Young People's Services 2,141 735 - - - 2,876 2,876 - Adult Services and Health 243 1,317 1,700 1,236 85 4,581 2,600 1,981 Residents' Services 5,940 4,158 6,952 - - 17,050 14,447 2,603 Chief Operating Officer - 536 50 217 - 803 309 494 Finance 228 627 - 239 - 1,094 855 239 Chief Executive's Office 275 89 110 42 171 686 598 88 Directorate Summary 8,827 7,462 8,812 1,734 256 27,090 21,685 5,405 33% 28% 33% 6% 1% Service Savings (as agreed in February Budget Setting Council): 21,645 Grossing up of Savings included in Net Growth bids: 40 Total 2026/27 Agreed Savings: 21,685 Add undelivered 2025/26 Savings Rolled-Forward: 5,405 Total Savings being Tracked 2026/27: 27,090 27,090 Appendix C - Proposed Changes to Filming Fees and Charges Existing Proposed 2026/27 Charges Charges £80 Small Crew Admin 1-5 Crew; Low key street filming £88 £190 Medium Crew Admin 5-15 Crew £209 £250 Large Crew Admin 15-50 Crew £275 £335 Very large Crew 50+ Crew £369 £35 Charity Admin £39 £35 Student Admin £39 POA Drone Filming POA £195 Small crew first hour 1-5 Crew £205 £495 - £805 Small crew half day 1-5 Crew £545-£930 £865 - £1860 Small crew full day 1-5 Crew £950-£2147 £1115 - £2475 Medium crew full day 5-15 Crew £1230-£2860 £1240 - £3710 Large Crew half day 15-50 Crew £1365-£4285 £2475 - £6190 Large Crew full day 15-50 Crew £2730-£7150 £2165 - £7425 Very large crew half day 50+ Crew £2390-£8580 £3400 - £20,000 Very large crew full day 50+ Crew £3570-£22000+ £70 - £105 Small Crew photography (up to 5 ppl) 1-5 Crew £79-£120 per hour £155-310 Medium Photography per hour Large Crew photography 5+ Crew £173-£357 per hour Small crew per hour 1-5 Crew £189.00 Medium Crew per hour 5-15 Crew £189.00 Large Crew per hour 15-50 Crew £225.00 Very Large Crew per hour 50+ Crew £357.00 £53 SY/DYL Dispensation £53 £53 Parking Permits/dispensation (Daily) £62 per vehicle £52 Parking Suspensions (Per Bay) £62 per bay per day £52 Parking Admin/bagging Fee £62 per road £1485 - £3710 Unit Bases £1485 - £3710 £475 Short Hold Agreement - Half Day £499 per road £675 Short Hold Agreement - Full Day £709 per road £870 Temporary Traffic Notice £957 £2,012.70 Temporary Traffic Order £2,114 £340 Temporary Structure - Half Day £357 £620 Temporary Structure - Full Day £651 POA Crane Licence POA POA Street Furniture Alterations POA OTHER ADMIN - STREET FILMING DRONE FILMING LOCATION LOCATION ADMIN & OFFICER TIME PARKING TEMPORARY TRAFFIC RESTRICTION POA Lighting Engineer POA Appendix D - Period 2 Capital Monitoring Roll-Fwd O/S Actuals Request 2026/27 2027/28 2028/29 Commits to Date 2026/27 2027/28 2028/29 2026/27 2027/28 2028/29 Project Name (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) Hillingdon Water Sports Facility & Activity Centre - 15,208 6,234 7,000 499 37 8,234 6,234 7,000 (6,974) - - Cedars and Grainges - 250 2,500 5,000 0 250 2,500 5,000 - - - Refurbishment of Crematorium 890 750 4,000 4,240 1,640 4,000 4,240 890 - - Redevelopment of 1-10 Nelson Lane GF - 1,000 2,450 2,500 1,000 2,450 2,500 - - - Civic Centre Transformation 3,500 - - 1,190 868 3,500 - - - - - Garage Site Refurbishment - 1,000 1,000 850 1,000 1,000 850 - - - Yiewsley/Otterfield Library 1,381 776 53 - 2,157 53 - 1,381 - - Hayes Canal Project - 750 - - 750 - - - - - Harlington Road Fuel Pumps and Canopy Replacemen 290 718 15 - 1,008 15 - 290 - - Motor Vehicle Workshop - Relocation - 700 - - 2 - 700 - - - - - Jubilee Leisure Centre, West Drayton 607 - - 1,220 534 607 - - - - - Carbon Initiatives 500 - - 687 606 500 - - - - - Flood Alleviation - 300 50 - 46 - 300 50 - - - - St Martins Approach (Former Citizens Advice Bureau S - 300 - - - 300 - - - - - Cranford Park Heritage 302 200 - - 621 84 502 - - 302 - - Parking Services Improvments 202 100 - - 19 - 302 - - 202 - - Endeavours Sea Scouts New build - 60 - - 60 - - - - - Youth Provision 2nd Ickenham Scouts Group - 348 - - 348 - - - - - Uxbridge Cemetery Gatehouse & Chapel Refurbishme 22 - - 18 6 22 - - - - - Residents Services 3,065 27,089 16,302 19,590 4,301 2,134 23,180 16,302 19,590 (3,909) - - SRP/ SEND Meadow High School - Northwood Road 10,629 8,578 380 - 22,465 2,740 19,207 380 - 10,629 - - Secondary School Expansions - 8,649 214 - - 8,649 214 - - - - SRP / SEND Meadow School - Royal Lane 572 250 - - 290 (1,305) 822 - - 572 - - Charville Lane - Children Specialist House 291 86 - - 79 54 377 - - 291 - - Children's & Young People Services 11,492 17,563 594 - 22,834 1,490 29,055 594 - 11,492 - - Preliminary Works - Civic Centre Car Park Developmen - 488 - - 488 - - - - - Investment in Care Home Capacity 9,512 10,000 - - (830) 9,512 10,000 - - - - Adult Social Care & Health - 10,000 10,000 - - (830) 10,000 10,000 - - - - Major Projects 14,557 54,652 26,896 19,590 27,136 2,794 62,235 26,896 19,590 7,583 - - Highways Structural Works - 8,207 8,446 8,690 - 113 8,207 8,446 8,690 - - - Highways Section 106 Projects - - - - 0 (87) - - - - - - Vehicle Replacement Programme 412 2,277 7,766 4,684 645 57 2,689 7,766 4,684 412 - - Disabled Facilities Grant - 6,585 2,146 2,146 570 152 6,585 2,146 2,146 - - - Approved Budgets: Full Year Forecast: Forecast Variance: Appendix D - Period 2 Capital Monitoring Roll-Fwd O/S Actuals Request 2026/27 2027/28 2028/29 Commits to Date 2026/27 2027/28 2028/29 2026/27 2027/28 2028/29 Project Name (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) Approved Budgets: Full Year Forecast: Forecast Variance: Shopping Parades Initiatives - - - - 118 - - - - - - - Devolved Capital to Schools - 2,000 2,000 2,000 2,000 2,000 2,000 - - - Property Works Programme - 1,840 1,480 1,520 413 101 2,263 1,480 1,520 423 - - Transport for London Funded Schemes - 1,458 1,458 1,458 47 (257) 1,458 1,458 1,458 - - - Replacement of Street Light Columns - 600 600 600 0 - 600 600 600 - - - Highways Bridges and Structures - 400 400 400 400 400 400 - - - CCTV Programme - 409 462 262 36 - 409 462 262 - - - Beck Theatre Planned Works - 462 168 132 462 168 132 - - - Playground Refurbishment Programme - 200 200 200 200 200 200 - - - Road Safety - 120 120 120 23 (22) 120 120 120 - - - HS2 Amenity Fund - - - - - 39 - - - - - - Chrysalis Programme 90 - - - 343 85 90 - - 90 - - Environmental and Recreational Initiatives - Green Spa - 59 - - 9 (54) 59 - - - - - Leisure Centre Refurbishment - 100 100 100 100 100 100 - - - River Restoration Projects 255 - - - - 255 - - - - - Staying Close Project - Children's Respite 585 - - - 585 - - 585 - - 16th Apr - Northwood & Pinner Health Centre – Highwa 76 - - 76 - - - - - 30th Mar - Contrib to NHS, Health Centre former Cotta 108 - - 108 - - - - - Botwell Leisure Centre - - - - - - - - - Waste Service Improvements - - - - - - - - - Harefield Family Hub - New Build - - - - - - - - - Residents Services 1,087 25,156 25,346 22,312 2,203 127 26,666 25,346 22,312 1,510 - - School Building Condition Works - 15,498 3,000 3,000 723 218 15,498 3,000 3,000 - - - Musical Instruments, Equipment & Technology 147 - - - - 147 - - - - - Children's & Young People Services - 15,645 3,000 3,000 723 218 15,645 3,000 3,000 - - - Social Care Equipment - 3,977 3,977 3,977 - 85 3,977 3,977 3,977 - - - Adult Social Care & Health - 3,977 3,977 3,977 - 85 3,977 3,977 3,977 - - - Digital, Data and Technology Investment 4,198 3,999 50 1,146 79 4,198 3,999 50 - - - Corporate Services - 4,198 3,999 50 1,146 79 4,198 3,999 50 - - - Programme of Works 1,087 48,976 36,322 29,339 4,072 509 50,486 36,322 29,339 1,510 - - General Fund Capital Contingency - 4,979 - - 4,979 - - - - - General Fund Capital Contingency - 2,000 2,000 2,000 2,000 2,000 2,000 - - - Appendix D - Period 2 Capital Monitoring Roll-Fwd O/S Actuals Request 2026/27 2027/28 2028/29 Commits to Date 2026/27 2027/28 2028/29 2026/27 2027/28 2028/29 Project Name (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) Approved Budgets: Full Year Forecast: Forecast Variance: Capital Contingency - 6,979 2,000 2,000 - - 6,979 2,000 2,000 - - - GENERAL FUND CAPITAL PROGRAMME 15,644 110,607 65,218 50,929 31,208 3,303 119,700 65,218 50,929 9,093 - - Total Gross Expenditure 15,644 110,607 65,218 50,929 119,700 65,218 50,929 9,093 - - Funded by Prudential Borrowing (15,350) (40,385) (38,393) (26,758) (66,954) (38,393) (26,758) (26,569) - - Funded by Other Sources (294) (70,222) (26,825) (24,171) (52,746) (26,825) (24,171) 17,476 - - HRA In-House Housing Supply Acquisitions 10,019 10,000 10,000 29,572 2,644 10,019 10,000 10,000 - - - Development Yiewsley Housing Scheme 17,013 8,169 407 25,543 1,690 17,013 8,169 407 - - - HRA Housing Supply Block Purchases 29,356 - - 0 - 29,356 - - - - - New Build - General Needs Hsg - 34-44 Sullivan Cres - - - 319 (60) - - - - - - Existing FRI Leases - HRA 16,732 - - 16,732 - - - - - Development Haydon Drive 10,458 1,293 - 10,508 221 10,458 1,293 - - - - Grays Road site development 3,725 1,275 - 430 173 3,725 1,275 - - - - Staying Close Acquisition Programme 2,772 - - 2,772 - - - - - Rebuild of properties with structural issues 330 1,664 206 330 1,664 206 - - - Garage Site New Peachy Lane - 1,688 - - 1,688 - - - - Redevelopment of 1-10 Nelson Lane 130 320 600 130 320 600 - - - Major Projects - 90,535 24,409 11,213 66,372 4,668 90,535 24,409 11,213 - - - Hayes Regeneration - Avondale Phases 2 and 1B 14,950 26,400 58,500 14,950 26,400 58,500 - - - Hayes Regen - Hayes Town Centre future phases - - 1,916 - - 1,916 - - - Hayes Regeneration Phase 1 and 1A 1,206 1,274 - 1,504 2,453 1,206 1,274 - - - - Hayes Regeneration - 16,156 27,674 60,416 1,504 2,453 16,156 27,674 60,416 - - - Works to Stock - Reactive and Planned Capital 30,997 31,484 28,468 18,161 1,994 30,997 31,484 28,468 - - - Green Homes Initiative - Reactive and Planned 10,250 10,250 6,150 6,402 2,478 10,250 10,250 6,150 - - - Major Adaptations 4,100 4,100 3,588 1,267 126 4,100 4,100 3,588 - - - Programme of Works - 45,347 45,834 38,206 25,830 4,598 45,347 45,834 38,206 - - - Capital Contingency 4,000 4,000 4,000 4,000 4,000 4,000 - - - Capital Contingency - 4,000 4,000 4,000 - - 4,000 4,000 4,000 - - - HOUSING REVENUE ACCOUNT CAPITAL PROGRAMME - 156,038 101,917 113,835 93,706 11,719 156,038 101,917 113,835 - - - Total Gross Expenditure 156,038 101,917 113,835 156,038 101,917 113,835 Funded by Prudential Borrowing (74,880) (41,841) (52,994) (74,880) (41,841) (52,994) Appendix D - Period 2 Capital Monitoring Roll-Fwd O/S Actuals Request 2026/27 2027/28 2028/29 Commits to Date 2026/27 2027/28 2028/29 2026/27 2027/28 2028/29 Project Name (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) (£,000's) Approved Budgets: Full Year Forecast: Forecast Variance: Funded by Other Sources (81,158) (60,076) (60,841) (81,158) (60,076) (60,841)

Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public Public Preview: Matters to be considered later in private Cabinet Member Lead All Cabinet Members Report author Mark Braddock – Democratic Services Report classification and reason Public For General Release Relevant Committee All Electoral Ward N/A 1. Executive Summary The Council is committed to openness, with most Cabinet decisions taken in public. In some cases, reports are considered in private where they contain sensitive information, helping to protect the Council’s interests and secure the best outcomes for residents. To ensure transparency, the Council provides advance notice of these items, publishes decisions after the meeting, and - through this preview report - offers a clear public summary of the matters to be discussed in private, so residents are informed while confidentiality is appropriately maintained. 2. Recommendation(s) 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. 3. Information Why are some reports considered in private? The Council is committed to being open and transparent. Most Cabinet reports are discussed in public (Part 1 of the agenda). However, some items need to be considered in private (Part 2). This is usually because they include sensitive information, such as: • Details about contracts or tenders • Property or land transactions • Commercial or financial information Making this information public could affect the Council’s ability to get the best value for residents or could unfairly impact other organisations or individuals. This type of information is known as “exempt information.” The law allows it to be considered in private when the need to keep it confidential outweighs the benefits of making it public. Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public How can the public find out more about these private reports? The Council takes steps to keep the process as open as possible: Forward Plan Upcoming decisions are listed in advance on the Cabinet Forward Plan (published on the Council’s website), with a summary and reasons for any private consideration. You can view the Plan here. Public Preview Teport This report – it provides a useful summary of the items to be discussed in private, including the main issues and the type of decisions being considered without releasing any confidential information. Live broadcast The discussion of this report is broadcast live on the Council’s YouTube channel (Hillingdon London) and available to watch afterwards. Published decisions After the meeting, the final decisions on private items are published on the Council’s website alongside decisions made in public. 4. Corporate implications a) Legal 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. b) Alternative options Alternative Options Rationale for rejecting option To publish all confidential reports Cabinet can choose to make a private report public in rare and exceptional cases, if it decides that sharing the information is in the public interest. However, usually reports are confidential for the reasons set out above. To not publish a public preview report The Council wishes to support transparency in a consistent way, so it uses this public preview report to give an overview of private items before they are discussed and decided on. List of appendices attached Public Preview of Reports Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public Appendix Public Appendix For General Release Public Preview of Reports Item 13 – Major Project: New Care Home Facility & Housing: Redevelopment of 1-10 Nelson Lane, Uxbridge Cabinet Member Lead Cabinet Member for Planning, Housing & Property (Cllr Denys) Relevant Committee Corporate Resources & Infrastructure Electoral Ward Hillingdon East Cabinet will be asked to consider proposals to redevelop the vacant Nelson Lane site in Uxbridge to provide new accommodation for adults with learning disabilities and complex needs, alongside new affordable family housing. The site currently contains 10 former one-bedroom bungalows which are vacant and no longer suitable for modern use. The buildings have significant structural issues and the Council considers redevelopment to be the most appropriate long-term solution. The proposal includes: • Two purpose-built, six-bedroom care homes providing accommodation for up to 12 adults with learning disabilities and complex needs. • Two new affordable family homes at Nelson Lane. • A linked affordable housing development at New Peachey Lane providing three additional family homes. The new care homes would be designed to meet current care standards and provide residents with modern accommodation that supports independence whilst enabling them to remain close to family, friends and local support networks. At this stage, Cabinet is being asked to approve the project and next phase of project development, including detailed design work, technical surveys and preparation of planning applications. The report does not seek planning permission itself. Any future planning applications would be subject to the normal planning process, including public consultation. Engagement has already taken place with Adult Social Care stakeholders and service users, and further consultation and engagement would continue as the proposals are developed. Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public Item 14 - Contract: Integrated Sexual Health Services Cabinet Member Lead Cabinet Member for Adults, Children Health & Care (Cllr O'Brien) Relevant Committee Children, Families, Health & Care Electoral Ward All Wards Cabinet will be asked to approve arrangements for the continued provision of Hillingdon’s Integrated Sexual Health Service (ISHS), ensuring that residents continue to have access to a comprehensive range of sexual health services, including prevention, testing, treatment and contraception. The service is a statutory responsibility of local authorities and is funded through the ring-fenced Public Health Grant. The proposal would provide long-term continuity for a service currently delivered by London North West Hospitals NHS Trust (LNWH), which is assessed as providing a safe and effective service for residents. The report notes that maintaining service continuity would avoid disruption and support the ongoing delivery of essential public health services. A key element of the proposal is the planned relocation of the service to the Civic Centre. The move is intended to provide residents with a more accessible location, improved public transport links and a modern clinical environment better suited to future service delivery. Co-location with other Council and NHS services would also support a more integrated approach to care and improve links between services. The report highlights that the relocation would be funded by the NHS Trust and would create no capital cost to the Council. The project would also bring improvements to the Civic Centre estate and generate ongoing lease income for the Council, helping to make effective use of Council-owned accommodation. The proposal is expected to support wider public health objectives by improving access to services and helping to address health inequalities. Sexual health services play an important role in improving access to prevention, screening, treatment and contraception, particularly for groups that can experience poorer health outcomes or barriers to accessing care. Subject to approval, work will continue on the relocation project, lease arrangements and future service development. Public Health will also undertake further needs assessment, engagement and consultation activity to help shape the future service model and ensure it remains responsive to the needs of Hillingdon residents. Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public Item 15 – Contract: Laboratory testing contract for the Imported Food Office at Heathrow Airport Cabinet Member Lead Cabinet Member for Community, Environment & Enforcement (Cllr Bennett) Relevant Committee Residents' Services Electoral Ward Heathrow Villages Cabinet will be asked to approve contractual arrangements for the continued provision of specialist laboratory testing services that support food and feed safety controls at Heathrow Airport. The service is used by the Council’s Imported Food Office, which has statutory responsibilities for inspecting certain food and feed products entering the UK through Heathrow. The laboratory testing service plays an important role in protecting public health by helping to ensure imported products meet legal food safety requirements. Samples taken during inspections may be tested for pesticide residues, microbiological contamination, mycotoxins and other potential risks. As a port authority, the Council has a legal responsibility to maintain effective imported food controls at Heathrow Airport. Laboratory analysis forms a key part of this work, helping officers determine whether products comply with food safety standards before they enter the market. The report notes that the service operates on a cost-recovery basis, with testing costs recovered from importers rather than funded from the Council's General Fund budget. Subject to approval, the new contract for these services would commence later this year, ensuring continuity of this important regulatory function and supporting the Council's ongoing role in protecting public health and maintaining import controls at one of the UK's and World’s busiest international gateways. Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public Item 16 - Contract: Communal Passenger & Goods Lifts Maintenance & Repairs Services Cabinet Member Lead Cabinet Member for Planning, Housing & Property (Cllr Denys) Relevant Committee Corporate Resources & Infrastructure Electoral Ward N/A Cabinet will be asked to approve arrangements for the continued maintenance, servicing and repair of communal passenger and goods lifts across the Council’s housing and corporate property portfolio. The contract covers approximately 116 lifts located in residential blocks, the Civic Centre and other Council buildings. The Council has a legal responsibility to ensure lifts are maintained, inspected and safe to use. Lift equipment is subject to statutory inspection and testing requirements, and regular servicing is essential to ensure compliance and minimise disruption for residents, visitors and building users. The existing contract expires in October 2026. The report seeks approval for a new contract to provide planned preventative maintenance, responsive repairs, emergency call-outs and associated safety inspections. A competitive procurement process was undertaken to identify the most advantageous tender. The opportunity was advertised nationally through the Council’s procurement systems and attracted significant market interest, with multiple organisations submitting bids. Tenders were evaluated on a combination of price and quality, including service delivery, technical expertise, resourcing, health and safety, and social value considerations. The report notes that the proposed arrangements will help ensure continuity of service, support compliance with statutory requirements and maintain the safety, reliability and availability of lift assets across the borough. The contract would cover both routine servicing and demand-led repairs, with works funded from existing housing and corporate property budgets. Subject to approval, the new contract is expected to commence later this year. Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public Item 17 – Contract: Tree Maintenance Service Cabinet Member Lead Cabinet Member for Residents Services (Cllr Bridges) Relevant Committee Residents' Services Electoral Ward All Wards Cabinet will be asked to approve new arrangements for the delivery of tree maintenance services across the borough. Trees are an important community asset, but they also require ongoing inspection and maintenance to ensure public safety, protect property and maintain the long-term health of the borough's tree stock. The report follows a full procurement exercise undertaken and to improve resilience, the new arrangements proposed would divide the service into three areas covering: • North Highways and borough-wide emergency tree works; • South Highways; and • Housing and corporate sites. A competitive procurement process was undertaken, with bids assessed against a combination of quality, social value and price criteria. The service covers a wide range of essential works, including pruning, removal of dead or dangerous trees, emergency call-outs, inspections and other maintenance activities required to manage risks and maintain the borough's trees safely. The report also highlights contractual opportunities for social value benefits, including local employment, apprenticeships, training opportunities and environmental improvements. Contractors will be expected to support the Council's wider objectives for a sustainable borough. Subject to approval, the new arrangements are expected to commence later this year. Residents should see no change to day-to-day service delivery, but the new structure is intended to provide a more resilient and sustainable service for the future. Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public Item 18 - Corporate Disposals Programme 2026/27: Garage Disposal Strategy Update Cabinet Member Lead Cabinet Member for Planning, Housing & Property (Cllr Denys) Relevant Committee Corporate Resources & Infrastructure Electoral Ward Multiple Wards Cabinet will be asked to consider an update to the Council’s ongoing strategy for reviewing garage sites within its property portfolio. The strategy aims to ensure that garage sites are either retained for income generation or considered for disposal where they offer greater value through future development opportunities. Following Cabinet approval in January 2026 for a programme of garage site disposals, officers have undertaken more detailed site assessments, including further due diligence and reviews of development potential. As a result, the report recommends refining the programme to ensure that decisions are based on the most up-to-date evidence available. The review found that some sites previously identified for disposal are unlikely to be suitable for future development because of physical or planning constraints. The report therefore recommends retaining these sites within the Council’s portfolio, allowing them to continue generating rental income. At the same time, a number of additional sites have been identified as having stronger development potential and are proposed for inclusion within the disposal programme. The overall approach is intended to make best use of Council assets by balancing ongoing income generation against opportunities to secure capital receipts from sites that may be more valuable for redevelopment. The report also proposes a flexible approach to future disposals, allowing the Council to use different marketing methods depending on the characteristics of each site and prevailing market conditions. This is intended to help secure best value and ensure compliance with the Council’s legal obligations when disposing of public assets. Subject to approval, officers will continue implementing the revised disposal strategy and progress the necessary legal and property processes to bring forward sites identified for disposal. Executive Decision Report Cabinet Thursday, 23 July 2026 Classification: Part 1 Public Item 19 - Corporate Disposals Programme 2026/27 - Flats at 17 Frithwood Avenue, Northwood Cabinet Member Lead Cabinet Member for Planning, Housing & Property (Cllr Denys) Relevant Committee Corporate Resources & Infrastructure Electoral Ward Northwood Cabinet will be asked to consider the disposal of several vacant flats in a residential building in Northwood, that are currently held within the Council’s Housing Revenue Account (HRA). The properties are in poor condition, suffer from significant disrepair issues and do not meet modern housing standards. The report concludes that they are no longer suitable for use as part of the Council’s housing stock and are recommended to be declared surplus to requirements. The properties are currently vacant and are not generating rental income. Due to their condition, substantial investment would be required to bring them back into use. The disposal would avoid the need for significant refurbishment costs while enabling the Council to secure a capital receipt that can be reinvested in its housing programme. The proposed approach forms part of the Council’s wider asset management strategy, which seeks to ensure that housing assets continue to meet operational requirements and provide value for money. Where assets are no longer fit for purpose, disposal can enable resources to be redirected towards higher-priority housing investment. Subject to approval, officers intend to progress the necessary legal and property processes during 2026 before marketing the properties for sale.