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Democratic Services
www.hillingdon.gov.uk
Annual Report of the
Select Committees
2024 - 2025
Select Committee Annual Report 2024/25 Page 1
Select committees are a fundamental arm of Hillingdon Council's governance arrangements. They
provide strong accountability to the Council's democratic and decision-making process. Whilst
Cabinet makes the services decisions and set s out the policy and direction of the C ouncil, select
committees provide transparent oversight and scrutiny this, and the Council’s Officer Directorates
both advise Members and implement the decisions made.
In May 202 4, the Council further refreshed and streamlined it select committee arrangements to
provide more a more cross -cutting focus through the merger of the former Property, Highways and
Transport Select Committee and Finance & Corporate Services Select Committee into a more
strategic “Corporate Resources & Infrastructure Select Committee.
In summary, the purpose of Hillingdon’s select committees is to:
• Assist in the development of Council policy;
• Question and evaluate the actions of the Cabinet before and after decisions are taken;
• Have the power to make reports and recommendations on such matters;
• Scrutinise, externally, local health services and crime and disorder reduction.
Councillors have continued to p erform their role monitoring and reviewing both council and external
services in the best interests of Hillingdon residents. The committees are in the process of some major
policy r eviews this year which have raised important recommendations to move services and the
Borough forward . This year , there has also been excellent witness and service user participation
throughout. This annual report provides an opportunity to recognise the breadth of activity and
achievements of overview and scrutiny in Hillingdon during the 202 4/25 municipal year. Such focus
will, no doubt, continue into 2025/26. On behalf of the Committee chair s, this annual report is
commended to Council on 8 May 2025.
Select Committee Annual Report 2024/25 Page 2
Select committees are
responsible for monitoring
council services and
recommending changes to
Cabinet on a range of areas to
shape future policy direction ,
along with the statutory call-in
power.
Select committees are also
responsible for holding to
account and reviewing those
services provided by other
public agencies, primarily the
local NHS and Police services.
Pictured: Health & Social Care Select Committee
All committees undertake their role through a multi-year work programme of scrutiny activities which
may include single meeting or in -depth policy reviews on specific topics of community and resident
importance. These reviews provide the opportunity to directly engage with resident stakeholders,
local interest groups and experts to help shape and drive improvement in local public services.
Committees can request information reports on matters of resident interest, which are ably reviewed
through the valu able insight of local councillors . Committees also provide comments on reports to
Cabinet for decision and input into Cabinet’s annual budget proposals before they are approved by
Council each year. These committees, therefore, play a vital role in ensuring that the Council continues
to provide high quality, value-for-money services, putting Hillingdon residents first.
The Council’s corporate parenting responsibilities are also an integral part within Hillingdon’s overview
and scrutiny arrangements. The Corporate Parenting Panel actively engages young people in the
development of council services, ultimately with a direct line to the decision-making Cabinet.
Finance Scrutiny and Budget and Policy Framework consultees
Select committees are required to be consulted on any budget and policy framework document
prepared by the Cabinet for public consultation. All select committees were consulted on the Cabinet’s
budget proposals for 202 5/26 and provide d comments. From April 2025, all committees will also
receive regular monthly budget spend and savings reports to enhance financial scrutiny and to monitor
and the delivery of the 2025/26 approved budget. During the year, the Resident Services Select
Committee was consulted on the Council’s Statement of Gambling Policy – a policy framework
document.
Select Committee Annual Report 2024/25 Page 3
Councillor Calls for Action
Under the Local Government and Public Involvement in Health Act 2007, select c ommittees can
consider 'Councillor Calls f or Action' submissions. Th is power enables any c ouncillor to ask for a
discussion at the relevant committee on a local issue where all other methods of resolution have been
exhausted. Democratic Services can confirm that no such Calls for Actions have been requested and
thereby considered during 2024/25. This is in large part due to the well-established resident petitions
scheme in place within Hillingdon, as an alternate democratic mechanism.
Protocol on Scrutiny & Cabinet relations
Following the publication of Statutory Scrutiny Guidance in 2019 (updated in 2024) , Councillors
reviewed the overview and scrutiny arrangements and adopted a new Protocol on Scrutiny & Cabinet
relations, setting out how these two key arms of the Council’s governance arrangements work well
together. The Statutory Scrutiny Officer can report there has been good compliance with this protocol
during the 2024/25 Municipal Year.
Scrutiny call-ins
All select committees have a statutory duty to scrutinise executive decisions that have been taken but
have not yet been implemented. This acts as the statutory ‘checks & balances’ upon decisions taken
by the Cabinet and Cabinet Members. This action is widely known as the ‘call-in’ power, where during a
period of 5 working days after an executive decision is taken, it may be called in by the relevant select
committee to be considered further and referred back to the Cabinet or Cabinet Member to
reconsider. During 2024/25, this process was continued to be undertaken in a modern and automated
way using the Scrutiny call -in App, accessible on computer and mobile devices. The App enables a
councillor on the relevant select committee to request a call -in of a particular decision online, where
an automated email is then sent to other committee members to agree, or not, to the call-in request.
Should a majority of the committee agree with the request via the App, then this is deemed a valid call-
in, Democratic Services are automatically alerted, and the Cabinet or Cabinet Member decision is
immediately put on hold. If this happens, then the matter is formally considered by the committee and
referred to the Cabinet or Cabinet Member, if required, to be reconsidered. During 2024/25, there was
1 call-in request initiated following a Cabinet decision made, as set out in the table below:
Date of call-in
request
Councillor
initiating
Select Committee Cabinet decision
13 December
2024
Cllr Sweeting
Children, Families &
Education
Closure of Coteford Infant Specialist
Resource Provision ( pupils integrated into
mainstream school)
However, in the case above, support for the call -in request did not reach a majority of the committee
by the expiry of the scrutiny call-in period. The request was, therefore, deemed not valid, and Cabinet’s
decision was duly implemented.
Urgent decisions
Chairs of the select committees have a constitutional prerogative of being able to decide whether to
waive the pre-decision publication period and/or the post decision scrutiny call-in period (as described
Select Committee Annual Report 2024/25 Page 4
in the section above). This is where a decision is deemed urgent by the Cabinet or Leader of the
Council. In such cases and in accordance with the Constitution, the relevant Select Committee Chair
must also agree that the delay is urgent and cannot reasonably be deferred and/or agree that any delay
would prejudice the Council’s or the public’s interest or could lead to an [increased] risk of damage to
people or property.
Such waivers are exceptional and carefully considered . When approved by the relevant chair, this
enables a decision to be implemented quicker and often with immediate effect, so the Council can be
responsive in residents’ best interests. These are constitutionally known as ‘urgency’ or ‘special
urgency’ decisions through the formal executive decision-making process depending on the necessity
of the matter in question.
During 2024/25, and at the time of finalising this report, there were 17 (as of 28 April 2025) such Cabinet
or Cabinet Member decisions where the relevant select committee Chair exercised this constitutional
prerogative in the affirmative. They are reported to the full Council regularly in accordance with
statutory guidance.
Accessible, Open and Transparent Scrutiny
Members of the public are welcome to attend any public meetings of a select committee, which are
listed on the online calendar of meetings.
All reports , agenda papers, and minutes of select
committee meetings for the municipal year are
published on the Hillingdon Council’s webpage, which
also has full details of minutes, attendees at
committee meetings and recommendations made by
the Select Committees. R eports, agendas, and
minutes of select committee meetings for 202 4/25
can be viewed here
.
All select committee meetings are broadcast live on the Council’s YouTube channel to increase
democratic awareness of overview and scrutiny. Along with live broadcasting, Democratic Services
Officers provide the professional support, research, and advice to councillors on the select
committees, both in and outside meetings. You can watch them on YouTube here.
This year has continued to see stron g levels of engagement from external witnesses, residents, and
service user s, who have contributed through providing testimonies, sharing their experiences, and
offering valuable insights during select committee proceedings.
Select committees have also been out and about around the Borough with site visits this year. These
not only enable Councillors to learn more about front- line service delivery, but also support future
reviews and monitoring of such services. Sites visits are outlined at the end of this annual report.
Select Committee Annual Report 2024/25 Page 5
The Corporate Resources & Infrastructure Select Committee is responsible for the overview and
scrutiny role of several different Council service areas. These include internal functions, such as
finance, procurement, transformation, human resources, democratic services, legal services and
digital. The Committee also oversees infrastructure related services, such as highways, assets and
property. Further responsibilities also include the cross-cutting themes of ‘resident experience’ and
‘strategic partnerships’.
Maximising Council spaces
At its meeting in February 2025, the Committee agreed to launch a proactive review titled Maximising
Council Spaces: A Review of Business and Private Hire Opportunities. Members highlighted the value of
establishing a centralised system and council function to monitor and market available rooms, halls,
and offices for hire, clearly distinguishing between commercial and individual users.
The Committee recognised the importance of engaging with local businesses and community
organisations throughout the review and suggested exploring best practices from other local
authorities, as well as building on existing booking systems.
The primary aim of the review is to assess the availability and utilisation of Council -owned spaces for
private hire and temporary letting and identify opportunities for optimising and commercialising these
spaces to benefit the local economy, community, and generate additional revenue for the Council. This
is of particular importance given Hillingdon’s strategic location and transport connections. The review
Select Committee Annual Report 2024/25 Page 6
will consider the use and
marketing of such assets and
importantly enable residents,
organisations and businesses to
benefit from them.
The review will start by identifying
all Council- owned spaces
available for hire, including halls,
rooms in buildings and libraries,
rooms in the Civic Centre, and any
other spaces managed by the
Council. The next step involves
assessing the current usage,
facilities, and promotion of these
spaces to identify ideas and
opportunities to maximis e
income from these spaces for
commercial, public, and private use. The review will then explore marketing potential, including the
creation of an online register and booking service for such spaces, detailing their suitability for
different types of events, locations, facilities, conditions, and management. It will also investigate best
practices and synergies with partners, businesses, and other local organisations that may hire spaces
for events or provide services to events in spaces.
Additionally, the review will compare levels of fees and charges against private and public competitors
to maximi se income. Gathering feedback from the community to understand their needs and
preferences regarding the use of Council -owned spaces will be included in the review. This feedback
will be collected through surveys, public consultations, and community meetings, helping tailor the
spaces to better serve the community and enhance their utili sation. Finally, the review will present
innovative and deliverable recommendations to the Cabinet on the resourcing required, investment
needed, and charges to maximise income from these spaces.
With the scoping report detailing the purpose and methodology for the review approved, the
Committee has now moved into the investigation phase of the review.
Council’s Emergency Management and Response Service
The Committee heard from the Council’s Emergency Management and Response Service Manager, who
provided an overview of the service, highlighting its legal obligations under the Civil Contingencies Act
2004. Members were informed that the service was responsible for planning, responding, and
providing resolutions during emergencies, maintaining the Hillingdon Multi Agency Community Risk
Register, and ensuring efficient multi-agency working through the bronze, silver, and gold model. The
Committee discussed the impact of location and risk of emergencies, the importance of mutual aid
arrangements and the threat of cyber -attacks. The Committee thanked the Emergency Management
and Response Service Manager for the informative presentation and considered it useful to receive
yearly data on emergencies.
Select Committee Annual Report 2024/25 Page 7
Road Safety Review Update
Members of the Committee received an update on the Council’s Road Safety Initiatives and Activities
following a review by a former select committee , w hich had focussed on measures implemented
around the Borough’s schools. Members considered the outcomes of the former Committee’s review,
and the recommendations (approved by Cabinet) had proposed to improve safety for pupils and
residents. The report highlighted positive impacts, including a noticeable reduction in accidents near
school zones following the introduction of enhanced signage and stricter speed limit enforcement.
Members welcomed these developments and acknowledged the Council’s ongoing efforts to promote
safer travel environments for young people. The Committee also discussed areas requiring further
attention, such as minor collisions at high-risk junctions, and recommended continued monitoring and
exploration of smart traffic technologies. Overall, the Committee supported the direction of the road
safety programme and emphasised the importance of collaboration with schools, parents, and local
enforcement to maintain momentum and deliver lasting improvements.
Internal and External Communications
Members welcomed a comprehensive update on the Council’s internal and external communications
and recognised the continued efforts of the Corporate Communications team in keeping residents and
stakeholders well informed. The Committee heard how strategic narratives were being developed and
delivered through a variety of channels, including social media, publications, and new digital platforms
like TikTok and WhatsApp. The report highlighted an increase in engagement across most platforms
and showcased successful campaigns su ch as the promotion of health equipment in libraries and
fostering initiatives. Members noted the effectiveness of Facebook in engaging residents, despite
Twitter having a higher follower count, and commended the collaborative work with partners such as
the NHS and police to streamline messaging and avoid duplication. Whilst challenges such as a decline
in local press and reduced activity on Next -door were acknowledged, the Committee supported the
shift towards more sustainable communication methods, including the exploration of digital boards in
public spaces. Members also called for improved interdepartmental coordination and better
performance tracking of communications, and thanked officers for the informative and forward -
looking report.
EV Infrastructure Update
Following a major review by a former S elect Committee on this
matter, Members noted the progress made in Hillingdon’s Electric
Vehicle (EV) Infrastructure over the past year, as outlined in the
12-month update. Members heard that 34 of the 46 planned
charging points had already been installed, with the remaining
due for completion soon, alon g with plans to introduce 14 ultra -
rapid chargers capable of powering vehicles within 15 –20
minutes.
The Committee welcomed the Council’s short -term efforts to
enhance existing infrastructure and its medium-term ambition to
expand on -street charging for residents without off -street
parking— supported by OZEV funding and a joint £1.2 million
funding bid. In the long term, it was advised that it was noted that
the Council aim ed to build a comprehensive and sustainable EV
network that aligns with its climate change goals, using
Select Committee Annual Report 2024/25 Page 8
stakeholder engagement, performance monitoring, and data -led planning. Members recognised
challenges around electricity supply and market dynamics but praised the Council’s strategic,
balanced approach, including the adoption of the Oxford model and a focus on equitable access. They
also suggested improving public visibility through clearer online information about EV charging
locations.
Hayes Estate Regeneration
The Committee reviewed the Hayes Estate Regeneration Programme, a key initiative under the
Council's Housing Strategy, aimed at enhancing the quality of housing and public spaces in Hayes Town
Centre and Avondale Drive Estates. It was noted that the project, which began construction in
September 2022 with Higgins PLC as the selected developer was progressing well, with the first
phases set to deliver 110 homes for existing residents by 2025. In addition to improving housing, the
redevelopment emphasised community engagement and social value programs. The Committee
acknowledged the success of the resident ballot process, the strong community presence of the
contractor, and the ongoing management of housing placements for impacted residents. Discussions
also covered the integration of mixed ownership, service charges, and the strategies in place to
address construction industry pressures. The Committee emphasi sed the importance of uniform
property designs to ensure
sociability, with reassurances
provided th at all properties
would meet building
regulations. Members were
pleased to heat that the project
remained on track, with efforts
to expedite its completion, and
the Committee would receive
further updates throughout the
year.
Draft Hillingdon Digital Strategy
The Committee considered the Draft Hillingdon Digital Strategy for early pre -scrutiny of Cabinet’s
formal consideration of it in October 2024. The Strategy set out the Council’s vision for a modern,
efficient and digitally inclusive future from 2024 to 2027. Members heard how the Strategy aimed to
enhance service delivery by prioritising customer needs, leveraging data for better decision -making,
and expandi ng digital access. Officers outlined five key workstreams covering online service
improvement, infrastructure modernisation, data -led decision -making, digital inclusion, and
technological innovation. The Committee welcomed the direction of the Strategy, in cluding
successful use of platforms such as AWS and plans to integrate generative AI and web chat tools.
Members acknowledged the importance of ensuring services remained accessible to vulnerable
residents and those less digitally engaged, highlighting ongoing digital inclusion efforts such as device
recycling and skills training. Concerns were raised about certain systems like Goss and the impact of
transitioning to newer programmes , which had caused challenges for some service users. The
Committee stresse d the need for balanced digital and personal engagement, robust performance
indicators, and continued cultural change within the organisation to deliver better outcomes for all
residents. Overall, Members welcomed the progress made and looked forward to future updates on the
Strategy’s implementation.
Select Committee Annual Report 2024/25 Page 9
Digital Transformation Update
Following on from its earlier consideration of
the draft Digital Strategy outlined above, the
Committee received an update on its
progress following Cabinet approval in
October 2024. The strategy included a three-
year investment program aimed at
improving efficiency and modernising
processes. Key updates included the launch
of the Resident Hub, automation of services
like financial assessments, and the
introduction of AI -powered telephony systems across various departments. It was noted that t he
Council ha d also provided laptops to vulnerable residents as part of the Digital Inclusion program.
Efforts to consolidate telephony platforms and improve data governance were highlighted, alongside
a focus on balancing digital and non -digital services. The integration of AI tools, like chatbots and
Microsoft Copilot, were also discussed to enhance service efficiency. The Committee commended the
progress made and the investment in both digital and non-digital services.
2025/26 Budget Proposals
The Committee reviewed the draft budget, which outlined the financial strategies and challenges
faced by the Council for 2025/26. The Council aimed for a balanced budget, requiring a £6.4 million
drawdown from reserves and a focus on efficiency through digital transformation and service reviews.
This was part of the agreed consultation process for the General Fund and Housing Revenue Account
budgets, alongside the Council's Capital Programme . Officers addressed challenges like inflation,
rising demand, and reduced government funding. Members highlighted the need for strong leadership
and financial skills across departments. They noted the Council to ensure effective management and
timely achievement of financial goals. The Committee recognised the efforts of officers during these
challenging times and discussed the complexities of managing multiple high -cost service areas,
acknowledging the impact of external financial pressures.
Mid-year finance scrutiny
Along with the other select committees, in April 2025, Members embarked on a round of regular
monthly budget scrutiny, with the Corporate Resources & Infrastructure taking the lead. The aim of
which was to ensure accountability and transparency, as well as scrutiny, of the Council’s finances and
the delivery of 25/26 Budget approved by Council in February.
At the meeting Members were provided with an overview of the financial performance relevant to the
Corporate Resources and Infrastructure Select Committee remit, emphasising the approach to
financial monitoring, budget adjustments, savings proposals, and risks. At the meeting , Members
addressed the need for strong financial management and transparency, with a focus on improving the
financial systems and processes. The importance of cross-departmental collaboration and the role of
Corporate Directors in achieving savings t argets was discussed with regular performance
management and accountability measures in place. The Committee held detailed discussions
regarding specific budget items, such as the commercialisation of assets, the review of garage voids,
and the adjustment of fees and charges to generate additional income. Members welcomed the
Committee’s upcoming review into Maximising Council Spaces and noted how this may contribute to
Select Committee Annual Report 2024/25 Page 10
generating additional income for the Council by creating a single register asset that could be used by
residents and businesses across the Borough. Members emphasised the importance of early
intervention in high -cost areas like adult social care, children's social care, and homelessness to
reduce long-term financial pressures.
Members questioned Chief Officers on the various savings proposals and welcomed the Committee’s
regular monitoring of financial performance, ensuring that spending and savings targets were being
met to support efficient service delivery to residents.
Fleet Management and Future Plans
The Director of Procurement & Commissioning and Fleet
Manager provided an update on the Council’s fleet
operations, discussing key challenges such as driver
behaviour and fleet damage, which costs the Council
significant sums around £700k annually. The report
highlighted the vehicle replacement program, including
plans to replace 32 vehicles with electric alternatives.
Details on fleet management, including the costs of
damage repairs and insurance claims, were also shared.
The discussion f ocused on the procurement process,
emphasising value-for-money despite Hillingdon’s smaller
fleet size, and the potential for joint procurement with
other boroughs.
The Committee addressed the integration of electric
vehicles (EVs ) into the fleet , and the infrastructure
challenges involved, particularly their high initial cost.
Additionally, collaboration with HR and health and safety
teams was noted for improving driver performance. The
meeting concluded with a recommendation to remind
residents a bout proper battery disposa l and to receive a
yearly update on how the service was progressing.
Select Committee Annual Report 2024/25 Page 11
The Children, Families and Education Select Committee is responsible for undertaking the overview
and scrutiny role in relation to Children’s Services (including Corporate Parenting), Children ’s
Safeguarding, Education, Special Educational Needs and Disabilities (SEND) and Children and Families
Development. In addition to monitoring performance of services over the year, considering the Budget
and receiving several scrutiny reports, the Committee has undertaken a major review into “Persistent
Absenteeism” in schools.
Corporate Parenting is a significant
responsibility for the Committee, and for all
Members, who are all ‘Corporate Parents’.
Therefore, all Members have a duty to safeguard
the best interests of our Looked After Children
and Care Experienced Young People.
Through the work of the Corporate Parenting
Panel (which reports to the Select Committee),
the Council has actively explored ways to
improve aspirations of young people. The
Corporate Parenting panel consists of
Councillors Nick Denys (Chair), Heena Makwana
(Vice-Chair) and Jan Sweeting . The Panel also
includes young people, service officers, nursing, and virtual school representatives.
Select Committee Annual Report 2024/25 Page 12
The Panel provides for greater integration of Corporate Parenting within the Council’s democratic
governance arrangements and directly engages with our Looked After Children and Care Experienced
Young People . The Panel’s work programme include s thematic topics of interest including
Safeguarding, Health & Wellbeing, and Education & Opportunity.
The Corporate Parenting Panel has continued to support Looked After Children and Care Experienced
Young People in a variety of avenues. The Panel has reviewed key information reports such as annual
reports from the Independent Reviewing Officer, the Looked After Children Health Team and the
Virtual School. Over the year, young people have also provided the Panel with their insightful thoughts
and feedback, including a presentation, feedback on the Kids in Care Awards (KICA), and a summary of
the year.
Persistent Absenteeism
The Select Committee continued its review of persistent absenteeism among statutory school age
children in Hillingdon , which had begun in the previous year. T he Committee held four additional
witness sessions with schools, young people, safeguarding officers, and parents & carers.
In June, Members met with representatives from schools and sent out a survey to schools in the
Borough to ask about their experiences of persistent absenteeism. In July, Members met with
safeguarding officers to discuss keeping children safe . In August, the Committee were able to meet
directly with young people . This was a valuable opportunity to hear first-hand experiences of
attendance struggles. For its final session, in November, Members met with parents and carers. This
allowed the Committee to hear direct feedback from them on the challenges facing their families.
Following the conclusion of the witness sessions, the Committee considered its findings and
recommendations. At its April meeting the Committee confirmed its seven recommendations, with
the final report to be concluded in the coming weeks before being presented to Cabinet.
Hillingdon Youth Justice Strategy 2024-2029 Overview
As part of pre -scrutiny activity, o fficers introduced the draft Youth Justice Strategy for 2024 -2029,
outlining five key priorities to address youth offending in Hillingdon. These include d prevention and
early intervention ; tackling over -representation and disproportionality in the system ; child-centred
practice; reducing re-offending; and supporting victims through restorative justice.
Key points from the strategy include d a focus on early intervention, particularly through the AXIS
service, and reducing re -offending by using trauma -informed approaches. The strategy also
addresses the over -representation of Black and mixed -heritage children in the criminal justice
system, with a disproportionality action plan in development. Officers emphasised a child -centric
approach and improving the participation of young people in decisions regarding services.
There were discussions about funding, with officers stating that existing grants and resources would
support the strategy, though concerns about future financial pressures and funding cuts were raised.
Select Committee Annual Report 2024/25 Page 13
The strategy also touches on the rise in gang culture and how the Council is collaborating with local
partners to address youth violence and exploitation.
Members inquired about the impact of COVID -19, the role of schools and community organis ations in
preventing youth offending, and the importance of family engagement in rehabilitation. They also
raised the importance of restorative justice in helping victims and the potential for greater
collaboration with neighbouring boroughs to improve outcomes.
Hillingdon Safeguarding Partnership
The Committee considered the Hillingdon Safeguarding Partnership Annual Report which outlined the
collaborative efforts of the Council , Integrated Care Board ( ICB), and Metropolitan Police in
safeguarding children and adults within the B orough. The partnership operated a ‘think family’
approach, ensuring that both child and adult- focused practitioners considered the broader family
context. With a focus on early intervention, multi -agency working, and youth engagement, the
partnership launched initiatives such as the Contextual Safeguarding Strategy and PANTS campaign
to prevent child sexual abuse. Despite challenges like increased demand and resource limitations, the
partnership remained committed to continuous improvement, particularly through audits, training,
and the inclusion of education as a statutory partner in safeguarding. The report highlighted a strong
emphasis on consistency, communication, and the well -being of vulnerable young people, with
initiative-taking measures to engage parents and carers.
In-year admissions
An update on in -year admissions was presented
to the Committee , highlighting the current local
context. It was noted that at that time, there were
no unaccompanied asylum -seeking children
residing in hotels within the area, as the Local
Authority had provided timely accommodation
and facilitated transfers through the National
Transfer Scheme. S ome children , accompanied
by their families and placed in local hotels by the
Home Office, were receiving educational support,
including ESOL (English for Speakers of Other
Languages) provision. The Fair Access Panel
continued to play a key role in placing hard-to-
place children , particularly those who had been
out of education for an extended period.
Family Hubs
The Family Hub strategy had been presented to and approved by Cabinet in September 2023. Following
this, it was noted that a second Family Hub in Hayes had been open ed in January 2024. The two hubs
(Uxbridge and Hayes) delivered services to young people aged 0- 19, and up to 25 for those with SEND.
A strategy to advertise the family hub services had been developed, including a family hub graphic on
all communications and a short film showcasing the services. The 0-19 service directory was on track
to be published in January 2025. An outcomes framework was being developed to track and monitor
the services more closely.
The strategy was to deliver six hubs. Two were up and running, and a third
was in production. The Committee will continue to monitor progress.
Select Committee Annual Report 2024/25 Page 14
The Council was looking to source
an alternative provider to maintain
childcare on the sites, rather than
delivering the services directly.
Surveys of the sites had been
conducted and offers from three
distinct providers had been
received. Negotiations wer e
ongoing with one preferred provider
which has since been approved by
Cabinet.
Youth Offer
The Committee received an update on the implementation of the Council’s refreshed Youth Offer, also
agreed by Cabinet in September 2023. It was noted that the key teams within the Youth Service are the
universal, targeted, and community & voluntary sector teams.
The Universal Team deliver ed youth work and detached sessions from multiple community locations
across the borough. The Targeted Team responded to emerging needs with programmes co-produced
with young people. The Community and Voluntary Sector Team delivered the Holiday Activity and Food
Programme (HAF) and support groups for young carers, Hillingdon Autistic Care and Support (HACS),
and transition to Excel.
It was noted that the Youth Offer required a comprehensive and diverse approach, collaborating with
various organisations and the National Youth Agency. A five -year strategy ha d been developed,
focusing on nine priority areas, and a workforce development plan guides recruitment and training.
The ‘Stepping into Hillingdon’s Youth Offer’ training programme was launched in August and will
continue for all new recruits.
The teams use d flexible community assets, including young people’s centres, family hubs, schools,
libraries, and community spaces, ensuring accessibility seven days a week. A new communications
strategy includes a three-month campaign was also under development with young people.
In a subsequent update later in the year, officers highlighted a successful campaign launch event, the
#NextGen campaign, developed in partnership with young people, and use of the new TikTok channel.
A youth participation strategy had been created, and the youth work curriculum had been aligned with
the National Youth Agency's national curriculum.
Youth Council Members praised the Youth Offer for its accessibility and use of platforms like TikTok.
Special Resourced Provision (SRP) at Coteford Infant School
Officers introduced a proposal on the closure of the Specialist Resource Provision (SRP) for Physical
Disabilities (PD) at Coteford Infant School. It should be noted that the term “closure” is a technical term
used by the Department for Education for changing such services, but that in fact it was advised that
such provision would continue to be provided through the mainstream school environment.
Historically, the SRP had 10 commissioned places but due to declining demand only three children
currently attended. The SRP operate d differently from a typical SRP in that there was no separate
Select Committee Annual Report 2024/25 Page 15
specialist room or facility , functioning instead as an inclusive mainstream school . This meant no
change for the children, who are already supported in an inclusive mainstream environment. The
funding for the children will remain the same, with the place funding of £6,000 being replaced by
exceptional funding of the same value to support highly inclusive schools. The level of therapy would
remain as detailed in each child’s Education, Health and Care Plan (EHCP) , though there may be a
change in the provider, to be agreed with the school.
A formal statutory consultation was conducted from 25 September to 25 October 2024, including an
online survey, a virtual event for families, and a face-to-face event at the school.
Members spent time scrutinising officers on the matter seeking clarifications. The Committee
commented that while it recognised that the proposal has become a contentious issue within the local
community, the Committee was given assurances that the proposal w ould not impact the support
provided by the school for the children with EHCPs, nor would it affect the mainstream school.
Cabinet agreed to the closure of the SRP in December 2024 following consultation and consideration
of the select committee’s comments. This decision was subject to a call-in request, as set out above
in this report, but it did not receive a majority of committee votes.
Proposal to Extend Age Range for Assessment Base at Ruislip Gardens Primary
School
A proposal to extend the age range of the assessment base at Ruislip Gardens Primary School was
brought forward for consideration, aiming to include two- year-olds in exceptional circumstances.
Currently supporting children aged three to five, the assessment base play ed a vital role in the early
identification and support of developmental needs. The proposed extension would enable earlier
access to assessments and tailored interventions for children approaching their third birthday.
The Committee welcomed the proposal, noting that earlier inclusion of two- year-olds would enhance
the Council’s ability to identify needs at the earliest opportunity and provide appropriate support.
Cabinet approved the proposal at its meeting on 12 December 2024.
Proposal to Lower Age Range for Community Schools to Offer Two-Year-Old Places
Officers introduced a proposal to lower the age range at three community schools - Colham Manor,
Field End Infants, and Minet Infant and Nursery Schoo l - to provide funded places for two -year-old
children, starting in September 2025. This initiative follow ed an increase in early years childcare
entitlements, set to expand from 15 to 30 hours per week for eligible children over the next few years.
The local authority had a responsibility to ensure sufficient childcare for working parents and those in
training or education. Given the reduced availability of sessional care providers, schools were seen as
well-placed to offer this service. A public consultation was held, with responses being reviewed before
the proposal went to Cabinet in December 2024. While Members expressed support, they highlighted
the potential future need for increased capacity due to rising birth rates. The Committee commented
that developing the provision for 2 -year-old children would support parents and families to have
choice and accessibility in the childcare market.
At its meeting on 12 December 2024, Cabinet agreed to implement these proposals.
Select Committee Annual Report 2024/25 Page 16
Draft Education Strategy 2024-2029
As part of continuing pre -decision scrutiny activity on education matters, the Council’s Draft
Education Strategy 2024–2029 was presented to the Committee, setting out the Council’s vision and
priorities for education over the next five years, alongside details of the consultation process with
schools and education providers. The strategy centred on three core priorities, with a strong focus on
re-establishing collaborative working between schools – an area significantly impacted by the COVID-
19 pandemic. It also aim ed to tackle long -standing challenges, including persistent absence and the
attainment gap affecting disadvantaged pupils.
Co-produced with young people, the strategy took a holistic approach, integrating wider services such
as education and SEND (Special Educational Needs and Disabilities). Members welcomed the report
and commended its ambition but raised points for consideration, including barriers to collaboration,
emotionally based school non -attendance (EBSNA), and inclusive practices. Officers responded by
outlining ongoing engagement with secondary schools, efforts to strengthen partnerships, and work
to expand vocationa l education pathways. Support for children with complex needs remain ed a
priority, aligned with the wider SEND and Alternative Provision Strategy.
The Committee endorsed the strategy, recognising it as a clear demonstration of the Council’s ongoing
commitment to improving education and employment outcomes for children and young people in
Hillingdon. Cabinet approved the strategy at its meeting on 12 December 2024.
Learn Hillingdon annual self-assessment review
The Committee received its annual update on the Learn
Hillingdon service, highlighting progress, challenges, and recent
developments in the adult education offer. A new advisory board
had been established, bringing together representatives from the
Council, learners, staff, community partners, and the Safer
Hillingdon Partnership. The board focused on financial oversight,
performance against targets, and quality assurance.
Members learnt that around 77% of learners were women - many
of whom were caregivers from disadvantaged backgrounds -
engaged in entry or pre -entry level learning. The programmes
were designed to build confidence, develop key skills, and
enhance employability, with long -term benefits for both the
learners and their families. Attendance remain ed strong at 94%,
although public transport issues and personal circumstances
continued to pose barriers for some.
The service targets individuals with low prior attainment or
challenging educational histories, with a particular emphasis on
improving language skills and promoting functional
independence.
Mid-year budget review
A financial update was provided on the Children’s Services directorate budget, outlining the current
pressures and strategic responses. Significant savings were required, and officers were commended
Select Committee Annual Report 2024/25 Page 17
for their continued dedication in managing these challenges. Balancing the Schools Funding Block,
particularly in relation to SEND, remain ed complex. A forecasted overspend was noted, primarily
driven by rising costs associated with looked after children. It was noted that the increase in both
savings targets and spending requirements was largely due to demand in children’s social care
placements. Savings measures included efficiencies in semi -independent and shared
accommodation, the redesign of the social care delivery model, and the introduction of a refreshed
foster care offer. The Capital Budget included investment to expand special educational needs
provision. Members heard that zero-based budgeting exercises had supported a clearer understanding
of financial allocations, while the wider budget strategy now include d increased contingency funding
for 2025/26 to help safeguard services.
The Committee highlighted the critical role of early help and intervention in supporting Hillingdon’s
families and young people. Members praised initiatives such as ‘Staying Close’, the review of the Early
Years Operating Model, and the development of a new Care Operating Model, aimed at delivering cost-
effective and impactful services.
Budget & Spending Updates
To further strengthen financial transparency and scrutiny, the Committee , along with other select
committee in April 2025, began to receive regular reports on financial monitoring of the budget and
spending. Officers outlined the approach of updating the Committee on expenditure, savings and
growth across service areas and provided detailed insights into the savings target for 2025/26. This
approach will allow Members to scrutinise the budget effectively.
Members queried agency costs, and whilst further reductions in agency costs were always possible, it
was noted there were realistic limitations due to recruitment and retention. Officers advised that the
focus had been on educational psychologists, social workers, and SEND officers. It was advised that
significant progress had been made in reducing agency staff, now around 8%.
Members reviewed the cost of accommodation, noting it was important to note the continuum of care
for young people. It was noted that a predictive model had been developed to forecast needs over the
next five years, and specifications for placements had been reviewed to ensure clarity in provider
expectations. The goal was to prepare young people for independence by the age of 18, with alternative
support options available for those who need it.
SEND & Alternative Provision Strategy (update)
An update was provided on the implementation of the SEND & Alternative Provision ( AP) Strategy,
which was approved in December 2023. Following the Ofsted inspection of SEND provision in April
2024, an improvement plan was developed in alignment with the strategy. Since then, the strategy has
been effectively embedded across Council services , schools, and partner organisations.
Key developments the Committee were apprised of included the rebranding of the partnership to
“SEND Local Area Partnership ” to reflect a stronger emphasis on collaboration between education,
health, the voluntary sector, young people, and families. Furthermore, g overnance arrangements had
been enhanced, and multi-agency ambition groups had been introduced. An increase in SEND support
data suggested improved identification of needs , while the reshaping of the SEND Advisory Service
was enabling more holistic support. It was noted that the SEND Youth Forum had played a vital role in
co-producing a charter, logo, and webpage for the Local Offer, ensuring that the voices of young
people remained central to the strategy’s delivery.
Select Committee Annual Report 2024/25 Page 18
SEND Sufficiency Strategy
Officers provided an overview of the draft SEND Sufficiency Strategy, which set out plans to secure
sufficient, high-quality specialist provision across both mainstream and special education settings.
Over the past four years, the number of EHCPs ha d increased by 37%, with autism identified as the
most common primary need. The strategy was underpinned by eight -year projections and place d a
strong focus on early intervention and delivering excellent local education. Ongoing development
included a bid for a 280-place free school. Listening to and incorporating feedback from young people
remained a central element of the approach.
The Committee welcomed the strategy, noting its clear commitment to putting children and young
people with SEND at the centre of decision making. Members also highlighted the importance of
working closely with families to ensure the needs of each young per son are fully met, supporting the
continued delivery of a high -quality service. The Committee commended officers for the extensive
work underway within SEND in Hillingdon.
The SEND Sufficiency Strategy was formally approved by the Cabinet Member in February 2025.
Orchard Hill College
A representative from Orchard Hill College attended the committee to inform Members about its
educational role in the area. The college operated across multiple locations, including Hillingdon, and
served a diverse range of students, including those with medical needs and learning difficulties. The
College focused on preparing students for adulthood with a strong emphasis on employment,
independent living, and social integration. It offered supported internships and works closely with local
organisations, including Uxbridge Football Club and Hillin gdon Hospital. The College advised it valued
student feedback, with changes implemented through the Student Council, such as social events and
improved timetables. Despite limited space, Orchard Hill College aim ed to expand its supported
internship programs and vocational offerings. The C ollege provided transformative opportunities, as
evidenced by success stories of students overcoming challenges and securing employment. The
College’s reputation was affirmed by its outstanding Ofsted inspection in 2019, and it continue d to
prepare for future inspections with comprehensive training and feedback for staff. Members
acknowledged the College’s impact and expressed support for increasing awareness and participation
in its programs.
Uxbridge College
A representative from Uxbridge College ( part of Harrow, Richmond, and Uxbridge Colleges or HRUC)
attended the Committee. It was noted that the college was a rapidly growing institution with 15,000
students, 8,500 of whom were aged 16-18, with a focus on offering diverse academic and vocational
programs. The C ollege exceled in supporting high -needs students, including those with profound
learning disabilities, while maintaining strong academic achievements, with a 96% positive
destination rate and top national performance despite challenges such as incoming students lacking
GCSEs in English and Maths. Uxbridge College prided itself on its employer-focused approach, strong
partnerships with local schools, and innovative programs in STEM and engineering, including a £12
million investment in the Institute of Technology. It also ensure d comprehensive support for
disadvantaged students, offering mental health services, hardship bursaries, and mentoring. The
College’s commitment to student success was reflected in its low withdrawal rates and tracking of
student progress and destinations. With further plans to expand and improve the campus experience,
Select Committee Annual Report 2024/25 Page 19
the College continues to set lofty standards in further education. Members welcome the update and
overview of the college’s work.
Brunel University of London
A representative attended from Brunel University to outline their current plans in the higher education
field. Brunel was known for producing highly employable graduates, driving social mobility, and
conducting research informed by societal needs in fields such as social science, engineering, and
computer science. The University currently had 10,000 undergraduate students, 6,000 master’s
students, 1,000 doctoral students, and 2,300 staff, with a turnover of £300 million. The civic agreement
between the University and the Council aimed to foster closer collaboration.
Brunel's apprenticeship programme had received an outstanding rating from Ofsted, making it the only
institution in London to achieve this. The U niversity also runs two large transnational education
programmes in China.
It was advised that Brunel
recruits locally, with 45% of
students from the UK, 10% from
Europe, and 45% from the rest of
the world. Most UK students
come from West London and
surrounding areas, with strong
relationships with local schools
and colleges, particularly
Uxbridge College.
Stronger Families Hub review update
Officers provided an update on the recommendations from the Committee’s previous major review of
the Stronger Families Hub.
Officers advised that t he profile of the Hub continue d to be raised with all stakeholders through the
creation of the Stronger Families Partnership, which includes partners in health and education. The
Stronger Families Hub was also using a range of methods to communicate such as via the Hillingdon
Safeguarding Partnership and Children's Participation Team newsletters. This include d key agencies
such as school and other education settings. A directory of services was in the latter stages of being
developed.
Recruiting for vacant posts had presented some challenges. Factors such as staff turnover, maternity
leave, and reliance on locum cover ha d contributed to fluctuations in staffing levels. However,
additional resources had been allocated, and efforts were being made to fill all vacant posts.
Investments were also made to ensure the continuity of the service despite staffing variations.
The capacity of the Hub had been bolstered by the introduction of the Asylum Intake Team (as a pilot)
who now work exclusively with Unaccompanied Asylum -Seeking Children. Signposting to mental
health services had been enhanced through the introduction of the Thrive practitioner.
The work undertaken by the Stronger Families subgroup was time limited and has been concluded.
The ethos of the work being undertaken by the subgroup evolved into a collaboration meeting, led by
Select Committee Annual Report 2024/25 Page 20
the Stronger Families Hub, held monthly with professionals from a range of agencies across the
partnership.
It was noted that the Stronger Families Hub website c ould now be translated into 68 different
languages. Once residents have selected their chosen language, they are automatically redirected to
Google Translate. The most recent census data is utilised to help inform access to services to address
barriers such as English as a second language and/or speakers of other languages. A cornerstone of
the Stronger Families Partnership was its use as a mechanism for sharing information including to
community groups and resident that may not be digitally enabled.
School Organisation Plan & School Place Planning
The Committee received its annual update on the School Organisation Plan, outlining the approach to
school place planning and the latest trends in local demand. The process involve d careful analysis of
birth rates, migration patterns, and wider demographic changes across two defined education
planning areas. The plan played a key role in monitoring pupil numbers and ensuring there are sufficient
school places to meet current and future needs.
The School Organisation Plan also support ed regular engagement with school leaders to discuss
capacity and provision. Notably, the number of special school places in the borough exceed ed the
national average, while ongoing efforts continue to support pupils with EHCPs in mainstream settings.
Inclusivity remains a core aim across all schools.
The Committee welcomed the update, and the robustness sought in relation to school place
projections. Members agreed that the School Organisation Plan represents a valuable tool in securing
adequate provision. In April 2025, the Cabinet Member agreed the School Organisation Plan 2025 for
publication.
Annual Education Standards
The Annual Education Standards report presented to the Committee provid ed an overview of
performance across key stages and outlin ed ongoing areas of focus. Although a gap remain ed in
attainment between disadvantaged and non -disadvantaged pupils, targeted work was being
undertaken to address this disparity. Several schools were highlighted as delivering excellent
outcomes.
Key Stage 2 results remained above the national average but continued to fall short of regional
benchmarks. Similarly, Key Stage 4 outcomes exceeded national figures but were below those of
regional and statistical neighbours. Addressing these gaps remained a key priority.
The five -year education priorities ha d now been shared with all schools and stakeholders.
Encouragingly, the number of secondary schools on the at -risk register had declined since 2023 –24.
Officers continued to work closely with schools to monitor and support pupils missing from education,
while overall school attendance had shown improvement.
The Committee acknowledged the continued gap in attainment and some comparative
underperformance but expressed reassurance that proactive measures were being taken to improve
outcomes. This annual update is scheduled for consideration by the Cabinet Member in 2025.
Select Committee Annual Report 2024/25 Page 21
Outcome of the consultation for the proposal to amalgamate Grange Park Infant and
Nursery School and Grange Park Junior School
Following a public consultation, officers presented the proposal to amalgamate Grange Park Infant and
Nursery School with Grange Park Junior School. The plan would see both schools operating as one
within the same building. While some concerns were raised by parents, the proposal was generally well
received — 87% of respondents supported the amalgamation, with over half of those respondents
being parents of pupils at the schools.
The Committee expressed its support for the proposal, noting several potential benefits, including an
improved learning experience for pupils, a smoother and more consistent educational journey, and the
effective sharing of resources across both schools. C abinet approved the proposal at its meeting in
April 2025.
Admissions update
The Committee received an update on school admissions including in -year admissions and an
overview of primary and secon dary allocations and noted the good work being done by the Council in
this area compared to neighbouring boroughs . There had been a drop in the percentage of first
preferences, though parental preferences played a significant role in admissions . Sometimes first
preference schools were not the closest school, and this impacted the number of first preferences
received. Some grammar schools had also tightened their admissions criteria which also had an
impact. It was noted that while there were a small number of families who did not receive any of their
preferences, this included those who were allocated to their closest school.
Families First Reforms and Children’s Wellbeing & Schools Bill
Members received an update national legislative changes and an introduction to the Families First
Partnership Programme (Children’s Social Care Reforms). A policy statement (“Keeping Children Safe,
Helping Families Thrive”) outlined the vision for the future of the children’s social care system and core
legislative proposals. The aim of F amily Help was for families to receive high quality support at the
earliest opportunity, so that they can overcome challenges, stay together and thrive. The Family Help
model sought to respond directly to the issues with family support that were highlighted by the
Independent Care Review and builds on evidence of effective practise from a range of programmes.
Next steps for Hillingdon included a restructure at the senior level (already achieved); a revised
integrated front door (in progress); creation of multi-disciplinary Child Protection Teams; creation of
locality-based Multi-Disciplinary Family Help Teams (in progress) and a p olicy & p ractice review and
co-production, along with multi-agency collaboration and design.
Text extracted automatically from the PDF, so layout, tables and images are not shown. Only the start of this long document is shown here. Open the original PDF on LB Hillingdon’s website.