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Annual Report of the Select Committees 2025/26 Page 1
Introduction
Select Committees are a vital pillar of Hillingdon Council’s governance framework. They play a central
role in ensuring transparency, accountability and effective democratic oversight across the Council’s
decision-making processes.
While the Cabinet is responsible for setting the policy direction of the Council and taking executive
decisions on service delivery, Select Committees provide independent oversight and scrutiny of those
decisions and services. Working alongside both, the Council’s Officer Directorates support Members
with professional advice and are responsible for implementing agreed decisions. Together, these roles
create a robust system of checks and balances that strengthens local democracy.
In particular, Hillingdon’s Select Committees are responsible for:
• Supporting the development and improvement of local policy;
• Questioning, challenging and evaluating the actions and decisions of the Cabinet, both before
and after decisions are taken;
• Producing reports and recommendations to drive service improvement; and
• Scrutinising key external services, including local health services and crime and disorder
reduction arrangements.
Discharging this function,
the Council has four
select committees along
with a Corporate
Parenting Panel and, if
required a further Review
Panel for cross cutting
matters
(see right).
Throughout the year,
Councillors on these
committees have
continued to undertake
their work with
commitment and
diligence, monitoring and
reviewing both Council services and external partners in the best interests of Hillingdon residents. The
Committees’ policy reviews during 2025/26 have generated thoughtful and constructive
recommendations, helping to shape future priorities and improve ou tcomes across the Borough. The
quality of this work has been further enhanced by strong engagement from witnesses and subject
matter experts, whose contributions have brought valuable insight and real -world experience into the
scrutiny process.
This annual report highlights the breadth, depth and impact of overview and scrutiny activity in
Hillingdon during the 2025/26 municipal year. With Borough elections taking place in 2026, this focus
on robust, resident -focused scrutiny will no doubt continue into 2026/27. On behalf of the Select
Committee Chairs, this report is commended to full Council.
Annual Report of the Select Committees 2025/26 Page 2
How select committees work
Select committees play a key
role in shaping the Council’s
future direction by monitoring
performance, influencing policy
development and making
recommendations to the
Cabinet across a wide range of
service areas. They also hold the
Cabinet to account through the
statutory call-in power, providing
further assurance that decisions
are robust, well -evidenced and
in the best interests of residents.
Pictured: Health & Social Care Select Committee
Beyond Council services, s elect committees have an important statutor y external scrutiny role. They
review and challenge the performance of other public bodies whose services significantly affect
Hillingdon residents, most notably the local NHS and the Metropolitan Police / Safer Hillingdon
Partnership. This ensures that public partners remain accountable and responsive to local needs.
Each committee delivers its work through a structured, four -year scrutiny work programme that
deliberately extends beyond individual municipal years. This longer -term approach allows scrutiny
activity to be planned around issues facing residents and communities, rather than being constrained
by annual committee cycles. It enables committees to balance shorter, single -meeting reviews with
more detailed, in -depth policy investigations that may need to be developed over time. Crucially,
multi-year planning provides the space to engage meaningfully with residents, service users, voluntary
and community organisations, and external specialists, ensuring that scrutiny is informed by lived
experience, robust evidence, and professional expertise.
Committees may also commission information reports on emerging or ongoing issues of concern to
residents, drawing on the local knowledge and experience of ward councillors to challenge and add
value. In addition, select committees comment on reports due to be considered by Cabinet and play a
key role in scrutinising and contributing to the development of the Council’s budget and policy
framework proposals before they are formally agreed by Council. Through this work, c ommittees
deliver an independent “health check” to help ensure that services continue to be high-quality,
well-managed and deliver value for money, with residents firmly at the heart.
Corporate parenting is also a core and integral part of Hillingdon’s overview and scrutiny arrangements.
The Corporate Parenting Panel provides focused oversight of services for children in the Council’s care
and care-experienced young people, actively engaging with them to shape services and amplify their
voices. This work is supported by a direct and clear link into the decision-making process, ensuring that
the views and experiences of young people meaningfully influence decision-making at the highest
level.
Annual Report of the Select Committees 2025/26 Page 3
Checks and balances
Budget Scrutiny
From April 2025, all s elect committees
began receiving regular monthly reports
on budget expenditure and savings
delivery.
This strengthened financial scrutiny
across the Council, enabling Members to
monitor performance against the
approved 2025/26 budget and to
investigate risks or emerging pressures at
an early stage. More detail of the
Committee’s scrutiny of the budget is set
out in their relevant sections below.
Financial Scrutiny Training
Members recognised the importance of having the right knowledge and skills to undertake their
increased responsibilities for financial oversight over the year. Therefore, specialist financial scrutiny
training was delivered by an expert external provider. The training strengthened Members’ confidence
and capability to challenge and contribute to financial discussions. Core areas covered included
financial planning, the Medium -Term Financial Strategy (MTFS), and the fundamentals of local
government finance, supporting more informed and constructive scrutiny of financial decision-making.
Policy Framework consultees
In line with statutory requirements, select committees are formally consulted on all budget and policy
framework documents prepared by the Cabinet for public consultation. During the year, all
Committees considered and commented on the Cabinet’s proposed budget for 2026/27, ensuring that
a broad range of Member perspectives informed the final proposals presented to Council.
In addition, the Residents’ Services Select Committee was consulted on three key policy framework
documents as part of their development during 2025/26: the Council’s Statement of Licensing Policy,
West London Waste Plan and Community Safety Strategy . This reflected the Committee’s role in
shaping policy that has a direct impact on communities and residents.
Councillor Calls for Action
The Local Government and Public Involvement in Health Act 2007 enables Select Committees to
consider Councillor Calls for Action, allowing Members to request a formal committee discussion on
a local issue where all other resolution routes have been exhausted.
Annual Report of the Select Committees 2025/26 Page 4
No Councillor Calls for Action were submitted or considered during the 2025/26 municipal year. This
reflects, in part, the effectiveness of Hillingdon’s well -established resident petitions scheme, which
continues to provide an accessible and proportionate alternative mechanism for raising and
addressing local concerns directly with decision-makers.
Protocol on Scrutiny and Cabinet Relations
As advised by Statutory Guidance, the Council has in place a Protocol on Scrutiny and Cabinet
Relations. The protocol sets out clear principles and expectations for how these two key elements of
the Council’s governance framework operate constructively together. The Statutory Scrutiny Officer
can report that there has been good compliance with the protocol throughout the 2025/26 municipal
year, supporting effective working relationships while maintaining robust challenge and accountability.
Scrutiny Call-Ins
Select committees have a statutory role in scrutinising executive decisions that have been taken but
not yet implemented. This ‘call-in’ power provides an important check and balance within the Council’s
decision-making framework.
During a five -working-day period after an executive decision is taken, the relevant s elect committee
may request that the decision be called in for further consideration. In 2025/26, this process continued
to operate through the Council’s digital Scrutiny Call -In App, accessible on both desktop and mobile
devices. The system enables c ommittee members to initiate a call -in request electronically, with
automated notifications sent to other Members to record their support or otherwise. Where a majority
of Committee Members support a request within the call -in period, the decision is automatically
placed on hold and referred to the s elect committee for consideration. If required, the decision may
then be referred back to the Cabinet or Cabinet Member for reconsideration.
During 2025/26, six call-in requests were initiated by Councillors, following Cabinet or Cabinet Member
decisions, as set out below:
Date of call -
in request
Councillor
initiating
Select Committee Cabinet / Cabinet Member decision
4 June 2025 Cllr Farley
Residents’ Services A Cabinet Member decision on the
introduction of charging for Garden Waste
collections.
30 June 2025 /
1 July 2025
Cllr Punja /
Cllr Farley
Health & Social Care
Select Committee /
Residents’ Services
A Cabinet decision on the closure of Retail
Operations and Review of the Support
Services from The Rural Activities Garden
Centre
18 September
2025
Cllr Sweeting Children, Families &
Education
Cabinet decision on the amalgamation of
Harefield Infant and Junior Schools
21 November
2025
Cllr Kaur Residents’ Services Cabinet Member decision on a review of
the Out of Hours Noise Service
29 January
2026
Cllr Punja Health & Social Care Cabinet Member decision on the Rural
Activities Garden Centre.
In all cases, call-in requests did not secure majority support within the scrutiny call -in period. As a
result, the decisions made by the Cabinet or Cabinet Members were implemented.
Annual Report of the Select Committees 2025/26 Page 5
Urgent Decisions
Select Committee Chairs have a constitutional role in determining whether the usual pre -decision
publication and/or post -decision call -in periods should be waived where a decision is considered
urgent by the Cabinet or the Leader of the Council.
Such waivers are exceptional and subject to strict tests set out in the Constitution. The relevant Chair
must agree that the matter cannot reasonably be deferred, and that delay would prejudice the
Council’s or the public’s interests or increase the risk of harm to people or property.
When approved, this allows decisions to be implemented more quickly, ensuring the Council can
respond promptly where necessary in residents’ or services’ best interests. These decisions are
formally categorised as ‘urgency’ or ‘special urgency’ decisions, depending on the circumstances.
During 2025/26, and as of 30 April 2026, there were 13 Cabinet or Cabinet Member decisions where a
Select Committee Chair exercised this constitutional prerogative. All such decisions are reported to
full Council in accordance with statutory requirements.
Accessible, Open and Transparent Scrutiny
Select committee meetings are held in public and
published on the Council’s online meetings calendar.
Agendas, reports and minutes are publicly available on
the Council’s website, providing comprehensive
information on Committee discussions and
recommendations. These can be viewed here. To
further increase transparency and public engagement,
all Select Committee meetings are broadcast live on the
Council’s YouTube channel here.
The year has continued to see strong engagement from external witnesses, residents and service users,
who have contributed evidence, shared lived experience and provided valuable insight to inform
scrutiny discussions.
Select Committees have also undertaken site visits across the Borough during the year. These visits
help Members to better understand front-line service delivery and inform future monitoring and review
work. Details of any site visits are included in this annual report.
Democratic Services Officers provide continued to provide their professional advice, research and
operational support to Members before, during and after meetings to ensure scrutiny activity is
well-informed and effective.
Annual Report of the Select Committees 2025/26 Page 6
Overview
The Corporate Resources & Infrastructure Select Committee provides overview and scrutiny of a wide
range of Council services. This includes internal functions such as finance, procurement,
transformation, human resources, legal services and digital, as well as infrastructure-related services
covering highways, assets and property. The Committee also considers cross-cutting theme s,
including resident experience and strategic partnerships.
Throughout the year, the Committee maintained a proactively managed and well -balanced work
programme, designed to bring together standing scrutiny responsibilities with focused review work and
strategic updates. This approach enabled Members to consider core areas such as finance,
performance and the Forward Plan alongside a wide range of targeted topics, including the
maximisation of Council spaces, cycling infrastructure, estate regeneration, digital transformation and
residential property acquisitions.
The work programme remained flexible and responsive, allowing the Committee to address emerging
issues while maintaining oversight of longer -term priorities. This ensured that scrutiny activity was
joined-up, forward-looking and aligned with both Borough-wide challenges and residents’ interests.
Review: Maximising Council spaces
Over the past year, the Committee has continued its review into Maximising Council Spaces: A Review
of Business and Private Hire Opportunities, first launched in February 2025. The review was initiated in
response to Members’ concerns that a number of Council -owned halls, rooms and smaller buildings
were underused and not consistently promoted, limiting their potential community value as well as
opportunities for income generation.
Annual Report of the Select Committees 2025/26 Page 7
Members recognised that the Council holds a diverse estate of spaces that, if managed more
strategically, could better support residents, voluntary and community groups, and local businesses.
Given Hillingdon’s strategic location and strong transport links , the Committee was keen to explore
how improved utilisation of these assets could both enhance community access and contribute
positively to the Council’s financial sustainability.
Evidence received from officers highlighted several systemic challenges, including the absence of a
single, comprehensive and digitised register of hireable spaces, fragmented booking arrangements
across services, and inconsistent pricing and promotion. Members also considered the limitations this
created for residents and businesses seeking to hire Council spaces, as well as for the Council’s ability
to understand and manage its estate effectively.
The Committee supported the emerging direction of travel towards a more coordinated, corporate
landlord approach. This was seen as key to improving estate intelligence, strengthening governance
arrangements and enabling more informed decisions about invest ment, maintenance and use of
Council-owned assets. Early pilot initiatives, particularly within library buildings, demonstrated the
potential benefits of clearer marketing and online booking systems, with evidence of increased
take-up. However, the Committ ee also noted that wider integration of systems and processes would
be essential to realise these benefits consistently across the estate.
Through witness sessions and evidence gathering, Members increasingly recognised that the review
extended beyond property management alone. The issues identified cut across commercial
opportunity, marketing and resident experience. Key considerations included the need to address
underused or poorly maintained assets, ensure greater consistency and transparency in fees and
charges, and strike an appropriate balance between income generation and the protection of valued
community spaces.
To maintain momentum and inform executive consideration at an early stage, the Committee agreed
to submit an interim summary letter to the Cabinet Member. This set out emerging findings and initial
recommendations, including undertaking a corporate audit of hireable spaces, establishing
cross-Council working arrangements, introducing a unified and accessible booking system, and
reviewing fees and charging structures to ensure consistency and fairness.
The Committee’s review remains “in play”, should it be progressed post -election, with the aim of
delivering a set of clear, practical and deliverable recommendations to Cabinet.
Budget Scrutiny
As the Council’s lead scrutiny committee for finance, the Committee placed sustained emphasis on
budget oversight throughout the year. Members scrutinised the draft 2026 /27 budget proposals
alongside regular monthly budget and spend monitoring reports, supporting continuous accountability
and a clear understanding of the Council’s financial position as it evolved.
In reviewing the draft budget, the Committee explored the significant financial challenges facing the
Council, including increasing demand pressures, inflation and constraints on government funding.
Members examined the proposed approach to achieving a bal anced budget, including efficiency
measures arising from digital transformation, service reviews, the planned use of reserves and the
consultation process across the General Fund, Housing Revenue Account and Capital Programme.
Throughout these discussions, Members emphasised the importance of strong leadership, financial
Annual Report of the Select Committees 2025/26 Page 8
capability and consistent management across officer directorates , while recognising the efforts of
officers operating in a highly constrained environment.
A recurring theme in financial scrutiny was the deliverability of savings. Members consistently tested
assumptions, timescales and accountability arrangements . In response, officers outlined
strengthened financial governance arrangements, including enhanced spend controls, the operation
of a corporate Spend Control Panel, clearer delivery milestones for major savings and improved
monitoring through data -led appro aches. The Committee was clear that ambitious savings targets
must be matched by robust delivery planning and active oversight.
The Committee also considered broader issues of financial resilience, including the Council’s reliance
on Exceptional Financial Support, London-wide funding pressures and local impacts associated with
Heathrow Airport. While acknowledging the severity of these challenges, Members noted that
Hillingdon continued to deliver services at comparatively low cost.
Performance and Resident Experience
The Committee reviewed both the six -month performance update for 2025/26 and the Annual
Performance Report for 2024– 25, providing assurance on service delivery, value for money and
organisational accountability. Members were informed that the Council continued to perform strongly
compared with other local authorities, maintaining low net expenditure in London while retaining a
Good CQC rating for adult social care. While overall performance was positive, areas of challenge,
particularly around homelessness and accommodation, were appropriately acknowledged.
The Annual Performance Report confirmed that performance governance arrangements were robust,
with performance monitored at all levels and aligned to the corporate strategy and emerging national
outcomes framework. Members noted strong performance in areas such as counter -fraud, housing
repairs, highways maintenance, digital services and cyber security, supported by targeted investment,
new technology including AI, and partnership working.
The Committee also considered the Annual Complaints and Service Monitoring Report for 2024 –25.
Members heard how revised national complaint -handling arrangements had contributed to an
increase in formal complaints, alongside a reduction in service requests . Ombudsman complaints
remained stable, with relatively few upheld cases. The Committee explored themes emerging from
complaints data, learning from upheld Ombudsman decisions and the use of analytics to identify
hotspots and inform service improvement. Ov erall, Members were assured that complaint levels
remained low relative to the size of the Borough and welcomed the continued focus on early resolution
and organisational learning.
Thematic Service Scrutiny
A substantial element of the Committee’s work during the year focused on detailed scrutiny of service
programmes and thematic areas that cut across multiple services and have a direct bearing on
residents’ quality of life. These sessions enabled Members to assess not only progress against plans,
but also how policy intent translated into delivery, outcomes and resident experience.
The Committee reviewed progress on delivery of the Hillingdon Cycle Strategy , considering both
operational activity and early indicators of impact. Members examined delivery to date, including cycle
training, doctor bike sessions, improved crossings and junction layouts, towpath works, school cycle
Annual Report of the Select Committees 2025/26 Page 9
parking grants and new cycling facilities in town centres. The Committee also scrutinised partnership
working with Transport for London and the successful securing of external funding. Importantly,
Members noted that borough-wide cycling levels had not yet demonstrated a measurable increase.
This allowed for a balanced and realistic discussion about timescales, behavioural change and the
need for future reporting to focus on emerging outcomes as well as completed activity.
Major place-based regeneration remained a priority through the Committee’s consideration of the
Hayes Estate regeneration programme. Members were updated on completed and near -completed
phases, planning progress on future phases and options to accelerate delivery. Scrutiny extended
beyond construction milestones to examine issues such as resident engagement, management of
antisocial behaviour during redevelopment, housing quality standards, landscaping and play
provision, and monitoring of social value commitments. This enabled the Commi ttee to consider the
long-term impact of regeneration on communities as well as the pace and quality of delivery.
Digital transformation was a recurring theme throughout the year. The Committee considered
progress on the Digital Strategy, receiving updates on the launch of the new Council website, expansion
of business intelligence dashboards, infrastructure modernisation, cyber security improvements,
digital inclusion initiatives and the use of technology -enabled care. Members tested whet her the
organisation’s systems, workforce capability and culture were aligned to its digital ambitions,
emphasising that transformation must improve service resilience and resident access rather than be
pursued for its own sake.
The Committee also scrutinised building safety and fire safety , reflecting the importance of this
agenda nationally and locally. Members reviewed the updated Fire Safety Policy, considering such
governance arrangements, risk -based inspection regimes, assurance mechanisms and resident
engagement. The Committee received assurance that fire risks were being systematically assessed
and managed across housing, operational and commercial buildings, incl uding enhanced
arrangements for higher-risk and leasehold properties. Members also explored the implications of
forthcoming regulatory changes, noting the potential for increased capital investment requirements
and the need for careful financial planning. As well as looking at the Council’s social housing stock, the
committee also scrutinised fire safety standards in the private sector.
Scrutiny of housing supply and investment featured prominently through examination of the Council’s
Right to Buy buy -back programme . Members reviewed performance across different acquisition
routes, including the in -house team and external arrangements, and closely challenged
value-for-money considerations, particularly relating to refurbishment costs. The Committee reviewed
how lessons were being learned from cost differentials and sought assurance that the programme was
contributing effectively to rebuilding social rented stock. Members also noted the successful securing
of GLA grant funding and the focus on acquiring former local authority properties to increase the stock.
Updates on electric vehicle (EV) charging infrastructure , following a previous scrutiny review,
allowed the Committee to scrutinise delivery of the Council’s climate and transport ambitions.
Members noted completion of phase one, delivery of 46 operational charging points, progress on phase
two and the securing of further external funding through the Office for Zero Emission Vehicles and a
multi-borough partnership. The C ommittee examined issues such as grid capacity constraints,
variation in charging speeds, resident concerns about on-street parking and the exploration of
alternative solutions including lamppost charging and cable gullies. The need to future -proof
infrastructure and consider charging costs and maintenance arrangements was also discussed.
Annual Report of the Select Committees 2025/26 Page 10
The Committee considered fleet management and future plans , reviewing vehicle replacement
strategies, emissions compliance, damage costs and driver performance. Members scrutinised the
challenges of transitioning away from diesel vehicles, including the high cost of electrification and
limited charging infrastruct ure. While welcoming positive operational results from electric vehicle
trials, Members recognised the continued short-term reliance on diesel vehicles and associated ULEZ
and maintenance costs. The introduction of damage cost recharging to services and ro llout of vehicle
tracking were noted as measures to strengthen accountability and efficiency.
Finally, Members examined Council Tax banding arrangements , focusing on the reassessment of
properties following significant development. The Committee explored how Building Control
information was used to identify cases, the role of the Valuation Office Agency, and the limitations of
current legislation, including delays linked to property transactions. Members received assurance that
monitoring arrangements were robust and that the Council had contributed to a national consultation
calling for reform of the existing system.
Beyond the Committee Room
The Committee also made use of site visits to
support its scrutiny work. Members visited the
Platinum Jubilee Leisure Centre in West Drayton
ahead of its completion and welcomed the
opportunity to see the scale and quality of the
development first -hand. Members commended
officers for successfully delivering the project
following the collapse of the original contractor
and recognised the centre as a significant new
asset for the Borough.
Annual Report of the Select Committees 2025/26 Page 11
Overview
The Children, Families & Education Select Committee plays a central role in the Council’s governance
arrangements, providing oversight and scrutiny of services that support children, young people and
families across the Borough. The Committee’s remit spans Children’s Services (including Corporate
Parenting), Children’s Safeguarding, Education, Special Educational Needs and Disabilities (SEND),
and wider children and family development.
During 2025/26, the Committee maintained a varied and demanding work programme. Alongside
routine performance monitoring and budget scrutiny, Members considered a wide range of strategic
and statutory matters and undertook a n in-depth review of the Council’s fostering offer. Throughout
the year, scrutiny focused on service quality, safeguarding assurance, financial sustainability and
outcomes for children and young people, particularly those with the greatest levels of need. On a
number of matters considered below, the Committee reported its views to Cabinet on a regular basis,
supporting sound decision-making.
Corporate Parenting
Corporate Parenting remained a core focus of the Committee’s work throughout the year. All
councillors are ‘Corporate Parents’ and share responsibility for safeguarding and promoting the
wellbeing, aspirations and life chances of Cared for Children and Care Experienced Young People. This
duty is additionally delivered through the Corporate Parenting Panel, which reports directly to the
Select Committee and provides a dedicated forum for engagement and oversight. The Panel comprises
Councillors Nick Denys (Chair), Heena Makwana (Vice -Chair) and Jan Sweeting, alongside young
people who act as co -chairs, officers from Children’s Services, health partners and representatives
from the Virtual School.
Annual Report of the Select Committees 2025/26 Page 12
This year, the Panel continued to strengthen the integration of Corporate Parenting within the Council’s
democratic governance arrangements, ensuring that the voices and experiences of young people
inform decision-making. Its work programme addressed key thematic areas including safeguarding,
health and wellbeing, and education and opportunity. During the year, the Panel considered a range of
assurance and information reports, including annual reports from the Independent Reviewing Officer,
the Cared for Children Health Team and the Virtual School. Young people also contributed directly to
the Panel’s work, providing insight and feedback, including reflections on the Kids in Care Awards and
a year-end presentation highlighting priorities and lived experience. This direct engagement reinforced
the Panel’s focus on aspiration, stability and meaningful participation.
Review: Fostering
A key strand of the Committee’s work during the year was an in-depth review of Hillingdon’s fostering
offer. Fostering is a vital, life-changing service, providing stability, care and belonging for children who
are unable to live with their birth families.
The review examined the implementation and early impact of the Council’s new fostering offer and
sought to understand how it was being experienced by foster carers and young people. Evidence was
gathered from officers, foster carers and young people with l ived experience of foster care, enabling
Members to develop a rounded and informed understanding of the service.
Scrutiny focused on placement stability, matching processes, communication between professionals,
carers and young people, and the adequacy of training and support. The Committee recognised the
positive impact of the new offer, including a significant incr ease in enquiries and the recruitment of
new fostering households. Members also welcomed improvements in promotional materials, a
strengthened recruitment approach and the development of specialist fostering pathways to support
children with complex needs.
The Committee placed particular emphasis on the voice of the child and on the importance of
broadening the diversity of foster carers to better reflect the Borough’s communities and improve
matching outcomes. Following completion of the review, a series of recommendations were agreed,
including improving information for young people entering placements, strengthening visibility of the
child’s voice, developing clearer specialist training pathways for carers, and reviewing peer support
networks for both carers and young people. The review was presented to Cabinet in April 2026, warmly
welcomed and approved.
Budget Scrutiny
Budget scrutiny formed an increasingly significant part of the Committee’s work during 2025/26,
reflecting the scale and persistence of financial pressures within Children’s Services and Education.
Members maintained regular oversight of financial performance, with particular focus on children’s
placements, accommodation costs and pressures linked to SEND.
The Committee examined the wider financial context, including ongoing challenges arising from the
Dedicated Schools Grant, especially the High Needs Block, and the impact of rising demand and
structural pressures across the system. Members consistently tes ted the sustainability of current
service models and emphasised the importance of early intervention, inclusion and demand
management in reducing long-term costs. Throughout the year, the Committee sought assurance that
cost control measures did not compromise safeguarding responsibilities, service quality or outcomes
for vulnerable children. Regular mon thly monitoring and challenge was essential to ensure financial
Annual Report of the Select Committees 2025/26 Page 13
decision-making remained aligned with strategic priorities while keeping children’s welfare at the
forefront.
Performance Monitoring
Through its annual and bi-annual performance reports, the Committee reviewed a broad range of
performance indicators, including safeguarding activity, child protection measures, workforce
stability, early help interventions and youth justice outcomes. Members welcomed increased
confidence in the quality, consistency and accessibility of performance data, supported by
improvements to dashboard reporting systems. Scrutiny discussions allowed for early identification of
emerging risks and trends, such as fluct uations in referral rates and increasing complexity of need,
enabling timely challenge and informed assurance. The Committee recognised that robust and
well-understood performance information was essential to effective governance and service
improvement. Regular monitoring strengthened transparency, supported proactive responses to risk
and ensured that performance oversight remained firmly aligned to safeguarding responsibilities and
positive outcomes for children and young people.
Thematic Service Scrutiny
Alongside its major review work and budget scrutiny, the Committee undertook extensive thematic
monitoring across the breadth of Children, Families and Education services. This enabled Members to
track performance, scrutinise policy development and assess the delivery and impact of strategic
change across a wide and complex service landscape.
A significant strand of scrutiny focused on education sufficiency and school organisation, reflecting
falling pupil numbers across the Borough and the financial pressures this place d on schools. The
Committee reviewed a range of proposals, including changes to Published Admission Numbers,
school amalgamations and adjustments to age ranges. In considering proposals such as the
amalgamations of Harefield Infant and Junior Schools and Whitehall Infant and Junior Schools,
Members examined consultation feedback, leadership arrangements, educational continuity and
financial modelling. Scrutiny sought to ensure that decisions were evidence -based, educationally
sound and capable of supporting long -term sustainability, while maintaining stability for pupils and
families.
The Committee also considered proposals to lower the age range of Whiteheath Infant and Nursery
School to include two-year -olds, as part of the expansion of early years provision. Members explored
the differing perspectives of parents and providers, and the potential benefits for disadvantaged
children and working families, before providing comments to Cabinet. In parallel, scrutiny of school
admissions data enabled the Committee to examine patterns in parental preference, in-year
admissions and differences between primary and secondary phases, reinforcing the importance of
clear communication with families and realistic application guidance.
A further area of sustained focus was Special Educational Needs and Disabilities (SEND) . The
Committee monitored progress against the SEND & Alternative Provision Strategy 2023 –2028, which
brought together delivery of the SEND improvement plan and former DfE Safety Valve commitments
within a single, coherent framework. Members examined how the strategy aimed to support children
successfully in mainstream education where appropriate, whilst ensuring specialist provision for those
with the highest levels of need. Scrutiny also considered alignment with emerging national reforms and
examined the Dedicated Schools Grant position, particularly the High Needs Block. Members
welcomed improvements in the in-year position and recognition from the Department for Education of
Annual Report of the Select Committees 2025/26 Page 14
progress made in financial efficiency and outcomes, while remaining clear that cost controls must be
underpinned by strong inclusion practice and improved educational provision.
The Committee continued to scrutinise
attendance and inclusion, concluding its review
into persistent absenteeism earlier in the year.
Members recognised the ongoing impact of
post-pandemic challenges, including mental
health pressures and wider family circumstances,
and emphasised the need for partnership-based
approaches rather than punitive responses. The
Committee reinforced the importance of early
identification, targeted interventions and
alignment with safeguarding and family support
services. This t hematic focus reflected the
Committee’s broader emphasis on prevention
and long-term outcomes.
Care and safeguarding remained central to the Committee’s work. Scrutiny of the Care Strategy for
Cared for Children and Care Experienced Young People allowed Members to assess how the Council’s
approach was shifting towards more aspirational, strengths-based and relationship-centred practice.
Members welcomed the co-production of the strategy and examined how it would support education,
employment, housing stability and emotional wellbeing, while emphasising the importance of
sustained support beyond statutory thresholds.
The Committee also monitored implementation of the Family First reforms , which represent
significant structural and cultural change across children’s services. Members examined progress
towards locality -based, multi -disciplinary teams and greater integration between family help and
social work functions. Scrutiny focused on prevention, relational practice and reducing repeat
removals of children, testing workforce readiness and the strength of partnership engagement.
Within youth justice, the Committee reviewed delivery of the Hillingdon Youth Justice Strategy 2024 –
2029, that it had previously been involved in shaping . Members welcomed reductions in first -time
entrants to the justice system, improved engagement with education, training and employment, and a
continued focus on early intervention and restorative approaches. The development of
disproportionality action pl ans and multi -agency high -risk panels was noted as strengthening
preventative work and partnership responses.
The Committee also considered the role of adult learning and skills through scrutiny of Learn
Hillingdon’s annual self-assessment. Members noted strong retention, achievement and pass rates,
alongside positive Ofsted feedback, and examined outreach to under -represented groups and
harder-to-reach communities. While welcoming the service’s contribution to employment and lifelong
learning, Members also discussed ongoing funding pressures and the importance of maintaining
accessibility.
Finally, the Committee received updates on the evolving School Organisation Plan, recognising its
growing importance as a strategic planning tool in the context of falling rolls and SEND reform.
Members were advised of work underway to strengthen forward planning with schools, explore creative
uses of surplus space, and improve strategic coverage of early years and SEND provision, supporting a
more resilient and sustainable education system.
Annual Report of the Select Committees 2025/26 Page 15
Overview
The Residents’ Services Select Committee is responsible for the overview and scrutiny of a wide and
diverse portfolio of Council services that directly affect residents’ daily lives and the character of the
Borough. Its remit includes housing and homelessness, planning and regeneration, waste and
recycling, green spaces, parking and enforcement, licensing, leisure, environmental services and
community safety.
In addition to its council scrutiny role, the Committee has a significant outward-facing responsibility
through its statutory oversight of the Crime and Disorder Partnership. Through regular engagement with
the Metropolitan Police, London Fire Brigade and others in the Safer Hillingdon Partnership, the
Committee ensures that the Council effectively discharges its duties under the Crime and Disorder
(Overview and Scrutiny) Regulations 2009.
During the municipal year, the Committee maintained a proactive and evolving work programme, using
it not only as a scheduling tool but as a means of directing scrutiny activity toward issues of greatest
relevance and impact. Members revisited priority areas, incorporated emerging topics and
commissioned further investigation where appropriate. This included focused scrutiny of waste
services, climate and flood risk, enforcement activity and housing pressures. Formal meetings were
complemented by site visits and engagement with frontline services, ensuring scrutiny was informed
by both strategic reporting and operational experience.
Review: Homelessness Prevention & Customer Journey
An initial piec e of work during 2025/26 was finalising the Committee’s in -depth review of
Homelessness Prevention and the Customer Journey in Hillingdon. The review reflected the
Committee’s commitment to improving outcomes and experiences for vulnerable residents at a time
of significant housing pressure.
Annual Report of the Select Committees 2025/26 Page 16
Across four detailed witness sessions, Members heard evidence from Council officers, voluntary
sector partners and frontline practitioners. Scrutiny covered the full homelessness pathway, including
prevention activity, access to temporary accommodation, rough sleeping, and support for residents
experiencing domestic abuse. To support the review, Members undertook site visits to the Council’s
Housing Reception Centre and customer contact centre and visited bed and breakfast properties used
to accommodate local residents on a temporary basis. Evidence gathered during the review highlighted
the importance of clear communication, trauma-informed practice and consistent quality of service,
particularly at first points of contact. Members also considered how digital tools could support earlier
intervention, improve access to information and reduce repeat approaches, while recognising the need
to maintain face-to-face support for residents with complex needs.
The review concluded with a series of practical, resident -focused recommendations, including
improvements to the physical environment of the Housing Reception Centre, managing people’s
expectations, clearer explanations of processes , enhanced use of digital channels, and stronger
feedback and quality-assurance arrangements. The Committee’s review was approved by Cabinet in
June 2026, after which the Committee continued to monitor progress in delivering its findings in 2026.
Budget Scrutiny
Throughout the municipal year, the Committee maintained regular oversight of budget and financial
performance, reflecting the pressures facing a number of resident -facing services and the need for
effective financial control. Scrutiny focused in particular on housing, waste services and environmental
operations, where rising demand, operational challenges and cost pressures required close and
ongoing examination.
Members reviewed monthly budget monitoring reports, savings proposals and service pressures
alongside the practical impact on service delivery. This allowed the Committee to test whether
financial decisions were realistic, deliverable and aligned with agreed service priorities. Officers
provided monthly updates on financial performance, including explanations of variances,
management actions to address pressures, and assumptions underpinning future financial planning.
The Committee was advised that the Housing Revenue Account remained balanced, providing
assurance that housing finances were being managed within available resources despite wider
financial pressures. Regular consideration of these reports enabled Members to undertake more
detailed challenge on income assumptions, savings delivery and the main cost drivers affecting
services. This consistent scrutiny helped ensure that financial risks were understood at an early stage
and that emerging pressures were transparent, supporting more robust financial management across
the Committee’s areas of responsibility.
Performance Monitoring
Alongside budget scrutiny, the Committee undertook its annual and bi -annual performance
monitoring, reviewing delivery against t argets, particularly around housing delivery, waste and
recycling services and planning. Members were informed of actions being taken to strengthen reporting
and analysis, and improve data quality, including investment in new equipment and the development
of improved reporting systems to enhance transparency and accessibility for both Members and
residents.
Overall performance was generally positive, and Members sought further clarification on several key
indicators to better understand trends and outcomes. These included housing delivery, recycling rates,
homelessness pressures and re -letting times. Officers explained how different measures and
Annual Report of the Select Committees 2025/26 Page 17
timeframes were applied and confirmed that further detail would continue to be provided through
future performance reports where appropriate.
Thematic Service Scrutiny
As a primary strand of activity this year, the Committee undertook extensive thematic monitoring
across a broad range of services, enabling Members to track performance, scrutinise emerging issues
and assess how policy and operational decisions translated into resident experience.
Housing, homelessness and resident experience remained a consistent focus throughout the year.
Members scrutinised the Council’s response to increasing demand for temporary accommodation, the
challenges of securing suitable placements, and rising costs within the private rented sector. In
reviewing th e draft Homelessness and Rough Sleeping Strategy before C abinet approv al, the
Committee examined how prevention, partnership working and targeted interventions would be
delivered within financial constraints, while maintaining a strong focus on outcomes for residents.
As part of its statutory responsibilities, the Committee scrutinised community safety and crime and
disorder, engaging with the Safer Hillingdon Partnership, the Metropolitan Police and London Fire
Brigade. Members examined crime trends, noting reductions in more serious offences alongside
continued concern about low-level crime, antisocial behaviour and reporti ng levels. Scrutiny
emphasised partnership working, visible policing and community engagement as essential to
maintaining public confidence.
The Committee also scrutinised the Council’s relationship with Heathrow Airport , examining
community engagement, mitigation of environmental impacts, resilience planning and investment in
skills, employment and apprenticeships. Members raised issues including parking pressures,
enforcement, air quality, noise and future expansion, and sought assurance that community concerns
were reflected in ongoing partnership arrangements.
A number of service -specific areas were examined in detail, including parking services and
enforcement, the d raft Parking Annual Report, and the Council’s approach to fairness, compliance
and customer service. Scrutiny covered enforcement activity, officer safety, data presentation,
contractor management and opportunities to strengthen reporting and transparency.
The Committee also carried out targeted scrutiny in specific service and policy areas within its remit.
This included detailed consideration of the Empty Homes Council Tax Premium, where Members
examined how the policy was being applied in practice, the clarity of information provided to residents,
and the governance arrangements supporting decision-making.
The Committee also scrutinised animal welfare and licensing services, focusing on enforcement
capacity, how cases are managed in partnership with other agencies, and readiness to respond to
serious or high-risk welfare incidents.
Planning and regeneration formed an important strand of the Committee’s monitoring during the year.
Members received updates on the development and delivery of town centre strategies, including the
Uxbridge Town Centre Vision, and examined how regeneration initiatives were progressing across the
Borough.
Scrutiny of allotments management tested allocation processes, waiting lists, inspections and
governance across Council-managed and self-managed sites, with Members seeking assurance that
service improvements would support fair access, effective oversight and better use of green space
assets. The Committee also considered the draft Statement of Licensing Policy , welcoming its
modernisation and alignment with wider Council strategies.
Annual Report of the Select Committees 2025/26 Page 18
The Committee examined infrastructure funding through the Infrastructure Funding Statement,
testing how Section 106 and Community Infrastructure Levy contributions were secured, monitored
and spent, with a focus on transparency, timeliness and demonstrating local benefit. Members also
scrutinised the draft Community Safety Strategy , exploring governance, delivery arrangements and
partnership accountability, particularly in relation to antisocial behaviour and repeat offending.
Environmental enforcement, including antisocial behaviour, fly -tipping and abandoned vehicles ,
was a key theme. Members examined service demand, operational responsiveness, under -reporting
and the development of improved case -management systems, emphasising visible enforcement and
better communication with residents to protect the quality of the local environment.
The Committee also reviewed progress on climate change, sustainability and flood risk , examining
delivery against environmental objectives, funding challenges and resilience planning. Scrutiny of a
Section 19 Flood Investigation report enabled Members to examine causes and impacts of flooding
events and to seek assurance on mitigation and communication with affected residents.
Waste services remained a priority, with scrutiny of collection arrangements, recycling performance,
food waste expansion and commercial waste services. Members explored how waste reduction and
income-generating services could support both environmental objectives and financial sustainability,
alongside consideration of the draft West London Waste Plan and its wider strategic implications.
Community cohesion also featured prominently, with the Committee hearing from voluntary and
community organisations supporting residents experiencing hardship, domestic abuse and integration
challenges. Members noted rising demand and pressures on resources, emphasising the importance
of secure funding, strong partnerships and continued collaboration to support community resilience.
At the Committee’s last meeting in April, Members scrutinised an update on the Council’s enhanced
legal and policy framework for tackling Houses in Multiple Occupation (HMOs), examining regulatory
arrangements, enforcement activity and the Council’s approach to maintaining housing standards and
resident safety. The Committee also considered sport and physical activity provision for young
people, exploring how services support health, wellbeing and inclusion, particularly for younger
residents, and how delivery aligns with wider preventative and community objectives. An update on its
previous Homelessness Prevention Review enabled Members to monitor progress against earlier
recommendations, testing how changes were improving the customer journey and resident
experience, and identifying areas for further improvement.
Beyond the Committee Room
To strengthen its scrutiny work, the Committee
undertook site visits that provided valuable insight
into service delivery beyond formal committee
meetings. In summer 2025, Members visited the
Platinum Jubilee Leisure Centre, gaining first -hand
understanding of the scale, quality and operational
considerations associated with the facility. This
was followed by a further site visit in March 2026
with the waste collection team. Members found
this particularly informative, gaining direct insight
into frontline operational challenges, efficiency
measures and health and safety considerations.
Annual Report of the Select Committees 2025/26 Page 19
Overview
The Health and Social Care Select Committee provides overview and scrutiny of a wide range of
Council services and partnerships that support the health, wellbeing and independence of residents.
Its remit includes adult social work and safeguarding, social care commissioning, public health, and
the voluntary and community sector. Importantly, the Committee also undertakes the Council’s
statutory health scrutiny role under the Health and Social Care Act 2001, working closely with NHS
organisations and wider health partners to scrutinise services, system change and outcomes for local
people. In addition, the Committee holds a cross-cutting responsibility for scrutiny of domestic abuse
services and support, recognising the importance of coordinated, multi -agency responses to protect
and support vulnerable residents.
Throughout the year, the Committee operated a responsive and actively managed work programme.
Standing scrutiny items such as the Cabinet Forward Plan and budget monitoring were balanced with
in-depth reviews, performance updates and wider reports on healt h system delivery. The programme
was deliberately flexible, allowing additional evidence sessions to be introduced where required,
including further witnesses for the adult social care early intervention and prevention review, a
single-meeting review of GP coverage and the Hillingdon Health and Care Partners place -based
transformation update. This approach ensured scrutiny remained structured, relevant and responsive
to emerging issues.
Review: Adult Social Care Early Intervention and Prevention
During the year, the Committee undertook a major review into early intervention and prevention in Adult
Social Care, recognising this as a critical area for improving resident outcomes and supporting the
long
-term sustainability of health and social care services.
Annual Report of the Select Committees 2025/26 Page 20
The first witness session provided a positive
and informative foundation for the review, with
evidence from senior officers including the
Director of Public Health. Members explored
the role of prevention across the health and
care system, including tackli ng hypertension,
reducing avoidable hospital admissions and
supporting unpaid carers. The Committee was
encouraged by investment in preventative
services, improvements to contract
arrangements and a strengthened emphasis
on co-producing services with communities.
Members also examined how the Council was
responding to the needs of vulnerable groups, including autistic adults, older residents and people with
long-term conditions, whilst contributing to the creation of healthier, more age -friendly environments
across the Borough. Members raised concerns around accessibility, communication and the need to
retain local expertise as new service models and providers are introduced. Officers c onfirmed that
performance would be closely monitored and that engagement with providers and residents would
continue as the review progressed.
Further evidence sessions later in the year strengthened the Committee’s understanding of prevention
as both a resident outcome priority and a financial sustainability issue, providing a growing evidence
base to inform future recommendations. The Committee has finalised its review and it will be reported
to Cabinet in due course.
Budget Scrutiny
Financial scrutiny became an increasingly central element of the Committee’s work, particularly in the
context of rising demand, inflationary pressures and growing complexity within adult social care. This
was evident during the Committee’s scrutiny of the Budget Setting Report for 2026/27, where Members
tested whether the proposed budget genuinely reflected need and whether the underpinning
assumptions were robust. Officers explained that the budget had been informed by a detailed five-year
growth model, including rebasing where historic costs had not previously been fully reflected, and that
it accounted for both demand growth and significant increases in the cost of care.
Members examined pressures across different client groups, noting downward pressure in some older
people’s placements alongside increasing demand from younger adults with SEND transitioning into
adult social care. Scrutiny also focused on accountability fo r savings delivery, with Members seeking
assurance that individual projects had clear ownership, monitoring arrangements and delivery plans.
Alongside budget setting, the Committee maintained regular monthly oversight of in -year financial
performance. Members were advised that overspends were driven primarily by demand growth and
savings slippage, but that actions were underway to stabilise the position. Officers also outlined
benchmarking work, which showed Hillingdon to be comparatively low-cost and good value relative to
other London councils, despite facing similar demand and inflation pressures. Particular concern was
expressed around placements, the impact of increased National Insurance costs on contracts, and
funding imbalances relating to Section 117 and the North West London Integrated Care Board. This
ensured scrutiny addressed not just headline variances, but the structural drivers behind them.
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