Children, Families, Health & Care SC

Minutes HEALTH AND SOCIAL CARE SELECT COMMITTEE 26 March 2026 Meeting held at Committee Room 5 - Civic Centre Committee Members Present: Councillors Nick Denys (Chair), Reeta Chamdal (Vice-Chair), Labina Basit, Tony Burles, Becky Haggar, Kelly Martin and Sital Punja (Opposition Lead) Also Present: Sean Bidewell, Assistant Director – Integration & Delivery / Acting Joint Borough Director, North West London Integrated Care Board (NWL ICB) Amanda Carey-McDermott, Chief Executive Officer, The Confederation Hillingdon CIC Dr Richard Grocott Mason, CEO for the Heart, Lung and Critical Care Group - HLCC, Royal Brompton and Harefield Hospitals - Guy’s and St. Thomas’ NHS Foundation Trust Sue Jeffers, Joint Lead Borough Director, North West London Integrated Care Board (NHS NWL ICB) Samreen Nawshin, Operations Manager, Healthwatch Hillingdon Vanessa Odlin, Managing Director for Hillingdon and Mental Health Services, Goodall Division, Central and North West London NHS Foundation Trust (CNWL) Keith Spencer, Managing Director, Hillingdon Health and Care Partners (HHCP) Lesley Watts, Chief Executive Officer, The Hillingdon Hospitals NHS Foundation Trust / Chelsea & Westminster Hospital NHS Foundation Trust LBH Officers Present: Matt Davis (Director - Strategic & Operational Finance), Martyn Storey (Head of Finance - Adult Social Care), Sandra Taylor (Corporate Director of Adult Services and Health) and Nikki O'Halloran (Democratic, Civic and Ceremonial Manager) 64. APOLOGIES FOR ABSENCE (Agenda Item 1) There were no apologies for absence. 65. DECLARATIONS OF INTEREST IN MATTERS COMING BEFORE THIS MEETING (Agenda Item 2) There were no declarations of interest in any matters coming before this meeting. 66. MINUTES OF THE MEETING HELD ON 17 FEBRUARY 2026 (Agenda Item 3) RESOLVED: That the minutes of the meeting held on 17 February 2026 be agreed as a correct record. 67. EXCLUSION OF PRESS AND PUBLIC (Agenda Item 4) RESOLVED: That all items of business be considered in public. 68. HEALTH UPDATES (Agenda Item 5) The Chair welcomed those present to the meeting. Central and North West London NHS Foundation Trust (CNWL) Ms Vanessa Odlin, Managing Director - Goodall Division at CNWL, advised that, in 2025, additional recurrent funding had been provided across all eight North West London boroughs to expand the Urgent Community Response (UCR) teams and establish a Hospital at Home function in each borough. It was anticipated that the UCR expansion would support patients in physical health crisis in under two hours to avoid Emergency Department (ED) attendance or admission and keep them at home for longer (this could be in relation to any physical health issue such as heart failure, palliative care pathway, etc). Hospital at Home would provide additional support for patients after UCR care (between days 3 and 17). Although there was no target, CNWL had been working to get as close to 100% of patients seen within two hours as possible (performance was currently at 70%-80%) and to reducing the number of non- elective ED admissions to support the new hospital targets. The Lighthouse was located in a space close to the ED at Hillingdon hospital and provided a therapeutic environment to support patients experiencing a mental health crisis. Lighthouse staff were spending time in the ED with a pull across model and capacity had been expanded to be able to support between four and six patients at any time (an increase from 1-2 patients per day). Mr Sean Bidewell, Joint Lead Borough Director at North West London (NWL) Integrated Care Board (ICB), advised that the new model had come into effect around November 2025. The increase in the capacity had been driven by a 52% reduction in the average length of stay, reducing from 27 hours to around 13 hours (the performance target had been was to keep the average length of stay to below 24 hours). Most of the referrals had been picked up really quickly from the Urgent Treatment Centre, with 67% then returning home (some returning home with support) and 15% being admitted to a mental health hospital, with others being supported through initiatives such as the Crisis House. With regard to Child and Adolescent Mental Health Services (CAMHS), Members were advised that non-recurrent funding had been provided by NWL ICB to the end of March 2026 and had reduced the waiting lists from 2,000 waiting for an assessment to around 400, with an average wait of around 6-9 months. As this was not sustainable, CNWL had transformed its assessment pathways to ensure that they were as efficient and safe as possible and developed a central triage point which would have a soft launch on 1 June 2026. It was anticipated that these changes would increase the number of children seen by around 50%. The Mental Health Support Teams (MHSTs) worked with schools to support children with mental health concerns. This national model had been rolled out in waves, with additional Hillingdon teams being included in Wave 14. Around 64% of schools in Hillingdon were currently supported by the MHSTs (NHS England and the NWL ICB wanted 100% coverage by 2029). The musculoskeletal physiotherapy team had been contacting patients on the waiting list to establish whether or not they still needed to be seen. This process had reduced the number of patients not attending their appointments (Did Not Attend (DNA)) to 7%. Ms Amanda Carey-McDermott, Chief Executive Officer at The Confederation Hillingdon CIC, advised that Blinx Patient and Care Optimiser (PACO) software had been trialled in Hillingdon to help the way that GPs worked. The software sat around existing IT systems already used by partners and enabled a single point of entry from different teams with the focus initially being on frailty (as there had already been joined up work in this area). Blinx had saved time and increased capacity as it meant that District Nurses only needed to input notes on one system for it to appear on all systems, but it could be used more extensively (such as automatic triangulation). There would be an opportunity to extend the system to other providers over the next six months but this would need investment from place (ideally from the ICB). Ms Sue Jeffers, Joint Lead Borough Director at NWL ICB, advised that this was something that the ICB would be interested in supporting as digitisation as an enabler had been a key focus in their discussions. It was noted that the new ICB would be in place from 1 April 2026 and that workshops were currently being undertaken with place colleagues. The pilot would be helpful to inform any future investment decisions. Ms Carey-McDermott noted that a new senior clinical decision maker was being trialled which was a GP working alongside Ms Odlin’s team, 8am to 8pm, seven days a week. This had enabled quicker decision making and supported the mobile diagnostics initiative. The Committee would be interested in hearing how this trial progressed. The Hillingdon Hospital NHS Foundation Trust (THH) Ms Lesley Watts, Chief Executive at THH, advised that the number of patients attending Accident and Emergency (A&E) at Hillingdon had decreased and performance had improved, with 77.6% of patients being seen within four hours (which was better than the national average and London average). It was anticipated that funding had been secured for high intensity users whose attendances at A&E could be disruptive. The National Oversight Framework (NOF) assessed NHS Trusts’ operational performance, people management and financial standing based on objective data, with Hillingdon recently improving from NOF4 to NOF2 (partly because of its ambulance handover performance, which was one of the best in London). Hillingdon would be hitting its financial plan for the first time in 10 years, possibly with a small surplus, at the end of this financial year. Although THH would achieve the referral to treatment target (60% within 18 weeks), improvements were still needed. Performance in relation to the two week wait for cancer appointments had been achieved but more work was needed to achieve the target to receive treatment in 62 days. Ms Watts would provide the Democratic, Civic and Ceremonial Manager with further information about the 62 day performance for each cancer speciality for circulation to the Committee. On 1 April 2026, Hillingdon Hospital, Chelsea and Westminster Hospital (ChelWest), London North West Hospital and Imperial Hospital would be brought into one group with one Chief Executive, Mr Tim Orchard. THH already had a close relationship with these hospitals, particularly ChelWest where there had been staff and learning exchanges which had been positive for both organisations. The THH Chair had stepped down and been replaced by Mr Bob Alexander on an interim basis. Work had continued in relation to the progression of the new hospital development. Ms Watts advised that the decant work continued with buildings being taken down and the site cleared. There had been an issue in relation to the basement so alternatives had been considered. This had more or less now been agreed but would alter the height of the building so further discussions would be needed with the Council’s planning team. Ms Watts advised that corridor care was not an ideal situation as it was hard to pull back from once it had started. Hospitals were not the safest place in the world so consideration had been given to length of stay and getting staff to assess the risk to the patient in staying in hospital versus the risk in them being discharged. Other parts of the system had really stepped up but there was still lots to do. It would be important to respond quickly and deliver practical interventions in relation to intravenous antibiotics (at home or in nursing homes), falls and end of life care. It was noted that there would be a resident doctor strike over the Easter period. Ms Watts advised that she did not know how many doctors would be on strike but there were currently no plans to cancel appointments. However, a priority list of appointments had been drawn up and consideration was being given to cancelling annual leave and study leave. Healthwatch Hillingdon (HH) Ms Samreen Nawshin, Operations Manager at HH, advised that Your Voice had taken over as provider for Healthwatch Hillingdon in August 2025 and had developed a number of workstreams. The organisation acted as a local watchdog and gathered feedback from local residents on their experiences. As part of the patient experience programme, HH had spoken to 324 people between August and December 2025 about GPs and other health and social care partners (the patient experience report covering this period was available on the HH website at: https://healthwatchhillingdon.org.uk/report/2026-03-24/patient-experience-report-q3-25- 26. The main issues raised in relation to GPs were: persistent telephone waits; challenges with filling in online forms; clarity around the appointment pathways; and a lack of awareness about the wider clinical team (often residents expected to speak to a GP when this was not always the most appropriate professional for them to speak to). Insofar as feedback on hospitals was concerned, the main issues raised were in relation to: positive feedback about the staff; waits at the ED; and more information and clarity in relation to timelines. HH had drafted a number of recommendations based on the feedback, whilst being mindful that this was based on a snapshot of feedback. Ms Nawshin advised that, as part of its enter and view role, HH had undertaken a number of visits to care homes and supported housing. They had looked at good practice and had had constructive conversations with staff and residents. Feedback themes had included the physical environment, staff wellbeing and activities. Although there had been no big causes for concern, areas for improvement had been identified. A care home strategy would be developed by HH to highlight the good practices that had been gleaned during their visits which would then be shared with care providers. Improvements had been made since the Parkside House Nursing Home had received its CQC inspection rating of ‘Requires Improvement’. The HH report on this enter and view visit had been published online at: https://healthwatchhillingdon.org.uk/report/2026-02-26/enter-view-parkfield-house- nursing-home HH had started its hospital discharge project on 24 March 2026 which aimed to learn about people’s experience post-discharge and the transition back to their life outside of hospital, specifically in relation to communication. It was queried how HH determined which issues it would investigate. Ms Nawshin advised that the small team at HH spoke to residents, the local scrutiny committee, partners and others to establish what they thought ought to be prioritised. Feedback and suggestions could be provided by the Committee on a rolling basis or as an annual activity. It was agreed that Ms Nawshin provide the Committee with its work programme for the year so that the Members could provide her with any relevant information that they might have. HH had tried to raise awareness of the work that it undertook and would continue to do so with partners, but this could sometimes be a challenge. They had experienced some problems in getting cooperation from some GP practices as this was not a mandated function. There seemed to be a lack of awareness about the role of HH (an independent organisation looking at things from a resident’s perspective) and a reluctance to fill in ‘yet another survey’ that potentially duplicated other surveys that the practice had already completed. In order to raise awareness of the role of HH, it was suggested that information be included in Hillingdon People and that they work with the Carers’ Trust to access GP practices. Royal Brompton and Harefield Hospitals (RBH) Dr Richard Grocott Mason, Chief Executive Officer for the Heart, Lung and Critical Care Group at RBH - Guy’s and St Thomas’ NHS Foundation Trust, advised that the Trust dealt with patients by disease rather than by area so patients came in from all over the country. There had been a focus ensuring that no patient waited longer than 65 weeks for treatment and there were now no patients that had waited more than a year. However, there were concerns about the cardiac surgery waiting times. The 62 day cancer performance had been a challenge. It would often take a long time to undertake lung cancer surgery as there could be delays in actions such as diagnostics before they were referred on to RBH. Although patient outcomes were good once they had had their surgery, early diagnosis was the lens to survival. Dr Grocott Mason advised that there had been pressure on echo and sleep diagnostics. The number of referrals had doubled as an unintended consequence of these being criteria to get weight loss drugs on the NHS. The BBC Radion 4 broadcast, “The battle for hearts and lungs: Transplants in trouble”, highlighted the challenges in relation to heart and lung transplants. RBH had undertaken 71 in the year to date (in comparison to the 62 that had been undertaken in the same period in the previous year). There had been 42 lung transplants which had resulted in excellent outcomes. About one third of cardiology surgery presented through the cardiac centre or via the ED but it was not possible to predict the level of transplants. There had been some bed closures over the last six months to facilitate a refurbishment but, even if there had been more beds, theatre capacity and critical care capacity could limit the number of transplants and being in hospital was not a safe place to be unless you needed to be in hospital. Financially, the Trust would meet its plan overall but the changes to funding flows, patient choice and the money following the patient meant that funding was not quite as clear cut as it had previously been. RBH had also been in receipt of NHS capital funds. These had been used to purchase a robot for thoracic surgery and a modular extension building that would be in place from April 2027 to extend capacity in navigational bronchoscopy. The merger with Guys and St Thomas’ had been a positive move and had enabled investment in technology, with there being little that appeared to have changed insofar as patients and staff were concerned. RBH continued to receive positive patient feedback and the staff survey continued to show Harefield as a place that staff would recommend to friends and family for treatment. Staff retention levels were also good as staff seemed to feel that they worked for Harefield Hospital rather than for the wider merged Trust. It was not difficult to recruit new staff generally but was more of a challenge in some scientific fields, especially where there had been a national shortage, e.g, physiotherapists and radiographers. Consideration needed to be given to finding a way to encourage more people into training for these roles. Ms Sue Jeffers, Joint Lead Borough Director at NWL ICB, advised that a survey had been undertaken in relation to hard to recruit roles about two years ago, with occupational therapists being identified as the most difficult role to recruit to. It was suggested that work be undertaken between the local health and social care partners and Brunel University to progress this. It was recognised that the upcoming resident doctor strike would prove challenging for RBH with regard to dealing with non-elective surgery at that time. Managing demand for treatment at RBH could sometimes be tricky – if an acute hospital was under significant pressure, patients could go elsewhere. North West London Integrated Care Board (NWL ICB) Mr Sean Bidewell, Joint Lead Borough Director at NWL ICB, advised that the Committee had been provided with an update at its last meeting in February 2026. Members were advised that Hillingdon had achieved its discharges target of 34 patients per day (this had been 36 for the last 10 weeks and had been 50 per day before that). To ensure that the new hospital metrics were met, it would be important for partners to reduce things like non-elective admissions and to achieve the target for average length of stay. There had been a lot of work undertaken with care homes to reduce ED attendance with senior clinical decision makers working alongside community diagnostics to prevent care home patients from going into hospital. This had resulted in a 25% reduction in attendance and a 33% reduction in non-elective admissions. The implementation of initiatives around intravenous antibiotics, falls and end of life care would be key to helping the hospital achieve its metrics for the new hospital. Universal care plans (UCPs) had been put in place for patients in care homes and consideration was now being given to increasing the number of patients in the community with a UCP. The next phase would be to secure and maintain these initiatives to ensure that the new hospital plans went forward. Ms Sue Jeffers, Joint Lead Borough Director at NWL ICB, noted that the Committee had been provided with an update on Child and Adolescent Mental Health Services (CAMHS) at its previous meeting. Members were advised that a local GP had developed a mental health referral form with child psychologists for children and young people and that this had been rolled out in October 2025. The form had simplified the pathway to CAMHS which made it easier for GPs to engage with children and young people and their grown ups. As a result, there had been a 17% reduction in the number of GP referrals to CAMHS in December 2025 and a further 18% reduction in January 2026. Members expressed concern that there had been a recent news item claiming that 75k children and young people in the UK were taking antidepressants. Ms Jeffers would look into this and provide the Committee with figures for Hillingdon. The merger of the NWL ICB (8 boroughs) with the North Central London (NCL) ICB (5 boroughs) would collectively cover 4.5m residents and had proved to be a big challenge (it would be one of the largest ICBs in England). The merger would be effective from 1 April 2026 – the new Board was already in place. A consultation had been undertaken with staff and, although there would be no Borough team in place, there was a clear mandate for the ICB to engage with its 13 local authorities. It was anticipated that the two NWL and NCL Joint Health Overview and Scrutiny Committees that existed in the two ICB footprints would be merged and would need to hold the new ICB to account. It was unclear how this was going to work. Concern was expressed that the ICBs consideration of 4.5m residents would dilute the needs of Hillingdon residents. It was thought that, if decision making was delegated to a local level, this would work well for Hillingdon but the ICB needed to trust that Hillingdon could deliver at place (the Joint Strategic Needs Assessment drilled down to where the needs were in Hillingdon rather than looking at Hillingdon as part of 13 boroughs). In NWL, population health management data was more developed and the whole system integrated care dashboard being used by partners was now being rolled out across London. The National Neighbourhood Health Framework was published on 17 March 2026 and aimed to transform health and care services in England by moving care closer to communities. The document talked about neighbourhood teams (there were three in Hillingdon) working with social care to deliver population health needs and address disparities in health inequalities. The medium term financial plan to 2029 included national metrics to reduce non- elective admissions of those with frailty by 10%, increase the number of people identified as at end of life by 10%, a diversion rate of 25% on outpatient referrals by March 2027 and to achieve the 82% target for ED waits by March 2027 (currently at 77.6%). Within this, the ICB and the local authority needed to agree shared financial principles including the Better Care Fund, neighbourhood footprints and the 2027/28 Joint Local Neighbourhood Health Plan. On behalf of the Committee, the Chair thanked Mr Bidewell and Ms Jeffers for their contribution in Hillingdon over the years. RESOLVED: That: 1. Ms Lesley Watts provide the Democratic, Civic and Ceremonial Manager with detailed information about the 62 day performance for each cancer speciality for circulation to the Committee; 2. Ms Samreen Nawshin provide the Committee a copy of the Healthwatch Hillingdon annual work programme so that Members could provide her with any relevant information that they might have; 3. Ms Sue Jeffers provide the Committee with figures for the number of children and young people in Hillingdon taking antidepressants; and 4. the presentations and discussion be noted. 69. BUDGET AND SPENDING REPORT - SELECT COMMITTEE MONITORING (Agenda Item 6) Mr Martyn Storey, the Council’s Head of Strategy Finance – Adult Social Care, advised that this Committee was receiving the Month 10 report, whereas the timing of the Cabinet meeting had meant that the other Select Committees had received reports on Month 9. Concern was expressed that a £6.5m overspend had been discovered early in the financial year and Member questioned whether the next financial year would start with more accurate figures. Mr Storey advised that officers were confident that the growth figures for the new year included demand and inflation and that 2025/26 had been rebased into 2026/27 to avoid these issues recurring. After 31 March 2026, officers would undertake a refresh in the commitments for adult social care placements which would then provide a clearer picture and a profile for the year. Mr Matt Davis, the Council’s Director of Strategic and Operational Finance, noted that £18m of growth had been included for adult social care and that the cost pressures in this area were known. There would be pressures in 2026/27 in relation to fuel costs and Special Educational Needs transport but these should be covered by the provisions that had been put in place. It was noted that the budget position was showing as £0.8m worse that it had been at Month 7 (which had been the last budget monitoring report received by the Committee). There were two reasons for this increase in spend: care home costs; and home to school transport. Ms Sandra Taylor, the Council’s Corporate Director of Adult Social Care and Health, advised that when individuals approached the Council to ask for support, an assessment was undertaken of their eligible needs which was then followed by a financial assessment (capacity assessments might also have to go to court). If the individual had savings of more than £23½k, they needed to pay for their own care. Most people had assets of more than this amount and would often go into a care home sooner than the Council would choose (when responsible for making the decision, the Council would usually put support in place to help residents to stay at home) and would pay for this care themselves. It was noted that the cost of a care home could range from £1,300 to £1,500 per week. The Council provided residents leaving hospital with a “Paying for Social Care” booklet that covered issues that would need to be considered – Ms Taylor would forward a copy of this booklet to the Democratic, Civic and Ceremonial Manager for circulation to the Committee. There had been a small number of residents (4-6) identified that had been funding their own care home costs in homes that cost a lot more that the Council would pay. These residents had previously been unknown to the Council and had reduced their savings to a level that meant they now met the threshold for support from the Council. Sometimes it could take these residents a little while to work out what they needed to do to get support from the Council and for arrangements to be made to move the resident into a less expensive home that would usually be used by the local authority. Once the arrangements had been sorted out, the funding had to backdated to the date that they became eligible and fees paid for the time that they had remained in the more expensive care home. It had been unusual to have this many residents in this situation at the same time. Concern was expressed that the Council having to pick up the cost of a more expensive care home placements appeared to be a loophole that could have a significant impact in the authority’s resources. Ms Taylor advised that this was a national issue and, although it had been talked about as part of the fairer funding arrangements five years ago, this had not progressed any further. The authority’s money needed to be spent wisely and fairly and, although the residents’ best interests were always taken into account, finance was also a consideration. The Council had been charging home to school transport costs for children with an Education and Health Care Plan (EHCP) to the Dedicated Schools Grant (DSG). Ms Taylor advised that personal transport budgets funded by the DSG had been available to those with an EHCP to ensure attendance at school. However, the Department of Education had advised that this should not be done unless the child or young person had home to school transport identified within their EHCP. Individual cases were being reviewed as some of this money would need to be returned to the DSG where transport had not been specified in the EHCPs. Members queried how many more cases still needed to be reviewed and the financial risk that this posed. Ms Taylor stated that her service area provided the transport but did not undertake the EHCPs so she would find out and pass this information on to the Democratic, Civic and Ceremonial Manager for circulation to the Committee. It was noted that the next budget monitoring report to Cabinet in the new municipal year would not be until July 2026 which meant that it would not be presented to the Committee until September 2026 (a six month gap). Given that this would a huge timelapse, Mr Davis advised that officers would see what they could do to provide Members of the Committee with an update before then. Ms Taylor advised that there were a significant number of contacts with adult social care but that the triage and early intervention that had been put in place had been effective in diverting residents and reducing the number of conversions. There had also been a shift from direct care to direct payments. This work needed to be built upon to help residents to help themselves, with initiatives such as AskSARA which enabled residents to undertake an online self-assessment to identify the equipment that they might need to help make everyday tasks easier. It was recognised that technology enhanced and enabled but would not replace, unless this had been specifically requested. As greater use of technology had been part of the savings strategy, Members were keen to see the cost benefits as this was not explicitly visible – where had money been saved and how had this worked. It was agreed that a single meeting review on tech enabled care be held at the Health and Social Care Select Committee meeting on 21 July 2026. Members queried what had happened to almost £4m in table 3 that was either in the red or had been written off. Ms Taylor advised that there had been an ongoing dispute with the North West London (NWL) Integrated Care Board (ICB) about their allocation of funding (other NWL boroughs had been experiencing the same issue) – although there should be a 50/50 split of costs after discharge, the Council paid 67% and the ICB paid 33%. The Council had also been in the process of renegotiating the social care contracts when the increase in employers’ National Insurance contributions had been announced. Effort continued to ensure that the Council received best value but this £2m had been written out as a difficult situation. The purchase of the care home had not been completed until August 2025 and registration had only been completed the previous week so this had also been behind the curve in terms of providing savings. RESOLVED: That: 1. Ms Sandra Taylor forward a copy of the Paying for Social Care booklet to the Democratic, Civic and Ceremonial Manager for circulation to the Committee; 2. Ms Sandra Taylor provide the Democratic, Civic and Ceremonial Manager with information about the number of EHCPs that still needed to be assessed to determine whether or not they were eligible for DSG payments and the financial risk that this posed for circulation to the Committee; 3. Mr Matt Davis provide Members of the Committee with an update on budget monitoring before its meeting in September 2026; 4. a single meeting review on tech enabled care be held at the Committee’s meeting on 21 July 2026; and 5. the 2025/26 Month 10 budget monitoring position be noted. 70. CABINET FORWARD PLAN MONTHLY MONITORING (Agenda Item 7) Consideration was given to the Cabinet Forward Plan. RESOLVED: That the Cabinet Forward Plan be noted. 71. WORK PROGRAMME (Agenda Item 8) Consideration was given to the Committee’s Work Programme. It was agreed that: 1. the Cabinet Member for Health and Social Care be invited to attend the meeting on 18 June 2026; and 2. a single meeting review be held at the meeting on 21 July 2026 to look at tech enabled care. The Democratic, Civic and Ceremonial Manager would finalise the Committee’s report on Adult Social Care Early Intervention and Prevention and circulate this to the Committee for their comments. The Chair thanked Members for their work on the Committee. RESOLVED: That: 1. the Cabinet Member for Health and Social Care be invited to attend the meeting on 18 June 2026; 2. a single meeting review on tech enabled care be held on 21 July 2026; 3. the Democratic, Civic and Ceremonial Manager circulate the Committee’s draft final report on Adult Social Care Early Intervention and Prevention for their comments; and 4. the Work Programme be agreed. The meeting, which commenced at 6.30 pm, closed at 8.48 pm. These are the minutes of the above meeting. For more information on any of the resolutions please contact Nikki O'Halloran on nohalloran@hillingdon.gov.uk. Circulation of these minutes is to Councillors, officers, the press and members of the public.

Minutes CHILDREN, FAMILIES & EDUCATION SELECT COMMITTEE 14 April 2026 Meeting held at Committee Room 6 – Civic Centre, High Street, Uxbridge, UB8 1UW Committee Members Present: Councillor Heena Makwana (Chair), Councillor Ekta Gohil (Vice-Chair), Councillor Kishan Bhatt, Councillor Peter Smallwood OBE, Councillor Jan Sweeting (Opposition Lead), Councillor Narinder Garg, and Councillor Tony Gill Co-Opted Member Present: Mr Tony Little Officers Present: Julie Kelly (Corporate Director of Children’s Services), Tehseen Kauser (Director of Children's Social Care), Matt Davis (Director of Strategic & Operational Finance), Laura Baldry (School Placement & Admissions Manager), Michael Hawkins (Head of Education & Lifelong Learning), Abi Preston (Director of Education & SEND), Dominika Michalik (Assistant Director of SEND & Inclusion), Kathryn Angelini (Assistant Director for Education), Ryan Dell (Democratic Services Officer) 79. APOLOGIES FOR ABSENCE (Agenda Item 1) None. 80. DECLARATIONS OF INTEREST IN MATTERS COMING BEFORE THIS MEETING (Agenda Item 2) None. 81. MINUTES OF THE PREVIOUS MEETING (Agenda Item 3) RESOLVED: That the minutes of the previous meeting be agreed 82. TO CONFIRM THAT THE ITEMS OF BUSINESS MARKED AS PART I WILL BE CONSIDERED IN PUBLIC AND THAT THE ITEMS MARKED AS PART II WILL BE CONSIDERED IN PRIVATE (Agenda Item 4) 83. BUDGET & SPENDING (Agenda Item 5) Officers introduced the Month 10 budget report. Officers reported that the overall financial position had remained broadly stable for the past five months. Following a negative movement reported in the previous month, the position had stabilised as expected following the receipt of income from the ICB in relation to social care. At the end of Month 10, the net pressure stood at £6.1 million. In respect of the DSG, the projected in -year deficit had reduced from £12.5 milli on to £9.1 million. Members were informed that all savings agreed for the current financial year had been achieved, fully banked, and validated by Finance colleagues. The budget build for the forthcoming financial year had now been completed. A number of anomalies identified during the current year, particularly around growth, had been addressed within the next year’s budget. Officers expressed confidence that this would result in a more robust starting position for the new financial year, although it was acknowledged that savings would still be required and were already built into the financial plans. Members asked if there was any update on the deficit now that the authority had entered the next financial year. Officers advised that there was no update a t that stage, as final year -end closing work was still ongoing. It was anticipated that the position would remain broadly unchanged. Officers outlined that £2 million of the pressure related to previously planned transformation capital funding that had bee n reversed out, alongside a reduction in asylum income. These issues had now been addressed through the 2026/27 budget-setting process. Members were informed that staffing costs previously supported through transformation funding had now been built into t he base revenue budget, reflecting the fact that the transformation work had been completed. Growth pressures associated with placements, Section 17 expenditure, and unaccompanied asylum -seeking children had also been reflected in the new financial year’s budget. Officers highlighted that robust monitoring arrangements would continue, building on the approach that had enabled savings delivery in the current year. The Committee received an update on progress with the SEND Plan required by the DfE. Officers reported that Hillingdon had been invited to submit a draft plan by 15 May to enable early feedback from SEND advisers, ahead of formal submission in June. Work on the plan was ongoing and aligned closely with the forthcoming SEND reforms. It was noted that significant work was being undertaken by Finance colleagues to meet revised data and financial reporting requirements, which differed from those used under the previous Safety Valve arrangements. Some further guidance was awaited. The Committee was assur ed that the plan would be ready for submission and that Hillingdon was well placed compared to others, given the preparatory work undertaken during the Safety Valve process. In response to questions about demand for EHCP assessments and any subsequent financial pressures, officers confirmed that an increase in demand had been observed, particularly since autumn following the announcement of reforms. This had created anxiety across the system, including among parents and schools. While increased assessments represented a potential financial risk, this was already captured on the risk register and was being closely monitored. Officers advised that it was not yet clear how many assessments would result in EHCPs and it was acknowledged that similar patterns were being experienced by other local authorities. Members referred to demand in social care and asked how much of this was due to need and how much was from gaps in early intervention. Officers explained that current pressures were primarily cost -driven rather than volume -driven. The number of Cared for Children remained relatively low, at approximately 304, including 74 unaccompanied young people. However, the cost of care had increased significantly, with high-cost placements now exceeding £75,000 per annu m, compared with £35,000 around four years ago. The Committee noted that investment in new children’s homes was intended to help manage these costs and reduce reliance on the external placements. In relation to SEND transport, officers advised that expend iture had reduced significantly. This was attributed to increased local provision and reduced travel distances. On this basis, it was not anticipated that SEND transport costs would increase in the near future. RESOLVED: That the Committee noted the 2025/ 26 Month 10 budget monitoring position 84. SCHOOL ADMISSIONS UPDATE (Agenda Item 6) The Chair introduced the item and went straight to questions. Members sought clarification regarding the reduction in the number of families placed in hotel accommoda tion. Officers clarified that the number of families placed in hotel accommodation had reduced significantly. Families requiring accommodation were now being placed more widely across the borough in alternative settings. In addition, officers confirmed tha t overall numbers of applications relating to children moving within the borough and into the borough, and those transferring from local schools to schools outside the borough, had decreased over the last year. Members raised questions regarding secondary school capacity, with particular reference to the limited unfilled capacity in the south of the borough and the significantly higher level of unfilled capacity in the north, including one school with more than four forms of entry unfilled at Year 7. Membe rs asked whether there were plans to increase capacity or choice in the south, given planned housing development, and whether any action was envisaged to reduce surplus places in the north. Officers advised that school capacity was monitored on a regular b asis. In relation to the school in the north with particularly high vacancies, officers confirmed that engagement had taken place previously and that further discussions were expected following recent senior leadership changes at the school. Members were i nformed that schools typically staff based on pupil numbers on roll rather than on the number of vacancies. While there remained greater surplus capacity in the north of the borough, officers advised that there was still sufficient capacity in the south to meet demand. This reflected a reduction in fair access placements over recent years, driven by lower levels of in ‑year pupil movement and improved capacity within schools to accommodate pupils without recourse to the fair access process. Members queried whether seasonal trends would have an impact later in the current academic year. Officers confirmed that there wer e established seasonal peaks in applications, particularly between June and September. During this period, parents who had applied prior to April were contacted to confirm whether they wished to remain on waiting lists for the following academic year, whic h often led to an increase in applications. In addition, the summer period typically saw increased movement into and out of the borough. Officers advised that application numbers were therefore expected to rise between the end of March and August. It was n ot yet possible to confirm whether these increases would match or fall below those seen in the previous year. Members were also informed that schools regularly reviewed and cleared waiting lists during this period. Officers advised that a new education pl atform had been introduced and that this platform was being promoted as the preferred route for applications across all schools, including academies and non ‑community schools. The system enabled applications to be managed through a parent portal, simplifying the process for families. Members sought assurance regarding the system’s ability to continue delivering timely placements, particularly for vulnerable pupils. Officers advised that the system was working well overall, despite some initial technical issues. Improvements in communication with both schools and parents had been observed, as had better oversight of children who were out of school. Officers re ported that schools were now providing updates more regularly, which had reduced the need for fair access placements. Where placements could not be secured immediately, pupils were referred to the next scheduled Fair Access Panel, which continued to be held monthly. Officers further advised that the new platform provided significant benefits for disadvantaged children. All education ‑related services could now view application progress in real time, enabling professionals such as Virtual School staff and so cial workers to track applications, provide live advice, and intervene where necessary. This represented a notable improvement on previous systems, which were more fragmented and reliant on email communication. Members referenced the 16.3% decrease in in -year applications compared to the previous year and asked if this reflected a trend across neighbouring boroughs. Officers confirmed that declining pupil rolls were being experienced across West London. While central London boroughs had begun to close scho ols, Hillingdon had not reached that position, and was working proactively with schools to manage vacancies, including supporting schools to reduce Published Admission Numbers (PANs) where sustained surplus capacity existed. Officers advised that while the trend was widespread, some boroughs were experiencing more acute impacts than others. Members queried why a particular secondary school was not listed in the vacancies table. Officers confirmed that schools not shown in the table were those with no vacancies, or where any minimal vacancies were offset by waiting lists. Members highlighted the disparity between the proportion of pupils receiving their first preference at primary level compared with secondary level, noting that while primary first preferences were in the 90% range, secondary first preferences were around 67%. Concern was expressed that some pupils had not been allocated any of their preferred schools. Officers advised that parental preference played a significant role in these figures. While guidance strongly encouraged parents to make realistic choices based on proximity and likelihood of admission, parents were entitled to name any schools. Officers reported that some parents named schools located a considerable distance from their home, o r named only one or two schools, which increased the likelihood of receiving a lower preference or an allocation at a school with vacancies instead. This had a negative effect on borough ‑wide preference statistics. Officers further explained that primary preference rates were generally stronger due to the greater availability of local schools and lower birth rates. Members queried whether Ofsted judgements for certain secondary schools in the south of the borough were deterring parental preference. Officers confirmed that Ofsted outcomes did influence parental decision ‑making, with some parents basing preferences solely on inspection ratings. This was acknowledged to have a knock ‑on effect despite ongoing efforts to encourage parents to attend open evenings and consider a wide range of schools. RESOLVED: That the Children, Families & Education Select Committee noted the contents of the report 85. ANNUAL STANDARDS OF EDUCATION 2024-25 (Agenda Item 7) Officers introduced the Annual Standards of Education in Hillingdon 2024/25 report. Members welcomed the high proportion of schools rated Good or Outstanding and asked what was driving improvement. Officers outlined the school improvement approach. This included a universal offer available to schools in strong positions (including CPD and broader education service support); targeted school improvement support across early years, primary, and secondary phases including support to PVI (private, voluntary and independent) early years settings; partnership working with the Hillingdon Learning Partnership and headteacher networks (including a primary headteacher forum) to identify priorities arising from school improvement plans and align suppor t accordingly; and a clear focus within local education priorities on achievement for all young people, including narrowing the disadvantage gap, improving outcomes for vulnerable learners, and supporting children and young people with SEND and EHCPs. Officers further advised that the borough’s at -risk register had reduced significantly, with seven schools on the list in the last academic year. A targeted and intensive offer was in place. The three academies received support through the DfE’s RISE service, including engagement with RISE advisers and the development of school improvement plans. There was also going to be a RISE universal offer to share best practise on a range of areas such as attendance. Members queried why destination data was noted as u navailable for Key Stage 5. Officers explained that while destination data had historically been published in time to include in the annual report, it had been released much later in recent years (approximately a year later). This had created a mismatch be tween report publication timescales and data availability. Officers confirmed the data could be shared once received and noted the importance of this information in understanding post -16 pathways. Members noted that the report highlighted a number of chil dren in early years experiencing delays or disorders in communication and language development and asked what actions were being taken. Officers advised that speech, language and communication was a main focus of the borough’s long -term “achievement for al l” programme spanning 0 -18. Officers highlighted a two -year, fully funded project delivered with the Education Endowment Foundation (EEF), supporting early years providers. Officers also outlined a comprehensive approach including evidence-based practice i n early years settings; engagement with PVIs to ensure consistent practice across settings; and alignment with wider Best Start in Life activity delivered through family hubs, including support for parents on simple, low -cost approaches to support early language development. Members asked whether there was any early evidence of impact. Officers acknowledged the work was still in early stages and that immediate impact on later key stages would not be expected at this point. However, officers reported that the Good Level of Development overall had increased in the current year and that outcomes for disadvantaged children had improved by around six percentage points, with performance also comparing favourably to other boroughs. Government had set targets on this and Hillingdon was very close to achieving these targets. Officers indicated that continued improvement was anticipated as the programme embedded across the system. Members asked how the borough supported schools requiring improvement or at risk. Officers described a structured support offer including regular engagement through school improvement partners with activity focused on priority areas; brokering and commissioning support aligned to the school’s improvement priorities, including SEND and atte ndance support where relevant; an intensive offer with more frequent visits, including learning walks and target -setting; and periodic review s through formal progress and challenge meetings to monitor delivery and improvement. Members additionally raised the stress and anxiety experienced by headteachers and staff in relation to inspection, and asked what support was in place pre - and post - inspection, particularly where outcomes were disappointing. Officers emphasised that the approach was supportive rathe r than punitive and that teacher wellbeing was an important consideration. Inspection cycles were tracked so that work could begin well in advance, with an emphasis on reducing avoidable pressure through early preparation and targeted improvements. Where a school received a negative outcome, officers advised that the Council would respond quickly, meet with leaders, provide calm and practical support, and broker peer support arrangements. It was further noted that the borough worked constructively with acad emies as well as maintained schools and aimed to provide support based on children’s needs irrespective of governance status. Officers reported improved collaboration and a reduction in the number of schools in the most concerning categories. Members welc omed reported reductions in permanent exclusions (down 23%) and suspensions (down 9%). Members noted that the most common reason for permanent exclusion was now persistent disruptive behaviour and asked whether this indicated needs not being identified ear ly enough. Officers advised that whilst rates of persistent disruptive behaviour had increased this year, this category had always been second - highest, with physical assault the highest. Where the number of physical assault instances had reduced, this contributed to persistent disruptive behaviour becoming the new highest category. Officers were re -focusing efforts to address this, including through work on suspensions, which had come down by almost 10%, as suspensions were a good marker for where persistent disruptive behaviour was becoming a pattern. Members asked for clarification regarding references to ‘pedagogy and practice’ within Key Stage 5 priorities. Officers explained that some schools experienced challenges supporting students with transition i nto Year 12. Officers described common post -16 issues such as passive learning behaviours, increased independent learning expectations, and greater academic literacy and disciplinary literacy demands required at A Level and beyond. Officers also noted that lots of schools cannot offer the range of courses that a college can. Furthermore, lots of young people were entering the college on level one courses, and there was evidence to show that these young people will achieve a level three course, though it wil l take three to four years. It was also noted that Uxbridge College was the number one college in the country for outcomes for resits in English and Maths. Officers advised that improvements required shared discussion and collaboration between schools and colleges and reported that a group of secondary schools and the local college were working to coordinate subject -based collaboration days and share good practice more widely across the borough’s sixth forms. While there had previously been an element of co mpetition among schools, there was now more willingness to collaborate. Members welcomed the detailed report but expressed concern that Key Stage 2 combined reading, writing and maths outcomes remained below national and regional benchmarks. Members also queried why the report relied more heavily on graphs and less on comparative benchmarking, including statistical neighbour rankings previously included. Officers explained that the DfE had withdrawn access to certain comparative datasets used in previous r eports, and that alternative datasets previously used were also no longer readily available. Officers reaffirmed the aspiration to improve outcomes for all young people and highlighted specific activity to strengthen writing, including a programme of CPD m odules delivered by writing moderators. Officers advised that meaningful improvement was likely to take time and it was further noted that statistical neighbour groupings had also changed, with a greater proportion now comprising London boroughs. Members asked whether the post-16 destinations of children who were electively home educated were known. Officers advised that destinations were not tracked in a comprehensive way, though information may be recorded where families or young people chose to share it . Officers noted that EHE learners in Year 11 were offered enhanced advice and support regarding post -16 options and signposted to the post -16 NEET team, including allocation of a tracker where appropriate. Officers offered to provide further anecdotal information outside the meeting. Members asked whether the local authority monitored data relating to internal exclusions (sometimes referred to as isolation rooms). Officers advised that while schools were required to provide fixed -term suspension data, int ernal exclusions were not a dataset the local authority was able to track. Officers stated that schools should monitor such interventions and escalate where appropriate. It was also noted that terminology and practice were evolving to support inclusive app roaches and interventions rather than exclusionary practices. Members asked about the Virtual School intervention involving a boxing coach. Officers explained that this was delivered for Cared for Children through a partnership with a local boxing mentoring organisation, Sweet Science. The approach aimed to re-engage children who were disengaged from education through positive physical activity and relationship-based mentoring, supporting trust -building, boundaries, and structured conversations about aspirations and barriers to engagement. Members referred to supported internships and increased post -16 participation in - borough for young people with EHCPs, and asked what evidence there was that these were high -quality and sustainable pathways. Officers advi sed that supported internships were being developed as part of Project Search, with Hillingdon described as a leading borough , and ongoing annual expansion which now included a pilot for young people without an EHCP. Placements were aligned to young people ’s interests and aspirations and had broadened beyond initial sectors into a wider range including healthcare and private businesses. Members asked about absenteeism, referencing the prior review by the Select Committee, and asked whether this had impacte d outcomes. Officers advised that attendance figures were now slightly above national figures across most key markers and that improvements, even if incremental, represented significant achievement. Officers commended schools on their efforts. Work continu ed with a particular focus on reducing persistent absenteeism. RESOLVED: That the Children, Families & Education Select Committee: 1. Noted the key findings set out in the report; and 2. Provided comments as appropriate 86. SEND & AP STRATEGY UPDATE (Agenda Item 8) Officers introduced an update on the SEND and Alternative Provision (AP) Local Area Strategy 2023–2028, now in its third year of operation. Officers reported that there had been a significant amount of activity and many positive outcomes over the past year. Officers advised that the report brought together progress against the SEND Improvement Plan and the former Safety Valve commitments within a single overarching strategy. The Committee was informed that emerging national SEND reforms aligned closely with the direction already set out in the strategy. Officers expressed confidence that the local area was well positioned to respond to the reforms, having already made progress against many of the anticipated priorities. Members referred to the mo vement of pupils with SEND into mainstream settings and asked how this was progressing. Officers explained that the aim was to support children to succeed in mainstream education where appropriate, while ensuring that specialist provision was retained for those with the highest levels of need. Comparative analysis with neighbouring London boroughs had shown Hillingdon to have a high proportion of pup ils placed in special schools, indicating under -representation of children with EHCPs in mainstream settings. Officers emphasised that mainstream education offered valuable social and academic benefits when properly supported. Work therefore focused on strengthening mainstream capability while safeguarding specialist capacity for those who required it, which was in line with the SEND reforms. Members were reassured that where a specialist placement was required, this would continue to be pursued. Members w ere advised that the proportion of pupils with EHCPs educated in mainstream settings was increasing term -on-term, and the development of the ‘experts at hand’ model would further support schools. The Centre for ADHD and Autism pilot had now been expanded across all secondary schools. Officers acknowledged ongoing challenges around inequity of EHCP distribution, with significant variation between schools. Some schools had disproportionately high numbers of EHCP pupils, while other schools had far fewer. Off icers advised that this imbalance placed pressure on individual schools and was being addressed through collaborative planning with schools. Officers further outlined additional system -wide work supporting inclusive practice in mainstream settings, including a co -produced review of mainstream SEND banding, fully developed with schools; a refreshed and embedded O rdinarily Available Provision (OAP) framework; development of an adaptive teaching framework, responding particularly to identified needs in second ary education; an early identification toolkit to support identification of needs at an earlier stage; and a pilot programme addressing emotionally based school non -attendance (EBSNA) led by the Educational Psychology Service. Members asked about the approximate cost difference between local authority provision and independent placements. Officers advised that i ndependent placements could be several times higher. It was clarified that some post -16 and post -19 independent provision operated at lower cost le vels and should be distinguished from high-cost statutory school-age independent placements. Members asked w hether the number of schools participating in SEND reviews had increased since publication of the report. Officers advised that engagement with SEND reviews in secondary schools had initially been challenging but was improving. Changes had been made to the delivery of support including greater emphasis on peer support via inclusion networks; redesign of the SENCo Forum; and refinement of SEND review formats informed by school feedback. Primary schools continued to engage more consistently, reflecting the co mplexity and evolving nature of needs , particularly neurodiversity and speech and language needs , identified at earlier stages. Officers confirmed that secondary SEND reviews were increasing and expected to improve further as reforms progressed. Members asked for further information on new Specialist Resource Provisions (SRPs) and Designated Units (DUs). Officers reported strong collaborative workin g with existing SRPs who were actively involved in banding reviews and wider planning. The Committee was advised of expansion of capacity in Charville settings; work with Ruislip Gardens settings to explore more flexible provision models combining higher - and lower-needs support a nd potentially a combined SRP/ DU ; and continued success of Designated Units, with e vidence of positive outcomes and increasing curriculum access over time for pupils. Officers highlighted the demonstrable impact of these provisions in supporting integration and tailored learning pathways. Members asked about any further SRPs. Officers c onfirmed that this was an area of focus and that a new SRP at Bishop Ramsey was scheduled to open in September. It was recognised that there were more SRPs in primary schools than in secondary, which could cause challenges in transition. Member s were infor med that national reforms proposed an expectation for every secondary school to have a form of inclusion unit, and discussions were ongoing with several schools to explore viable models. Members asked how the local area partnership might be assessed if Of sted and the CQC were to reinspect. Officers advised that predicting outcomes was difficult, particularly given ongoing reforms and anticipated changes to the inspection framework. It was reiterated that SEND inspections were local area partnership judgments, rather than assessments of the local authority alone. Officers stated that substantial progress had been made since the previous inspection, and that many improvements which were not yet embedded at the time of that inspection had now had time to demonstrate impact. Officers expressed confidence that the partnership was in a significantly stronger position and lots of progress had been made. Members were advised that the usual inspection cycle meant that a visit was expected next year. Early discussions about preparation were underway, although national reforms continued to introduce some uncertainty. Members commended officers for their work. RESOLVED: That the Children, Families & Education Select Committee noted t he update 87. FORWARD PLAN (Agenda Item 9) Members considered the Forward Plan. It was noted that the Committee’s fostering review report was due to be presented to Cabinet on 23 April. RESOLVED: That the Children, Families & Education Select Committee note d the Cabinet Forward Plan 88. WORK PROGRAMME (Agenda Item 10) Members considered the Work Programme. The Committee thanked Members who were due to be stepping down at the upcoming elections and wished them luck for the future. RESOLVED: That t he Children, Families & Education Se lect Committee considered the report The meeting, which commenced at 7:00 pm, closed at 8:20 pm. These are the minutes of the above meeting. For more information on any of the resolutions please contact Ryan Dell , Democratic Services Officer on democratic@hillingdon.gov.uk. Circulation of these minutes is to Councillors, officers, the press and members of the public.

Minutes CHILDREN, FAMILIES, HEALTH & CARE SELECT COMMITTEE 14 May 2026 Meeting held at Council Chamber - Civic Centre, High Street, Uxbridge UB8 1UW Committee Members Present: Councillors Ekta Gohil (Chair), Jane Palmer (Vice-Chair), Sophie Dror, Hedson Farinha De Castro, John Garner, Jan Sweeting (Opposition Lead) and Anil Taneja Officers Present: Nikki O'Halloran (Democratic, Civic and Ceremonial Manager) 1. ELECTION OF CHAIR (Agenda Item 1) RESOLVED: That Councillor Ekta Gohil be elected at Chair of the Children, Families, Health and Care Select Committee for the 2026/27 municipal year. 2. ELECTION OF VICE CHAIR (Agenda Item 2) RESOLVED: That Councillor Jane Palmer be elected at Vice Chair of the Children, Families, Health and Care Select Committee for the 2026/27 municipal year. The meeting, which commenced at 9.00 pm, closed at 9.10 pm. These are the minutes of the above meeting. For more information on any of the resolutions please contact Nikki O’Halloran on nohalloran@hillingdon.gov.uk. Circulation of these minutes is to Councillors, Officers, the Press and Members of the Public.

Children, Families, Health & Care Select Committee – 23 June 2026 Classification: Part I - Public INTRODUCTION TO OVERVIEW & SCRUTINY IN HILLINGDON Committee name Children, Families, Health and Care Select Committee Officer reporting Mark Braddock, Statutory Scrutiny Officer Papers with report Appendix A – List of previous Policy Reviews Appendix B – Scrutiny Call-in App Guidance Appendix C – Chapter 6 – Constitution HEADLINES As a Councillor, you have been elected by your residents because you will represent them in ensuring the Council provides the services they need, to the standard they expect. By understanding their needs, Councillors who sit on select committees can bring a different and independent perspective to the governance and policy-making processes of the Council, which can help drive improvement and positive change in local services. This introductory report provides Committee Members with information about: 1. The role of select committees and overview and scrutiny in Hillingdon; 2. How the select committees operate; and 3. Scrutiny rules, support and guidance. Note: Democratic Services will give a fuller briefing and presentation after the formal part of the meeting has finished outlining the key information within this report and answer any further questions Members may have. RECOMMENDATION: That the Committee notes the report and seeks any clarifications required. The Select Committee’s role What is “overview and scrutiny”? Larger councils are required in law to have more than one overview and scrutiny committee as part of their core governance arrangements. The structure is local choice and most larger councils like Hillingdon, have a number of such committees usually structured around cross-cutting service areas, engaging Councillors (not in the Cabinet) in a variety of activity. Their role is somewhat analogous to that of Select Committees in Parliament, broadly to: 1. Assist in the development of Council policy and the improvement of services and efficiency; 2. Review and evaluate the actions of the executive (i.e. Cabinet / Cabinet Member) before and after decisions are taken; 3. Have the power to make reports and recommendations on such matters; and 4. Scrutinise local health services and crime and disorder (if in a committee’s remit). As set out in statutory scrutiny guidance, issued in 2019 and updated 2024, the principles of effective overview and scrutiny are to:  provide constructive ‘critical friend’ challenge  amplify the voices and concerns of the public Children, Families, Health & Care Select Committee – 23 June 2026 Classification: Part I - Public  be led by independent* people who take responsibility for their role  drive improvement in public services *relating to combined authorities where the chair is independent Stressed in this guidance, is that “All members and officers should recognise and appreciate the importance and legitimacy the scrutiny function is afforded by the law. It was created to act as a check and balance on the executive and is a statutory requirement for all councils operating executive arrangements and for all combined authorities and combined county authorities.” The guidance adds that “Scrutiny committee members have a unique legitimacy derived from their being democratically elected councillors in the first instance. The insights that they can bring by having this close connection to local people are part of what gives scrutiny its value.” In Hillingdon, this important overview and scrutiny work is undertaken through 3 select committees and the Audit, Finance & Performanc e Committee (when in a scrutiny session) , who each undertake a wide range of work in support of the above roles. This is demonstrated through the Annual Report to Full Council listed in Appendix A. How overview and scrutiny in Hillingdon is arranged Following the Council’s AGM on 14 May 2026, overview and scrutiny arrangements are as set out below, with remits aligned neatly to the relevant Cabinet Member portfolios and Officer Directorates. This alignment is important, as it secures an accountable framework to the Council’s governance arrangements. Children, Families, Health & Care Select Committee – 23 June 2026 Classification: Part I - Public The Children, Families, Health and Care Select Committee has a Corporate Parenting Panel to undertake development activity with Children in the Council’s Care / Care Leavers , who also attend such meetings. Here, Councillors listen to their view and propose changes where required. Select Committee Chairs may, on an exceptional basis, agree a single review panel to undertake, for example, a cross-cutting policy review, reporting back to a Select Committee. What are the general responsibilities of select committees? All committees have general responsibilities, which they undertake on a regular basis, and are built into each of their multi-year work programmes. These are: 1) Monitoring the Cabinet Forward Plan, which lists future reports for decision to the Cabinet and Cabinet Members over the coming months and year; 2) Post-decision scrutiny - this is the statutory call-in procedure, which can be exercised up to 5 working days after a Cabinet or Cabin et Member decision is made, should the committee agree via a majority to do this (further guidance below); 3) Undertaking the statutory external scrutiny of local public agencies, e.g. Safer Hillingdon Partnership, Police, Fire Brigade, NHS, Health services, etc… (if in Terms of Reference); 4) May undertake a review into past Cabinet or Cabinet Member decisions taken, e.g. after 6 months to check their implementation; 5) Undertake in-depth or single meeting policy reviews on topics within their remit to improve services and recommend changes to the decision-making Cabinet – this is a substantial area of committee activity and explained further below in this report; 6) Monitor the implementation of previous committee policy reviews, which have been approved by the Cabinet. A list of recent reviews is set out in Appendix A; 7) Help shape key policy framework documents before they go to Cabinet and full Council for final approval, e.g. Local Plan, Housing Strategy, Licensing Policies; 8) Receive information reports on specific areas within their remit, and may undertake site visits or other activities as part of their work; and 9) May exercise the statutory “Councillor Call for Action” (mechanism of last resort) which has not yet been used in Hillingdon given the current petition scheme largely deals with such matters. Budget and performance scrutiny During 2025/26, all Select Committees received regular budget and performance reports. Following a decision of Full Council on 14 May 2026, this approach has been updated to strengthen oversight, reduce duplication and enable more focused scrutiny. The key change is where the routine reporting sits. The regular cycle of finance and performance reports via Cabinet is now considered by the Audit, Finance & Performance Committe e, which acts as the Council’s lead body for finance and performance oversight. On behalf of all Select Committees, it reviews these reports, considers Cabinet’s annual draft budget proposals, and maintains a council -wide view of value for money and servic e delivery. It will also share any significant issues with the relevant Select Committee where more detailed, service-level scrutiny is needed. This relationship works both ways. Select Committees continue to scrutinise finance and performance within thei r service areas as part of their reviews, and can raise issues, highlight risks, or feed their views into the Audit, Finance & Performance Committee to inform its work and the Council’s wider financial oversight. Children, Families, Health & Care Select Committee – 23 June 2026 Classification: Part I - Public In simple terms, the previous routine reporting cycle after Cabinet now sits with one committee, but with a clear and active dialogue between all committees. All reports remain publicly available to support transparency and informed, joined-up scrutiny. Remit of this Select Committee This Committee’s specific Terms of Reference are set out below , as per the Council’s Constitution. They set the parameters (Cabinet Member portfolios and service areas) in which the Committee can undertake reviews, monitor, request reports from and provide input to Cabinet on matters, as per its general responsibilities above: Cabinet Portfolios Officer Directorates Service Areas Children, Families, Health & Care Children’s Services Children’s Social Care Children & Families Support Safeguarding, Quality Assurance, Partnerships and Residential Care Education & SEND Prevention & Youth Justice Adult & Community Learning Music Services Adult Social Care & Health Direct Care & Business Deliver Adult Social Work & Transport Health/Public Health Sport & Physical Activity Heathrow Health Control Unit Health Integration Immediate Response Services Adult Safeguarding Hospitals & Localities Sustained Support Services Mental Health Residents Services Domestic Abuse Services Services to Asylum Seekers (Cross-Cutting) Older People / Age Friendly Strategy (Cross-Cutting) Corporate Parenting This Select Committee can – and has since long established - a Corporate Parenting Panel to support strong oversight of the Council’s corporate parenting responsibilities. The Committee may appoint 3 Members to this Panel based on political balance. Membership may include non - Cabinet Members not on the Committee. The Committee may also appoint relevant Council officers and other external stakeholders to the Panel and agree its chairship and operation. In agreeing its operation, the Committee will provide for the Panel not to be able to establish a ny other sub-group or body to carry out its responsibilities. Its Terms of Reference (i.e. remit) is set out in a related report on the agenda where its membership will be agreed. Statutory Health Scrutiny A very important part of this Committee’s role is to exercises the Council’s statutory health scrutiny functions in accordance with the Local Authority (Public Health, Health and Wellbeing Boards and Health Scrutiny) Regulations 2013 (as amended). Children, Families, Health & Care Select Committee – 23 June 2026 Classification: Part I - Public In discharging these functions, the Committee will:  Work collaboratively with the Health and Wellbeing Board, Healthwatch and other partners to review and scrutinise local health priorities, the planning and delivery of health services, and health inequalities.  Act as a statutory consultee in relation to proposals for substantial developments or variations in local health services, responding to consultations from NHS bodies and providers.  Contribute to the continuous improvement of health services through evidence -based review and constructive challenge. Where concerns arise regarding proposals for substantial reconfiguration of NHS services impacting the Borough , the Committee may make representations to the Secretary of State. However, since 31 January 2024, local authorities no longer have a statutory power to refer such matters. Decisions on whether to intervene are now a matter for the Secretary of State, who may exercise a discretionary “call -in” power at any stage. This power is expected to be used only in exceptional circumstances, typically where local resolution has not been achieved. Duty of partners to attend and provide information Under the Local Authority (Public Health, Health and Wellbeing Boards and Health Scrutiny) Regulations 2013 (as amended) , relevant NHS bodies and relevant health service providers (“responsible persons”) are under a duty to:  Provide such information about the planning, provision and operation of health services in the authority’s area as the local authority may reasonably require to discharge its health scrutiny functions; and  Attend before the authority (or its Committee) to answer questions relating to those functions, where reasonably required and with appropriate notice. This duty applies to:  NHS England1 and Integrated Care Boards;  NHS trusts and foundation trusts;  Primary care providers (including GP practices); and  Any private, independent or voluntary sector providers delivering NHS or public health services under arrangements with NHS bodies or the local authority. Relevant bodies must have regard to any reports or recommendations made by the Committee in exercising these functions. This statutory scrutiny role around health is an important part of local democratic accountability. It provides a structured and public forum where such external public services - who deliver health services to residents but are not directly accountable locally - can be challenged, their performance examined, and their decisions explained in an open and transparent setting. Through this process, Councillors are able to represent local concerns, seek assurances on partnership working, and help ensure that these organisations remain responsive to the needs of Hillingdon residents. The Committee’s work programme will incorporate such activity to discharge its duties in this regard. 1 NHS England was officially abolished in March 2025, and its functions are being merged into the Department of Health and Social Care (DHSC). Children, Families, Health & Care Select Committee – 23 June 2026 Classification: Part I - Public Joint health scrutiny In addition to the Council’s own statutory health responsibilities, the Council participates in joint health overview and scrutiny arrangements with partner authorities, known as Joint Overview and Scrutiny Committees (JOSCs). These currently include the N orth West London Joint Health Overview and Scrutiny Committee, which considers system -wide NHS planning and service changes across the Integrated Care System, and the Mount Vernon Cancer Centre Joint Health Overview and Scrutiny Committee, which focuses sp ecifically on proposals affecting specialist cancer services delivered at that site. These joint arrangements enable coordinated scrutiny across wider geographies and ensure that proposals affecting multiple populations are considered collectively and responded to on behalf of participating councils. Cross-cutting topics This Committee will also act as lead select committee on the monitoring and review of the following cross-cutting topics: 1. Services to Asylum Seekers 2. Older People & via the Age Friendly Strategy General It is important that the Committee remains wholly within its Terms of Reference when undertaking scrutiny activity and Democratic Services can advise further on this if required at meetings, as and when potential items are requested to be looked into by the committee. How committees operate Multi-year work programme The way that each select committee plans their work is via the multi-year work programme, which is on the agenda for every meeting. It’s an important ‘live’ document, as it sets out the programme of activity at each committee meeting. It is developed and steered with the chair and owned by the Committee, who can shape and adapt it, as the time progresses. The work programme will span across municipal years to provide more flexibility in undertaking in-depth reviews, timetabling and reporting of any findings to Cabinet. Also, as there is not a ‘deadline’ of completing reviews within a traditional municipal year, this opens up greater opportunities to engage w ith witnesses and residents, increasing the value of the Committee’s findings. Multi -year work programmes also enable the Committee to better plan ahead for monitoring purposes, e.g., past reviews and update reports on matter s at the most suitable time interval. Children, Families, Health & Care Select Committee – 23 June 2026 Classification: Part I - Public (example work programme) Multi-year work programmes can cover: 1. Policy reviews (which can span months with witness sessions) 2. Regular service / performance reports 3. One off information reports 4. Cabinet Forward Plan 5. Any external scrutiny (if applicable) 6. Past review monitoring 7. Other activity outside meetings, e.g. site visits, informal witness sessions It is important to keep the work programme manageable , and thereby the activity undertaken at each meeting , achievable. For example, ea ch additional information report requested by the Committee will have additional resource implications for council service areas. Good timing is also a factor to enable officers sufficient notice to prepare any information or committee report given competing demands on their service areas. A report later in this agenda sets out a proposed “draft” multi -year work programme that the Committee will update and refine as the months and years progress. Undertaking policy reviews A key role of select committees are to shape and develop policies and deliver improvements to council services. Over the years, committees have undertaken successful in -depth reviews and this has resulted in a number of positive changes locally, with some also affecting policy at a national level. The typical cycle of a more in-depth policy review is as follows: 1. Selection of topic; 2. Scoping and structuring the review; 3. Witness & evidence stage (this is the main activity seeking out evidence); 4. Draft recommendations considered; 5. Final report, with recommendations, approved by Committee; Children, Families, Health & Care Select Committee – 23 June 2026 Classification: Part I - Public 6. Report referred to Cabinet for consideration and decision; 7. If agreed by Cabinet, monitoring of the approved recommendations at a later date. Some committees opt for quick single meeting reviews where the topic and service area to be scrutinised is very focussed. It is advisable that any review is done one at a time, given resourcing. In undertaking reviews, committees have a lot of tools at their disposal to get the best outcome. This is usually gained from the external witnesses that participate , the evidence and data considered but importantly the voice of users or residents concerned. It is vital for the committee to have both qualitative and quantitative data to support their inquir ies. Committee are also not bound by their formal structure of evening meetings. Site visits, informal meetings and workshops can sometimes be more productive in gathering evidence. Useful things that Councillors themselves can also do in preparation for reviews are:  Prepare your own draft questions for witnesses in advance;  Find out more about any individual or external organisation invited;  Do your own additional research on the topic - you may find something officers don’t!;  Use your network of councillors in other local authorities to seek any views; and  Talk to residents at surgeries about the review - get their thoughts. Policy reviews will be a matter for a more detailed discussion at the July or September meeting of the committee. However, for information, Appendix A to this report, sets out the previous reviews undertaken by Overview and Scrutiny Committees in Hillingdon over the last 5 year s, so Members can get a flavour of the activity that has taken place. Scrutiny call-in procedure One of the statutory roles of Select Committees is to scrutinise decisions made by the Cabinet and Cabinet Members. After a decision is published, it cannot be implemented for five working days. This is known as the scrutiny call-in period. During this five-day period, a Member of the relevant Select Committee may, in exceptional circumstances, request that a decision is called-in for further consideration. If a majority of the Committee supports the request, the decision is formally called -in and cannot be implemented until it has been reconsidered by the original decision-maker. To support this process, a Scrutiny Call-in App was introduced in 2021. The App provides a simple and accessible way for Members to submit a call -in request using either a mobile device or a laptop. All Cabinet and Cabinet Member decisions published by Democratic Services include the relevant select committee for the decision – and a direct link to the App, enabling Members to act quickly should a call-in be required. Further guidance on how to use th e App is set out in Appendix B. While the guidance is intentionally comprehensive, the App itself is straightforward to use. Democratic Services will provide user guides for both mobile and laptop access, which will be circulated to all Councillors. Children, Families, Health & Care Select Committee – 23 June 2026 Classification: Part I - Public It is important to note that some decisions cannot be called -in. These include decisions relating to the budget and policy framework (such as the annual budget), as well as properly designated urgent decisions. Members are expected to use the call -in process r esponsibly and only where there are clear and substantive grounds for further scrutiny, ensuring that the process is not used unnecessarily or inappropriately. Urgency decisions In exceptional circumstances the Chairs of the relevant select committee have the prerogative to decide to (or not to) waive the 5 working day scrutiny call-in period, where Cabinet or Cabinet Member decisions are deemed urgent and/or where a key decision has not been given notice on the Forward Plan and the Chair agrees that it can be taken urgently. These are called “urgent” or “special urgency” decisions and you will be notified of these by Democratic Services. Rules, support and guidance The rules relating to Overview and Scrutiny Appendix C sets out Chapter 6 of the Council’s Constitution. These are the formal rules by which the select committees operate and carry out their responsibilities, and summarised in this report. Members are advised to keep a copy of this for future reference. It is also available on the Council’s website. The Committee’s relationship with Cabinet Select Committees should be a constructive, and where required, critical friend of the Cabinet. Set out at the end of Chapter 6 of the Constitution, is the Protocol on Overview & Scrutiny and Cabinet Relations. This sets out the practical expectations of each party, to ensure an effective relationship that adds value to overview and scrutiny in Hillingdon. Direct officer support to the Committee Primary support will come from Ryan Dell , your Clerk to th is Committee and a Democratic Services Officer. Ryan will act as the primary link with the Chair, Committee and Council Officers, witnesses and other parties involved in carrying out the planned work. Ryan will also lead on research and commissioning information to support the work of the Committee. Additionally, service areas in the Council will be able to offer support, for example, in the execution of any surveys or more in-depth research or statistical information that may be required, if reasonable in nature. As required in law, the Council has appointed a Statutory Scrutiny Officer , who will oversee support to all committees and give guidance. Information to select committees Select committees will have access to a wide range of public, internal and possibly confidential information when undertaking their reviews and other scrutiny activity . Select committees also have access to all Cabinet and Cabinet Member reports once published, including all those that are confidential in nature. Any information requests relating to your work, should be directly linked to the committee’s work Children, Families, Health & Care Select Committee – 23 June 2026 Classification: Part I - Public being undertaken and made via the committee meeting itself , with the committee agreeing to it . Bar the Chair, Members should not contact officers outside the meeting for information relating to their role on the select committee. Usually, the Clerk to the Committee will arrange for that information to either be brought back to a subsequent meeting or circulated around outside the meeting if more desirable. Councillors will need to be aware that there will understandably be some information, under the domain of the Cabinet or Cabinet Member that they will not have automatic access to, unless the Leader of the Council or Cabinet Member permits its release . This will include, for example, briefing notes or draft reports before they are published by Democratic Services. However, as per the Protocol on Overview & Scrutiny and Cabinet Relations , good information-sharing between the Committee and Cabinet Member is always encouraged, where feasible. All meetings of the committee are generally in public. Should it be require d in exceptional circumstances, select committees can operate in a closed (private) session where the information to be discussed meets the legal test not to disclose such matters to the public. Questioning attendees Council officers will inevitably attend most committee meetings to answer questions about matters on the agenda . Similarly, Cabinet Members may also attend if invited . There are also formal procedures for compelling attendance by senior officers and Cabinet Members, though this has yet to be used in recent times , as people attend willingly . External witnesses and residents will also attend as part of policy reviews. In any questioning, Councillors should take care to ensure this is conducted in a fair and balanced manner and not extend to personal criticism. What select committees cannot do Select committees, by their very nature are ‘non-executive’ in function. What this means, is that committees cannot make formal decisions like the Cabinet or other decision-making bodies of the Council. They also cannot formally instruct officers attending meetings to take a particular course of action or make a decision. Select committees may, however, seek to suggest matters to officers and ultimately can make formal recommendations to decision-makers, namely the Cabinet. Select committees, understandably given their nature, cannot be a mechanism to raise an individual complaint that may have been received from a resident, particularly if it includes personal information. However, anecdotal info rmation gained through a councillors’ insight can be useful to highlight matters when appropriate. It is usual for select committees to discuss more general findings and issues, rather than individual matters. Broadcasting of meetings All Select Committees are broadcast live on the Council’s YouTube channel : Hillingdon London. Whilst meetings are required to be held in person with Councillors present, the Council has the capability for witnesses and external parties to attend virtually and give evidence, if required. Essential reading and references  The Good Scrutiny Guide – Centre for Governance and Scrutiny This expert guide book is recommended for reading, and covers all aspects of scrutiny.  Statutory Scrutiny Guidance 2019 This is the latest guidance issued by the Government on how overview and scrutiny should operate. The Council considered this in full at its meeting in September 2019. Updated here in 2024. Children, Families, Health & Care Select Committee – 23 June 2026 Classification: Part I - Public  Councillors’ Work Book on Scrutiny This Local Government Association guide, whilst prepared before the above statutory guidance was issued, is still relevant and has been designed as a learning aid for elected councillors, whether you have been a councillor for some time, or whether you have been elected more recently.  Select Committee’s Annual Report 2025/26 – showing the breadth of activity over the last year and a useful guide as to what the committees do.  Local authority health scrutiny - GOV.UK – Government guidance BACKGROUND PAPERS Council Constitution Children, Families, Health & Care Select Committee – 23 June 2026 Classification: Part I - Public Appendix A - List of recent relevant policy reviews List below shows only those policy reviews relevant to this committee’s revised remit over the last 5 years. All reviews and their recommendations were approved by Cabinet and relevant committees have monitored their implementation at subsequent meetings.  2026 - Caring for our Children: Enhancing Fostering Provision and Support  2025 - Persistent absenteeism: Statutory school age children in Hillingdon  2025 - GP Coverage in Hillingdon  2024 - Review of the CAMHS referral pathway  2023 - The Stronger Families Hub - our engagement with key stakeholders/exploring participation and feedback to improve service and satisfaction  2022 - Assisted Living Technologies  2022 – Children’s Dental Health  2021 – Hillingdon’s Adult and Community Learning Services  2021 – Making the Council more autism-friendly Children, Families, Health & Care Select Committee – 23 June 2026 Classification: Part I - Public Appendix B – Scrutiny Call-in App Guidance Below is a summary of the full guidance which will be issued to Councillors on how to use the App, alongside user guides to download / access the App: 1. All Cabinet and Cabinet Member decisions notices clearly identify the relevant Select Committee, and thereby Members of, who can attempt to call-in any decision. Select Committee remits and Council service areas / Cabinet portfolios (who generate the reports based on the decision) are clearly aligned to enable this. 2. The decision notices clearly show the last date and time any call-in request can be made, i.e. which is 5 working days at 5pm after the date the decision notice was published. 3. It can only be a Member of the Select Committee shown on the decision notice that can initiate any call-in request. A Member cannot initiate a call-in on behalf of another select committee membership. 4. The call-in request is done via the Scrutiny call-in App. This ‘App’ can be accessed via a link for a computer or laptop - or downloaded via an App if you have an iPad or mobile device. Details how to do access the App will be provided. 5. The App has a simple online form to complete where you can provide details. 6. Once the online form is submitted, the call-in request is then sent via an automated email to ALL Members on the Select Committee including the Councillor on the committee that initiated it. 7. Councillors do not have to respond to the email, but if they wish to indicate their approval (or rejection) of the request, they will need to click on the link in the email to do so. Importantly, this also applies to the Councillor initiating the call-in request too. 8. Upon a majority of Members indicating their approval via the App (and before the end of the scrutiny call-in period), it then becomes a valid call-in and Democratic Services are automatically alerted via the App. The decision of the Cabinet or Cabinet Member is then put on hold and cannot be implemented. 9. On the App there is a handy “call-in history” section where you can view the status of any current and past call-in requests. Call-ins requests cannot be initiated at formal committee meeting s. So, those requests that do not receive a majority are not reported to the Committee. Only those that are valid with a majority of Members approving will then be heard at a Committee meeting as part of the next steps in the scrutiny call-in process. Helpful user guides available to download the App will be circulated separately for:  iPad/mobile  Laptop Children, Families, Health & Care Select Committee – 23 June 2026 Classification: Part I - Public Appendix C – Chapter 6 (Extract from Council Constitution) Audit, Finance & Performance Committee / Select Committee Arrangements The Council has e stablished an Audit, Finance and Performance Committee which performs two distinct roles on behalf of the Council:  Audit and assurance: providing independent assurance on the adequacy and effectiveness of the Council’s governance, risk management and internal control framework, including oversight of internal and external audit, the Annual Governance Statement and the Statement of Accounts.  Overview and scrutiny: undertaking a separate scrutiny role in relation to the Council’s finance, performance and corporate services, including the ability to make reports and recommendations to the Cabinet and Council in line with overview and scrutiny arrangements. In addition to this Committee, the Council has established other Select Committees to discharge ov erview and scrutiny functions across Cabinet portfolios and services. Collectively, these committees support good governance by: (1) assisting in policy development and service improvement; (2) reviewing Cabinet decisions before and after they are taken; ( 3) making reports and recommendations; and (4) undertaking statutory external scrutiny where required, including health and crime and disorder scrutiny functions. About these Committees The Council has appointed the following committees to discharge these functions: The Committees will mirror Cabinet Member portfolios and Directorate Structures as far as practicable. The Residents’ Services Select Committee and the Children, Families, Health & Care Select Committee will undertake the statutory external scrutiny functions on crime & disorder and health respectively. Chair of the Committees may jointly agree to establish a Task and Finish Review Panel to undertake detailed reviews. The Children, Families, Health & Care Select Committee will establish a Panel to oversee the corporate parenting responsibilities of the Council. The terms of reference for each of these Committees Children, Families, Health & Care Select Committee – 23 June 2026 Classification: Part I - Public and their Panels, where established, are set out in this Chapter. Councillor Membership and attendance The Council will appoint to these committees as it considers appropriate from time to time. Membership will be on a proportional basis to each Select Committee. For the Children, Families, Health & Care Select Committee, membership may also include co-opted Members as set out. All Councillors except Members of the Cabinet and Cabinet Assistants may be Members of a Select Committee. However, no Member may be involved in scrutinising a decision with which he/she has been directly involved or has a prejudicia l interest. All Councillors, including Cabinet Members, may attend a Select Committee meeting and address the Chair of that Committee only at his/her discretion. Committee members shall hold office until they resign, are removed from office or their successors are appointed. Co-opted Members & Education Representatives Each Committee shall be entitled to recommend to Council the appointment of permanent non -voting co- optees, or agree as a committee a non -voting co-optee for a limited duration as an advisor to assist with a specific review or work activity, for example, a subject matter expert from the local community. The Children, Families, Health & Care Select Committee shall additionally include in its membership the following Co-opted voting education representatives, where duly appointed or elected: 1) 1 Church of England diocese representative; 2) 1 Roman Catholic diocese representative; and 3) Such other representatives of faiths and denominations as may be appointed by the Council subject to a direction being issued by the Secretary of State. 4) A minimum of 2 and maximum of 5 parent governor representatives elected by parents. Education representatives may only vote on matters relating to education, whether in respect of schools or wider educational issues, that are on the agenda. They may in addition speak, but not vote, on any other matters within the remit of the committee. All co-opted members of a select committee are bound by the Members and Co-opted Members Code of Conduct as set out in Part 3, Chapter 21. Quorum The quorum for the Audit, Finance & Performance Committee will be 3 Members and for other Select Committees shall be 4 Members of the committee. Chair and Vice-Chair The posts of Chair and Vice-Chair of the Committees will be decided by the Membership of that particular committee. Role and Remit General Terms of Reference Children, Families, Health & Care Select Committee – 23 June 2026 Classification: Part I - Public The Following Terms of Reference are common to the select committees and the Audit, Finance & Performance Committee in discharging its overview and scrutiny function only: 1. To conduct reviews of policy, services or aspects of service which have either been referred by Cabinet, relate to the Cabinet Forward Plan, or have been chosen by the Committee according to the agreed criteria for selecting such reviews; 2. To monitor the performance of the Council services within their remit (including the management of finances and risk), noting the lead role of the Audit, Finance & Performance Committee in this regard. 3. To consider the Forward Plan and comment as appropriate to the decision -maker on Key Decisions which relate to services within their remit (before they are taken by the Cabinet); 4. To review or scrutinise decisions made or actions taken by the Cabinet, a Cabinet Member, a Council Committee or an officer. 5. To make reports and recommendations to the Council, the Leader, the Cabinet, a Select Committees or any other Council Committee arising from the exercise of the preceding terms of reference. 6. To exerci se the right set out in this Chapter of the Call -in Procedure Rules and to call -in and recommend for reconsideration any key decisions made but not yet implemented by the Cabinet, a Cabinet Member, a Council Cabinet Sub -Committee or an officer. This would include any key decision that needs further information from the decision-maker to explain why it was taken. 7. In accordance with the Local Government and Public Involvement in Health Act 2007, t o consider ‘Councillor Calls For Action’ (CCfA) submissions. Committees will not investigate individual complaints. Councillor Call for Actions The CCfA is a process designed to help Councillors resolve issues and problems on behalf of their residents, acting as a last resort for people who have been unable to get issues resolved through other means. CCfA should not be regarded merely as a scrutiny process and an issue can only become a CCfA once a Councillor has exhausted all other steps to resolve an issue in his or her ward such as a petition hearing, correspondence with elected Members and officers, questions to Council etc. Whilst CCfA’s may be submit ted by all Councillors on any issue, there are certain exceptions which are: (a) An issue relating to a planning appeal, licensing appeal or where a person has an alternative avenue to resolve an issue (e.g. through an appropriate complaints process) (b) Any matter which is vexatious, discriminatory or not reasonable to be included in the agenda for, or to be discussed at, a meeting of the Select Committee Procedure 1) A Member may submit a CCfA in writing to the Head of Democratic Services who will seek to confirm with the Member concerned if all other potential avenues to resolve the issue in question have been exhausted and that the request does not fall within the exemptions detailed above. If necessary, the Head of Democratic Services will discuss the matter with the Leader of the Council, the appropriate Cabinet Member and the Chief Whip. 2) If satisfied that the CCfA is valid the Head of Democratic Services will submit the request to the appropriate Committee Chair for inclusion on the agenda for the next meeting of the Select Committees. 3) Relevant officer(s) and / or representatives from partner organisations may be invited to attend and information can be requested from such organisations. 4) Discussion would take pla ce at Committee to explore potential solutions and the item would end with the Committee recommending a course of action to the appropriate body – including detailed financial consequences and budgetary proposals. 5) The process may not necessarily resolve the issue immediately, but the process will act as a spur for Members and officers to work together to jointly develop policies to overcome the problem. Children, Families, Health & Care Select Committee – 23 June 2026 Classification: Part I - Public Audit, Finance & Performance Committee The Audit, Finance and Performance Committee is established to carry out the Council’s independent audit and assurance function and a distinct overview and scrutiny function in relation to the Council’s finance, performance and corporate services. The Committee will maintain a clear independence and separation between these two distinct roles through its meetings, work programme and agenda structure. Membership will be politically balanced, and determined by the Full Council. Membership will include an independent non-voting Co-opted Member as Chair with relevant financial expertise. The Vice-Chair will come from the majority group. No Cabinet Member shall serve concurrently on the Committee. Audit and assurance functions The Committee’s role is to:  Review and monitor the Council’s audit, governance, risk management framework and the associated control environment, as an independent assurance mechanism;  Review and monitor the Council’s financial and non-financial performance to the extent that it affects the Council’s exposure to risk and/or weakens the control environment;  Oversee the financial reporting process of the Statement of Accounts. Decisions in respect of strategy, policy and service delivery or improvement are reserved to the Cabinet or delegated to Officers. Internal Audit 1) Review and approve (but not direct) the Internal Audit Strategy to ensure that it meets the Council's overall strategic direction. 2) Review, approve and monitor (but not direct) Internal Audit’s planned programmes of work, paying particular attention to whether there is sufficient and appropriate coverage. 3) Establish a direct reporting relationship with the Head of Internal Audit and work with the Corporate Management Team to ensure Internal Audit can perform without interference from management and has unrestricted access to the data, r ecords, information, personnel, and physical properties necessary to fulfil the internal audit mandate. 4) Through quarterly Internal Audit summary reports of work done, monitor progress against the Internal Audit Plan and assess whether adequate skills and resources are available to provide an effective Internal Audit function. Monitor the main Internal Audit recommendations and consider whether management responses to the recommendations raised are appropriate with due regard to risk, materiality and coverage. 5) Make recommendations to the Leader of the Council and Cabinet Member for Finance on any changes to the Council’s Internal Audit Strategy and plans. 6) Review the Annual Report and Opinion Statement and the level of assurance this provides over the Council’s corporate governance arrangements, risk management framework and system of internal controls. 7) Discuss with the Head of Internal Audit the quality assurance and improvement program and agree the plan and scope of any external quality assessment. Consider reports dealing with the activity, management and performance of internal audit services and approve the Head of Internal Audit’s action plans to address any areas of improvement. 8) To be fully consulted on any recruitment, appointment or dismissal of t he Head of Internal Audit and provide input to Corporate Management Team in relation to their reporting lines, and performance evaluation. If necessary, collaborate with Corporate Management Team to establish appropriate safeguards if Head of Internal Audi t roles and responsibilities impair, or appear to impair, the internal audit function’s independence. Children, Families, Health & Care Select Committee – 23 June 2026 Classification: Part I - Public External Audit 9) Receive and consider the External Auditor’s annual letter, relevant reports and the report to those charged with governance. 10) Monitor management action in response to issues raised by External Audit. 11) Receive and consider specific reports as agreed with the External Auditor. 12) Comment on the scope and depth of External Audit work and ensure that it gives value for money, making any recommendations to the Corporate Director of Finance. 13) Be consulted by the Corporate Director of Finance over the appointment of the Council’s External Auditor. 14) Following a request to the Corporate Director of Finance and, subject to the approval of the Leader of the Council or Cabinet Member for Finance, to commission work from External Audit. 15) Monitor arrangements for ensuring effective liaison between Internal Audit and External Audit, in consultation with the Corporate Director of Finance. Governance Framework 16) Maintain an overview of the Council’s Constitution in respect of contract procedure rules and financial regulations and, where necessary, bring proposals to the Leader of the Council or the Cabinet for their development. 17) Review any issue referred to it by t he Chief Executive, Corporate or Executive Director, any Council body or external assurance providers including inspection agencies. 18) Monitor and review (but not direct) the authority’s risk management arrangements, including regularly reviewing the corpora te risk register and seeking assurances that appropriate action is being taken on managing risk. 19) Review and monitor Council strategy and policies on anti -fraud and anti-corruption including the ‘Raising Concerns at Work’ policy making any recommendations o n changes to the Leader of the Council and relevant Corporate Director / Chief Operating Officer. 20) Oversee the production of the authority’s Annual Governance Statement and recommend its adoption. 21) Review the Council’s arrangements for corporate governance and make recommendations to the Director of Legal & Governance (Monitoring Officer) and/or Corporate Director of Finance on suggested actions to improve alignment with best practice. 22) Where requested by the Leader of the Council, Cabinet Member for Finance or Corporate Director of Finance, provide recommendations on the Council’s compliance with its own and other published standards and controls. Accounts 23) Review and approve the annual statement of accounts. Specifically, to consider whether appropriate accounting policies have been followed and whether there are concerns arising from financial statements or from the external auditor that need to be brought to the attention of the Council. 24) Consider the external auditor’s report to those charged with governan ce on issues arising from the external audit of the accounts. Review and reporting 25) In respect of Audit and Assurance functions, to u ndertake an annual independent review of the Committee’s effectiveness and submit an annual report to Council on the activity of the Committee. Formal duty of senior officers to attend for Audit & Assurance purposes Whilst Council officers will invariably attend meetings voluntarily, in fulfilling its role, and should it be required, the Committee may require the Head of Paid Service and/or any senior officer (third tier and above) to attend before it to explain in relation to matters within its remit and it shall be the duty of those persons to attend if so required. Children, Families, Health & Care Select Committee – 23 June 2026 Classification: Part I - Public Where any senior officer is required to attend the Committ ee under this provision, the Chair will inform the Head of Democratic Services. The Head of Democratic Services shall inform the officer in writing or by email giving at least 10 working days’ notice of the meeting at which he/she is required to attend. Th e notice will state the nature of the item on which he/she is required to attend to give account and whether any papers are required to be produced for the Committee. Where the account to be given to the Committee will require the production of a report, t hen the officer concerned will be given sufficient notice to allow for preparation of that documentation. Where, in exceptional circumstances, the officer is unable to attend on the required date, then the Committee shall, in consultation with the officer, arrange an alternative date for attendance. When calling senior officers under this provision, the Committee will remain bound by the Code of Conduct for Members and Co-opted Members, ensure questioning is conducted in a fair and balanced manner and not of a personal critical nature. Overview and Scrutiny functions 1. To be the lead committee on finance oversight council-wide. 2. On behalf of select committees to receive regular finance, performance and risk reports to monitor council services, budgets and to help ensure value for money, taking into consideration the committee’s independent role as part of its audit and assurance remit. 3. On behalf of select committees, to comment on the Cabinet’s proposed annual budget plans for the Council before final consideration by Cabinet and approval by the full Council; 4. To inform select committees or their respective members of any pertinent finance and performance issues identified through any investigations, which may require further service review by the relevant select committee. 5. To undertake the overview and scrutiny role in relation to the following Cabinet Member portfolio(s) and service areas: Cabinet Portfolios Officer Directorates Service Areas Leader of the Council Chief Executive’s Office Governance Finance Finance Financial Strategy & MTFS Strategic & Operational Finance Financial Management Statutory Accounting, Investments and Pensions All Finance (inc. General Fund, Schools Budget, Revenues and Benefits, Housing Revenue Accounts) Counter Fraud Procurement & Commissioning Internal Audit & Risk Assurance Corporate Services, Digital & Transformation Corporate Services Transformation Cross-cutting Commercialisation Corporate Resources & Infrastructure Select Committee Children, Families, Health & Care Select Committee – 23 June 2026 Classification: Part I - Public To undertake the overview and scrutiny role in relation to the following Cabinet Member portfolio(s) and service areas: Cabinet Portfolios Officer Directorates Service Areas Leader of the Council Chief Executive’s Office Communications & Resident Engagement Residents Services Strategic Property Growth Strategy Inward Investment Business Engagement Heathrow Airport High Speed 2 (HS2) Corporate Services, Digital & Transformation Chief Executive’s Office Democratic Services Human Resource, incl. health and safety Legal Services Corporate Services Business Intelligence & Digital Services Planning, Housing & Property Residents Services Directorate Planning Services (incl. planning policy, building control, planning enforcement, specialist planning & conservation areas) Regeneration (incl. town centres, master planning) Local Plan Building Control & Safety Housing Strategy HRA Delivery Plan Housing Management (incl. tenancy) Homelessness Prevention Rough Sleeper Prevention Private Rented Sector Housing / HMOs Property, incl. Estates & Acquisitions Commercial Leases & Disposals Capital Programme / Major Construction Facilities Management / Security Planned Works and Repairs & Engineering of Housing/Corporate Estate Residents Services Select Committee To undertake the overview and scrutiny role in relation to the following Cabinet Member portfolio(s) and service areas: Children, Families, Health & Care Select Committee – 23 June 2026 Classification: Part I - Public Cabinet Portfolios Officer Directorates Service Areas Residents Services Residents Services Green Spaces Crematorium Services Waste Services Highways (incl. Highways strategic assessment & safety, Highways Policy and infrastructure including EV) Transportation (incl. road safety, traffic management and parking management schemes) Car Park operations, street parking Fleet Management Library Services Leisure Services Theatres, Museums & Cultural Services Adult Social Care & Health Mortuary Community, Environment & Enforcement Residents Services Climate Action / Air Quality Flooding & watercourses Environmental Projects Planning Enforcement Community Safety & Cohesion CCTV Anti-Social Behaviour Street Scene Enforcement Trading Standards, Environmental Health & Licensing (incl. Safety of Sports Grounds) Imported Food Office Parking Enforcement Emergency Response Strategic Climate Action Plan (cross-cutting) Voluntary Sector (cross-cutting) Corporate Services, Digital & Transformation Resident Experience (cross-cutting) STATUTORY COMMITTEE Statutory Crime and Disorder Scrutiny This Committee will act as a Crime and Disorder Committee as defined in the Crime and Disorder (Overview and Scrutiny) Regulations 2009 and carry out the bi-annual scrutiny of decisions made, or other action taken, in connection with the discharge by the responsible authorities of their crime and disorder functions. Children, Families, Health & Care Select Committee – 23 June 2026 Classification: Part I - Public Duty of partners to attend and provide information The Crime and Disorder (Overview and Scrutiny) Regulations 2009 permits this Select Committee to make a request in writing for information to bodies who form the local Crime and Disorder Reduction Partnership (Safer Hillingdon Partnership), which includes the Police. The Committee should scrutinise the work of the partnership at least once a year and may also require the attendance before it of an officer or employee of a responsible authority or of a co-operating person or body in order to answer questions. The Committee may not require a person to attend unless reasonable notice of the intended date of attendance has been given to that person. Children, Families, Health & Care Select Committee – 23 June 2026 Classification: Part I - Public Children, Families, Health & Care Select Committee To undertake the overview and scrutiny role in relation to the following Cabinet Member portfolio(s) and service areas: Cabinet Portfolios Officer Directorates Service Areas Children, Families, Health & Care Children’s Services Children’s Social Care Children & Families Support Safeguarding, Quality Assurance, Partnerships and Residential Care Education & SEND Prevention & Youth Justice Adult & Community Learning Music Services Adult Social Care & Health Direct Care & Business Deliver Adult Social Work & Transport Health/Public Health Sport & Physical Activity Heathrow Health Control Unit Health Integration Immediate Response Services Adult Safeguarding Hospitals & Localities Sustained Support Services Mental Health Residents Services Domestic Abuse Services Services to Asylum Seekers (Cross-Cutting) Older People / Age Friendly Strategy (Cross-Cutting) STATUTORY COMMITTEE Statutory Healthy Scrutiny This Committee will also undertake the powers of health scrutiny conferred by the Local Authority (Public Health, Health and Wellbeing Boards and Health Scrutiny) Regulations 2013. It will:  Work closely with the Health & Wellbeing Board & Local HealthWatch in respect of reviewing and scrutinising local health priorities and inequalities.  Respond to any relevant NHS consultations. Duty of partners to attend and provide information The Local Authority (Public Health, Health and Wellbeing Boards and Health Scrutiny) Regulations 2013, imposes duties on ‘responsible persons’ to provide a local authority with such information about the planning, provision and operation of health services in the area of the authority as it may reasonably require to discharge its health scrutiny functions through the Health & Social Care Select Committee. All relevant NHS bodies and health service providers (including GP practices and other primary care provide rs Children, Families, Health & Care Select Committee – 23 June 2026 Classification: Part I - Public and any private, independent or third sector providers delivering services under arrangements made by clinical commissioning groups, NHS England or the local authority) have a duty to provide such information. Additionally, Members and employees of a relevant NHS body or relevant health service provider have a duty to attend before a local authority when required by it (provided reasonable notice has been given) to answer questions the local authority believes are necessary to carry out its health scruti ny functions. Further guidance is available from the Department of Health on information requests and attendance of individuals at meetings considering health scrutiny. This Select Committee will establish a Panel to support strong oversight of the Coun cil’s corporate parenting responsibilities. The Committee may appoint 3 Members to this Panel based on political balance. Membership may include non-Cabinet Members not on the Committee. The Committee may also appoint relevant Council officers and other external stakeholders to the Panel and agree its chairship and operation. In agreeing its operation, the Committee will provide for the Panel not to be able to establish any other sub- group or body to carry out its responsibilities. Corporate Parenting Panel Terms of Reference as approved by the parent Select Committee The purpose of the Panel is to support the Select Committee in championing corporate parenting across the Council, directly engaging children in the Council’s care and care experienced young people in the democratic and decision-making process, working with them and partners to monitor relevant service and improve outcomes and life chances. Membership will comprise of: Voting Members 3 Elected Members, who be appointed by the Children, Families, Health & Care Select Committee based upon political balance, one of whom to be appointed as Chair. A Vice-Chair may also be appointed. Elected Members do not need to be Members of the parent Committee but cannot be Cabinet Members. 3 named substitutes, appointed by the Select Committee may attend in the absence of the appointed Members of the Panel and that they need not be Members of the parent Committee but cannot be Cabinet Members. Non-voting Members a) Up to 5 Children in Care Council Members (one of whom the Chair or Vice-Chair may ask to assist them informally in chairing a specific meeting).* b) Senior Officer from Children's Services c) Participation Manager d) Assistant Director for Education and Vulnerable Children e) The Local Authority’s designated Looked After Children Nurse or Doctor f) 1 x Foster Carer representative g) Assistant Director for Corporate Parenting and Fostering h) Advisors i) Relevant Council officers, e.g. from Social Care, Early Intervention and Prevention, Housing Service, along with externa l representatives, e.g. Department for Work and Pensions, may attend relevant Panel meetings as advisors. Council officers should attend the Panel to present any reports to the Panel regarding their service area. *This gives Children in Care Council repre sentatives, in an informal capacity, a unique opportunity to get experience of assisting the Chair or Vice-Chair in the running of the meeting.

Minutes CORPORATE PARENTING PANEL 19 March 2026 Meeting held at Committee Room 5 - Civic Centre, High Street, Uxbridge UB8 1UW To Members of the Panel: Voting Members: Councillor Nick Denys (Chair) Councillor Heena Makwana Councillor Jan Sweeting Non-voting Members: Representatives of the Children in Care Council, and Care Experienced Young People Ash Knight, Participation Manager Bridget Owen, Designated Nurse Looked After Children (Harrow and Hillingdon) (NHS North West London ICB) Officers Present: Poppy Reddy, Assistant Director, Care, Support & Transition Lisa Steel, Virtual School Headteacher James Julian, Children's Participation Officer Ryan Dell, Democratic Services Officer Also Present: Katie Randall, Clinical Services Manager , Harrow 0 -19 Service, CCN Team, Special School Nursing and Looked After Children, CNWL Claire Eves, Service Director for Outer London Services, CNWL * This meeting was co-chaired by a Children in Care Council member 32. APOLOGIES FOR ABSENCE (Agenda Item 1) Apologies had been received from Dr Kate Head. 33. DECLARATIONS OF INTEREST IN MATTERS COMING BEFORE THIS MEETING (Agenda Item 2) None. 34. MINUTES OF THE PREVIOUS MEETING (Agenda Item 3) RESOLVED: That the minutes of the meeting dated 27 January 2026 be approved as an accurate record. 35. YOUNG PEOPLE’S SUMMARY OF THE LAST YEAR (Agenda Item 4) Officers and the young people gave a summary presentation of the last year. The Panel played Human Bingo, where players had to go around the room and find people who met certain characteristics such as “is wearing blue”, “is wearing a watch” or “speaks more than one language”. Players then had to write the person’s name into the correct box and fill the board with 12 such names. The first player to fill all 12 boxes wins. This game allowed the Panel to get to know each other and to find out more about each other. Officers and the young people presented a quiz of the last year. Q1. How many nominations were there for KICA in 2025? 923 – this was the highest number of nominations to date. Q2. Where was KICA 2025 held? Hillingdon House – this was a new venue that allowed for an unforgettable celebration of the young people. Q3. How many young people with lived experience are employed by Hillingdon? Nine – two of the nine young people were present at Panel. Q4. How many people have we delivered Walking in Our Shoes training to in this financial year? Over 1600 – this was an expanding programme that had been delivered in Westminster, to the Duke of Edinburgh scheme, and was due to be delivered to Ofsted in July. Q5. How many young people are attending tuition with the Virtual School? 12 young people were taking part in English and Maths tuition, with exams coming up in Spring. It was noted that there was a waiting list for this tuition, which was currently in its second year. Q6. How many slices of pizza had been eaten at the Children in Care Councils? 1,000+. Q7. How many interview panels did our young people sit on this year? 87 – young people actively contributed to various interview panels, bringing valuable lived experience , insight and expertise . Their involvement has been incredibly valuable. One young person had sat on panels today and yesterday, and previously for the health partners, for which they had received very positive feedback. Q8. Ture or false, the Children’s Participation Team has not yet met all their intended priorities for 2025/26. The priorities were: 1. Support more recruitment of young people with lived experience working with the Council 2. Another life changing residential trip 3. Continue working on the Making Hayes Safer project 4. Deliver Walking in Our Shoes to more external candidates than ever before 5. Complete the crime and safety project with Hillingdon Youth Council False – the team had successfully met all of their intended priorities for 2025/26, demonstrating their dedication to enhancing youth engagement and participation. Q9. How many young people attended Snowdonia on residential trips this year? 30. Through their work in supporting young men for the ‘Making Hayes Safer’ project, the team took 15 young people in August 2025, and 15 in February 2026 – both staff and young people had an unforgettable experience. Q10. What national award did our young person win this week? The young person won the National Crime Beat Award for their incredible work on the Making Hayes Safer project. The Panel congratulated and commended the young person for this outstanding recognition of their dedication and hard work. Q11. How many young people attend football on average each week? 42. These sessions continue to be a great success, promoting teamwork and physical activity amongst young people. Q12. Out of the nine staff vs young people tournaments played last year, how many did staff win? One. Q13. Which is the correct KICA logo? The logo was designed by a talented young person, who won a £50 voucher. Q14. Which events were the following photos of? A – KICA 2025 B – A Christmas Party where everyone ate dinner together C – Black History Month 2025 – this event included a workshop by Replenish, who delivered kits with hair and skin products, and a cook -off. The young people noted that this was “really good”, “informative” and the “best thing ever”. D – the residential trip to Snowdonia in August 2025 Bonus question: Fill in the blank: “It it’s not good enough for your child … …then it’s not good enough for us”. The Panel were invited to attend the n ext Walking in Our Shoes training, with sessions due to be delivered in May, October and February. At these sessions the young people shared stories of their lived experiences. Members commended the young people, noting that they all did impressive, amazing things. RESOLVED: That the Panel noted the presentation 36. SELECT COMMITTEE’S FOSTERING REVIEW (Agenda Item 5) Members gave an update on the Select Committee’s review into fostering. The Children, Families & Education Select Committee had conducted a review into the fostering service. The review aimed to explore the effectiveness and to raise awareness of the fostering offer. The review included three witness sessions, with officers, young people and foster carers, who all gave their experiences of the fostering offer. The Committee had now agreed five recommendations to put to Cabinet, who would make the decision on whether or not to implement the m. The Committee would be updated in a year’s time on progress. The Committee’s recommendations were: 1. Develop an 'Introduction Pack for Children' that provides Cared for Children with clear, age appropriate, and accessible information to help them feel prepared, reassured and supported when starting a new placement and, where possible, during placement moves. 2. Include a 'Voice of the Child' section in the 'All About Me' profiles. 3. Include 'Where Are They Now' stories on the Council's website, where Care Experienced Young People share their experiences, if they are comfortable and willing to do so. 4. Review and develop the training programme to introduce specialist Foster Carer pathways, including pathways for carers specialising in supporting young people with complex needs. Include young people in co -produced training where appropriate. 5. Review existing peer support initiatives for both Foster Carers and Cared for Children, and develop opportunities to strengthen engagement and increase participation. Members thanked the young people for taking part in the witness session. Members noted that it was good to see the voice of the child and co -production in the report and recommendations. Members also highlighted that the Panel had improved over the years and was powered by involving the young people. The young people noted that recommendation one should be expanded to include young people in all placement types, not just foster placements. These information packs should also be written and reviewed by the young people. The young people asked and Members clarified that recommendation three referred to young people’s journey in care and how the fostering process had helped them. The young people suggested that recommendation five could include a buddy system for young people. The young people further noted that they took part in Skills to Fostering sessions, an d that the foster carers had been very receptive. The Panel suggested adding an update on the review on six months. RESOLVED: That the Panel noted and gave feedback on the draft report. 37. CHILDREN’S SERVICES PERFORMANCE DATA (Agenda Item 6) It was noted that as this meeting had moved to an earlier date, data for the current quarter had been presented to the previous Panel. RESOLVED: That the Panel noted the update 38. WORK PROGRAMME (Agenda Item 7) Members considered the work programme. Members explained that given upcoming local elections, the next Panel may have new Members. Officers gave an update on a recent peer review. This was an informal update as the formal report had not yet been received. A three-day peer review had taken place in February with a focus on Transition to Adulthood. The review had been undertaken by six peers, who met 130 people including 18 young people, through over 30 meetings, visits to three accommodation provisions and Walking in Our Shoes training. The review highlighted a number of strengths:  A passionate and committed workforce delivering for young people  Child-centred and dedicated Elected Members with a g ood working relationship  Approachable and visible senior management  Excellent, high-performing services across the directorate  Strong celebration of young people’s achievements  Established relationships between young people, senior management, and IRO's  Good links with health at a practitioner and service manager level  Staying Close is a positive option for some young people  MAPS was highly valued  PEPs were written to the young person  Strong Participation Team led by an enthusiastic officer and team  Young people said that they feel part of the Hillingdon family  Use of language was positive and in kee ping with what young people have said they want The review also identified a number of areas of focus:  There had been s ignificant internal changes in partner agencies creating uncertainty  Health commissioning and unclear future arrangements  There was no consistent strategic ‘Golden Thread’ across the system  Lack of housing sufficiency caus ed delays, blockages and limited choice  Pathway plans – to review the format, language use and co-production, and to be written to the young person  Corporate Parenting Panel agendas – to be led by the young people  Housing – to consider the ir role as corporate parents and that they should be part of the Corporate Parenting Panel  Health cannot deliver aspects of the Local offer , for example due to a lack of dentists The young people suggested that Cared for Children should have priority for social housing. It was noted that while young people could be given priority on Locata, this required going through a Panel process. It was suggested that housing officers be invited to attend future Panels, and that an item on housing processes be added to the work programme. Members concurred that the work programme should be more structured around the young people, and that housing officers should attend. Members thanked the partner from the ICB, who was due to be leaving their role due to be resource reductions in the ICB . This would also have implications on representation on the Panel, which the Panel would monitor. The Chair thanked the Vice-Chair and Members of the Panel. Members also thanked the young people for their contributions to the Panel. RESOLVED: That the Corporate Parenting Panel: 1. Considered the report; 2. Added an item on housing to a future meeting; and 3. Added an update on the Fostering review in six months’ time The meeting, which commenced at 5:30 pm, closed 6:40 pm. These are the minutes of the above meeting. For more information on any of the resolutions, please contact Ryan Dell on democratic@hillingdon.gov.uk.

Children, Families, Health & Care Select Committee – 23 June 2026 Part I – Public MEMBERSHIP OF THE CORPORATE PARENTING PANEL 2026-2027 Committee name Children, Families, Health & Care Select Committee Officer reporting Nikki O’Halloran, Democratic Services Papers with report Appendix A – Terms of Reference of the Corporate Parenting Panel Ward N/A HEADLINES The purpose of this report is to enable the Committee to update permanent and substitute Councillor membership on the Corporate Parenting Panel, following the AGM , for the 202 6-27 municipal year. RECOMMENDATIONS That the Children, Families, Health and Care Select Committee: 1. appoints Councillors Ekta Gohil, Jane Palmer and Jan Sweeting to be the permanent Elected Members on the Panel on the basis of political balance (2 Con; 1 Lab); 2. appoints Councillors John Garner, Anil Taneja and Hedson Farinha De Castro to be named substitutes on the basis of political balance (2 Con; 1 Lab); 3. upon the recommendation of the Chair of this Committee, confirms Councillor Ekta Gohil as the Chair of the Corporate Parenting Panel and Councillor Jane Palmer as the Vice-Chair; and 4. notes the Terms of Reference of the Corporate Parenting Panel (see Appendix A) SUPPORTING INFORMATION About the Panel The Panel was established a number of years ago to support this Select Committee in championing corporate parenting across the Council, directly engaging children in the Council’s care and care experienced young people in the democratic and decision-making process, working with them and partners to monitor relevant services and improve outcomes and life chances. The Panel can make recommendations to this Committee on any changes or improvements required, who in turn can formally present these to the Cabinet. Membership The Committee, under the Constitution, is required to appoint Councillors as permanent Elected Members on the Panel on the basis of political balance (2 Con; 1 Lab). The Committee is asked to confirm Councillors Gohil, Palmer and Sweeting to be the permanent Elected Members on the Panel. Furthermore, the Committee is asked to confirm Councillors Garner, Taneja and Farinha De Castro to be the named substitutes. Permanent Members or substitutes can be any Councillor not in the Cabinet. However, it is useful Children, Families, Health & Care Select Committee – 23 June 2026 Part I – Public to have some membership ties, where possible, with this parent committee. Along with the elected Members, the Panel also comprises the following as standing members: a) Up to 5 Children in Care Council Members (one of whom the Chair or Vice-Chair may ask to assist them informally in chairing a specific meeting) b) Senior Officer from Children's Services c) Participation Manager d) Assistant Director for Education and Vulnerable Children e) The Local Authority’s designated Looked After Children Nurse or Doctor f) 1 x Foster Carer representative g) Assistant Director for Corporate Parenting and Fostering h) Advisors i) Relevant Council officers, e.g. from Social Care, Early Intervention and Prevention, Housing Service, along with external representatives, e.g. Department for Work and Pensions, may attend relevant Panel meetings as advisors. Council officers should attend the Panel to present any reports to the Panel regarding their service area. In practice, the Panel is a private meeting and not bound by the same rules regarding formal committee meetings, however, the minutes are published and presented to this Committee for democratic record and transparency. It is also common for one of the Children in Care Council members to act as co -chair and chair meetings of the Panel. This gives a great opportunity for a young person to get experience of assisting the Chair or Vice-Chair in the running of the meeting. Implications on related Council policies The Panel enables direct consultation and engagement with young people and children in care/ care experienced young people in the Council’s democratic and decision-making processes. RESIDENT BENEFIT The Panel gives young people in Hillingdon a valued role within our democratic process and enables Councillors to work directly with them and hear their views. FINANCIAL IMPLICATIONS There are no financial implications arising from this report. LEGAL IMPLICATIONS There are no legal implications arising from this report. BACKGROUND PAPERS NIL. APPENDIX Appendix A – Terms of Reference of the Corporate Parenting Panel Children, Families, Health & Care Select Committee – 23 June 2026 Part I – Public Appendix A – Terms of Reference of the Corporate Parenting Panel Corporate Parenting Panel Terms of Reference as approved by the parent Select Committee The purpose of the Panel is to support the Select Committee in championing corporate parenting across the Council, directly engaging children in the Council’s care and care experienced young people in the democratic and decision-making process, working with them and partners to monitor relevant service and improve outcomes and life chances. Membership will comprise of: Voting Members 3 Elected Members, who be appointed by the Children, Families, Health and Care Select Committee based upon political balance, one of whom to be appointed as Chair. A Vice -Chair may also be appointed. Elected Members do not need to be Members of the parent Committee but cannot be Cabinet Members. 3 named substitutes, appointed by the Select Committ ee may attend in the absence of the appointed Members of the Panel and that they need not be Members of the parent Committee but cannot be Cabinet Members. Non-voting Members a. Up to 5 Children in Care Council Members (one of whom the Chair or Vice-Chair may ask to assist them informally in chairing a specific meeting).* b. Senior Officer from Children's Services c. Participation Manager d. Assistant Director for Education and Vulnerable Children e. The Local Authority’s designated Looked After Children Nurse or Doctor f. 1 x Foster Carer representative g. Assistant Director for Corporate Parenting and Fostering h. Advisors i. Relevant Council officers, e.g. from Social Care, Early Intervention and Prevention, Housing Service, along with external representatives, e.g. Department fo r Work and Pensions, may attend relevant Panel meetings as advisors. Council officers should attend the Panel to present any reports to the Panel regarding their service area. *This gives Children in Care Council representatives, in an informal capacity, a unique opportunity to get experience of assisting the Chair or Vice-Chair in the running of the meeting. Meetings and Operation a. The Panel will meet four times a year and in private* b. The Panel will have in place a work programme for its activity. c. The Chair of the Panel, in conjunction with other members, shall agree the dates of the Panel for the ensuing year, where possible. d. The Chair of the Select Committee should authorise any additional meetings that may be required or requested by the Chair of the Panel. e. The Panel will allow themes and agenda topics to be brought to them from the Children in Care Council (CiCC), with themes identified at each meeting. f. The Chair of the Panel will agree agenda items in advance of the meeting. g. The Panel cannot establish any other sub-groups or bodies to carry out its Children, Families, Health & Care Select Committee – 23 June 2026 Part I – Public responsibilities. *Unlike the parent Select Committee, the Panel is not required to operate under statutory procedures outlined in the Local Government Act 1972 and access to information rules do not apply. This allows the Panel to be conducted in a flexible way to suit the requirements of the Members and young people participating in it. Terms of Reference a. To champion the seven corporate parenting principles introduced by the Children and Social Work Act 2017. b. To support the work of the Select Committee overseeing the Council’s corporate parenting responsibilities by providing a strategic overview and monitoring of the statutory services for Looked After Children (LAC) and care experienced young people across the Borough, reporting back to the Committee on any findings, as appropriate. c. To actively engage young people who are looked after by the Council, along with care experienced young people, in order to ensure they have an opportunity to influence the development of services, participate in the decision-making and democratic process. d. To receive annual reports of the work of the Independent Reviewing Officers, Looked After Children Health Team, Corporate Parenting Service, Virtual School and Fosteri ng and Adoption Service. e. To consider the impact on outcomes for children on other relevant activities linked to Looked After Children and care experienced young people's lived experiences, e.g. emotional wellbeing. f. To undertake any associated activity, review or task as requested by the Select Committee, reporting back to the Committee if directed. g. That through the Chair of the Panel, to advise the Select Committee and Cabinet Member portfolio holder on matters relating to corporate parenting. h. To present the minutes of the Panel to a subsequent meeting of the Select Committee, where the Chair of the Panel, along with any Children in Care Council Members, may attend to update the Committee on the Panel’s work.

Children, Families, Health and Care Select Committee – 23 June 2026 Part I – Public CABINET FORWARD PLAN Committee name Children, Families, Health and Care Select Committee Officer reporting Nikki O’Halloran, Democratic Services Papers with report Appendix A – Latest Forward Plan Ward As shown on the Forward Plan HEADLINES To monitor the Cabinet’s latest Forward Plan which sets out key decisions and other decisions to be taken by the Cabinet collectively and Cabinet Members individually over the coming year. The report sets out the actions available to the Committee. RECOMMENDATION That the Children, Families, Health and Care Select Committee notes the Cabinet Forward Plan. SUPPORTING INFORMATION The Cabinet Forward Plan is published monthly, usually around the first or second week of each month. It is a rolling document giving the required public notice of future key decisions to be taken. Should a later edition of the Forward Plan be published after this agenda has been circulated, Democratic Services will update the Committee on any new items or changes at the meeting. As part of its Terms of Reference, each Select Committee should c onsider the Forward Plan and, if it deems necessary, comment as appropriate to the decision -maker on the items listed which relate to services within its remit. For reference, the Forward Plan helpfully details which Select Committee’s remit covers the relevant future decision item listed. The Select Committee’s monitoring role of the Forward Plan can be undertaken in a variety of ways, including both pre-decision and post-decision scrutiny of the items listed. The provision of advance information on future it ems listed (potentially also draft reports) to the Committee in advance will often depend upon a variety of factors including timing or feasibility, and ultimately any such req uest would rest with the relevant Cabinet Member to decide. However, the 2019 Protocol on Overview & Scrutiny and Cabinet Relations (part of the Hillingdon Constitution) does provide guidance to Cabinet Members to:  Actively support the provision of relevan t Council information and other requests from the Committee as part of their work programme; and  Where feasible, provide opportunities for committees to provide their input on forthcoming executive reports as set out in the Forward Plan to enable wider pr e-decision scrutiny (in addition to those statutorily required to come before committees , i.e. policy framework documents – see paragraph below). As mentioned above, there is both a constitutional and statutory requirement for Select Committees to provide comments on the Cabinet’s draft budget and policy framework proposals after pub lication. These are automatically scheduled in advance to multi -year work programmes. Children, Families, Health and Care Select Committee – 23 June 2026 Part I – Public Therefore, in general, the Committee may consider the following actions on specific items listed on the Forward Plan: Committee action When How 1 To provide specific comments to be included in a future Cabinet or Cabinet Member report on matters within its remit. As part of its pre-decision scrutiny role, this would be where the Committee wishes to provide its influence and views on a particular matter within the formal report to the Cabinet or Cabinet Member before the decision is made. This would usually be where the Committee has previously considered a draft report or the topic in detail, or where it considers it has sufficient information already to provide relevant comments to the decision-maker. These would go within the standard section in every Cabinet or Cabinet Member report called “Select Committee comments”. The Cabinet or Cabinet Member would then consider these as part of any decision they make. 2 To request further information on future reports listed under its remit. As part of its pre-decision scrutiny role, this would be where the Committee wishes to discover more about a matter within its remit that is listed on the Forward Plan. Whilst such advance information can be requested from officers, the Committee should note that information may or may not be available in advance due to various factors, including timescales or the status of the drafting of the report itself and the formulation of final recommendation(s). Ultimately, the provision of any information in advance would be a matter for the Cabinet Member to decide. This would be considered at a subsequent Select Committee meeting. Alternatively, information could be circulated outside the meeting if reporting timescales require this. Upon the provision of any information, the Select Committee may then decide to provide specific comments (as per 1 above). 3 To request the Cabinet Member considers providing a draft of the report, if feasible, for the Select Committee to consider prior to it being considered formally for decision. As part of its pre-decision scrutiny role, this would be where the Committee wishes to provide an early steer or help shape a future report to Cabinet, e.g., on a policy matter. Whilst not the default position, Select Committees do occasionally receive draft versions of Cabinet reports prior to their formal consideration. The provision of such draft reports in advance may depend upon different factors, e.g., the timings required for that decision. Ultimately any request to see a draft report early would need the approval of the relevant Cabinet Member. Democratic Services would contact the relevant Cabinet Member and Officer upon any such request. If agreed, the draft report would be considered at a subsequent Select Committee meeting to provide views and feedback to officers before they finalise it for the Cabinet or Cabinet Member. An opportunity to provide specific comments (as per 1 above) is also possible. 4 To identify a forthcoming report that may merit a post- decision review at a later Select Committee meeting As part of its post-decision scrutiny and broader reviewing role, this would be where the Select Committee may wish to monitor the implementation of a certain Cabinet or Cabinet Member decision listed/taken at a later stage, i.e., to review its effectiveness after a period of 6 months. The Committee should note that this is different to the use of the post-decision scrutiny ‘call-in’ power which seeks to ask the Cabinet or Cabinet Member to formally re-consider a decision up to 5 working days after the decision notice has been issued. This is undertaken via the new Scrutiny Call-in App members of the relevant Select Committee. The Committee would add the matter to its multi- year work programme after a suitable time has elapsed upon the decision expected to be made by the Cabinet or Cabinet Member. Relevant service areas may be best to advise on the most appropriate time to review the matter once the decision is made. Health and Social Care Select Committee – 29 April 2025 Classification: Public BACKGROUND PAPERS  Protocol on Overview & Scrutiny and Cabinet relations adopted by Council 12 September 2019  Scrutiny Call-in App

Status Consultation / Scrutiny Ref Business Item Further information Ward(s) NEW ITEM CABINET meeting Cabinet Member Shareholder Committee Full COUNCIL Cabinet Member(s) Responsible Relevant Committee Report Author Corporate Director Responsible Public or Private (with reason) Consultation related to any decision & planned scrutiny committee engagement 120 Age Friendly Plan Following Cabinet's consideration of a draft Age Friendly Delivery Plan for older people in December 2025 and further consultation and engagement on this, Cabinet will consider approval of the Plan and consider annual updates on its progress each May. N/A 25 June Cllr Susan O'Brien Children, Families, Health & Care Sarah Durner / Gary Collier Sandra Taylor Public Public consultation 66 Reports from Select Committees A report from the Select Committee into Homelessness and the customer journey All 25 June TBC TBC Democratic Services Public SI Public Preview of matters to be considered in private A report to Cabinet to provide maximum transparency to residents on the private matters to be considered later in Part 2 of the Cabinet meeting and agenda. TBC 25 June All All Democratic Services Public 93 Stronger Families / Family Help Strategy The Cabinet Member will consider a strategy that aligns with emerging national reforms and strengthens the delivery of early help and family support across the borough. The strategy aims to modernise practice, improve operational effectiveness, and ensure services remain responsive to the diverse and evolving needs of children and families. A central element of this transformation is the redesign of the Stronger Families Early Help service in line with the Family Help model. This model emphasises earlier, more effective intervention; seamless multi ‑ agency collaboration; and the empowerment of families to build resilience and reduce the need for statutory involvement. It also seeks to improve access to the right support at the right time, while embedding a child ‑ centred and whole ‑ family approach within all areas of practice. All June Cllr Susan O'Brien Children, Families, Health & Care Antony Madden / Vali Danciu / Tehseen Kauser Julie Kelly Public 150 Experts at Hands Therapy Contract Cabinet will consider procurement matters with regard to the Experts at Hands Therapy service to be commissioned externally as part of national SEND reforms. “Experts at Hand” is a DfE ‑ funded programme (from April 2026) that gives councils funding to design a new local support offer for SEND. N/A NEW ITEM 23 July Cllr Susan O'Brien Children, Families, Health & Care Gary Binstead / Abi Preston Julie Kelly Private (3) 146 Public Health Contracts: Health Visiting This report to Cabinet will consider a variation of a public health contract for an additional Health Visiting role under the Collaborative Agreement with the NHS provider. N/A NEW ITEM 23 July Cllr Susan O'Brien Children, Families, Health & Care Andy Kimber / Sharon Stoltz Sandra Taylor Private (3) JUNE 2026 Decision-Maker Cabinet Member Lead & Officers JULY 2026 1 Status Consultation / Scrutiny Ref Business Item Further information Ward(s) NEW ITEM CABINET meeting Cabinet Member Shareholder Committee Full COUNCIL Cabinet Member(s) Responsible Relevant Committee Report Author Corporate Director Responsible Public or Private (with reason) Consultation related to any decision & planned scrutiny committee engagement Decision-Maker Cabinet Member Lead & Officers 142 Sexual Health Contract This report to Cabinet will consider a six-year contract extension of the existing integrated sexual health service contract. N/A NEW ITEM 23 July Cllr Susan O'Brien Children, Families, Health & Care Nick Sinclair / Sharon Stoltz Sandra Taylor Private (3) 109 Healthier Food Advertising Policy Cabinet will consider a healthier food advertising policy for the Council. Such a policy encourages brands to swap out unhealthy foods and drinks for healthier ones, as part of efforts to prioritise our residents’ health. Increasing evidence and research shows that exposure to advertising of food and drink high in fat, salt and/or sugar is linked to a strong preference for such products, more snacking, and eating more calories. All NEW ITEM 23 July Cllr Susan O'Brien Children, Families, Health & Care Priscilla Simpson / Dir. of Public Health Sandra Taylor Public 63 Carers Strategy Update Cabinet will receive a progress report on the Carers Strategy and Delivery Plan and the priorities going forward. N/A 23 July Cllr Susan O'Brien Children, Families, Health & Care Gary Collier Sandra Taylor Public Select Committee SI Reports from Select Committees Reports, findings and recommendations for consideration by the Cabinet, when referred from the appropriate Committee. All 23 July TBC TBC Democratic Services Public SI Public Preview of matters to be considered in private A report to Cabinet to provide maximum transparency to residents on the private matters to be considered later in Part 2 of the Cabinet meeting and agenda. TBC 23 July TBC TBC Democratic Services Public SI Review of Council Constitution The Council may review it's Constitution on a regular basis and may make changes at any Council meeting. The Annual Council meeting in May also provides an opportunity for such reviews at the start of the new Municipal Year, if any changes are required. N/A 9 July 2026 Cllr Steve Tuckwell N/A Lloyd White Public SI Cabinet decisions by the Leader of the Council As there is no Cabinet meeting in August, the Leader of the Council may take decisions on behalf of the Cabinet or key decisions under urgency procedures, if required. Various Cllr Steve Tuckwell TBC Democratic Services Public / Private - TBD Various 148 Pathways for Young People Can will consider an award of contracts for Pathways for Young People (Arrangements for Staying Close and Supported Accommodation Provision). All NEW ITEM 17 September Cllr Susan O'Brien Children, Families, Health & Care Gary Binstead/ Poppy Reddy/Sally Offin Julie Kelly Private (3) SEPTEMBER 2026 AUGUST 2026 2 Status Consultation / Scrutiny Ref Business Item Further information Ward(s) NEW ITEM CABINET meeting Cabinet Member Shareholder Committee Full COUNCIL Cabinet Member(s) Responsible Relevant Committee Report Author Corporate Director Responsible Public or Private (with reason) Consultation related to any decision & planned scrutiny committee engagement Decision-Maker Cabinet Member Lead & Officers SI Better Care Fund Section 75 Agreement Cabinet will be asked to agree the agreement under section 75 of the National Health Service Act, 2006, between the Council and North West London Integrated Care that will give legal effect to the financial and partnership arrangements under the 2025/26 Better Care Fund Plan. This plan aims to support the independence of residence and prevent escalation of health and care needs. All 17 September Cllr Susan O'Brien Children, Families, Health & Care Gary Collier Sandra Taylor Public SI Reports from Select Committees Reports, findings and recommendations for consideration by the Cabinet, when referred from the appropriate Committee. All 17 September TBC TBC Democratic Services Public SI Public Preview of matters to be considered in private A report to Cabinet to provide maximum transparency to residents on the private matters to be considered later in Part 2 of the Cabinet meeting and agenda. TBC 17 September TBC TBC Democratic Services Public SI The Hillingdon Care Company Ltd. Reporting The Shareholder Committee, comprising relevant Cabinet Members, will receive the Annual Accounts and Annual Business Plan for the Council's care services and trading company. N/A 17 September Shareholder Committee Members Children, Families, Health & Care Dan Kennedy Private (3) SI Urgent Cabinet- level decisions & interim decision- making (including emergency decisions) The Leader of the Council has the necessary authority to make decisions that would otherwise be reserved to the Cabinet, in the absence of a Cabinet meeting or in urgent circumstances. Any such decisions will be published in the usual way and reported to a subsequent Cabinet meeting for ratification. The Leader may also take emergency decisions without notice, which may be ratified at Cabinet later. Various Cabinet Member Decision - date TBC Cllr Steve Tuckwell TBC TBC Public / Private TBC SI School Governing Bodies, Instruments of Government and Governors / Authorising Academy Appointments To approve appointments, nominate appointments and make reappointments of local authority governors and to approve any changes to school governing body constitutions. To also authorise any Member to be a Governor or Director of an Academy. N/A Cabinet Member Decision - date TBC Cllr Susan O'Brien Children, Families, Health & Care Helen Boundy Public SI Release of Capital Funds The release of all capital monies for capital spend and projects requires formal Member approval over £100k (or may be referred to the Cabinet) TBC Cabinet Member Decision - date TBC Cllr Eddie Lavery TBC various Public but some Private (1,2,3) Corporate Finance Schedule of Individual Cabinet Member Decisions that may be taken each month (standard items non key-decisions) 3 Status Consultation / Scrutiny Ref Business Item Further information Ward(s) NEW ITEM CABINET meeting Cabinet Member Shareholder Committee Full COUNCIL Cabinet Member(s) Responsible Relevant Committee Report Author Corporate Director Responsible Public or Private (with reason) Consultation related to any decision & planned scrutiny committee engagement Decision-Maker Cabinet Member Lead & Officers SI Petitions about matters under the control of the Cabinet Each month, Cabinet Members will consider a number of petitions received by local residents and decide on future action. Some petitions may be referred to a Petition Hearing where the lead petitioner and ward councillors can have their say directly to the Cabinet Member. These hearings will be scheduled on the Council's meeting calendar. TBC Cabinet Member Decision - date TBC All TBC Democratic Services Public SI To approve compensation payments To approve compensation payments in relation to any complaint to the Council in excess of £1000. n/a Cabinet Member Decision - date TBC All TBC various Private (1,2,3) SI All Delegated Decisions by Cabinet to Cabinet Members, including tender and property decisions Where previously delegated by Cabinet, to make any necessary decisions, accept tenders, bids and authorise property decisions / transactions in accordance with the Constitution. TBC Cabinet Member Decision - date TBC All TBC various Public / Private (1,2,3) SI School Redundancy Payments To consider requests for School Redundancy Payments and council funding of it, and decide whether to approve them on behalf of the Local Authority TBC Cabinet Member Decision - date TBC Cllr Susan O'Brien Children, Families, Health & Care Abi Preston Private (1,3,4) SI External funding bids To authorise the making of bids for external funding where there is no requirement for a financial commitment from the Council. n/a Cabinet Member Decision - date TBC All TBC various Public SI Response to key consultations that may impact upon the Borough A standard item to capture any emerging consultations from Government, the GLA or other public bodies and institutions that will impact upon the Borough. Where the deadline to respond cannot be met by the date of the Cabinet meeting, the Constitution allows the Cabinet Member to sign-off the response. TBC Cabinet Member Decision - date TBC All TBC various Public SI = Standard Item that may be considered each month/regularly The Cabinet's Forward Plan is an official document by the London Borough of Hillingdon, UK 4

Children, Families, Health and Care Select Committee – 23 June 2026 Part I – Public WORK PROGRAMME Committee name Children, Families, Health and Care Select Committee Officer reporting Nikki O’Halloran, Democratic Services Papers with report Appendix A – Work Programme Ward All HEADLINES To ena ble the Committee to no te future meeting dates and to for ward plan its work for the current municipal year. RECOMMENDATION: That the Children, Families, Health and C are Select C ommittee considers its Work Programme for the year and agrees any amendments. SUPPORTING INFORMATION Following the creation of the Children, Families, Health and C are Select C ommittee, the following meeting dates have been set with each meeting starting at 6.30pm: Meetings Room Tuesday 23 June 2026, 6.30pm CR5 Tuesday 21 July 2026, 6.30pm CR6 Tuesday 22 September 2026, 6.30pm CR5 Thursday 12 November 2026, 6.30pm CR6 Tuesday 12 January 2027, 6.30pm CR6 Tuesday 16 February 2027, 6.30pm CR6 Thursday 11 March 2027, 6.30pm CR5 Tuesday 20 April 2027, 6.30pm CR6 Implications on related Council policies The role of the Select Committees is to make recommendations on service changes and improvements to the Cabinet, who are responsible for the Council’s policy and direction. How this report benefits Hillingdon residents Select Committees directly e ngage residents in shaping policy and recommendations and the Committees seek to improve the way the Council provides services to residents. Financial Implications None at this stage. Legal Implications None at this stage. BACKGROUND PAPERS NIL.

MULTI-YEAR WORK PROGRAMME 2026/27 May June July August September October November December January February March April No meeting 23 21 No meeting 22 No meeting 12 No meeting 12 16 11 20 Major Review Topic: ??? Topic selection / scoping stage Witness / evidence / consultation stage Findings, conclusions and recommendations Final review report agreement Target Cabinet reporting Minor Review Topics: ??? Pharmacies / Pharmacy First (major or minor)??? Child immunisations (major or minor)??? London Ambulance Service (minor) Regular service & performance monitoring Cabinet Forward Plan Monthly Monitoring X X X X X X X X Cabinet Member for Children, Families, Health and Care X Health BCF Update Minor Injuries Unit Update CAMHS Update HHCP Place Based Service Delivery Mount Vernon Cancer Centre Hillingdon Hospital Redevelopment Update X X Health Updates X X Quality Accounts (outside of meetings) Social Care Hillingdon Advice Partnership Update X Supporting Carers Update X Joint Health and Wellbeing Strategy X Social Care Reforms Children & Families Corporate Parenting Panel Minutes X X X X Corporate Parenting Panel Membership (annual) X Youth Justice Service Strategy 2024-2029 (to note) Families First Reforms and Children's Wellbeing & Schools Bill X Schools School Place Planning: School Organisation Plan update (comment on report) X School Admissions Update (to note) X SEND Sufficiency Strategy, SEND Reforms and Alternative Provisions (to note) Annual Standards of Education in Hillingdon (to include Edu Standards, Music Hub and Edu Strategy) X Past review delivery Adult Social Care Early Intervention and Prevention (June 2026) GP Coverage (July 2025) X Persistent Absenteeism (September 2025) X Fostering (April 2026) Children, Famililes, Health & Care Select Committee