Corporate Resources SC

Minutes CORPORATE RESOURCES & INFRASTRUCTURE SELECT COMMITTEE 17 September 2024 Meeting held at Committee Room 6 - Civic Centre, High Street, Uxbridge UB8 1UW Committee Members Present: Councillors John Riley (Chair), Kaushik Banerjee, Farhad Choubedar, Stuart Mathers (Opposition Lead), Elizabeth Garelick, Narinder Garg and Philip Corthorne LBH Officers Present: Matthew Wallbridge, Chief Digital and Information Officer Darren Persaud, Head of Digital Ian Anderson, Business Manager Anisha Teji, Senior Democratic Services Officer 22. APOLOGIES FOR ABSENCE (Agenda Item 1) Apologies for absence were received from Councillor Adam Bennett with Councillor Philip Corthorne substituting. 23. DECLARATIONS OF INTEREST IN MATTERS COMING BEFORE THIS MEETING (Agenda Item 2) None. 24. MINUTES OF THE PREVIOUS MEETING (Agenda Item 3) RESOLVED: That the minutes of the meeting held on 23 July 2024 be confirmed as an accurate record. 25. 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) It was confirmed that all items would be heard in Part I. 26. DRAFT HILLINGDON DIGITAL STRATEGY (Agenda Item 5) The Chief Digital and Information Officer and Head of Digital introduced the report on the Draft Hillingdon Digital Strategy. The Council's Draft Digital Strategy (the Strategy) for the next three years was presented for input before being pr esented to Cabinet for final endorsement. Members heard that the Strategy aimed to make the Council more modern and efficient by prioritising customer needs and focusing on delivering services digitally to help residents and customers access Council servic es 24/7. The Council aimed to adopt an agile approach to delivery, a unified approach to delivering customer needs and emphasised the use of data to direct better decisions. It was highlighted that the London Borough of Hillingdon (LBH) was one of the fir st local authorities to deploy an automated voice and web chat system. The Head of Digital explained the Strategy’s five work streams which were aimed at improving services for residents. The first work stream emphasised on building services online to m ake it more user friendly for residents. The second work stream highlighted the importance of data for better decision -making, using data to diagnose issues before they occurred and improve service delivery. The third work stream involved modernising infrastructure and systems to enable self-service. The fourth work stream focused on building digital capability and inclusion, ensuring that online services were accessible to all residents while freeing up resources for the most vulnerable. The final work stream focussed on using technology to make improvements in the Borough and the way it functioned. Members enquired whether there were varied focus groups in place to test systems prior to them being rolled out completely. It was explained that customers and residents were involved in designing services, including user testing to understand needs and tests of the website. Post rollout feedback would also be collated and the government digital services methodology would be followed. The Committee acknowledged that there was a need for digital engagement however it needed to be fit for purpose. Questions were raised regarding residents who may never be able to access services online and how the proposed developments would work for people who preferred to use phones. The importance o f digital inclusion was highlighted to Members and it was recognised that some people might not be able to interact online. Vulnerable customers were prioritised for support and there were already initiatives in place to support re sidents such as recycling devices and providing training to help residents build digital skills. The Council was committed to ensuring that both residents and staff had the necessary digital skills to improve service delivery. In terms of the proposed co nnectivity programmes, it was noted that the LBH had significantly improved its connectivity, although some areas still required work. Members heard about initiatives such as partnerships with the West London Alliance to deploy 5G technology and plans to keep up with future advancements like 6G and 7G. In response to questions regarding the timeline for integrating new services and its impact on full time employees, it was explained that LBH was the first council to use Amazon Web Services (AWS) for fro nt-facing customer contac t, which significantly reduced the budget by decreasing the number of people answering telephones. There were also plans to integrate more sophisticated technology, such as generative AI and web chat, to further enhance efficiency. The Council aimed to adopt tried and tested solutions to improve service offerings and generate savings while delivering a better customer experience. The Committee noted the ambition of the Strategy but emphasised the need for balance and adjustment to meet resident needs. Som e Members expressed concerns about the recent software decisions, such as the introduction of Goss which had not demonstrated expected agility. The importance of focusing on quality assurance as a key performance indicator was emph asised and the challenges with the AWS system where some queries required personal engagement rather than being resolved digitally were noted. Some Members also raised concerns about the transition from Jigsaw to Locator for housing homeless prevention w hich had resulted in resi dents no longer being able to get real-time updates on their housing cases. It was considered that this often caused digital exclusion and it was important to understand customer needs and experiences, particularly for those who had social needs or anxieties. Officers acknowledged the feedback on key performance indicators and the balance between measurable and future targets. The importance of balancing personal touch with digital experiences and recognising different resident ne eds within the community was stressed to Members. The Council aimed to allocate resources efficiently focusing on personal experiences and joined -up services. The creation of a data platform to connect information and support residents and households more effectively was explained to the Committee. Members were assured that the Council was committed to continuously improving customer experience and learning from feedback. The Strategy aimed to improve people's lives through better digital provision and und erstanding residents' needs. In terms of a timetable for key deliverables expected before 2027, it was noted that the Strategy reflected the Council’s vision from 2024 to 2027. Key deliverables included reengineering the customer experience with a new web site and web chat, implementing a data platform to improve decision -making using data from residents, a digital inclusion program to support vulnerable people and a rolling program to review and digitise Council services focusing on efficiency and productivity. During Member ques tions it was noted that the website offered translation services in over 100 languages and there was provision in place to ensure accessibility to screen readers. Discussions also took place about how customer service calls and da ta collection could be improved to better integrate this into the Strategy. Members enquired how the Strategy was going to change the culture within the Council to ensure that essential data and feedback from residents was accurately captured and used effectively. It explained that the Strategy aimed to accelerate the change in the Council's culture to be more customer -focused and understanding of residents' needs. It emphasised the importance of taking feedback and using it to improve services. The Strategy and officers acknowledged that this was a progressive journey and would take time to achieve. The key goal was to use data and feedback to support communities better, break down barriers within services and target services more effectively. Whilst noting the concerns around the need to address key performance indicators with the focus on residents needs, the Committee welcomed the comprehensive report and draft strategy. It was agreed that an update report would be provided to the Committee on how the Strategy was progressing. The Committee agreed the following comments: The Committee welcomes the advances and positive strides made in the digital strategy and at the same time recognising the need to make resident experience with the Council eve rmore effectively digital in addition to actively supporting those residents less able to access digital services. RESOLVED: That the Committee: 1. acknowledged the Draft Digital Strategy and provided comments prior to its submission to Cabinet on 2 October 2024. 2. requested that an update report be added to the work programme focussing on the Digital Strategy implementation progress. 27. ANNUAL COMPLAINT & SERVICE MONITORING REPORT FOR 1 APRIL 2023 TO 31 MARCH 2024 (Agenda Item 6) The C hief Digital and Informat ion Officer and the Business Manager presented the Annual Complaints and Service Monitoring Report for 1 April 2023 to 31 March 2024. The report was presented annually to the Committee, detailing complaints information for the financial year. It covered the complaints process, recent changes and observed trends. It was reported that the aim was to use complaints data to improve services by comparing the number of complaints with other local authorities and using insights to enhance service delivery. The report provided an overview of the complaints process and key statistics. The following key points were highlighted to the Committee: - the number of informal complaints dropped from 5176 last year to 3729 this year, with significant reductions in anti-social behaviour issues. - Stage 1 complaints decreased from 816 to 681, while Stage 2 complaints increased from 121 to 180, mainly concerning housing allocation. - Ombudsman investigations rose from 46 to 65, but 40 of these were not pursued further, indicating initial assessments found no merit. - The volume of Members' enquiries and service requests totalled 11,791, a significant increase from the previous year. - The report emphasised on learning from lessons to make improvements, wi th changes being implemented as required by the Ombudsman. Members discussed the increase of the digital experience and how this would impact the level of Members Enquiries as residents would be able to handle various issues themselves without local Ward Councillor support. It was recognised that adjustments needed to be made for vulnerable people who were unable to access the system digitally and the Council kept a reasonable adjustment log to record these adaptations. In terms of the implementation of lessons learned and the timelines for delivery, it was explained that lessons learned were implemented immediately. Whether identified within the Council or by the Ombudsman, these lessons were shared with senior officers and noted within the service. Foll ow-ups on implementation were conducted to ensure that the appropriate actions were taken. In response to questions around the effectiveness of the service request system that was intended to directly connect requests to service teams, it was confirmed that the system generally worked as intended. When a service request was submitted it went directly to the actual service. However, there were occasional misdirected requests that required manual intervention. The significance of using data to improve s ervices was noted during Member discussions. Officers emphasised the importance of using data from complaints and service requests to shape services. There was a focus on understandin g data behind lower-stage complaints to address issues before they esca lated and using AI for handling repetitive service request. The Committee was informed that the Council aimed to publish more data to allow residents to find information independently, reducing the need for formal requests and enabling more efficient resource allocation. Concerns were raised about the challenges in housing and the high number of complaints. In response to the handling of 40 investigations that were not pursued by the Ombudsman and the lessons learned from these cases, it was explained tha t when the Ombudsman received a complaint, they reviewed the information provided before deciding whether to investigate. In cases where the Ombudsman did not investigate, it was often due to policy issues. The importance of providing clear information on the Council's website to help residents understand the process and reduce the number of complaints was highlighted. The website needed to be updated on a regular basis to ensure that it had the most relevant accurate information. The Committee asked whether there were service level agreements for stage 1,2 and 3 complaints, and the timescales taken to resolve these complaints. It was explained that both housing and the local government Ombudsman introduced complaint handling codes with specific requiremen ts. For service requests and stage 1 complaints, the response time was10 working days, extendable by another 10 days in exceptional circumstances. Stage 2 complaints must be resolved wi thin 20 working days, extendable by another 20 days if necessary. The a dult social care complaints procedure required a response within 20 working days at stage 1, after which they go to the Ombudsman. The children's complaints process involved an independent investigator at stage 2, with a maximum timeframe of 65 working day s, and a review panel at stage 3 with a 45 working day response time. In terms of the balance in the policy about unreasonable and unreasonably persistent complaints, it was explained the policy change was minor, involving the approval stage of the restri cted persons register. The unreasonable person's policy and the restricted persons register were linked, and when someone abused the process, a submission was made to the relevant Head of Service to put the person on the restricted persons register. Restrictions may include no email contact, only telephone calls or letters. The Head of Service considered the facts and, if the request complied with the policy, approved it. A letter was th en sent to the individual, explaining the restrictions and the appeal process. Members heard that the policy was rigorous, and only approximately 25 to 30 people were on the restricted persons register out of 290,000 residents. The importance of recognising and sharing compliments for officers who performed well, alongside handling complaints was significant in Members’ view. It was noted that there had been over 200 compliments and were shared with the individual and their manager to ensure recognition. T he Goss complaint system also allowed for compliments to be submitted o nline, which were then communicated to the relevant teams. The Committee welcomed the comprehensive report and thanked officers for their attendance. RESOLVED: That the Committee noted the report. 28. FORWARD PLAN (Agenda Item 7) RESOLVED: That the Forward Plan be noted. 29. WORK PROGRAMME (Agenda Item 8) The Committee was informed that the budgets were being reviewed by the newly appointed Corporate Director of Finance, who would also be considering how future financial performance was reported to Members. For this reason, there was no item for any budget updates on the Committee’s agenda. RESOLVED: That the update on the budget and the Work Programme be noted. The meeting, which commenced at 7.00 pm, closed at 8.43 pm. These are the minutes of the above meeting. For more information on any of the resolutions please contact Anisha Teji, Senior Democratic Services Officer on ateji@hillingdon.gov.uk or 01895 277655 . Circulation of these minutes is to Councillors, Officers, the Press and Members of the Public.

Classification: Part I – Public Corporate Resources and Infrastructure Select Committee – 19 November 2024 PRESENT AND FUTURE OF THE FLEET Committee name Corporate Resources and Infrastructure Select Committee Officer reporting Steve Gunter, Fleet Manager Papers with report Appendix A: Damage by service area year on year Appendix B: Vehicle replacement programme Ward All HEADLINES This report provides detail around the composition of the Council fleet, the key challenges within fleet and future decision making around the fleet replacement programme. RECOMMENDATIONS That the Committee notes the content of the report. SUPPORTING INFORMATION FLEET COMPOSITION The table below shows the present fleet including Council owned, hired vehicles and the means of propulsion. Description Owned Hired ICE Internal Combustion Engine. I.e Diesel EV Electric Vehicles Hybrid 26T RCV 31 1 32 0 0 18T RCV 1 1 2 0 0 12T RCV 5 0 5 0 0 Large Sweepers 6 0 6 0 0 Small Sweepers 10 0 10 0 0 Grab Lorries 4 0 4 0 0 Caged Tippers 33 0 33 0 0 Tippers 37 6 43 0 0 Highways Tippers 6 1 7 0 0 Large Vans 14 0 14 0 0 Medium Vans 36 16 52 0 0 Small Vans 30 10 40 0 0 Pool Cars 8 1 1 3 5 Large Machines 4 0 4 0 0 Minibuses 32 4 36 0 0 257 40 289 3 5 Classification: Part I – Public Corporate Resources and Infrastructure Select Committee – 19 November 2024 FLEET CHALLENGES The main challenge for Fleet relates to driver behaviour and fleet damage. Combined fleet damage is costing the Council more than £800k per annum. Costs are incurred on all vehicles but the majority, c.80% relate to Waste & Street Cleansing operations. The 80% is broadly in line with expectations given the number, size and functions of those vehicles. The cost of fleet damage remains under ongoing review by fleet management with actions continuing to be taken. Reasons for the high costs are wide and varied:  Data & Management Oversight – Historically, data has not been available to provide sufficient management oversight and enable the correct decisions to be taken. This has improved significantly over the last 1 8 months with the purchase and installation of new ‘tracker’ devices and improved reporting. Further steps are underway with the Councils Digital and Intelligence team to improve reporting further using Power BI tools.  Ownership – Vehicles and associated budgets are managed by the Fleet Team although are used by operational service areas thus creating a disconnect in ownership, especially related to costs. To ensure cost of vehicle damage is borne by those who use the vehicles, Officers are reviewing recharge arrangements related to fleet damage.  Nature of the Fleet - The nature of a municipal fleet, the range of vehicles being operated, and the tasks being undertaken mean this is very different from an average ‘road’ fleet undertaking the same function day in and day out. Hillingdon vehicles operate in challenging operational environments where damage is more likely to be incurred. In order to manage this, fleet are increasingly involving manufacturers in final specifications for vehicles. A recent example of this is new machines purchased for use at New Years Green Lane depot where the manufacturers observed operational practice and suggested some changes to the specification which would improve longevity, reduce damage and increase performance.  External Factors – The cost of operating any vehicle continues to rise and specifically costs related to insurance, repair & maintenance. This has inevitably fed through into the cost incurred by LBH for repair of its own vehicles and those subject to insurance related claims.  Culture - The current ‘job and finish’ approach to work scheduling in some teams within the Council offers operational flexibility but can lead to a precipitance to finish. This inevitably contributes to the increase in fleet damage although to what extent is unknown. A Fleet Forum comprising operational and senior managers is in place to help address the issues and drive down the costs being incurred. One of the outputs of this forum is combined insurance/damage reporting which requires the operational teams to record actions taken for incidents costing more than £1000. The forum ens ures specific instances of damage are monitored although it is not yet translating into demonstrable outcomes. Classification: Part I – Public Corporate Resources and Infrastructure Select Committee – 19 November 2024 The Fleet Team are also engaging with other boroughs with similar fleets and operating conditions to determine a benchmark of how Hillingdon's performance compares. Driver behaviour is closely connected to fleet damage although offers a broader perspective on how driver performance can impact on fleet costs. The tracking devices offer a range of data including harsh breaking, fast cornering, exc essive acceleration, speeding incidents etc. The system takes all this data to produce a EEDI (Eco Efficient Driver Index) score for the drivers that is used to monitor overall performance and specifically used in regular discussions with the poor performing individuals. Improvements have been seen from this action. The EEDI score is a leading indicator of fuel consumption and wear and tear on vehicles. Inevitably, vehicles driven with a higher EEDI score will have commensurately better fuel consumption. With an annual fuel spend of c.£480k per annum for the Refuse Collection Vehicles, a 10% reduction has provided a saving of c £48k over the year. With a fleet of 297 vehicles and the associated costs of acquisition, maintenance, repair and operation there is always a need to consider the utilisation of the fleet – i.e. Are we using the vehicles in a way that maximises its value? Much progress has been made on this over the past few years with decisions taken to hire Winter Gritters for 6 months of the year rather than own outright. Equally, the refuse vehicles are now supplemented in the summer using hire vehicles for green waste collection. A review has been carried out on the Green Spaces fleet on the basis there will be opportunity to reduce during the winter months. Good progress has been made on fleet utilisation in the last 18 months with 4 vehicles removed from the fleet and arrangements in place to hold underutilised vehicles in pool arrangements for use across departments as required. FLEET REPLACEMENT PROGRAMME The Council has a cyclical vehicle replacement programme to ensure that the fleet maintains an optimum balance of cost and reliability. This involves replacement of vehicles on average after 7 years. In some cases, fleet wear & tear is such that vehicles only have a feasible working life of 5 years. This would be typical of small sweepers. In other situations vehicle life can be stretched over 10 years where vehicles have been subject to lower usage over their life – eg Youth Services Bus. There are currently 96 frontline service vehicles which have reached the end of their serviceable life and are now subject to daily ULEZ fees. All the vehicles are in their ninth year of operation, reliability is falling, and the maintenance costs are growing beyond what is economic to maintain. The need to hire temporary vehicles whilst repairs take place and ensure ongoing service provision adds pressure to fleet budgets. Whilst there is agreement that replacement vehicles are required and this has been approved at September cabinet, LBH has for the first time, a viable choice between electric and diesel replacements. In this phase of purchasing the working recommendation is to replace 32 vehicles with electric equivalents and the balance with diesel. This decision is based on a number of factors including location and availability of charging facilities for operatives, speed of charging, charging infrastructure including grid capacity at council facilities, pay load, costs, range and maintenance. Classification: Part I – Public Corporate Resources and Infrastructure Select Committee – 19 November 2024 The acquisition of 32 vehic les will allow Fleet and user teams to develop their operational understanding of how a greater number of EV vehicles could be operated and maintained in the future. It must be noted that major investment will be needed in electrical power supply to Ha rlington Road depot to support future growth in the electric vehicle fleet. In terms of other heavier and non-standard vehicles, the electric market is less well developed in terms of options, but the Fleet Team continue to test options when they become available. Over the past few months, this has included trails of an electric powered 26T Refuse Collection Vehicle and a few small sweepers. Electric versions of larger vehicles are significantly more expensive to purchase (eg an electric EV is c. £480k compared to a diesel equivalent £203k) and more detailed analysis will take place at the time of purchase to understand total life cost of each option and the legislative frameworks at the time. All trials of EV’s have concluded with positive results and will be factored into future considerations when the existing fleet vehicles need replacement. PERFORMANCE DATA None at this stage. RESIDENT BENEFIT The operation of a safe, effective and efficient fleet supports the delivery of front-line council services including, waste services, street cleansing, housing repairs and transportation services. FINANCIAL IMPLICATIONS There are no direct financial implications associated with this report. LEGAL IMPLICATIONS None BACKGROUND PAPERS NIL

Damage - Year end 2020/21 Damage - Year end 2021/22 Damage - Year end 2022/23 Damage - Year end 2023/24 Waste Departments Waste Departments Waste Departments Waste Departments Department Value Department Value Department Value Department Value Domestic Waste £184,537 Domestic Waste £117,424 Domestic Waste £152,901 Domestic Waste £189,831 Street Cleansing £63,989 Street Cleansing £34,118 Street Cleansing £42,350 Street Cleansing £78,830 NYGL £67,007 NYGL £32,464 NYGL £44,016 NYGL £48,276 Care Taking £2,695 Care Taking £1,505 Care Taking £2,902 Care Taking £5,648 Special Collections £10,649 Special Collections £42,127 Special Collections £23,853 Special Collections £13,296 £328,877 £227,638 £266,022 £335,881 Others Others Others Others Breakspear £1,027 Breakspear £0 Breakspear £0 Breakspear £0 Resident Services BSU £6,583 Resident Services BSU £0 Resident Services BSU £0 Resident Services BSU £11,108 Car Park Management £468 Car Park Management £1,629 Car Park Management £5,098 Car Park Management £0 Green Spaces £24,789 Green Spaces £24,477 Green Spaces £23,263 Green Spaces £26,041 Highways £9,257 Highways £8,219 Highways £8,416 Highways £9,246 Repairs £32,813 Repairs £28,996 Repairs £19,490 Repairs £21,265 Library £120 Library £267 Library £420 Library £0 Passenger Services £9,200 Passenger Services £8,166 Passenger Services £15,543 Passenger Services £15,035 Project and Events £0 Project and Events £1,651 Project and Events £0 Project and Events £0 Youth Conx £764 Youth Conx £0 Youth Conx £227 Youth Conx £0 Trading Standards £62 Trading Standards £48 Trading Standards £1,026 Trading Standards £0 ASBIT Team £48 ASBIT Team £851 ASBIT Team £0 ASBIT Team £0 Fleet Management £24 Fleet Management £372 Fleet Management £0 Fleet Management £0 Merrifield £48 Merrifield £925 Merrifield £0 Merrifield £0 HRD Stores £4,446 HRD Stores £0 HRD Stores £0 HRD Stores £0 Charville Lane £183 Charville Lane £0 Charville Lane £3,162 Charville Lane £0 Social Services £0 Social Services £1,936 Social Services £0 Social Services £429 Facilities £0 Facilities £1,635 Facilities £0 Facilities £0 £89,832 £79,172 £76,645 £83,124 Total £418,709 Total £306,810 Total £342,667 Total £419,005 Total Incidents 798 Total Incidents 654 Total Incidents 664 Total Incidents 784 Claims against Insurance Earmarked reservce make the balance of the circa £800k Period 2023 - 2024 Apr-23 May-23 Jun-23 Jul-23 Aug-23 Sep-23 Oct-23 Nov-23 Dec-23 Jan-24 Feb-24 Mar-24 Year End DE Damage £12,189 £22,318 £23,815 £13,695 £41,137 £11,543 £42,908 £27,641 £20,144 £23,546 £35,946 £21,927 £296,809 Other Damage £9,973 £10,152 £7,122 £9,696 £12,559 £10,555 £12,532 £10,946 £7,907 £6,593 £12,511 £11,650 £122,196 £419,005 Incidents 52 91 70 49 86 65 80 84 58 59 58 32 784 Period 2024 - 2025 Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb-25 Mar-25 Full Year Damage £23,672 £20,259 £26,615 £44,151 £24,334 £19,391 £277,624 Other Damage £3,078 £80 £3,940 £8,374 £2,940 £12,206 £73,212 £350,836 Incidents 59 58 49 96 63 72 793 Spend Incidents Year to date £189,040 397 23/24 equivalent £184,754 413

Proposed Vehicle Replacement Programme - All vehicles subject to operational requirements, business case approval and capital release - Blue; indicative prices based on Diesel vehicles (subject to review of market options, full life cost, affordability and operational suitability) - Green; indicatives prices based on Electric vehicle (subject to review of market options, full life cost, affordability and operational suitability) VEHICLE REPLACEMENT TIMING/COSTS £000 REG DESCRIPTION Purchased Expected Replacement 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 TOTAL VF19CVN REFUSE COLLECTION VEHICLE WITH BIN LIFT 2019 2026 0 0 215 0 0 0 215 VF19CVY REFUSE COLLECTION VEHICLE 2019 2026 0 0 190 0 0 0 190 VF19CVZ REFUSE COLLECTION VEHICLE 2019 2026 0 0 190 0 0 0 190 VF19CWK REFUSE COLLECTION VEHICLE WITH BIN LIFT 2019 2026 0 0 215 0 0 0 215 VF19CWA REFUSE COLLECTION VEHICLE 2019 2026 0 0 190 0 0 0 190 VF19CWC REFUSE COLLECTION VEHICLE 2019 2026 0 0 190 0 0 0 190 VF19CWD REFUSE COLLECTION VEHICLE 2019 2026 0 0 190 0 0 0 190 VF19CWG REFUSE COLLECTION VEHICLE 2019 2026 0 0 190 0 0 0 190 VF19CWL REFUSE COLLECTION VEHICLE WITH BIN LIFT 2019 2026 0 0 215 0 0 0 215 VF19CWE REFUSE COLLECTION VEHICLE 2019 2026 0 0 190 0 0 0 190 VK71UCC REFUSE COLLECTION VEHICLE WITH BIN LIFT 2021 2028 0 0 0 0 480 0 480 VK71UCD REFUSE COLLECTION VEHICLE WITH BIN LIFT 2021 2028 0 0 0 0 480 0 480 VK71UCE REFUSE COLLECTION VEHICLE WITH BIN LIFT 2021 2028 0 0 0 0 480 0 480 VK71UCG REFUSE COLLECTION VEHICLE WITH BIN LIFT 2021 2028 0 0 0 0 480 0 480 VK71UCF REFUSE COLLECTION VEHICLE WITH BIN LIFT 2021 2028 0 0 0 0 480 0 480 VK71UCO REFUSE COLLECTION VEHICLE 2021 2028 0 0 0 0 460 0 460 VK71UCN REFUSE COLLECTION VEHICLE 2021 2028 0 0 0 0 460 0 460 VK71UCH REFUSE COLLECTION VEHICLE WITH BIN LIFT 2021 2028 0 0 0 0 480 0 480 VK71UCJ REFUSE COLLECTION VEHICLE WITH BIN LIFT 2021 2028 0 0 0 0 480 0 480 VK71YTX REFUSE COLLECTION VEHICLE WITH BIN LIFT 2021 2028 0 0 0 0 480 0 480 VK71UCL REFUSE COLLECTION VEHICLE WITH BIN LIFT 2021 2028 0 0 0 0 480 0 480 VK71UCM REFUSE COLLECTION VEHICLE WITH BIN LIFT 2021 2028 0 0 0 0 480 0 480 VK71UCB REFUSE COLLECTION VEHICLE WITH BIN LIFT 2021 2028 0 0 0 0 480 0 480 VK71UCA REFUSE COLLECTION VEHICLE WITH BIN LIFT 2021 2028 0 0 0 0 480 0 480 VK71JBV REFUSE COLLECTION VEHICLE 18t 2021 2028 0 0 0 0 435 0 435 VX15KKM REFUSE COLLECTION VEHICLE 2015 2022 0 205 0 0 0 0 205 VX15KKN REFUSE COLLECTION VEHICLE 2015 2022 0 205 0 0 0 0 205 VO15KZZ REFUSE COLLECTION VEHICLE WITH BIN LIFT 2015 2022 0 205 0 0 0 0 205 VU68 NHN REFUSE COLLECTION VEHICLE 2018 2025 0 205 0 0 0 0 205 VU68 NHO REFUSE COLLECTION VEHICLE 2018 2025 0 205 0 0 0 0 205 VU68 NHL REFUSE COLLECTION VEHICLE 2018 2025 0 205 0 0 0 0 205 VU68 NHM REFUSE COLLECTION VEHICLE 2018 2025 0 205 0 0 0 0 205 LK64JFX MITSUBISHI NTM SCRAPPED 0 0 0 0 0 0 0 KD15NDC MITSUBISHI NTM SCRAPPED 0 0 0 0 0 0 0 LN64GAA SWEEPER 7.5t 2014 2021 0 150 0 0 0 0 150 Proposed Vehicle Replacement Programme - All vehicles subject to operational requirements, business case approval and capital release - Blue; indicative prices based on Diesel vehicles (subject to review of market options, full life cost, affordability and operational suitability) - Green; indicatives prices based on Electric vehicle (subject to review of market options, full life cost, affordability and operational suitability) VEHICLE REPLACEMENT TIMING/COSTS £000 REG DESCRIPTION Purchased Expected Replacement 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 TOTAL LN64GEJ SWEEPER 15t 2014 2021 0 165 0 0 0 0 165 RK15DVL IVEO TRAKKER GRAB 2015 2022 0 160 0 0 0 0 160 RK65PXN IVEO TRAKKER GRAB 2015 2022 0 160 0 0 0 0 160 BD17LUB IVECO LIBRARY 2017 2024 0 0 123 0 0 0 123 LJ19FEF SMALL SWEEPER 2019 2024 0 95 0 0 0 250 345 LJ19FFE SMALL SWEEPER 2019 2024 0 95 0 0 0 250 345 LJ19FOT SMALL SWEEPER 2019 2024 0 95 0 0 0 250 345 LJ19FFC SMALL SWEEPER 2019 2024 0 95 0 0 0 250 345 LJ19FNW SMALL SWEEPER 2019 2024 0 95 0 0 0 250 345 LJ19FNY SMALL SWEEPER 2019 2024 0 95 0 0 0 250 345 LJ19FNZ SMALL SWEEPER 2019 2024 0 95 0 0 0 250 345 LJ19FOA SMALL SWEEPER 2019 2024 0 0 0 0 0 0 0 LJ19FNX SMALL SWEEPER 2019 2024 0 0 0 0 0 0 0 LO19HPX HAKO SWEEPER 2019 2024 0 0 0 0 0 0 0 RO24ESG 4.5T TIPPER 2024 2031 0 0 0 0 0 0 0 RO24EFR 4.5T TIPPER 2024 2031 0 0 0 0 0 0 0 LO22WDN 7.5T TIPPER 2022 2030 0 0 0 0 0 0 0 LO22WDT 7.5T TIPPER 2022 2030 0 0 0 0 0 0 0 LO22WDR 7.5T TIPPER 2022 2030 0 0 0 0 0 0 0 LO22WDF 7.5T TIPPER 2022 2030 0 0 0 0 0 0 0 RK15DVJ BOTTLE BANK 2015 2022 0 0 160 0 0 0 160 CU63EDV GRAB TIPPER 2013 2020 0 0 80 0 0 0 80 RX63YLR 3.5T LUTON 2013 2028 0 0 27 0 0 0 27 RO63WLC 7.5T SPECIAL COLL 2013 2020 0 0 65 0 0 0 65 AE65TGN HI WAYS TIPPER 3.5T 2015 2021 36 0 0 0 0 0 36 AE65TGZ HI WAYS TIPPER 3.5T 2015 2021 36 0 0 0 0 0 36 AE15WWT MEDIUM SIZE VAN 2015 2021 28 0 0 0 0 0 28 AE15WXK MEDIUM SIZE VAN 2015 2021 28 0 0 0 0 0 28 AE15WWC MEDIUM SIZE VAN 2015 2021 28 0 0 0 0 0 28 AE15WWM MEDIUM SIZE VAN 2015 2021 28 0 0 0 0 0 28 AE15WWK MEDIUM SIZE VAN 2015 2021 28 0 0 0 0 0 28 AE15WXX MEDIUM SIZE VAN 2015 2021 28 0 0 0 0 0 28 AE15WXS MEDIUM SIZE VAN 2015 2021 28 0 0 0 0 0 28 AF15HCC TRANSIT HIGH TOP 2015 2021 32 0 0 0 0 0 32 AF15GZR TRANSIT HIGH TOP 2015 2021 32 0 0 0 0 0 32 Proposed Vehicle Replacement Programme - All vehicles subject to operational requirements, business case approval and capital release - Blue; indicative prices based on Diesel vehicles (subject to review of market options, full life cost, affordability and operational suitability) - Green; indicatives prices based on Electric vehicle (subject to review of market options, full life cost, affordability and operational suitability) VEHICLE REPLACEMENT TIMING/COSTS £000 REG DESCRIPTION Purchased Expected Replacement 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 TOTAL AF15GZY TRANSIT HIGH TOP 2015 2021 32 0 0 0 0 0 32 AF15HBY TRANSIT HIGH TOP 2015 2021 32 0 0 0 0 0 32 AE15WWF VAN SMALL 2015 2021 21 0 0 0 0 0 21 AE15WWP VAN SMALL 2015 2021 21 0 0 0 0 0 21 AE15WXF VAN SMALL 2015 2021 21 0 0 0 0 0 21 AE15WWZ VAN SMALL 2015 2021 21 0 0 0 0 0 21 AE15WXJ VAN SMALL 2015 2021 21 0 0 0 0 0 21 AE15WXO MEDIUM SIZE VAN 2015 2021 28 0 0 0 0 0 28 AF15HCG TRANSIT HIGH TOP 2015 2021 32 0 0 0 0 0 32 AF15HBD TRANSIT HIGH TOP 2015 2021 32 0 0 0 0 0 32 AF15GZH TRANSIT HIGH TOP 2015 2021 32 0 0 0 0 0 32 AF15HCE HI WAYS TIPPER 3.5T 2015 2021 28 0 0 0 0 0 28 AF15GZJ TRANSIT HIGH TOP 2015 2021 32 0 0 0 0 0 32 AE15WWL MEDIUM SIZE VAN 2015 2021 28 0 0 0 0 0 28 AE15WWN MEDIUM SIZE VAN 2015 2021 28 0 0 0 0 0 28 AE15WXN MEDIUM SIZE VAN 2015 2021 28 0 0 0 0 0 28 AE15WVY MEDIUM SIZE VAN 2015 2021 28 0 0 0 0 0 28 AF15GZO TRANSIT HIGH TOP 2015 2021 32 0 0 0 0 0 32 AF15HBA TRANSIT HIGH TOP 2015 2021 32 0 0 0 0 0 32 AF15HBP TRANSIT HIGH TOP 2015 2021 32 0 0 0 0 0 32 AF15GZM TRANSIT HIGH TOP 2015 2021 32 0 0 0 0 0 32 AF15HAU TRANSIT HIGH TOP 2015 2021 32 0 0 0 0 0 32 AF15HCD TRANSIT HIGH TOP 2015 2021 32 0 0 0 0 0 32 AF65FCL HI WAYS TIPPER 3.5T 2015 2021 36 0 0 0 0 0 36 AE15WWY MEDIUM SIZE VAN 2015 2021 32 0 0 0 0 0 32 AE15WWB MEDIUM SIZE VAN 2015 2021 32 0 0 0 0 0 32 AF15GZZ TRANSIT HIGH TOP 2015 2021 32 0 0 0 0 0 32 AF15HBO MEDIUM SIZE VAN 2015 2021 28 0 0 0 0 0 28 AE15WWG SMALL VAN 2015 2021 20 0 0 0 0 0 20 AE15WXA SMALL VAN 2015 2021 20 0 0 0 0 0 20 AE15WXY SMALL VAN 2015 2021 20 0 0 0 0 0 20 AE15WXZ SMALL VAN 2015 2021 20 0 0 0 0 0 20 AF15HCA SMALL VAN 2015 2021 20 0 0 0 0 0 20 AF15GZX SMALL VAN 2015 2021 24 0 0 0 0 0 24 AF15HBK SMALL VAN 2015 2021 24 0 0 0 0 0 24 Proposed Vehicle Replacement Programme - All vehicles subject to operational requirements, business case approval and capital release - Blue; indicative prices based on Diesel vehicles (subject to review of market options, full life cost, affordability and operational suitability) - Green; indicatives prices based on Electric vehicle (subject to review of market options, full life cost, affordability and operational suitability) VEHICLE REPLACEMENT TIMING/COSTS £000 REG DESCRIPTION Purchased Expected Replacement 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 TOTAL AF15HBZ SMALL VAN 2015 2021 24 0 0 0 0 0 24 AF15GZW SMALL VAN 2015 2021 24 0 0 0 0 0 24 AF15HBX SMALL VAN 2015 2021 24 0 0 0 0 0 24 AF15HBJ SMALL VAN 2015 2021 23 0 0 0 0 0 23 AE15WVZ SMALL VAN 2015 2021 20 0 0 0 0 0 20 AE15WXP MEDIUM SIZE VAN 2015 2021 32 0 0 0 0 0 32 AE15WWR MEDIUM SIZE VAN 2015 2021 32 0 0 0 0 0 32 AE15WXD MEDIUM SIZE VAN 2015 2021 32 0 0 0 0 0 32 AF15HBE HI WAYS TIPPER 3.5T 2015 2021 48 0 0 0 0 0 48 AF65FCP HI WAYS TIPPER 3.5T 2015 2021 48 0 0 0 0 0 48 AF15HAX HI WAYS TIPPER 3.5T 2015 2021 48 0 0 0 0 0 48 AF15GZT HI WAYS TIPPER 3.5T 2015 2021 48 0 0 0 0 0 48 AF15GZS HI WAYS TIPPER 3.5T 2015 2021 48 0 0 0 0 0 48 AF15HBC HI WAYS TIPPER 3.5T 2015 2021 48 0 0 0 0 0 48 AF15GZL HI WAYS TIPPER 3.5T 2015 2021 48 0 0 0 0 0 48 AF15HBB HI WAYS TIPPER 3.5T 2015 2021 48 0 0 0 0 0 48 AF15GZU HI WAYS TIPPER 3.5T 2015 2021 48 0 0 0 0 0 48 AF65FCE HI WAYS TIPPER 3.5T 2015 2021 48 0 0 0 0 0 48 AF65FCY HI WAYS TIPPER 3.5T 2015 2021 48 0 0 0 0 0 48 AF65FCO HI WAYS TIPPER 3.5T 2015 2021 48 0 0 0 0 0 48 AF65FCC HI WAYS TIPPER 3.5T 2015 2021 34 0 0 0 0 0 34 AF65FDG HI WAYS TIPPER 3.5T 2015 2021 34 0 0 0 0 0 34 AF65FCD HI WAYS TIPPER 3.5T 2015 2021 34 0 0 0 0 0 34 AF65FCN HI WAYS TIPPER 3.5T 2015 2021 34 0 0 0 0 0 34 AF65FBZ HI WAYS TIPPER 3.5T 2015 2021 34 0 0 0 0 0 34 AF65FBY HI WAYS TIPPER 3.5T 2015 2021 34 0 0 0 0 0 34 AF65FDD HI WAYS TIPPER 3.5T 2015 2021 34 0 0 0 0 0 34 AF65FDE HI WAYS TIPPER 3.5T 2015 2021 34 0 0 0 0 0 34 AF65FCJ TIPPER 2015 2021 34 0 0 0 0 0 34 AF65FCV TIPPER 2015 2021 34 0 0 0 0 0 34 AF65FDA TIPPER 2015 2021 34 0 0 0 0 0 34 AF65FDC TIPPER 2015 2021 34 0 0 0 0 0 34 AF65FCA TIPPER 2015 2021 34 0 0 0 0 0 34 AF65FCG CAGE TIPPER 3.5T 2015 2021 34 0 0 0 0 0 34 AE15WXB SMALL VAN 2015 2021 30 0 0 0 0 0 30 Proposed Vehicle Replacement Programme - All vehicles subject to operational requirements, business case approval and capital release - Blue; indicative prices based on Diesel vehicles (subject to review of market options, full life cost, affordability and operational suitability) - Green; indicatives prices based on Electric vehicle (subject to review of market options, full life cost, affordability and operational suitability) VEHICLE REPLACEMENT TIMING/COSTS £000 REG DESCRIPTION Purchased Expected Replacement 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 TOTAL AE15WWS SMALL VAN 2015 2021 30 0 0 0 0 0 30 AE15WXH SMALL VAN 2015 2021 30 0 0 0 0 0 30 AE15WXM SMALL VAN 2015 2021 20 0 0 0 0 0 20 AE15WXT SMALL VAN 2015 2021 20 0 0 0 0 0 20 AE15WWA SMALL VAN 2015 2021 20 0 0 0 0 0 20 AE15WWD SMALL VAN 2015 2021 20 0 0 0 0 0 20 AE15WWH SMALL VAN 2015 2021 20 0 0 0 0 0 20 AF15HBL SMALL VAN 2015 2021 20 0 0 0 0 0 20 AF65FDJ TRANSIT HIGH TOP 2015 2021 32 0 0 0 0 0 32 AF65FCU FORD TRANSIT CAGE 2015 2021 36 0 0 0 0 0 36 AF65FCX CAGED TIPPER 2015 2021 36 0 0 0 0 0 36 AF65FCZ CAGE TIPPER 3.5T 2015 2021 36 0 0 0 0 0 36 54257 HITACHI 360D EXCAVATOR 2014 2020 278 0 0 0 0 0 278 54258 HITACHI ZW180 LOADING SHOVEL 2014 2020 307 0 0 0 0 0 307 54262 CASE NJHE12076 LOADING SHOVEL 2017 2023 307 0 0 0 0 0 307 54231 VOLVO LOADING SHOVEL 2014 2020 309 0 0 0 0 0 309 GK69NUW 30 SEATER PSV 2019 2027 0 0 0 135 0 0 135 GK69NUX 30 SEATER PSV 2019 2027 0 0 0 135 0 0 135 GK69NUY 30 SEATER PSV 2019 2027 0 0 0 135 0 0 135 GK69NVA 30 SEATER PSV 2019 2027 0 0 0 135 0 0 135 LX69BFU 16 SEATER PSV 2019 2027 0 0 0 105 0 0 105 LX69BGO 16 SEATER PSV 2019 2027 0 0 0 105 0 0 105 LX69BFP 16 SEATER PSV 2019 2027 0 0 0 105 0 0 105 LX69BFF 16 SEATER PSV 2019 2027 0 0 0 105 0 0 105 LX69BGU 16 SEATER PSV 2019 2027 0 0 0 105 0 0 105 LX69BEO 16 SEATER PSV 2019 2027 0 0 0 105 0 0 105 LX69BEJ 16 SEATER PSV 2019 2027 0 0 0 105 0 0 105 LX69BGF 16 SEATER PSV 2019 2027 0 0 0 105 0 0 105 LX69BDY 16 SEATER PSV 2019 2027 0 0 0 105 0 0 105 LX69BDU 16 SEATER PSV 2019 2027 0 0 0 105 0 0 105 LX69BDV 16 SEATER PSV 2019 2027 0 0 0 105 0 0 105 LX69BDF 16 SEATER PSV 2019 2027 0 0 0 105 0 0 105 LX69BCZ 16 SEATER PSV 2019 2027 0 0 0 105 0 0 105 LX69BDO 16 SEATER PSV 2019 2027 0 0 0 105 0 0 105 LX69BFN 16 SEATER PSV 2019 2027 0 0 0 105 0 0 105 Proposed Vehicle Replacement Programme - All vehicles subject to operational requirements, business case approval and capital release - Blue; indicative prices based on Diesel vehicles (subject to review of market options, full life cost, affordability and operational suitability) - Green; indicatives prices based on Electric vehicle (subject to review of market options, full life cost, affordability and operational suitability) VEHICLE REPLACEMENT TIMING/COSTS £000 REG DESCRIPTION Purchased Expected Replacement 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 TOTAL LX69BDZ 16 SEATER PSV 2019 2027 0 0 0 105 0 0 105 LX69BBV 16 SEATER PSV 2019 2027 0 0 0 105 0 0 105 LX69BFM 16 SEATER PSV 2019 2027 0 0 0 105 0 0 105 LX69BDE 16 SEATER PSV 2019 2027 0 0 0 105 0 0 105 LX69BFO 16 SEATER PSV 2019 2027 0 0 0 105 0 0 105 LX69BCF 8 SEATER PSV 2019 2027 0 0 0 64 0 0 64 LX69BBZ 8 SEATER PSV 2019 2027 0 0 0 64 0 0 64 LR69XZX LARGE SWEEPER 2019 2027 0 0 0 176 0 0 176 LR69YAD LARGE SWEEPER 2019 2027 0 0 0 176 0 0 176 LR69YAE LARGE SWEEPER 2019 2027 0 0 0 176 0 0 176 LR69XZW LARGE SWEEPER 2019 2027 0 0 0 176 0 0 176 LP69WEF 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LP69WEH 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LP69WEJ 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LP69WEO 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LP69WEU 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LN20YHF 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LN20YHG 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LN20YHH 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LN20YHJ 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LN20YHK 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LN20YHL 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LN20YHM 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LN20YHO 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LN20YHP 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LN20YHR 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LN20YHS 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LN20YHT 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LN20YHU 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LN20YHV 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LN20YHW 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LN20YHX 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LN20YHY 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LN20YHZ 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LN20YJA 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 Proposed Vehicle Replacement Programme - All vehicles subject to operational requirements, business case approval and capital release - Blue; indicative prices based on Diesel vehicles (subject to review of market options, full life cost, affordability and operational suitability) - Green; indicatives prices based on Electric vehicle (subject to review of market options, full life cost, affordability and operational suitability) VEHICLE REPLACEMENT TIMING/COSTS £000 REG DESCRIPTION Purchased Expected Replacement 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 TOTAL LN20YJB 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LN20YJC 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 LN20YJD 3.5T CAGE TIPPER 2020 2026 0 0 35 0 0 0 35 RK70NFE MEDIUM CAR 2020 2026 0 0 0 45 0 0 45 RK70NFF MEDIUM CAR 2020 2026 0 0 0 45 0 0 45 RK70NFG MEDIUM CAR 2020 2026 0 0 0 45 0 0 45 RK70NFJ MEDIUM CAR 2020 2026 0 0 0 45 0 0 45 RK70NFO MEDIUM CAR 2020 2026 0 0 0 45 0 0 45 RO70WLR MEDIUM CAR 2020 2026 0 0 0 45 0 0 45 RO70WMG MEDIUM CAR 2020 2026 0 0 0 45 0 0 45 RO70WLJ MEDIUM CAR 2020 2026 0 0 0 45 0 0 45 LM22LHF 4x4 PICKUP D/CAB 2022 2027 0 0 0 0 0 0 0 AF72YMX LUTON VAN 2022 2027 0 0 0 0 0 0 0 AF72YMV LUTON VAN 2022 2027 0 0 0 0 0 0 0 YM71UGV FORD CONNECT 2021 2027 0 0 0 0 25 0 25 YS71UZM FORD CUSTOM 2021 2027 0 0 0 0 25 0 25 YM71UHC FORD CONNECT 2021 2027 0 0 0 0 25 0 25 YM71UHE FORD CONNECT 2021 2027 0 0 0 0 25 0 25 YM71UGS FORD CONNECT 2021 2027 0 0 0 0 25 0 25 YM71UGX FORD CONNECT 2021 2027 0 0 0 0 25 0 25 YM71UGW FORD CONNECT 2021 2027 0 0 0 0 25 0 25 AE72DVR 3.5T TIPPER 2022 2027 0 0 0 0 0 0 0 YS71UZL FORD CUSTOM 2021 2027 0 0 0 0 35 0 35 YS71VAJ FORD CUSTOM 2021 2027 0 0 0 0 35 0 35 YS71UZK FORD CUSTOM 2021 2027 0 0 0 0 35 0 35 YS71UHC FORD CUSTOM 2021 2027 0 0 0 0 35 0 35 YS71UZU FORD CUSTOM 2021 2027 0 0 0 0 35 0 35 YS71VAE FORD CUSTOM 2021 2027 0 0 0 0 35 0 35

Classification: Public Corporate Resources and Infrastructure Select Committee – 19 November 2024 / Update on Hayes Regeneration Project Committee name Corporate Resources and Infrastructure Select Committee Officer reporting Michael Naughton, Head of Capital Programme Works Service Papers with report None Ward Hayes Town and Wood End HEADLINES This report provides an update regarding the ongoing delivery of the Hayes Regeneration Project. The regeneration of the two estates contributes to the Council’s Housing Strategy 2021/22 - 2025/26. Additionally, the report supports the wider Council Strategy 2022-2026 and the Council’s ambition for residents to ‘Live in good quality, affordable homes in connected communities’. RECOMMENDATION: That the Committee note the content of the report. SUPPORTING INFORMATION Background Hayes Town Centre Estate, sometimes known as Austin Road Estate, consists of 260 homes including 79 leasehold properties built in the 1970s consisting of medium rise flats and maisonettes with a high-rise point block of 15 storeys, made up of a mixture of 1,2 and 3 bedroom homes. The Avondale Drive Estate, also in Hayes, contains 144 homes, of which 28 are leasehold properties. The Estate consists of three ‘system built’ 12 storey point blocks constructed in the late 1960s and all flats have two bedrooms. In response to concerns raised by residents about building condition and anti-social behaviour on these estates, t he Council has been exploring ways to improve the standard of residential provision for current residents. It has also taken into account the opportunity to deliver additional housing supply and a high - quality public realm, which is in line with its planni ng policies for Hayes town centre, the Hayes Housing Zone and the Borough generally. Following options appraisal, in October 2020 Cabinet agreed that officers should undertake further design work on a redevelopment option for both estates, in consultation with residents, Classification: Public Corporate Resources and Infrastructure Select Committee – 19 November 2024 with final proposals on the re-housing offer and indicative design to be put to residents in a GLA compliant resident ballot. In May 2021 the results of the two ballots were both positive, 79% in favour at Hayes Town Centre and 94% in favour at Avondale Drive. To ensure that the redevelopment could be delivered, in June 2021 the Cabinet authorised officers to undertake a developer procurement exercise for the two estates, and a strategic pipeline of projects. They also authorised the submiss ion of two hybrid planning applications for the first two estates identified (Hayes Town Centre and Avondale Drive), alongside the acquisition strategy and possession strategy to facilitate an early start on site once a developer partner had been procured. On 24 March 2022 Cabinet approved Higgins PLC as the preferred bidder and granted delegated authority to approve the final contract terms to the Leader of the Council and Cabinet Members for Property and Infrastructure, Environment, Housing & Regeneration and Finance, in consultation with the Corporate Director of Place. On 11 July 2022 the Leader of the Council and Cabinet Members approved the final award of contract to Higgins Partnerships 1961 PLC as the developer partner for Hayes Town Centre and Avondale Drive Estates to facilitate their redevelopment and for the strategic pipeline of potential developments described in the procurement documents. In September 2022, the Council obtained planning consent for the scheme that residents were consulted on and the Council entered into contract with Higgins Partnerships to build new homes for the residents of the Estates. Following the decision by the Council to proceed with Higgins on HTC phases 1 and AVD 1a, a Deed of Variation (DoV) to the Development Agreem ent has been progressed with Higgins and it is now in place. Higgins is continuing to discharge planning conditions for HTC phase 1 and Avondale phase 1a. Higgins and the Council have been working together to explore accelerating the programme for future phases, both in accelerating the planning process but also the construction of future phases, which could involve redefining the extent of future phases or merging phases. PERFORMANCE DATA The contract with Higgins provides for the delivery of their proposed re -design of both Estates (subject to the Deed of Variation) , which compared to the Council’s planning consents for the Estates, results in an uplift in numbers of homes, including additional affordable homes and overall improved designs and phasing. Construction is planned to take place in five phases at Hayes Town Centre and three phases at Avondale Drive. The affordable housing at both Estates will be delivered earlier than originally envisaged, with the first phases at both Es tates delivering 110 homes for existing residents in 2025. The remaining affordable housing is planned to be completed later. Classification: Public Corporate Resources and Infrastructure Select Committee – 19 November 2024 The contract sets out key milestone events and associated target dates to deliver their scheme. Key target dates are set out below: Hayes Town Centre Practical Completion/Handover Phase 1: September 2025 Later Phases: To be agreed Avondale Practical Completion/Handover Phase 1A: July 2025 Later Phases: To be agreed Higgins started on site in September 2022 and has made good progress in carrying out enabling works including surveys, asbestos removal and utility disconnections, to facilitate demolition works starting at the end of May 2023. The works are currently due to complete on Phases 1 and 1A as per the above dates . Work has progressed on both sites and currently, phases 1 and 1A are at roof level and a topping out ceremony is scheduled for 15th November 2025. Higgins’ proposed design for Hayes Town Centre provides 551 homes, of which 276 are council homes, either for rent or returning leaseholders. The remaining 275 homes are for private sale. At Avondale Drive, Higgins’ proposed design provides 310 homes of which 121 are council homes, either for rent or returning leaseholders, with the remaining 189 for private sale. Higgin s has held a number of pre application meetings with the Council’s planners to progress implementing their proposed designs. Design consultations with residents at both Estates were held in January 2023, which were well received. RESIDENT BENEFIT At Hayes Town Centre, Higgins’ current proposed design at Hayes Town Centre provides 202 social rent, 45 London affordable rent and 28 shared equity homes and at Avondale Drive provides 121 homes for social rent and 3 homes for shared equity. Overall, their designs provide 12 more council homes than the Council’s consented planning scheme. Higgins’ scheme delivers the affordable housing at both Estates earlier than originally envisaged as set out above. The redevelopment will not only improve the physic al redevelopment but also the social environment by putting residents first. The contract with Higgins includes a comprehensive approach to stakeholder engagement including a senior Resident Liaison Officer and Resident Liaison Officer on each Estate. In a ddition, a wide range of Social Value Initiatives to meet the Classification: Public Corporate Resources and Infrastructure Select Committee – 19 November 2024 needs of the residents and local community will be delivered. In order to establish the needs and priorities of residents, the estate regeneration partnership team worked with residents at meet ings held in February and March 2023 to develop a social value charter and community activity plan for Hayes Town Centre and Avondale Drive Estates. The resulting priorities include providing opportunities for all residents regardless age or background to get involved, improve wellbeing and safety on the estates and better access to local facilities. To date initiatives have included an estate fun day, energy saving workshops, Eid Celebrations, estate coffee morning, quiz, football event, pizza event, etc., for residents to come together in a safe space post pandemic to address the needs of older and vulnerable adults on the estate, health awareness workshops in partnership with Hesa Clinic and a meeting with the Metropolitan Police. The benefits of these initiatives have included employment, raised residents’ awareness of ways to save money relating to energy and provided practical MOT health check advice around health, crime and community safety. Further timetabled activities include resident estate clean up days, engaging with youth through sport, family fun days, and bingo. Financial exclusion and digital workshops are also underway. Higgins has provided financial support to several organisations operating locally including the Austin Estate Sewing club and BUILD; a construction social enterprise to upskill residents. Future work with the estate resident engagement panels and wider community groups is planned to attract and unlock external match funding to run further initiatives in a multi partnership approach. Further consultation meetings have been held with the 17 no. resident leaseholders remaining on both estates to find out their future housing aspirations. A brochure providing further information on the shared equity option, including flat type layouts and prices, is being worked up. Details of how the process will work are being firmed up, as the leasehold properties will be acquired by the council under the Compulsory Purchase Order (CPO) process before 22nd March 2025, ahead of their new homes being completed in July-September 2025. The partnership will maximise job creation through construction apprentices and local labour opportunities and Hillingdon local businesses supply chains. From the start, a resident has been successful in being appointed as a Resident Liaison Officer and work is underway with BUILD to run a series of construction workshops for women. This has continued and further opportunities have now been filled locally. The social imp acts of the regeneration are monitored and evaluated at monthly scheme social value partnership meetings with representatives from the Council and Higgins. In addition, Higgins produce a quarterly monitoring report. A summary of information and events is outlined in the quarterly estate newsletters and partnership website. FINANCIAL IMPLICATIONS The approved MTFF budget for the Hayes Regeneration Programme is £160,982,000, covering both build costs and land assembly up to 29/30. As at the commencement of the 2024/25 financial year there is £132,298,000 of this sum remaining. Classification: Public Corporate Resources and Infrastructure Select Committee – 19 November 2024 As a consequence of regulatory changes and inflation since the budget was agreed, it is highly likely that the re-planned costs of the full project will exceed the total budget. Further work will be required to propose an amended total budget, and it should be noted that this work would need to make assumptions around inflation, as well as the outcome of future commercial negotiations that may not take place for a considerable peri od of time. This work will therefore be indicative for the time being. GLA funding of c. £50 million has been secured across both schemes. £20 million of this grant relates to Phases 1 at Hayes Town Centre and 1a at Avondale Drive, with the remaining amount relating to later phases. The Council has drawn down c.60% of the allocated grant on the basis the units will be delivered in line with programme dates reported to the GLA. LEGAL IMPLICATIONS None at this stage. BACKGROUND PAPERS Previous Cabinet decisions on the project APPENDICES Higgins & Hillingdon Council website link: https://www.hi-higgins.co.uk/

Corporate Resources and Infrastructure Select Committee – 11 November 2024 CABINET FORWARD PLAN Committee name Corporate Resources & Infrastructure Select Committee Officer reporting Anisha Teji, 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 Committee considers 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 consider 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 items 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 request 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 relevant Council information and other requests from the Committee as part of their work programme;  Where feasible, provide opportunities for committees to provide their input on forthcoming executive reports as set out in the Forward Plan to enable wider pre -decision scrutiny (in addition to those statutorily required to come before committees, i.e. policy framework documents – see para. 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 publication. These are automatically scheduled in advance to multi-year work programmes. Corporate Resources and Infrastructure Select Committee – 11 November 2024 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. BACKGROUND PAPERS  Protocol on Overview & Scrutiny and Cabinet relations adopted by Council 12 September 2019  Scrutiny Call-in App

Ref Scheduled Upcoming Decisions Further details Ward(s) Final decision by Full Council Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Consultation related to the decision NEW ITEM Public or Private (with reason) 259 Irrecoverable Corporate Debt Cabinet will consider a report to write off debts valued over 50k on non-domestic rates as irrecoverable debt, as required by the Council's Constitution. N/A Cllr Martin Goddard - Finance & Transformation Corporate Resources & Infrastructure Tiffany Boreham Richard Ennis NEW ITEM Private (3) SI Consideration of setting a licensed deficit budget for any schools in the Borough A standard report each year, where Cabinet may consider whether it is required to set any licensed deficit budget for any schools that have applied. TBC Cllr Susan O'Brien - Children, Families & Education / Cllr Martin Goddard - Finance & Transformation Corporate Resources & Infrastructure Danny Doherty Richard Ennis Public 232 Residential Property Acquisition Contract Following approval of a pilot scheme in May 2024 to seek external support for the acquisition and refurbishment of residential properties for social housing use, Cabinet will consider the outcome of a tender process for the wider use of external support for such activity. N/A Cllr Jonathan Bianco - Corporate Services & Property / Cllr Steve Tuckwell - Planning, Housing & Growth Corporate Resources & Infrastructure Craig Spence Karrie Whelan Private (3) 229 HRA Asset Management Plan This reports seeks approval of the Council's Asset Management Plan for the Housing Revenue Account, which provides details of how the Council will discharge is duty to properly maintain and manage its Social Housing properties. N/A Cllr Jonathan Bianco - Corporate Services & Property / Cllr Steve Tuckwell - Planning, Housing & Growth Corporate Resources & Infrastructure Bobby Finch Karrie Whelan Public SI Corporate Disposals Programme 2024/25 As part of the Corporate Disposal programme, Cabinet will consider recommendations on property and land disposals for the remainder of the financial year 2024-2025 and make the necessary decisions on sites to be declared surplus and provide delegated authority to enable the implementation of any decisions made. Various Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure James Raven / Julia Thompson Karrie Whelan Private (3) SI = Standard Item each month/regularly Cabinet meeting - Thursday 12 December 2024 (report deadline 20 November) 1 Ref Scheduled Upcoming Decisions Further details Ward(s) Final decision by Full Council Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Consultation related to the decision NEW ITEM Public or Private (with reason) SI = Standard Item each month/regularly 244 Reactive Window & Door Replacement & Repairs Service Contract Cabinet will consider the award a contract to the most cost effective tender for provisions of service for reactive replacement of windows and doors throughout the Council's social housing stock. All Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure Liam Bentley Karrie Whelan Private (3) SI The Council's Budget - Medium Term Financial Forecast 2025/26 - 2029/30 (BUDGET FRAMEWORK) This report will set out the Medium Term Financial Forecast (MTFF), which includes the draft General Fund reserve budget and capital programme for 2025/26 for consultation, along with indicative projections for the following four years. This will also include the HRA rents for consideration and Council Tax Reduction Scheme proposals following consultation. All Proposed Full Council adoption - 20 February 2025 Cllr Martin Goddard - Finance & Transformation All Andy Goodwin Richard Ennis Public consultation through the Select Committee process and statutory consultation with businesses & ratepayers Public SI Minor Property Transactions A regular report to Cabinet on minor property matters that may arise during the course of the year that require a Cabinet decision. These will relate to discounted leases to voluntary sector organisations and/or any easements, wayleaves and leases relating to utilities in order to support the Council's capital programmes and other such similar matters. All Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure James Raven / Julia Thompson Karrie Whelan Private (3) SI Monthly Council Budget - monitoring report The Cabinet receives a monthly report setting out in detail the Council’s revenue and capital position and other key financial decisions required. All Cllr Martin Goddard - Finance & Transformation Corporate Resources & Infrastructure Andy Goodwin Richard Ennis Public SI Public Preview of matters to be considered in private A report to Cabinet to provide maximum transparency to residents on the private and confidential matters to be considered later in Part 2 of the Cabinet meeting and agenda. TBC All Cabinet Members All Democratic Services N/A Public SI Reports from Select Committees Reports, findings and recommendations for consideration by the Cabinet, when referred from the appropriate Committee. All All TBC Democratic Services TBC TBC Public SI Standard Items taken each month by the Cabinet Member Cabinet Members make a number of non-key decisions each month on standard items - details of these are listed at the end of the Forward Plan. Various All TBC Democratic Services TBC Various Public 256 Risk Management Policy Cabinet will consider approval of the Council's Risk Management Policy, as part of the Council's governance arrangements. N/A Cllr Martin Goddard - Finance & Transformation Corporate Resources & Infrastructure Claire Baker Richard Ennis NEW ITEM Public Cabinet meeting - Thursday 9 January 2025 (report deadline 4 December 2024) Cabinet Member Decisions expected - December 2024 2 Ref Scheduled Upcoming Decisions Further details Ward(s) Final decision by Full Council Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Consultation related to the decision NEW ITEM Public or Private (with reason) SI = Standard Item each month/regularly 250 Banking, Client Money Manager and Merchant Services Cabinet will consider extending the current contracts with three finance providers; (1) Royal Bank of Scotland Plc for the provision of banking services (2) Lloyds Bank Plc for the provision of a Client Money Manager Account and (3) Global Payments UK Ltd for the provision of Merchant Services. N/A Cllr Martin Goddard - Finance & Transformation Corporate Resources & Infrastructure Annette Reeves / Michelle Kenyon Richard Ennis Private (3) SI Corporate Disposals Programme 2024/25 As part of the Corporate Disposal programme, Cabinet will consider recommendations on property and land disposals for the remainder of the financial year 2024-2025 and make the necessary decisions on sites to be declared surplus and provide delegated authority to enable the implementation of any decisions made. Various Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure James Raven / Julia Thompson Karrie Whelan Private (3) SI Reports from Select Committees Reports, findings and recommendations for consideration by the Cabinet, when referred from the appropriate Committee. All All TBC Democratic Services TBC TBC Public SI Standard Items taken each month by the Cabinet Member Cabinet Members make a number of non-key decisions each month on standard items - details of these are listed at the end of the Forward Plan. Various All TBC Democratic Services TBC Various Public SI The Council's Budget - Medium Term Financial Forecast 2025/26 - 2029/30 (BUDGET FRAMEWORK) Following consultation, this report will set out the Medium Term Financial Forecast (MTFF), which includes the draft General Fund reserve budget and capital programme for 2025/26 for consultation, along with indicative projections for the following four years. This will also include the HRA rents for consideration. All Proposed Full Council adoption - 20 February 2025 Cllr Ian Edwards - Leader of the Council / Cllr Martin Goddard - Finance & Transformation All Andy Goodwin Richard Ennis Public consultation through the Select Committee process and statutory consultation with businesses & ratepayers Public SI Corporate Disposals Programme 2024/25 As part of the Corporate Disposal programme, Cabinet will consider recommendations on property and land disposals for the remainder of the financial year 2024-2025 and make the necessary decisions on sites to be declared surplus and provide delegated authority to enable the implementation of any decisions made. Various Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure James Raven / Julia Thompson Karrie Whelan Private (3) SI Minor Property Transactions A regular report to Cabinet on minor property matters that may arise during the course of the year that require a Cabinet decision. These will relate to discounted leases to voluntary sector organisations and/or any easements, wayleaves and leases relating to utilities in order to support the Council's capital programmes and other such similar matters. All Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure James Raven Karrie Whelan Private (3) Cabinet meeting - Thursday 13 February 2025 (report deadline 22 January 2025) Cabinet Member Decisions expected - January 2025 3 Ref Scheduled Upcoming Decisions Further details Ward(s) Final decision by Full Council Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Consultation related to the decision NEW ITEM Public or Private (with reason) SI = Standard Item each month/regularly SI Monthly Council Budget - monitoring report The Cabinet receives a monthly report setting out in detail the Council’s revenue and capital position and other key financial decisions required. All Cllr Martin Goddard - Finance & Transformation Corporate Resources & Infrastructure Andy Goodwin Richard Ennis Public SI Public Preview of matters to be considered in private A report to Cabinet to provide maximum transparency to residents on the private and confidential matters to be considered later in Part 2 of the Cabinet meeting and agenda. TBC All Cabinet Members All Democratic Services N/A Public SI Reports from Select Committees Reports, findings and recommendations for consideration by the Cabinet, when referred from the appropriate Committee. All All TBC Democratic Services TBC TBC Public SI Standard Items taken each month by the Cabinet Member Cabinet Members make a number of non-key decisions each month on standard items - details of these are listed at the end of the Forward Plan. Various All TBC Democratic Services TBC Various Public 258 Disabled Facilities Grant & Adaptations Supply & Install of Stairlifts and Ceiling Track Hoists Cabinet will consider the contract award for a provider for the for Disabled Facilities Grant & Adaptations Supply & Install of Stairlifts and Ceiling Track Hoists. N/A Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure Sarah-Jane Bartlett Karrie Whelan NEW ITEM Private (3) SI Corporate Disposals Programme 2024/25 As part of the Corporate Disposal programme, Cabinet will consider recommendations on property and land disposals for the remainder of the financial year 2024-2025 and make the necessary decisions on sites to be declared surplus and provide delegated authority to enable the implementation of any decisions made. Various Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure James Raven / Julia Thompson Karrie Whelan NEW ITEM Private (3) SI Housing Forward Investment Programme 2025/26 (and 2024/25 review) Following Cabinet's decision in September 2023, this new annual report will agree the forward programme of specific Housing Revenue Account works for the ensuing financial year and provide suitable delegated authority to the Director to implement the programme over the period. The report will also include a look-back at delivering the past year's programme and the investment being made by the Council to upgrade the Council's housing stock. All Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure Gary Penticost Karrie Whelan Public Cabinet Member Decisions expected - February 2025 Cabinet meeting - Thursday 13 March 2025 (report deadline 19 February) 4 Ref Scheduled Upcoming Decisions Further details Ward(s) Final decision by Full Council Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Consultation related to the decision NEW ITEM Public or Private (with reason) SI = Standard Item each month/regularly SI Minor Property Transactions A regular report to Cabinet on minor property matters that may arise during the course of the year that require a Cabinet decision. These will relate to discounted leases to voluntary sector organisations and/or any easements, wayleaves and leases relating to utilities in order to support the Council's capital programmes and other such similar matters. All Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure James Raven / Julia Thompson Karrie Whelan Private (3) SI Monthly Council Budget - monitoring report The Cabinet receives a monthly report setting out in detail the Council’s revenue and capital position and other key financial decisions required. Cabinet will also consider the fees related to the summer activity offer for children. All Cllr Martin Goddard - Finance & Transformation Corporate Resources & Infrastructure Andy Goodwin Richard Ennis Public SI Public Preview of matters to be considered in private A report to Cabinet to provide maximum transparency to residents on the private and confidential matters to be considered later in Part 2 of the Cabinet meeting and agenda. TBC All Cabinet Members All Democratic Services N/A Public SI Reports from Select Committees Reports, findings and recommendations for consideration by the Cabinet, when referred from the appropriate Committee. All All TBC Democratic Services TBC TBC Public SI Standard Items taken each month by the Cabinet Member Cabinet Members make a number of non-key decisions each month on standard items - details of these are listed at the end of the Forward Plan. Various All TBC Democratic Services Various Public SI Minor Property Transactions A regular report to Cabinet on minor property matters that may arise during the course of the year that require a Cabinet decision. These will relate to discounted leases to voluntary sector organisations and/or any easements, wayleaves and leases relating to utilities in order to support the Council's capital programmes and other such similar matters. All Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure James Raven / Julia Thompson Karrie Whelan Private (3) SI Monthly Council Budget - monitoring report The Cabinet receives a monthly report setting out in detail the Council’s revenue and capital position and other key financial decisions required. Cabinet will also consider the fees related to the summer activity offer for children. All Cllr Martin Goddard - Finance & Transformation Corporate Resources & Infrastructure Andy Goodwin Richard Ennis Public SI Public Preview of matters to be considered in private A report to Cabinet to provide maximum transparency to residents on the private and confidential matters to be considered later in Part 2 of the Cabinet meeting and agenda. TBC All Cabinet Members All Democratic Services N/A Public Cabinet Member Decisions expected - March 2025 Cabinet meeting - Thursday 10 April 2025 (report deadline 19 March) 5 Ref Scheduled Upcoming Decisions Further details Ward(s) Final decision by Full Council Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Consultation related to the decision NEW ITEM Public or Private (with reason) SI = Standard Item each month/regularly SI Reports from Select Committees Reports, findings and recommendations for consideration by the Cabinet, when referred from the appropriate Committee. All All TBC Democratic Services TBC TBC Public SI Minor Property Transactions A regular report to Cabinet on minor property matters that may arise during the course of the year that require a Cabinet decision. These will relate to discounted leases to voluntary sector organisations and/or any easements, wayleaves and leases relating to utilities in order to support the Council's capital programmes and other such similar matters. All Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure James Raven Karrie Whelan Private (3) SI Reports from Select Committees Reports, findings and recommendations for consideration by the Cabinet, when referred from the appropriate Committee. Various All TBC Democratic Services N/A Various Public SI Public Preview of matters to be considered in private A report to Cabinet to provide maximum transparency to residents on the private and confidential matters to be considered later in Part 2 of the Cabinet meeting and agenda. TBC All Cabinet Members All Democratic Services TBC Public SI Standard Items taken each month by the Cabinet Member Cabinet Members make a number of decisions each month on standard items - details of these standard items are listed at the end of the Forward Plan. Various All TBC Democratic Services TBC Various Public SI Minor Property Transactions A regular report to Cabinet on minor property matters that may arise during the course of the year that require a Cabinet decision. These will relate to discounted leases to voluntary sector organisations and/or any easements, wayleaves and leases relating to utilities in order to support the Council's capital programmes and other such similar matters. All Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure James Raven Karrie Whelan Private (3) SI Budget Outturn 2024/25 Cabinet will review the Council's budget outturn position for the previous financial year. All Cllr Martin Goddard - Finance & Transformation Corporate Resources & Infrastructure Andy Goodwin Richard Ennis Public SI Reports from Select Reports, findings and recommendations for consideration by the All All TBC Democratic N/A TBC 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 All Cabinet Members All Democratic Services TBC Public Cabinet Member Decisions expected - June 2025 Cabinet meeting - Thursday 22 May 2025 (report deadline 30 April) Cabinet Member Decisions expected - May 2025 Cabinet meeting - June 2025 (date TBC) 6 Ref Scheduled Upcoming Decisions Further details Ward(s) Final decision by Full Council Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Consultation related to the decision NEW ITEM Public or Private (with reason) SI = Standard Item each month/regularly SI Standard Items taken each month by the Cabinet Member Cabinet Members make a number of non-key decisions each month on standard items - details of these are listed at the end of the Forward Plan. Various All C - Democratic Services TBC Various Public SI Minor Property Transactions A regular report to Cabinet on minor property matters that may arise during the course of the year that require a Cabinet decision. These will relate to discounted leases to voluntary sector organisations and/or any easements, wayleaves and leases relating to utilities in order to support the Council's capital programmes and other such similar matters. All Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure James Raven Karrie Whelan Private (3) SI Monthly Council Budget - monitoring report The Cabinet receives a monthly report setting out in detail the Council’s revenue and capital position and other key financial decisions required. Cabinet will also consider the fees related to the summer activity offer for children. All Cllr Martin Goddard - Finance & Transformation Corporate Resources & Infrastructure Andy Goodwin Richard Ennis Public SI Reports from Select Committees Reports, findings and recommendations for consideration by the Cabinet, when referred from the appropriate Committee. All All TBC Democratic Services N/A TBC 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 All Cabinet Members All Democratic Services TBC Public SI Standard Items taken each month by the Cabinet Member Cabinet Members make a number of non-key decisions each month on standard items - details of these are listed at the end of the Forward Plan. Various All Democratic Services TBC Various Public SI Standard Items taken each month by the Cabinet Member Cabinet Members make a number of non-key decisions each month on standard items - details of these are listed at the end of the Forward Plan. Various All TBC Democratic Services TBC Various Public Cabinet meeting - July 2025 (date TBC) Cabinet Member Decisions expected - July 2025 AUGUST 2025 - NO CABINET MEETING CABINET MEMBER DECISIONS: Standard Items (SI) that may be considered each month 7 Ref Scheduled Upcoming Decisions Further details Ward(s) Final decision by Full Council Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Consultation related to the decision NEW ITEM Public or Private (with reason) SI = Standard Item each month/regularly 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, in particular in relation to the COVID-19 pandemic, which will be ratified at a later Cabinet meeting. Various Cllr Ian Edwards - Leader of the Council TBC TBC TBC Public / Private SI Ward Budget Initiative To approve the spending of Ward Budgets following applications from Ward Councillors - this will be done on a monthly or regular cycle. All Cllr Eddie Lavery (Cabinet Member for Community & Environment) - Leader of the Council (if in Ickenham & South Harefield ward) Corporate Resources & Infrastructure Natasha Norton Local consultation within the Ward undertaken by Ward Councillors Public SI Business, shops and commercial rents, leases, surrenders and renewals To approve various rents, leases, surrenders and lease renewals for a variety of businesses, organisations, properties or via commercial transactions, as per thresholds for decision- making set out in the Procurement and Contract Standing Orders. Various Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure James Raven Private (3) SI To consider rent reviews To consider rent reviews of commercial and other premises. tbc Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure James Raven Private (1,2,3) 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 Cllr Susan O'Brien - Children, Families & Education Children, Families & Education Nicki O’Flanagan Public 8 Ref Scheduled Upcoming Decisions Further details Ward(s) Final decision by Full Council Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Consultation related to the decision NEW ITEM Public or Private (with reason) SI = Standard Item each month/regularly SI Release of Capital Funds The release of all capital monies requires formal Member approval, unless otherwise determined either by the Cabinet or the Leader. Batches of monthly reports (as well as occasional individual reports) to determine the release of capital for any schemes already agreed in the capital budget and previously approved by Cabinet or Cabinet Members TBC Cllr Martin Goddard - Finance & Transformation (in conjunction with relevant Cabinet Member) All - TBC by decision made various Corporate Finance Public but some Private (1,2,3) SI Housing Buy-Back / The purchase of ex Council properties or new private properties for the Council's housing supply Cabinet Member may determine, as and when required, the purchase and aquisition of new properties as part of the Housing Buy-back Scheme or using HRA funds to increase the affordable housing stock within the Borough. TBC Relevant Portfolio Cabinet Members Corporate Resources & Infrastructure Ben Sargent Private (1,2,3) SI Petitions about matters under the control of the Cabinet Cabinet Members will consider a number of petitions received by local residents and organisations and decide on future action. These will be arranged as Petition Hearings. TBC All TBC Democratic Services Public SI Local Safety Schemes and Parking Revenue Account funded schemes To consider petitions received and decide on future action TBC Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure David Knowles / Steve Austin Traffic Liaison Group Public SI Pedestrian Crossings To approve schemes to provide crossing facilities TBC Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure David Knowles / Steve Austin Public SI To approve debt / write offs To approve individual case of debt / write offs that are in excess of £5000 but under £50,000. n/a Cllr Martin Goddard - Finance & Transformation Corporate Resources & Infrastructure Tiffany Boreham Private (1,2,3) SI To approve compensation payments To approve compensation payments in relation to any complaint to the Council in excess of £1000. n/a All TBC various Private (1,2,3) SI Transport - Local Implementation Programme Local Implementation Programme including schemes for the public realm, parking, road safety, school travel, walking, cycling, air quality improvement and Traffic Regulation Orders. TBC Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure David Knowles / Steve Austin / Alan Tilly Public 9 Ref Scheduled Upcoming Decisions Further details Ward(s) Final decision by Full Council Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Consultation related to the decision NEW ITEM Public or Private (with reason) SI = Standard Item each month/regularly SI Acceptance of Tenders To accept quotations, tenders, contract extensions and contract variations valued between £50k and £500k in their Portfolio Area where funding is previously included in Council budgets. n/a Cllr Ian Edwards - Leader of the Council OR Cllr Martin Goddard - Finance & Transformation / in conjunction with relevant Cabinet Member TBC various Private (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 Procurement and Contract Standing Orders. TBC All TBC various Public / Private (1,2,3) SI School Redundancy Payments To consider requests for School Redundancy Payments and decide whether to approve them on behalf of the Local Authority TBC Cllr Susan O'Brien - Children, Families & Education Children, Families & Education Abi Preston Private (1,3,4) SI Sale, and conversion, of loft space to leaseholders and also extension of Leasehold Interests of flats under the 1993 Act To consider any issues in relation to loft space and also consider an extension of the leasehold interests for several flats where the Council as freeholder has received an application under the Leasehold Reform Housing and Urban Development Act 1993. The report will recommend grant of the extensions in each case where the Notice is valid and in accordance with legislation. TBC Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure James Raven Private (1,2,3) SI Chrysalis Programme of Environmental Improvements The Cabinet Member will be asked to consider the approval of projects. Various Cllr Eddie Community & Environment Residents' Services Neil O'Connor Public 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 All TBC various Public SI Appeals in relation to business rates (NNDR) To determine appeals in relation to business rates following a decision by the Council. TBC Cllr Martin Goddard - Finance & Transformation Corporate Resources & Infrastructure Tiffany Boreham Private (1,2,3) 10 Ref Scheduled Upcoming Decisions Further details Ward(s) Final decision by Full Council Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Consultation related to the decision NEW ITEM Public or Private (with reason) SI = Standard Item each month/regularly 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 All TBC various Public The Cabinet's Forward Plan is an official document by the London Borough of Hillingdon, UK 11

Corporate Resources and Infrastructure Select Committee – 11 November 2024 Part I – Public WORK PROGRAMME Committee name Corporate Resources and Infrastructure Select Committee Officer reporting Anisha Teji – Democratic Services Papers with report Appendix A – Work Programme Ward All HEADLINES To enable the Committee to note future meeting dates and to forward plan its work for the current municipal year. RECOMMENDATIONS That the Committee considers the Multi-Year Work Programme attached and agrees any amendments. SUPPORTING INFORMATION The Committee's meetings will start at 7pm and the witnesses attending each of the meetings may include representatives from external organisations, some of whom travel from outside of the Borough. Forthcoming meeting dates are as follows: Meeting Date Room 19 November 2024 CR5 9 January 2025 CR5 11 February 2025 CR5 4 March 2025 CR5 10 April 2025 CR5 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 engage residents in shaping policy and recommendations and the Committees seek to improve the way the Council provides services to residents.

Multi Year Work Programme 2022 - 2026 2024/25 May November January February March April No meeting 19 9 11 4 10 Review A: Road Safety Review Topic selection / scoping stage Witness / evidence / consultation stage Findings, conclusions and recommendations Final review report agreement Target Cabinet reporting Review B: TBC Topic selection / scoping stage Witness / evidence / consultation stage Findings, conclusions and recommendations Final review report agreement Target Cabinet reporting Regular service & performance monitoring - Quarterly Performance Monitoring Finance Mid year Budget Update Highways Electric Vehicle Infrastructure Strategy - annual update Operational Assets (Repairs & Engineering, Planned Works, Disabled Facilities, Building safety & FM) Building Safety Strategy - Annual Monitoring Report X - Cabinet Member attendance X Business Intelligence Annual complaints & service update report Democratic Services Cabinet's budget proposals for next financial year X Democratic Services Cabinet Forward Plan Monthly Monitoring X X X X X One-off information / service updates Democratic Services Remit of new Select Committee Human Resources Staff skills, learning and development X Transformation (BID) Transformation work to deliver savings X Corporate Communications Internal/external comms update Planning and Regeneration Hayes Estate Regeneration Progress X Update on Council's Fleet X Transportation Draft Hillingdon Cycling Strategy X Digital & Information (Customer Access, Business Intelligence, Digital, Technology, Information Governance) Draft Hillingdon Digital Strategy Health and Safety/ Emergency Response Emergency Response Service X Cross-cutting topics Digital & Information (Customer Access, Business Intelligence, Digital, Technology, Information Governance) Digital transition update / resident experience X Captial Programme Decarbonisation of Council Buildings Update X Capital Programme Civic Centre Works - Project Update X Utility company presentation (TBC) X Past review delivery Procurement and Commissioning Procurement Review 2023/24 X Transportation Road Safety Review 2023/24 tbc Highways Highways Resurfacing 2023/24 X Committee Site Visits Civic Centre - Capital Programme (Date TBC) Mortuary (Date TBC) Platinum Jubilee Leisure Centre (Date TBC) Internal use only Date deadline confirmed to report authors Report deadline Agenda Corporate Resources and Infrastructure Select CommitteeService Area