Corporate Resources SC

Minutes CORPORATE RESOURCES & INFRASTRUCTURE SELECT COMMITTEE 17 September 2025 Meeting held at Committee Room 6 - Civic Centre, High Street, Uxbridge UB8 1UW Committee Members Present: Councillors John Riley (Chair), Adam Bennett (Vice -Chair), Kaushik Banerjee, Farhad Choubedar, Narinder Garg and Sital Punja LBH Officers Present: Matthew Wallbridge (Chief Operating Officer ), Steve Muldoon (Corporate Director of Finance), Ian Anderson (Business Manager, Complaints and Enquiries), Andy Goodwin (Head of Strategic Finance ), Michael Naughton (Head of Capital Programme ), Anisha Teji (Senior Democratic Services Officer) 92. APOLOGIES FOR ABSENCE (Agenda Item 1) Apologies for absence wer e received from Councillor Gursharan Mand with Councillor Sital Punjal substituting. Apologies were also received from Councillor Mohammed Islam. 93. DECLARATIONS OF INTEREST IN MATTERS COMING BEFORE THIS MEETING (Agenda Item 2) None. 94. MINUTES OF THE PREVIOUS MEETING (Agenda Item 3) RESOLVED: That the minutes of the meeting on 23 July 2025 be agreed. 95. 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. 96. ANNUAL COMPLAINT & SERVICE MONITORING REPORT FOR 1 APRIL 2024 TO 31 MARCH 2025 (Agenda Item 5) The Business Manager, Complaints and Enquiries introduced the Annual Complaint & Service Monitoring Report covering the period from 1 April 2024 to 31 March 2025. Members were informed of key changes introduced by the Local Government and Housing Ombudsman, including new complaint handling codes which had led to a shift from informal to formal complaints. As a result, fewer service improvements were recorded due to stricter procedural pathways. A decrease in service requests from 3729 to 3208 was highlighted, whi le Stage 1 and Stage 2 complaints had increased. Ombudsman complaints remained stable, with 77 received and 18 upheld. Officers explained that many were not investigated due to lack of merit, often linked to dissatisfaction with Council policy. It was repo rted that the system continued to function effectively, with most complaints resolved early. Members acknowledged a significant drop in compliments —from 502 in 2021 to 110 — largely due to underreporting and the absence of initiatives such as wildflower plan ting, which had previously generated positive feedback. Internal processes were also cited, with staff often unsure where to direct compliments. The Committee recognised a reduction in Member enquiries from 6,236 to 3,320, while service requests increased to 7,100, resulting in a balanced overall volume of interactions. Common enquiry topics included housing services, antisocial behaviour, and waste, while fly -tipping and street cleansing dominated service requests. Officers outlined investment in data anal ytics, including geolocation and live reporting tools, which had helped identify hotspots and inform resource allocation. However, seasonal factors and budget constraints were acknowledged as ongoing challenges. Concerns were raised about the lack of follo w-up on recurring issues. Officers confirmed that hotspot data could be shared with Members, subject to GDPR considerations. Follow -ups typically focused on frequent reporters, although arrangements could be made for specific cases upon request. Lessons le arned from uphel d Ombudsman investigations were discussed, with most cases relating to housing services during 2022 –2023. In many instances, corrective actions had already been taken before the findings were issued. Significant faults had been reviewed by senior officers, and Members were assured that recommended improvements had since been implemented across relevant services. The Committee explored how Hillingdon compared to other London boroughs and councils nationally. While all councils applied the sam e definitions fo r complaints and service requests, Members observed that interpretation and application varied. For example, whether a complaint was considered upheld often depended on individual judgement. It was also noted that even within Hillingdon, co uncillors submitted varying levels of service requests based on local needs and perspectives. Officers confirmed that comparative data with neighbouring authorities could be provided upon request, offering insight into Hillingdon’s performance across vario us services. Fur ther clarification was requested on how fly -tipping and street cleansing data had been used to inform cabinet decisions and resource deployment. Members welcomed the success of a ward -based hotspot visit initiative, which had actively invol ved local businesses and households in efforts to reduce waste. There was interest in repeating similar initiatives, and it was suggested that analysing the link between service reductions and rising request volumes could help shape future planning. Some w aste-related com plaints were found to stem from avoidable oversights rather than staffing shortages. The Committee considered whether compliments could be linked to staff performance reviews. Officers confirmed that while compliments are valued and shared, only those recognising work beyond standard duties are considered in formal evaluations. The relatively low number of complaints and compliments was acknowledged, especially in the context of serving a population of over 250,000 residents. RESOLVED: 1. That the Committee noted the contents of the report and provided comments to officers as appropriate. 2. That a copy of the report be shared with other Select Committee Members. 97. BUDGET & SPENDING REPORT - SELECT COMMITTEE MONITORING (Agenda Item 6) The Committee reviewed the financial position and performance for the 2024 –25 financial year. Members noted underspends of £1.3 million in Finance and Transformation and £1.9 million in Corporate Services and Property. Of the £4.7 million savings target, it was reported that £1.7 milli on had been achieved, with the remaining £3 million carried forward into 2025–26. Members discussed the capital budget allocation of £120 million, noting an underspend of £33 million due to project delays. These inc luded a contractor going into administration and slippage in the delivery of the water sports facility. The Committee considered the relatively low underspend of £15 million in the Housing, Operations and Assets capital programme to be a positive outcome. Looking ahead, the Committee was informed of a projected overspend of £4 million for 2025–26, identified as early as month two. This was attributed to treasury pressures linked to reduced cash balances and rising borrowing costs. Members also noted an additional shortfall of £1.6 million in Corporate Services and Property, caused by delays in leasing Civic Centre space. The savings target for 2025 –26 was set at £8.3 million, incorporating the £3 million carried forward. The Committee acknowledged that over half of the savings were either banked or on track, while £974,000 was flagged as at risk and £1.2 million was proposed for write-off. The Council’s debt level of £500 million at an interest rate of 2.2% was acknowledged by Members and considered manageabl e. The Committee welcomed the continued cautious financial approach, which avoided excessive borrowing and high -risk investments. However, concerns were raised regarding the lack of clarity around capital receipts for 2025 –26. Members noted that approximat ely £600,000 had been received, with addit ional funds carried forward to support transformation -related spending. It was further noted that the £17 million transformation programme lacked sufficient detail, and officers committed to providing clearer reporting in future updates. Members requested a more detailed breakdown of departmental savings, and officers confirmed that the data was available. By month two, 51% of planned savings had been banked and 23% were on track for later delivery. The Committee raised questions about accelerating future savings, noting that many had already been delivered through early actions such as vacancy removals. The Committee discussed garage assets, which had been revisited using an ABC classification model to assess their condition and potential use. A review of the garage portfolio was underway, and Members were advised that further details would follow. Broader asset management was also addressed, including efforts to consolidate asset data into a central system to suppor t strategic decision -making and better ali gn services with residents’ needs. The new finance lead shared observations on the team’s strong corporate knowledge and outlined plans for due diligence, including reviews of savings, capital receipts, and transformation spending. Members noted that the results from 2024 –25 were being used to improve forecasting and budgeting for 2026–27. The Committee was informed that the Council had set a £5 million savings goal as part of its new operating model, listed under u nallocated savings. Half of this was expec ted to come from operating cost reviews and the other half from spend control measures. Legal compliance under Section 114 legislation had been maintained, with no immediate risks identified, although Members noted that cash flow remained a concern. Questions regarding the Oracle system were raised and addressed by the Audit Committee. Members noted that a capital budget had been allocated for system improvements and that work was ongoing. Savings in digital and tec hnology contracts were being pursued throu gh early assessments and contract consolidation. Rising costs linked to AI investment were acknowledged, and Members welcomed efforts to explore in-house solutions to reduce reliance on proprietary software. The Co mmittee discussed procurement practices, referencing a previous review that highlighted the need to reduce contract numbers and avoid duplication. Members noted that a procurement and contract review had been launched, funded through the capital transformation programme, with the aim of improving sourcing models and commercial management. A commitment was made to revisit savings throughout the year, and both the 2024–25 outturn and the 2025–26 month two budget monitoring position were formally noted. RESOLVED: That the Committee: 1. Note the 2024/25 outturn position. 2. Note the 2025/26 Month 2 budget monitoring position. 98. FORWARD PLAN (Agenda Item 7) RESOLVED: That the Cabinet Forward Plan be noted. 99. WORK PROGRAMME (Agenda Item 8) RESOLVED: That the Work Programme be noted. The meeting, which commenced at 7.00 pm, closed at 8.27 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 . Circulat ion of these minutes is to Councillors, Officers, the Press and Members of the Public.

Classification: Public Corporate Resources & Infrastructure Select Committee – 19 November 2025 Annual Performance Monitoring Report Committee name Corporate Resources and Infrastructure Select Committee Officer reporting Ian Kavanagh, Head of Business Intelligence Papers with report Appendix 1 – Annual Performance Report 2024/25 Ward All HEADLINES This report presents Council’s Annual Performance for 2024/25. It outlines the performance cycle and shows corporate performance for 2024/25 across Health & Social Care. RECOMMENDATIONS That the Committee: 1. Notes the Annual Performance Report for 2024/2 5, as attached in Appendix 1 . Performance management is a critical function in local government, enabling councils to use data- driven insights to improve outcomes for residents. It supports accountability—both internally and externally—by demonstrating how public services respond to local needs and ensure value for money. The Council’s performance framework is aligned with the Hillingdon Council St rategy and incorporates a suite of reports accessible to services, senior management, the Corporate Management Team, and Cabinet. This annual report draws on key performance indicators and monitoring data to assess progress against strategic objectives. Where applicable, it includes the most recent data available, including pre-2024/25 benchmarks. Notably, the report integrates indicators from the newly proposed introduced Local Government Outcomes Framework (LGOF), which defines 15 priority outcomes and 1 15 measures—most of which are statutory and allow for regional and national comparison. Hillingdon will contribute to the development of the LGOF ahead of its formal launch in April 2026 and will assimilate its measures into the Council’s performance management framework. Following Cabinet’s consideration of this Annual Report, all 4 select committees have scheduled consideration of this on their work programme in November to enable the monitoring of the performance of services within their respective remits. This ensures the Council can discharge its overview and scrutiny responsibilities effectively. Classification: Public Corporate Resources & Infrastructure Select Committee – 19 November 2025 SUPPORTING INFORMATION 1. Performance management is about using data to drive evidence -based decision making to challenge current ways of working and service delivery models. It is an important tool for local government to take responsibility for its own performance and for the pu blic and national governments to hold local service providers to account, ensuring they respond to local needs and that public money is being spent wisely. 1. Performance management includes a range of processes and methods to identify shared goals and various measurements of progress towards these. Closely aligned to the concept of governance it ensures arrangements are in place so an authority’s objectives can be achieved. 2. Within Hillingdon performance is aligned to the Council Strategy, where a suite of performance reports is available to services, senior management teams, our Corporate Management Team, and the Leader and Cabinet. Monthly reports are present ed to CMT and action logs completed. 3. This annual report uses key performance indicators and monitoring data to show performance on key services for Financial Year 2024/25 (or in some cases, the latest data available as well as pre-financial year 2024/25). 4. The Annual Performance Report for 2024/25 presents a detailed and transparent account of how Hillingdon Council is performing across its core service areas, with a clear emphasis on putting residents first. The report reflects a council that is actively responding to significant challenges—rising demand, financial pressures, and evolving community needs —while maintaining a strong commitment to service quality, accountability, and resident wellbeing. Residents Services 1. Over the past year, the Directorate has strengthened delivery across key areas aligned to the Council’s corporate plan ambitions—particularly around sustainability, affordable housing, and a thriving local economy. 2. Highways maintenance continues to outperform London averages, wi th well-managed street works and an expanding network of EV charging points supporting greener travel and effective traffic management. 3. Housing delivery remains a priority, with over 400 new homes completed and further developments underway, including regeneration schemes at Hayes Town Centre, the Former RAF Uxbridge site, and Grays Road, where early resident consultation has been completed. These efforts are expanding the borough’s housing stock to meet growing demand. 4. Planning and Building Control servi ces remain robust, ensuring safe and well -designed developments. The Local Plan is currently being refreshed, and the Directorate is actively engaging with local businesses to drive inward investment and economic growth. Initiatives such as the Hillingdon Takes Off conference, supported by UK Shared Prosperity Fund (SPF) Classification: Public Corporate Resources & Infrastructure Select Committee – 19 November 2025 resources, have brought together over 100 businesses to explore new opportunities for jobs, skills, and apprenticeships. 5. Housing repairs and maintenance have also improved, with over 3,000 repairs completed across council-owned dwellings, contributing to safer, healthier homes and helping to earn a C2 rating in the recent housing inspection. Corporate Services 6. In October 2024, the Council adopted its first Digital Strategy, setting out a vision to embrace technology for greater efficiency and improved access to services, while supporting residents who are digitally excluded. Since then, notable progress has been made across several areas. 7. In November 2024, the Local Government Association ’s Cyber 360 review commended Hillingdon for its strong leadership, robust governance, and proactive investment in cyber security. Currently, 97.9% of residents have access to superfast broadband, supporting digital inclusion and connectivity. 8. The strategy has led to a reduction in phone calls and increased use of self -service and the Council website. In parallel, the Counter Fraud team recovered £10.9 million—well above the £8 million target—strengthening the Council’s financial position and reducing fraud. 9. Additionally, there has been a positive shift in local economic engagement. The proportion of spend with local suppliers rose to nearly 25%, and over 43% of individual transactions were placed with local businesses in the most recent quarter. PERFORMANCE DATA Performance data is included throughout the report. RESIDENT BENEFIT This report enables residents, communities, and service users to understand how well services are performing, ensuring transparency, accountability, and continuous improvement in meeting local needs. FINANCIAL IMPLICATIONS There are no direct financial implications to the Council associated with the recommendations in this report. LEGAL IMPLICATIONS There are no direct legal Implications that arise out of the recommendations set out in this report. BACKGROUND PAPERS Classification: Public Corporate Resources & Infrastructure Select Committee – 19 November 2025 None APPENDICES Annual Performance Report, 2024/25

London Borough Of Hillingdon Performance Report 2024/25 (Appendix 1) Leader of the Council: Cllr Ian Edwards For councils, performance management uses data to drive evidence-based decision making, challenging current ways of working and service delivery models. Our digital transformation investment has made this report efficient. It helps local government take responsibility for its performance and allows our residents to hold us to account, ensuring we are meeting local needs and spending their money wisely. Performance management involves setting shared goals and measuring progress towards them. It ensures governance arrangements are in place to achieve an authority's objectives. In Hillingdon, performance is aligned with the Council Strategy, providing performance reports to services, senior management teams, the Corporate Management Team, and the Leader and Cabinet. This annual report uses key performance indicators and monitoring data to show the performance of key services for the financial year 2024/25. Where possible, we have benchmarked these against comparable authorities Cabinet Member: Cllr Jonathan Bianco Portfolio: Corporate Services and Property Safe and strong communities A digital-enabled, modern, well-run council Our commitments to residents yur Corporate Director: Dan Kennedy, Residents Services To maintain our corporate plan ambitions for sustainability, good quality affordable homes for our residents and maintaining a strong local economy, we have improved many areas of business within the Residents Services Directorate over the last year. We have delivered over 400 new homes for the borough in the last year with more scheduled for delivery this year. Our regenerations schemes at Hayes Town Centre and the Former RAF Uxbridge site are progressing well with the first phases of the Hayes Regeneration scheme scheduled for completion later this year. Our Grays Road development is also progressing with first stages of consultation with local residentscompleted earlier this year. This level of new acquisitions and built homes ensures we are growing our housing stock to meet the demands for housing across Hillingdon. Our capital programmes across the borough are building new homes, a new leisure centre and many new facilities across Hillingdon. Our Housing repairs and maintenance of council stock is improving creating good quality homes which are safe and comfortable for our residents increasing their general health, safety and wellbeing within their homes. This last year we completed over 3,000 repairs across our council owned dwellings. These initiatives ensure our assets are kept to a high standard of maintenance and efficiency which in turn assist our residents to control increases in energy costs. We received a positive C2 rating in our recent housing inspection earlier this year. We are currently reviewing our assets to ensure we utilise our corporate estate efficiently and have introduced decarbonisation initiatives in a number of our corporate buildings including the Civic Centre. We have also carried out extensive refurbishment works to many properties across the borough and this year have seen the new library and registrars' offices open to the public with the new Jubilee Leisure Centre opening shortly. Our capital works programme is also ensuring we are improving our schools with many new facilities. We are also working hard to ensure our commercial property lettings are increasing the council's ability to raise income for residents whilst also supporting community groups to continue to use our assets to support local initiatives across the borough. This year we have managed to work in partnership with other providers to keep the Beck Theatre and maintainthe Uxbridge Golf course. Member Enquiries The chart shows the number of Member Enquiries (MEs) made each month, comparing this year and last year. MEs are questions or requests for information that residents raise with their local councillors— sometimes about problems with council services, sometimes just for more details about a situation. The number of enquiries that are made demonstrates how often Members are requesting assistance to resolve resident queries. The council aims to respond to these enquiries within 10 working days, which helps make sure that any issues or questions Members raise are dealt with promptly. Tracking these numbers over time helps the council improve services. Highways – Classified roads This is the percentage of the local authority’s A roads and motorways (owned principal roads) where maintenance should be considered. This represents the percentage of road that is in the worst condition measured in 10 metre sections. In 2023/24, the percentage of Hillingdon’s A roads and motorways where maintenance should be considered was 3%, which is below the London and England average (6% and 4%). Highways – Classified roads This is the percentage of the local authority’s B and C roads (non- principal roads) where maintenance should be considered. This represents the percentage of road that is in the worst condition measured in 10 metre sections. In 2023/24, the percentage of Hillingdon’s B and C roads where maintenance should be considered was 2%, which is below the London and England average (12% and 7%). As the Graph demonstrates some authorities have not submitted data to the Department for Transport. Highways - Unclassified roads This is the percentage of the local authority's unclassified roads (U roads) where maintenance should be considered. There is no mandated method for collection of U road condition, hence a variety of road condition monitoring techniques are used by local authorities. In 2023/24, the percentage of Hillingdon’s unclassified roads where maintenance should be considered is 5%, which is below the London and England average (12% and 16%). As the Graph demonstrates some authorities have not submitted data to the Department for Transport. Highways – Electric Vehicle (EV) Charging Public EV charging devices per 100,000 population In Q1 (Jan-Mar) 2025, the number of publicly available electric vehicle charging devices per 100,000 population in Hillingdon was 78.9, which is below the London rate of 295.5 (based on charging devices at all speeds). The council has joined forces with Brent, Ealing, Hammersmith & Fulham, Haringey and Harrow to secure £7.5 million from the government's Local Electric Vehicle Infrastructure (LEVI) fund. The partnership is in the process of procuring a supplier to install and manage the new EV charge points across all five boroughs, with 1,673 new EV charging points set to be installed across Hillingdon. This chart shows the number of potholes reported each month over the past two financial years. Potholes are a common concern for many residents, as they affect road safety and can damage vehicles. Looking at the data, you can see that the number of reported potholes can change a lot from month to month, often spiking in winter and early spring, when cold and wet weather causes the most damage to road surfaces. Compared to the previous year, 2024/25 has seen fewer reports in several months, especially in April and November, which shows improvement. By tracking these numbers, the council can better understand when and where road repairs are needed most and focus resources to keep roads safer and smoother for everyone in Hillingdon. Community and Environment - Potholes The number of properties acquired by Hillingdon Council which includes new builds and acquisitions to housing stock. By the end of the financial year, the council significantly exceeded its target of increasing housing stock by 300 properties, contributing to a more sustainable and secure supply of homes for local residents. This growth reflects the council’s continued investment in addressing housing need across the borough. Corporate Services and Property – New Builds and Acquisitions Each month, more than 3,000 repair requests are logged. Emergency job volumes have remained stable, while routine repairs have fluctuated slightly. Despite this, overall repair completion rates have steadily improved, meaning more issues are being resolved on time. This improvement helps ensure that homes remain safe, functional, and comfortable. A more reliable repair service also means residents experience fewer delays and less stress, with reduced need for repeated follow-ups. Homes and Communities – Repairs The top graph looks at the number of jobs that have been logged that are either classed as emergency or routine. Emergency jobs require either next day or out of hours attendance. Routine jobs are up to 90 working days depending on the severity. The bottom graph looks at overall jobs completed. The top graph shows the number of responsive repairs completed for every 1,000 properties. This is used to measure the average core demand (Target Line) placed on the sector. Based on this the sector's average is 295. The bottom graph also looks at responsive repairs completed on time but as a percentage and the target for this is 89%. Since September 2024, Hillingdon has consistently achieved the target of responsive repairs completed within the required timescales each month which means most residents can now expect a more dependable and timely housing repairs service. Homes and Communities - Repairs Cabinet Member: Cllr Martin Goddard Portfolio: Finance and Transformation Our commitments to residents A thriving economy A digital-enabled, modern, well-run council Corporate Director: Matthew Wallbridge, Chief Operating Officer In October 2024, the council agreed its first Digital Strategy that set out our vision to embrace technology to be efficient and make it easier for residents to use council services, including supporting those who are unable to use technology. In November 2024, the council completed a Cyber 360 review by the Local Government Association with the feedback: "Hillingdon Council has made notable strides in advancing its cyber security posture, with strong leadership backing and a solid foundation of policies and processes in place. The commitment to improving security is evident through investments in digital strategy, proactive risk management, and the establishment of clear governance structures". Currently, 97.9% of Hillingdon residents have access to superfast broadband. This wide coverage ensures that almost everyone in the borough can benefit from fast internet, helping to keep people connected and making everyday life easier. As part of the Digital Strategy the council has seen a reduction in phone calls and an increase in resident self-service, as well as an increase in the use of the council's website. In 2024/25, through the council’s counter fraud team, the councilrecovered a total of £10.9 million, significantly exceeding its target of £8 million. This helps to contribute to the council’s financial position, as well as ensuring we reduce fraud. Finally, there has been an increase in the percentage of money spent with local versus non-local suppliers, with the latest quarter rising to nearly 25%. In addition, the percentage of individual transactions (orders) that are placed with local businesses has also grown, reaching over 43% in the most recent quarter. The first chart tracks cyber threats— these are attempts by criminals to break into council systems, steal information, or disrupt services. The numbers go up and down each month, but there are periods where attacks spike, showing that the threat is always changing and never goes away. The second chart shows phishing threats, which are attempts to trick people into giving away personal details or passwords, often by email. These attempts are much more common, sometimes reaching over 10,000 a month, but they’ve been lower in some recent months, showing how constant and widespread these risks are. Why does this matter? Protecting against cyber and phishing attacks keeps council services running, protects sensitive information, and helps prevent fraud. The council’s security teams are always working in the background to spot and block these threats, keeping both staff and residents safe from online crime. Staying alert to these dangers is important for everyone. The council’s ongoing work to defend its systems helps make sure residents’ data stays secure and services remain reliable. Finance and Transformation – Cyber Security These charts show just how much broadband speeds and coverage have improved across Hillingdon. The line chart on the left tracks internet speeds over time, showing a huge increase in both download and upload speeds in recent years. As of mid-2025, the average download speed in the borough is now over 278 Mbps, with average upload speeds at nearly 89 Mbps. This means residents and businesses can access fast, reliable internet for everything from streaming and remote work to online learning and digital services. The chart on the right highlights that 97.9% of Hillingdon now has access to superfast broadband. This wide coverage ensures that almost everyone in the borough can benefit from fast internet, helping to keep people connected and making everyday life easier. Fast and reliable broadband is more important than ever, whether for working from home, staying in touch with family, accessing council services, or supporting local businesses. While a small number of properties may still have slower speeds, the vast majority of Hillingdon is now well connected. Finance and Transformation – Resident Connectivity This chart shows the number of online forms completed by residents through the council’s website each month - a key measure of how people are using digital self-service to access council services. The 2024/25 data (shown in yellow) highlights a strong start to the year, with more residents choosing to use online channels compared to the same period in 2023/24 (shown in red), particularly between April and July. Using digital services helps residents get things done quickly and easily, without needing to call or visit the council. It also reduces pressure on frontline staff, allowing the council to focus more resources on those who need the most support. Finance and Transformation – Resident Self Service This chart shows the percentage of service requests where residents still needed support from council staff to complete their transaction - either by phone, in person, or through assisted digital channels. While many residents are now using online self-service, a significant proportion still rely on manual help. In 2023/24 (red bars), assisted rates were consistently above 55%, peaking at 65% in December. Early 2024/25 data (yellow bars) shows encouraging signs of improvement, with fewer people needing support, especially in April, May, and June. Reducing the need for manual support is an important part of making the council more efficient and accessible. By helping more residents confidently use digital services, we can improve convenience, lower costs, and free up staff to assist those who need extra help the most. Finance and Transformation – Resident Assisted These charts show how many calls the contact centre handled from residents each month, as well as the percentage of calls that were abandoned (where callers hung up or dropped the call before getting through). This year, we’ve seen fewer total calls coming into the contact centre compared to last year. This could mean that more residents are finding answers online or using other digital services, which can be quicker and more convenient for everyone. Although the percentage of abandoned calls has been a little higher in some months this year, the council continues to work on improving the service - making it easier for residents to get through and get the help they need. Fewer total calls and the ongoing push to improve digital access both help reduce waiting times and free up staff to support residents with more complex enquiries. Overall, these trends reflect the growing use of online services in Hillingdon, as well as the council’s commitment to making it easier for everyone to contact us, whether by phone or online. Finance and Transformation – Resident Calls handled The number of visits to the Hillingdon Council website is a useful way to see how residents are using online services. This chart shows that website usage goes up and down throughout the year, with the busiest months usually in early spring. July had the most visits in 2024/25 with just under 450,000 page views. Improved web usage means that more people are able to get the help they need quickly and easily, without having to phone or visit the council in person. By making sure the website is clear and easy to use, the council is helping residents find what they need, when they need it. Finance and Transformation – Web usage This graph highlights the council’s counter- fraud activity across a range of services, including housing, business rates, and adult social care. Fraud in these areas can include false housing claims, undeclared business activity, and misuse of care funding. In 2024/25, the council recovered a total of £10.9 million, significantly exceeding its target of £8 million. This reflects strong performance in identifying, investigating, and stopping fraudulent activity, and reclaiming funds and assets. In 2024/2025 the counter fraud service had 112 fraud recoveries, and 42 emergency housing units closed helping to release vital homes and resources back into the system. Counter fraud checks play a crucial role in protecting public money, ensuring fairness, and making sure support reaches those who are genuinely eligible. Finance and Transformation - Counter Fraud Recovery The top chart looks at the percentage of money spent with local versus non-local suppliers. While most spending still goes to suppliers outside the borough, the amount spent locally has increased, especially in the latest quarter, rising to nearly 25%. The bottom chart shows the percentage of individual transactions (orders) that are placed with local businesses. Here, the share of local transactions has also grown, reaching over 43% in the most recent quarter. Buying from businesses within Hillingdon helps to support the local economy, protect local jobs, and keep more money circulating within the community. It’s one of the ways the council can directly invest back into the borough and help local firms grow. However, not every service or product the council needs is available locally. Some specialist goods or larger contracts have to be sourced from outside the borough, which is why there will always be a balance. By increasing the share of local procurement wherever possible, the council is working to give local businesses more opportunities, but also making sure it gets the best value and quality for residents. Finance and Transformation – Procurement Concluding comments The Annual Performance Report for 2024/25 provides a transparent account of Hillingdon Council's performance across core service areas, emphasizing putting residents first. The council is addressing significant challenges such as rising demand, financial pressures, and evolving community needs while maintaining a commitment to service quality, accountability, and resident wellbeing. In housing and homelessness, the council faces unprecedented demand, with record highs in temporary accommodation usage and homelessness presentations. To address this, Hillingdon has implemented targeted interventions, including increasing housing supply, introducing cost controls, and expanding prevention efforts to reduce reliance on temporary accommodation and improve outcomes for vulnerable households. Community and environmental services show positive trends in green space and tree maintenance, library engagement, and waste composting. However, challenges remain in recycling rates. Crime and ASB rates are high but stable, and public confidence in policing has declined, highlighting the need for continued community engagement and transparency. Financially, the council operates under considerable strain due to reduced central funding, inflationary pressures, and demand-led costs. Risk management processes have been strengthened, and counter fraud efforts have delivered significant recoveries. Digital transformation continues to progress, with improvements in broadband coverage and online service usage. Overall, the report demonstrates Hillingdon's commitment to continuous improvement, resident-centred service delivery, and strategic resilience. The council’s data-driven approach, investment in transformation, and focus on outcomes position it to navigate the road ahead with purpose and clear objectives. Moving forward The Local Government Outcomes Framework (LGOF) is a new national system that will help councils across the country measure and improve the way they deliver services for residents. Due to launch in April 2026, the LGOF aims to create a clearer and more consistent picture of how well councils are supporting their communities by focusing on results that matter most to local people. What is the LGOF? The LGOF sets out 15 priority outcomes, such as health, housing, community safety, education, and the local environment supported by 115 individual measures. The vast majority of these are statutory indicators, meaning councils already collect and report this information to government. By bringing this data together in one place, the framework allows councils to see how they compare with others regionally and nationally, helping to identify areas for improvement and share what works. The LGOF isn’t just about collecting data; it’s designed to promote a culture of data-driven self-improvement and encourage councils to learn from each other. This should lead to better decision-making, more effective services, and improved outcomes for residents. What does it mean for Hillingdon? Hillingdon will contribute to the development of the LGOF as it takes shape over the next year, sharing our experience and helping to shape the final framework. Once it goes live, we will align our annual reporting and performance management to the LGOF’s outcomes and measures, ensuring residents and stakeholders can see how Hillingdon is performing in all key areas. Most of the information needed for the LGOF will come from statutory data returns that are already published. However, this also highlights the importance of having accurate and high-quality data in our systems. As part of our preparations, we will be prioritising improvements to data quality and carrying out audits in key service areas, so our reporting is reliable and reflects the real picture for our residents. By working towards the LGOF, Hillingdon is committed to being transparent about our performance, learning from best practice, and driving continuous improvement, helping us to deliver better services and outcomes for everyone in the borough. Data sources Much of the data used in this report is from council systems. External data sources have been used to allow benchmarking to London and England; these data sources include: LG Inform , Local Government Association; many graphs used in this report detail outputs from: - Ministry of Housing, Communities and Local Government (MHCLG) - Department for Levelling Up, Housing and Communities (DLUHC) - Department for Transport - Department for Digital, Culture, Media and Sport - Department for Environment, Food and Rural Affairs (DEFRA) - NHS England - Office for Health Improvement and Disparities (OHID) Local Broadband Information, thinkbroadband Local Government Outcomes Framework (LGOF)

Classification: Public Corporate Resources and Infrastructure Select Committee – 19 November 2025 BUDGET & SPENDING REPORT – SELECT COMMITTEE MONITORING Committee name Corporate Resources and Infrastructure Select Committee Corporate Director(s) responsible Steve Muldoon – Corporate Director of Finance Matthew Wallbridge – Chief Operating Officer Daniel Kennedy – Corporate Director of Residents Services Papers with report NA Ward All RECOMMENDATION That the Committee: 1. Note the budget monitoring position as at August 2025 (Month 5) for the Council. 2. Note the budget monitoring position as at August 2025 (Month 5) for the services within the remit of the Corporate Resources and Infrastructure Select Committee. HEADLINES 3. This monitoring report provides an update on the Month 5 budget monitoring position for the Council and an update on the Month 5 budget monitoring position for the services relevant to the Select Committee. Corporate Directors, supported by their Head of Finance, will attend the meeting to provide further details and clarifications. 4. 2025/26 MONTH 5 BUDGET MONITORING POSITION (COUNCIL) 5. As at Month 5, the Council is forecasting a net overspend of £30.2m on its core operating activities. This includes ove rspends of £28.0m across Service Operating Budgets, a £4.2m pressure against the planned use of reserves and a breakeven position across centralised and Corporate Budgets including Corporate Funding. These pressures are partially mitigated by £2.0m of interventions, which are expected to deliver savings aligned with the Target Operating Model (TOM) and spend control measures, and are currently held under unallocated budget lines, pending allocation to service areas. To address the total gross pressure of £40.7m, which includes further pressures of £2.7m relating to pay inflation and £7.1m on cross -cutting savings no longer viewed as deliverable in-year, the full £10.5m contingency budget has been released, reducing the net overspend to £30.2m. Overall, this represents an £8.1m increase in the overspend compared to the Month 4 position. 6. The service operating budget pressure of £28.0m, representing a £3.9m adverse movement from Month 4, is largely being driven by four pressure areas: a. c£19.5m relating to demand pressures above the budget position presented to February Cabinet and Council, with £8.2m being driven by Adult Social Care demand, £6.5m from homelessness support, £5.1m within Children’s Social Care, offset by a £0.3m reduction in the waste forecast. Classification: Public Corporate Resources and Infrastructure Select Committee – 19 November 2025 b. c£8.0m relates to a shortfall against the savings budgeted in 2025/26 and the £38.8m target to be delivered this year (with a further £7.1m included in unallocated savings budgets), representing 39% slippage. c. £3.0m from the General Fund share of Treasu ry activities and the interest costs arising from the increase in borrowing resulting from the forecast. d. Lastly, c£2.5m net underspend relating to a number of other smaller updates, mainly driven by staffing underspends across Adult Social Care & Health (c£2m) and Children’s Social Care (c£1m) with some other minor movements. Table 1 – General Fund Overview 7. SAVINGS (COUNCIL) 8. The savings requirement set for 2025/26 was £34.0m as set out in the Council’s budget strategy. This position has been supplemented by a further £4.8m of savings carried forward from 2024/25 as set out in the outturn report presented to July Cabinet, resulting in an overall programme of £38.8m savings being targeted in year: Classification: Public Corporate Resources and Infrastructure Select Committee – 19 November 2025 Table 2 – Savings Tracker 9. As of Month 5, £18.8m (49%) of the savings and interventions are being recorded as banked or on track for delivery. A further £5.9m (15%), being tracked above as amber, are in delivery but may not deliver in full this financial year. Of this, £1.2m is currently anticipated to slip but fully deliver in 2026/27. There are £12.2m (31%) of savings reported as red and having challenges in delivery, with mitigations being sought in-year where feasible. Of these, £12.0m are forecast to slip into 2026/27 but are ultimately expected to be delivered. A further £1.9m of savings are now considered to be undeliverable and will need to be written out of the Council’s budget from 2026/27. Of these, £1.7m relate to the brought forward balance from the prior year while £0.2m of savings budgeted for delivery in 2025/26 can no longer be delivered. 10. Where savings are at risk of not being delivered in full during 2025/26, the associated pressures have been factored into the monitoring position with compensating actions being implemented where possible to offset the impact. 11. RISKS AND MITIGATIONS 12. As part of the Month 5 review, the Council has also carried out an analysis of exposure to risks and where further opportunities exist. This review has identified more risks than opportunities, with risks totalling £10.7m against further opportunities of £ 2.9m. The identified risks include demand exposure from homelessness (£1.0m), adult social care (£1.8m) and Waste Services (£0.3m) with wider corporate risks linked to the delivery of the interventions (£1.0m). An estimated £5m of the above reflects the le vel of capital receipts yet to crystallise to fund transformation activity as set out in the Council’s budget; a pipeline for this is in place with some assets now being marketed and so this risk is anticipated to reduce through the year. The remaining £1.6m of risks come from a number of smaller updates including funding strategies Classification: Public Corporate Resources and Infrastructure Select Committee – 19 November 2025 such as buyers premium and potential environmental costs associated with compliance related activities. It should be noted that risks not able to be quantified include the cost of any redundancies that may arise from any TOM savings implementation (redundancies would precede any savings that ensue), and also the financial impact relating to the amortisation of any EFS that may get agreed in respect of the 2024/25 financial year. 13. Opportunities in this position include £0.9m associated with various waste workstreams including the release of regional benefits from the West London Waste Authority (WLWA) and £1.4m related to the Council’s ability to positively impact the homelessness support pressure through demand and market management, with £0.6m from smaller opportunities. 14. Additional details regarding the Council’s general fund revenue position are available in the most recent Month 5 budget monitoring report: 13 - Final Cabinet Report M5.pdf 15. 2025/26 MONTH 5 BUDGET MONITORING POSITION (SELECT COMMITTEE PORTFOLIO) 16. Table 3 summarises the Committee’s Month 5 budget monitoring position by directorate, showing a projected overspend of £5.0 for the services within the remit of this directorate. The table also reflects adjustments for Earmarked Reserves, Provisions and Transformation Capitalisation. 17. Finance – is reporting a pressure of £3.8m, which is a £0.4m favourable movement against the previous report. The variance is predominantly caused by a £2.8m pressure against the Council’s Treasury budget as a result of the adverse financial position for the Council. The amount of cash forecast to be received is lower than the cash being expended, leading to increased finance costs, however, the forecast borrowing costs have reduced at Month 5 leading to the favourable movement in this area. This position is compounded by staffing pressures within Finance from agency staffing costs and the associated premium above the Council’s own workforce budget. 18. Corporate Services – is currently reporting a £0.5m overspend. The main reason for this is a £0.4m shortfall in achieving planned savings within the Resident Hub and Human Resources. This shortfall reflects the portion of the savings target in these areas that is forecast not to be achieved this year. However, it is important to note that the total savings are still expected to be delivered in full in future financial years. The remaining overspend is due to challenges in meeting the managed vacancy factor (MVF) target in certain services, which requires keeping some posts unfilled to save costs. However, this is partly offset by staffing underspends in other services, where posts are being held vacant to help improve the council’s overall financial position. 19. Please note that from Month 6, Corporate Services and the Chief Executive’s Office are separate directorates. 20. Place – is reporting a £0.7m overspend against the specific services within the Place directorate that fall within the remit of this committee. The overspend reflects the £ 0.729m of in-year undelivered savings currently reported as A2 or Red in Table 5 and as detailed in the savings section of this report. The future deliverability of these savings is being reviewed in line with the current MTFS process. 21. Please note that in Month 5, the Place directorate was separate from Residents Services . Starting from Month 6, the Place and Homes & Communities directorates were incorporated into Classification: Public Corporate Resources and Infrastructure Select Committee – 19 November 2025 Residents Services for reporting purposes. 22. Table 4 provides a detailed breakdown o f the budget m onitoring position by service area and shows forecast changes for Earmarked Reserves, Provisions and Transformation Capitalisation. 23. SAVINGS (SELECT COMMITTEE PORTFOLIO) 24. The savings requirement for 2025/26 relating to the services overseen by this Committee is £6.984m, as outlined in the Council’s budget strategy and detailed in Table 5 of this report, which provides a breakdown of the savings position by directorate. Table 5 additionally presents the savings slippage incorporated into the forecast position. 25. Of the savings identified within the Corporate Resources and Infrastructure select committee, £5.112m (73%) are classified as banked or on track, £1.178m (17%) are marked as amber and currently in delivery but may not be fully delivered this financial year , and £0.694m (10%) are reported as red, indicating challenges in delivery; mitigations are being considered in-year where possible. 26. Finance has banked or is on track to deliver £0.937m (80%) of savings, while £0.234m (20%) may face challenges this year. The ‘Future of Financial Systems’ saving is delayed due to late implementation of the automated bank reconciliation system, but it is still expected in full through a review of council system licenses and the roles of staff involved in the bank reconciliations and taxation. 27. Of the £3.960m savings in Corporate Services, 77% (£3.051m) are banked or on track, 12% (£0.489m) are amber and may not be fully delivered this year, and 11% (£0.420m) face potential delivery issues. The anticipated shortfall of £0.277m in meeting the Resident Hub savings target is attributed to the scheduling of restructuring and technology implementation. There is also a shortfall of £0.143m against the Human Resources savings target, now projected to be delayed until 2026/27 due to the volume of work in this financial year and the need to restructure the team. 28. Within the Place directorate services overseen by this Committee, £1.123m (61%) of the savings and interventions are currently classified as banked or on track for delivery, while £0.729m (39%) are reported as facing potential challenges to successful implementation. The £0.729m is related to shortfalls in income. The pressures from £0.075m Council Assets , £0.200m Commercial Leases and £0.180m are due to delays in the implem entation of new systems to support the management of leases and a review of the use of assets. Options to increase lease income from the Civic Centre £ 0.274m, are being explored but a full year effect will not be received this financial year. PERFORMANCE DATA 29. N/A RESIDENT BENEFIT 30. Regular monitoring of financial performance is used to assess whether spending and savings targets are being met, thereby supporting the efficient delivery of services to residents. By closely tracking expenditure and identifying variances, the council can take timely corrective actions to Classification: Public Corporate Resources and Infrastructure Select Committee – 19 November 2025 address overspending and mitigate risks. This also enhances public transparency and accountability, providing residents with confidence that their Council is managing finances prudently and prioritising their needs. Overall, regular monitoring supports safeguarding the Council's finances and the delivery of quality services to residents. FINANCIAL IMPLICATIONS 31. This is primarily a finance report and the implications are set out in the main body of the report above. LEGAL IMPLICATIONS 32. There are no direct legal implications arising from regular monitoring of the council’s finances by select committees. 33. Democratic Services advise that effective overview and scrutiny arrangements require access to the information under the committee’s pu rview and, in accordance with the 2024 Statutory Scrutiny Guidance, such information includes finance and risk information from the Council, and its partners where relevant. BACKGROUND PAPERS 34. NIL APPENDICES 1 – Tables 3-5 Classification: Public Corporate Resources and Infrastructure Select Committee – 19 November 2025 Table 3 – 2025/26 Month 5 Budget Monitoring Position by Directorate Directorate Approved Budget Underlying Forecast Earmarked Reserves Provisions Transformation Capitalisation Management Action Forecast Outturn Forecast Variance Current Month Forecast Variance Prior Month Change in Variance Staffing 12,066 14,913 (87) 0 (2,945) 36 11,917 (148) (99) (49) Non-Staffing 101,158 103,461 338 0 0 0 103,799 2,641 2,636 5 Income (79,664) (78,322) 0 0 0 (58) (78,380) 1,284 1,618 (334) Sub-Total 33,560 40,052 251 0 (2,945) (22) 37,336 3,777 4,155 (378) Staffing 19,283 23,212 0 0 (3,338) 35 19,909 626 117 510 Non-Staffing 10,681 12,930 0 0 (1,169) (516) 11,245 564 996 (432) Income (2,327) (3,090) 0 0 0 37 (3,053) (726) (720) (6) Sub-Total 27,636 33,051 0 0 (4,507) (443) 28,101 464 392 72 Staffing 7,257 7,215 0 0 0 0 7,215 (42) 37 (79) Non-Staffing 15,383 15,204 0 0 0 19 15,223 (160) (145) (15) Income (11,234) (10,454) 0 0 0 170 (10,284) 950 734 216 Sub-Total 11,406 11,965 0 0 0 189 12,154 748 626 122 Grand Total 72,602 85,068 251 0 (7,452) (276) 77,591 4,989 5,173 (184) Corporate Services Finance Place Classification: Public Corporate Resources and Infrastructure Select Committee – 19 November 2025 Table 4 – 2025/26 Month 5 Budget Monitoring Position by Service Service Area Subjective Approved Budget Underlying Forecast Earmarked Reserves Provisions Transformation Capitalisation Management Action Forecast Outturn Forecast Variance Current Month Forecast Variance Prior Month Change in Variance (£'000) (£'000) (£'000) (£'000) (£'000) (£'000) (£'000) (£'000) (£'000) (£'000) Staffing 4,421 6,067 (87) 0 (452) 0 5,528 1,108 557 551 Non-Staffing 2,065 2,214 (162) 0 0 0 2,053 (12) (143) 131 Income (483) (461) 0 0 0 0 (461) 22 148 (126) 6,003 7,820 (248) 0 (452) 0 7,120 1,117 562 555 Staffing 6,941 7,966 0 0 (2,493) 36 5,508 (1,433) (799) (633) Non-Staffing 79,596 80,089 500 0 0 0 80,589 993 499 494 Income (77,857) (77,869) 0 0 0 (58) (77,927) (70) (11) (58) 8,680 10,186 500 0 (2,493) (23) 8,170 (509) (312) (198) Staffing 704 881 0 0 0 0 881 177 144 33 Non-Staffing 19,497 21,157 0 0 0 0 21,157 1,660 2,280 (620) Income (1,323) 8 0 0 0 0 8 1,332 1,481 (149) 18,878 22,046 0 0 0 0 22,046 3,169 3,905 (736) Staffing 12,066 14,913 (87) 0 (2,945) 36 11,917 (148) (99) (49) Non-Staffing 101,158 103,461 338 0 0 0 103,799 2,641 2,636 5 Income (79,664) (78,322) 0 0 0 (58) (78,380) 1,284 1,618 (334) 33,560 40,052 251 0 (2,945) (22) 37,336 3,777 4,155 (378) Staffing (909) 78 0 0 (143) 0 (65) 844 897 (53) Non-Staffing 0 745 0 0 (680) 0 65 65 0 65 Income 0 0 0 0 0 0 0 0 0 0 (909) 823 0 0 (823) 0 0 909 897 12 Staffing 1,022 1,329 0 0 (155) 0 1,174 152 128 24 Non-Staffing 6 (28) 0 0 0 0 (28) (34) (32) (2) Income (67) (88) 0 0 0 0 (88) (22) (22) 0 962 1,213 0 0 (155) 0 1,058 96 74 22 Staffing 1,234 1,337 0 0 (55) 0 1,282 48 110 (62) Non-Staffing 192 185 0 0 0 0 185 (6) (7) 0 Income (224) (303) 0 0 0 0 (303) (79) (133) 54 1,202 1,219 0 0 (55) 0 1,164 (37) (30) (7) Staffing 1,145 1,612 0 0 (1,419) 0 192 (953) (995) 42 Non-Staffing 0 0 0 0 0 0 0 0 0 0 Income 0 0 0 0 0 0 0 0 0 0 1,145 1,612 0 0 (1,419) 0 192 (953) (995) 42 Staffing 1,898 2,444 0 0 (320) 47 2,171 273 109 164 Non-Staffing 931 951 0 0 0 0 951 20 20 0 Income (99) (100) 0 0 0 (87) (188) (88) (1) (87) 2,731 3,295 0 0 (320) (41) 2,935 204 127 77 Staffing 469 411 0 0 0 (12) 400 (69) (62) (7) Non-Staffing 25 9 0 0 0 0 9 (16) (18) 1 Income 0 0 0 0 0 0 0 0 0 0 494 420 0 0 0 (12) 409 (85) (79) (6) Staffing 1,197 1,032 0 0 (360) 0 672 (524) (501) (23) Non-Staffing 131 491 0 0 0 0 491 360 360 0 Income (102) (102) 0 0 0 0 (102) 0 0 0 1,226 1,422 0 0 (360) 0 1,062 (164) (141) (23) Staffing 4,520 5,056 0 0 0 0 5,056 536 524 12 Non-Staffing 273 424 0 0 0 0 424 151 128 23 Income (202) (427) 0 0 0 0 (427) (225) (178) (47) 4,591 5,053 0 0 0 0 5,053 462 473 (11) Staffing 2,708 2,876 0 0 0 0 2,876 167 (333) 500 Non-Staffing 7,035 8,103 0 0 (489) (516) 7,098 63 555 (492) Income (50) (343) 0 0 0 0 (343) (293) (280) (13) 9,694 10,635 0 0 (489) (516) 9,630 (63) (58) (5) Staffing 47 629 0 0 (582) 0 47 (1) (1) 0 Non-Staffing 0 1 0 0 0 0 1 1 1 (0) Income 0 0 0 0 0 0 0 0 0 0 47 629 0 0 (582) 0 47 0 0 0 Staffing 668 639 0 0 0 0 639 (28) (23) (5) Non-Staffing 243 235 0 0 0 0 235 (9) (9) 0 Income (66) (67) 0 0 0 0 (67) (2) (2) 0 845 807 0 0 0 0 807 (38) (33) (5) Staffing 1,653 1,740 0 0 0 0 1,740 87 120 (33) Non-Staffing 1,750 1,704 0 0 0 0 1,704 (46) (13) (32) Income (735) (777) 0 0 0 0 (777) (43) (9) (33) 2,668 2,667 0 0 0 0 2,667 (1) 97 (99) Staffing 3,631 4,028 0 0 (304) 0 3,724 94 144 (50) Non-Staffing 93 109 0 0 0 0 109 16 11 5 Income (783) (882) 0 0 0 125 (757) 26 (94) 120 2,941 3,256 0 0 (304) 125 3,077 135 60 75 Staffing 19,283 23,212 0 0 (3,338) 35 19,909 626 117 510 Non-Staffing 10,681 12,930 0 0 (1,169) (516) 11,245 564 996 (432) Income (2,327) (3,090) 0 0 0 37 (3,053) (726) (720) (6) 27,636 33,051 0 0 (4,507) (443) 28,101 464 392 72 Staffing 2,783 3,119 0 0 0 0 3,119 336 292 44 Non-Staffing 5,342 4,921 0 0 0 9 4,930 (412) (420) 8 Income (6,061) (5,367) 0 0 0 170 (5,197) 864 682 182 2,064 2,673 0 0 0 179 2,852 788 554 234 Staffing 1,756 1,378 0 0 0 0 1,378 (378) (255) (123) Non-Staffing 6,506 6,765 0 0 0 5 6,770 264 275 (11) Income (1,571) (1,494) 0 0 0 0 (1,494) 77 52 25 6,691 6,649 0 0 0 5 6,654 (37) 72 (109) Staffing 2,718 2,718 0 0 0 0 2,718 0 0 0 Non-Staffing 3,535 3,518 0 0 0 5 3,523 (12) 0 (12) Income (3,602) (3,593) 0 0 0 0 (3,593) 9 0 9 2,651 2,643 0 0 0 5 2,648 (3) 0 (3) Staffing 7,257 7,215 0 0 0 0 7,215 (42) 37 (79) Non-Staffing 15,383 15,204 0 0 0 19 15,223 (160) (145) (15) Income (11,234) (10,454) 0 0 0 170 (10,284) 950 734 216 11,406 11,965 0 0 0 189 12,154 748 626 122 Corporate Services Total Transformation Communications Democratic Services Legal Services Technology Service Finance Strategic & Operational Finance Statutory Accounting Investments and Pensions Director Digital Data & Technology Business Intelligence Counter Fraud Digital Human Resources Internal Audit and Risk Assurance Procurement and Commissioning Resident Hub Finance Total Property Services Operational Assets Highways Place Total Classification: Public Corporate Resources and Infrastructure Select Committee – 19 November 2025 Table 5 – 2025/26 Savings Position by Directorate RAG Rating 2025/26 & B/fwd savings Total B G A1 A2 R W/O £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Finance Cashflow Measures (100) (17) (83) (100) Finance Future of Financial Systems - Full Year Effect (234) (234) (234) 234 Finance Increase MVF by 1% (139) (139) (139) Finance Older People's Discount - Latest Demand (200) (200) (200) Finance Pension Payment Cashflow Measures (95) (95) (95) Finance Revenue & Benefits - Automations & Customer Contact (334) (334) (334) Finance ZBB Vacant Post Deletions (69) (69) (69) (1,171) (715) (222) 0 (234) 0 0 (1,171) 234 Corporate Services Digital & Intelligence Cost Rebasing Review (1,000) (255) (745) (1,000) Corporate Services Digital and Technology Contract Review - phase 1 (43) (43) (43) Corporate Services Digital and Technology Contract Review - phase 2 (120) (60) (60) (120) Corporate Services Fees & Charges Inflationary Uplifts 122 122 122 Corporate Services Reshaping Customer Experience and Business Support - phase 1 (1,340) (1,340) (1,340) Corporate Services Reshaping Customer Experience and Business Support - phase 2 (536) (186) (73) (277) (536) 277 Corporate Services Internal Audit Staffing Cost Reduction (73) (73) (73) Corporate Services Counter Fraud Funding Strategy (72) (72) (72) Corporate Services Counter Fraud: Review of Capability, Capacity and Activity (107) (107) (107) Corporate Services Communications; Outsourcing of the Council's Film Office (60) (60) (60) Corporate Services Democratic Services; Registration Service Income Maximisation (30) (30) (30) Corporate Services Democratic Services; Remove Hard Copy Agendas for Statutory Meetings (15) (15) (15) Corporate Services Human Resources Service Review (143) (143) (143) 143 Corporate Services Increase MVF by 1% (217) (217) (217) Corporate Services Legal Fees and Charges Review (326) (326) (326) (3,960) (2,029) (1,022) (489) 0 (420) 0 (3,960) 420 Place Review of Civic Centre Operating Costs (274) (274) (274) 274 Place Review of VSLP (50) (50) (50) Place Energy Consumption (928) (928) (928) Place Council Assets (75) (75) (75) 75 Place Garage Voids (260) (80) (180) (260) 180 Place Rateable Savings (65) (65) (65) Place Review of Commercial Leases (200) (200) (200) 200 (1,852) (115) (1,008) 0 (455) (274) 0 (1,852) 729 (6,984) (2,859) (2,253) (489) (689) (694) 0 (6,984) 1,383 Total 2025/26 2025/26 Slippage Corporate Services Total Finance Total Place Total Corporate Resources and Infrastructure Total Directorate Description

Classification: Public Corporate Resources and Infrastructure Select Committee – 19 November 2025 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, the Counc il 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 planning polic ies 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 res idents, with final proposals on the re-housing offer and indicative design to be put to residents in a GLA Classification: Public Corporate Resources and Infrastructure Select Committee – 19 November 2025 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 submission of t wo 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 Fin ance, 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. The Planning Consent was for 740 new homes across both sites. Following the decision by the Council to proceed with Higgins on Hayes Town Centre (HTC) phases 1 and Avondale Drive 1A, a Deed of Variation (DoV) to the Development Agreement has been progressed with Higgins and it is the basis for the current construction works. Higgins is nearing completion for HTC phase 1 and Avondale phase 1 A is now complete and known as Cherwell Court. Higgins and the Council are entering agreements for future phases, currently a pre-construction services agreement (PCSA) is being entered into in relation to planning matte rs for the next phases on both estates and also a contract is being drafted for the demolition of Wellings House. Further, accelerating the works at Avondale Drive is being explored which would include the demolition of Glenister and Fitzgerald, with an earlier build start for these phases. Pre-planning public consultations were held in October 2025, one for each site in relation to the proposals for the future phases. It is expected that the planning application will be submitted this month on Avondale with Hayes Town Centre to follow. The new proposals are for 296 homes at Avondale Drive which is an increase of 33 affordable homes from that originally consented and 562 homes at Hayes Town Centre and increase of 32 from the original consent. This will include 1, 2, 3 and 4 bed homes, and increase of 26 three and four bed family homes. Classification: Public Corporate Resources and Infrastructure Select Committee – 19 November 2025 PERFORMANCE DATA The contract with Higgins provides for the delivery of their proposed re -design of both Estates (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 was planned to take place in five phases at Hayes Town Centre and three phas es at Avondale Drive. Acceleration of these phases is now being explored. The affordable housing at both Estates will be delivered earlier than originally envisaged, with the first phases at both Estates delivering 110 homes for existing residents , 30 in 2025 and 80 in 2026 . The remaining affordable housing is planned to be completed later, and this process has begun. Key delivery dates are set out below: Hayes Town Centre Practical Completion/Handover Phase 1: February 2026 Later Phases: To be agreed Avondale Practical Completion/Handover Phase 1A: October 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 is nearing completion and 1A is complete. Higgins’ proposed design for Hayes Town Centre provides 562 council homes, either for rent or returning leaseholders. There will be a further phase for private sale. At Avondale Drive, Higgins’ proposed design provides 296 council homes, either for rent or returning leaseholders. Higgins has held a number of pre a pplication meetings with the Council’s planners to progress implementing their proposed designs. Design consultations with residents at both Estates were held in October 2025, which were well received. RESIDENT BENEFIT At Hayes Town Centre, Higgins’ curre nt proposed design at Hayes Town Centre provides 562 Classification: Public Corporate Resources and Infrastructure Select Committee – 19 November 2025 affordable rent and at Avondale Drive provides 296 homes for affordable rent. The redevelopment will not only improve the physical 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 addition , a wide range of Social Value Initiatives to meet the 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 meetings 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 a ccess 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 addre ss 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. Consultation meetings have been held with the resident leaseho lders remaining on both estates regarding their future housing aspirations. The Compulsory Purchase Order (CPO) process was completed before 22nd March 2025. The contract maximised 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 was undertaken with BUILD to run a series of construction workshops for women. This continued and further opportunities were filled locally. The social impacts 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. Classification: Public Corporate Resources and Infrastructure Select Committee – 19 November 2025 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 a consequence of increasing the number of units, regulatory changes and inflation since the budget was agreed, the re -planned costs of the full project will exceed the current total budget. Further work is underway 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. This work will therefore be indicative for the time being. Officers will be seeking further funds as soon as there is clarity on overall costs and the grant available. 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. Officers are seeking further grant for the future phases. 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/

Classification: Public Corporate Resources and Infrastructure Select Committee – 19 November 2025 Report on the Council Tax banding process for properties that undergo significant development Committee name Corporate Resources and Infrastructure Select Committee Officer reporting Tiffany Boreham, Finance Directorate Papers with report None Ward All HEADLINES This report explains the current process for reassessing council tax banding for properties that undergo significant development. RECOMMENDATIONS That the Committee: 1. Note the current process for reassessing council tax banding for properties that undergo significant development. 2. Make any comment on the current process whilst recognising that this process is as per current legislation. SUPPORTING INFORMATION Homeowners will often decide to extend their current property (if building regulations allow) as opposed to moving home. To keep up to date with these developments we receive monthly reports from Building Control advising of all building works that are commenced/completed. If the works involve an increase in potential living area within a property, then we raise a report on our Revenues system (NEC) to advise the Valuation Office Agency (VOA). These reports are forwarded to the VOA on a fortnightly basis. The VOA in turn raises a case on their records which remains there until they are notified that a relevant transaction has taken place in respect of the property, most commonly a sale. The VOA get reports from the Land Registry informing them of any property transactions. In some cases, if the works are extensive, the owner may ask the VOA to delete the property from the council tax list whilst the works are done. In these cases when the property comes back into the list after the works are completed the new band will reflect the larger area of the property. Classification: Public Corporate Resources and Infrastructure Select Committee – 19 November 2025 Not all extensions will lead to a band increase , it depends on the original band and the extent of the works etc. More information and guidance can be found here Council Tax band changes - GOV.UK The VOA can also review a band if they receive a proposal from the owner/occupier of a property requesting a band review for any reason. PERFORMANCE DATA Performance data is not recorded relating to this specific issue. RESIDENT BENEFIT Under the current legislation residents can significantly extend their homes without having to pay an increase in Council Tax based on the re -band. The new updated band will usually only be applied to the new owner once the property is sold. FINANCIAL IMPLICATIONS An increased amount of Council Tax cannot be charged until there has been a relevant transaction which equates to a loss of revenue for the Local Authority and means that similar sized properties are not always being charged the same Council Tax band. Hillingdon have recently responded to the Council Tax Administration Consultation recommending that this is reviewed. LEGAL IMPLICATIONS Local Government Finance Act 1992 BACKGROUND PAPERS Council Tax band changes - GOV.UK APPENDICES None

Corporate Resources and Infrastructure Select Committee – 19 November 2025 Part I – Public 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 – 19 November 2025 Part I – Public Therefore, in general, the Committee may consider the following actions on specific items listed on the Forward Plan: Committee action When How 1 To provide specific comments to be included in a future Cabinet or Cabinet Member report on matters within its remit. As part of its pre-decision scrutiny role, this would be where the Committee wishes to provide its influence and views on a particular matter within the formal report to the Cabinet or Cabinet Member before the decision is made. This would usually be where the Committee has previously considered a draft report or the topic in detail, or where it considers it has sufficient information already to provide relevant comments to the decision-maker. These would go within the standard section in every Cabinet or Cabinet Member report called “Select Committee comments”. The Cabinet or Cabinet Member would then consider these as part of any decision they make. 2 To request further information on future reports listed under its remit. As part of its pre-decision scrutiny role, this would be where the Committee wishes to discover more about a matter within its remit that is listed on the Forward Plan. Whilst such advance information can be requested from officers, the Committee should note that information may or may not be available in advance due to various factors, including timescales or the status of the drafting of the report itself and the formulation of final recommendation(s). Ultimately, the provision of any information in advance would be a matter for the Cabinet Member to decide. This would be considered at a subsequent Select Committee meeting. Alternatively, information could be circulated outside the meeting if reporting timescales require this. Upon the provision of any information, the Select Committee may then decide to provide specific comments (as per 1 above). 3 To request the Cabinet Member considers providing a draft of the report, if feasible, for the Select Committee to consider prior to it being considered formally for decision. As part of its pre-decision scrutiny role, this would be where the Committee wishes to provide an early steer or help shape a future report to Cabinet, e.g., on a policy matter. Whilst not the default position, Select Committees do occasionally receive draft versions of Cabinet reports prior to their formal consideration. The provision of such draft reports in advance may depend upon different factors, e.g., the timings required for that decision. Ultimately any request to see a draft report early would need the approval of the relevant Cabinet Member. Democratic Services would contact the relevant Cabinet Member and Officer upon any such request. If agreed, the draft report would be considered at a subsequent Select Committee meeting to provide views and feedback to officers before they finalise it for the Cabinet or Cabinet Member. An opportunity to provide specific comments (as per 1 above) is also possible. 4 To identify a forthcoming report that may merit a post- decision review at a later Select Committee meeting As part of its post-decision scrutiny and broader reviewing role, this would be where the Select Committee may wish to monitor the implementation of a certain Cabinet or Cabinet Member decision listed/taken at a later stage, i.e., to review its effectiveness after a period of 6 months. The Committee should note that this is different to the use of the post-decision scrutiny ‘call-in’ power which seeks to ask the Cabinet or Cabinet Member to formally re-consider a decision up to 5 working days after the decision notice has been issued. This is undertaken via the new Scrutiny Call-in App members of the relevant Select Committee. The Committee would add the matter to its multi- year work programme after a suitable time has elapsed upon the decision expected to be made by the Cabinet or Cabinet Member. Relevant service areas may be best to advise on the most appropriate time to review the matter once the decision is made. BACKGROUND PAPERS  Protocol on Overview & Scrutiny and Cabinet relations adopted by Council 12 September 2019  Scrutiny Call-in App

Status Ref Business Item Further information Ward(s) NEW ITEM CABINET meeting Cabinet Member Shareholder Committee Full COUNCIL Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Public or Private (with reason) 56 Garage disposals The Cabinet will consider the freehold disposal of garage sites at St Christophers Road in Cowley, St Clements Close in Cowley and at The Coppice, Yiewsley Uxbridge, Colham & Cowley, Yiewsley 20 November Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure Andrew Low / Julia Thompson Dan Kennedy Private (3) SI Corporate Disposals Programme 2025/26 As part of the Corporate Disposal programme, Cabinet will consider recommendations on property and land disposals for the financial year 2025-2026 and make the necessary decisions on sites to be declared surplus and provide delegated authority to enable the implementation of any decisions made. Various 20 November Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure Andrew Low / Julia Thompson Dan Kennedy Private (3) SI Minor Property Transactions This monthly standing report to Cabinet covers operational property matters requiring approval. These may include: granting discounted leases to voluntary organisations; approving easements, wayleaves, or utility leases supporting capital projects; authorising academy school property issues; and agreeing leases for temporary housing or other service-related property needs. Various 20 November Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure Andrew Low / Julia Thompson Dan Kennedy 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. All 20 November Cllr Martin Goddard - Finance & Transformation Corporate Resources & Infrastructure Andy Goodwin Steve Muldoon Public 96a Hillingdon First Ltd. reporting The Shareholder Committee, comprising relevant Cabinet Members, will receive relevant reports relating to the Council's property and trading company. N/A NEW ITEM 20 November Shareholder Committee Members Corporate Resources & Infrastructure Dan Kennedy Dan Kennedy Private (3) 23 Annual Performance Report Following Cabinet's recommendation in September, Council will receive for information, the Council's annual report performance report. All 27 November 2025 Cllr Martin Goddard / All Cabinet Members All Ian Kavanagh Matthew Wallbridge Public Decision-Maker Cabinet Member Lead & Officers DECEMBER 2025 NOVEMBER 2025 1 Status Ref Business Item Further information Ward(s) NEW ITEM CABINET meeting Cabinet Member Shareholder Committee Full COUNCIL Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Public or Private (with reason) Decision-Maker Cabinet Member Lead & Officers 99 Haydon Drive Residential Redevelopment This report to Cabinet progresses the development of 15x4 bedroomed houses and 6x3 bedroomed Houses for the use of social houses. Due to the GLA requirement to be in contract with the contractor and the required start on site for necessary works in early 2026, this report will seek approval to delegate authority to the Cabinet Member for contractor appointment and all future decisions. Northwood Hills NEW ITEM 18 December Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure Michael Naughton / Carmel Hynes Dan Kennedy Public 100 New Planning, Building Control and Land Charges IT system A report to Cabinet to approve a new Planning, Building Control and Local Land Charges IT system. This will be required by January 2027 when the supplier of the existing system, Ocella, ceases support. N/A NEW ITEM 18 December Cllr Martin Goddard / Cllr Steve Tuckwell Corporate Resources & Infrastructure Helen Vincent / Julia Johnson Matthew Wallbridge / Dan Kennedy Private (3) 26 Biannual Performance Report Cabinet will receive its biannual report performance report for the current year, looking back on how the Council is delivering on key service metrics and the Council Strategy - and looking ahead at planned actions. All NEW ITEM 18 December Cllr Martin Goddard / All Cabinet Members All Ian Kavanagh Matthew Wallbridge Public 78 Water, sewerage and meter services contract Cabinet will consider contractual decisions regarding water, sewerage and meter services for use across the Council's assets. All 18 December Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure Richard Coomber / Trudie Eldriny Dan Kennedy Private (3) 29 London Borough of Hillingdon Digital Strategy - annual report In approving the Council's Digital Strategy 2024- 2027 in October 2024, Cabinet also agreed to receive an annual report setting out progress delivering the Strategy, the delivery of associated savings targets and to make any further decisions on programmes and projects or further delegated authority required to implement such activity. This will also set out the Council's approach to Technology Enabled Care to seamlessly integrate technology into care services to help residents live happier, more independent lives at home and in their communities. N/A 18 December Cllr Martin Goddard - Finance & Transformation Corporate Resources & Infrastructure Darren Persaud / Sarah Baker Matthew Wallbridge / Sandra Taylor Public 2 Status Ref Business Item Further information Ward(s) NEW ITEM CABINET meeting Cabinet Member Shareholder Committee Full COUNCIL Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Public or Private (with reason) Decision-Maker Cabinet Member Lead & Officers 76 ISDN Landlines & Remote site connections Cabinet will consider contractual decisions regarding the Council's Integrated Services Digital Network - enabling the digital transmission of voice, video, data, and other network services. Additionally, site connections to remote sites. N/A 18 December Cllr Martin Goddard - Finance & Transformation Corporate Resources & Infrastructure Michael Clarke Matthew Wallbridge Private (3) 80 Highways and Street lighting contractual arrangements This report seeks to award a contract for the delivery of highways maintenance and street lighting services. A full commercial procurement process will be undertaken in order to recommend award for the provision of these services from 1 April 2026. All 18 December Cllr Steve Tuckwell - Planning, Housing Growth Corporate Resources & Infrastructure Steve Brown Dan Kennedy Private (3) 34 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 18 December Cllr Susan O'Brien - Children, Families & Education / Cllr Martin Goddard - Finance & Transformation Corporate Resources & Infrastructure Luisa Hansen Julie Kelly Public SI Corporate Disposals Programme 2025/26 As part of the Corporate Disposal programme, Cabinet will consider recommendations on property and land disposals for the financial year 2025-2026 and make the necessary decisions on sites to be declared surplus and provide delegated authority to enable the implementation of any decisions made. Various 18 December Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure Andrew Low / Julia Thompson Dan Kennedy Private (3) SI Minor Property Transactions This monthly standing report to Cabinet covers operational property matters requiring approval. These may include: granting discounted leases to voluntary organisations; approving easements, wayleaves, or utility leases supporting capital projects; authorising academy school property issues; and agreeing leases for temporary housing or other service-related property needs. All 18 December Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure Andrew Low / Julia Thompson Dan Kennedy 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 18 December Cllr Martin Goddard - Finance & Transformation Corporate Resources & Infrastructure Andy Goodwin Steve Muldoon Public 3 Status Ref Business Item Further information Ward(s) NEW ITEM CABINET meeting Cabinet Member Shareholder Committee Full COUNCIL Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Public or Private (with reason) Decision-Maker Cabinet Member Lead & Officers SI 2026/27 Budget and Future Medium-Term Financial Strategy (BUDGET FRAMEWORK) This report will set out the Medium Term Financial Strategy (MTFS), which includes the draft General Fund reserve budget and capital programme for 2026/27 for consultation, along with indicative projections for the following four years. This will also include the HRA rents for consideration and may include Council Tax Reduction Scheme proposals. Cabinet will also consider the outcome of consultation on proposed mid-year changes to fees and charges. All 18 December 26 February 2026 - adoption Cllr Martin Goddard - Finance & Transformation All Andy Goodwin Steve Muldoon Public SI Corporate Disposals Programme 2025/26 As part of the Corporate Disposal programme, Cabinet will consider recommendations on property and land disposals for the financial year 2025-2026 and make the necessary decisions on sites to be declared surplus and provide delegated authority to enable the implementation of any decisions made. Various 15 January Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure Andrew Low / Julia Thompson Dan Kennedy Private (3) SI Minor Property Transactions This monthly standing report to Cabinet covers operational property matters requiring approval. These may include: granting discounted leases to voluntary organisations; approving easements, wayleaves, or utility leases supporting capital projects; authorising academy school property issues; and agreeing leases for temporary housing or other service-related property needs. Various 15 January Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure Andrew Low / Julia Thompson Dan Kennedy Private (3) 95 Fleet Maintenance & Repair – Contract Extension This report to Cabinet proposes an extension of the current fleet maintenance and repair contract for the Council's fleet of vehicles providing daily services to residents. All NEW ITEM 19 February Cllr Steve Tuckwell - Planning, Housing & Growth Corporate Resources & Infrastructure Stephen Gunter / Trudie Eldriny / Michelle Kenyon / S Begum Dan Kennedy Private (3) FEBRUARY 2026 JANUARY 2026 4 Status Ref Business Item Further information Ward(s) NEW ITEM CABINET meeting Cabinet Member Shareholder Committee Full COUNCIL Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Public or Private (with reason) Decision-Maker Cabinet Member Lead & Officers SI Corporate Disposals Programme 2025/26 As part of the Corporate Disposal programme, Cabinet will consider recommendations on property and land disposals for the financial year 2025-2026 and make the necessary decisions on sites to be declared surplus and provide delegated authority to enable the implementation of any decisions made. Various 19 February Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure Andrew Low / Julia Thompson Dan Kennedy Private (3) SI Minor Property Transactions This monthly standing report to Cabinet covers operational property matters requiring approval. These may include: granting discounted leases to voluntary organisations; approving easements, wayleaves, or utility leases supporting capital projects; authorising academy school property issues; and agreeing leases for temporary housing or other service-related property needs. Various 19 February Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure Andrew Low / Julia Thompson Dan Kennedy 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 19 February Cllr Martin Goddard - Finance & Transformation Corporate Resources & Infrastructure Andy Goodwin Steve Muldoon Public SI 2026/27 Budget and Future Medium-Term Financial Strategy (BUDGET FRAMEWORK) Following consultation, this report will set out the Medium Term Financial Strategy (MTFS), which includes the draft General Fund reserve budget and capital programme for 2026/27 for consultation, along with indicative projections for the following four years. This will also include the HRA rents for consideration and any proposals for the Council Tax Reduction Scheme. All 19 February 26 February 2026 - adoption Cllr Ian Edwards - Leader of the Council / Cllr Martin Goddard - Finance & Transformation All Andy Goodwin Steve Muldoon Public 75 Mobile Solution Contract & Wide Area Network Cabinet will consider procurement decisions in respect of mobile device solutions and the Council’s WAN infrastructure, which is the backbone that connects different Council sites and services. N/A 19 March Cllr Martin Goddard - Finance & Transformation (in conjunction with relevant Cabinet Member) Corporate Resources & Infrastructure Dale Gordon Matthew Wallbridge Private (3) MARCH 2026 5 Status Ref Business Item Further information Ward(s) NEW ITEM CABINET meeting Cabinet Member Shareholder Committee Full COUNCIL Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Public or Private (with reason) Decision-Maker Cabinet Member Lead & Officers SI Housing Forward Investment Programme 2026/27 (and 2025/26 review) This 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 19 March Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure Gary Penticost Dan Kennedy Public SI Corporate Disposals Programme 2025/26 As part of the Corporate Disposal programme, Cabinet will consider recommendations on property and land disposals for the financial year 2025-2026 and make the necessary decisions on sites to be declared surplus and provide delegated authority to enable the implementation of any decisions made. Various 19 March Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure Andrew Low / Julia Thompson Dan Kennedy Private (3) SI Minor Property Transactions This monthly standing report to Cabinet covers operational property matters requiring approval. These may include: granting discounted leases to voluntary organisations; approving easements, wayleaves, or utility leases supporting capital projects; authorising academy school property issues; and agreeing leases for temporary housing or other service-related property needs. Various 19 March Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure Andrew Low / Julia Thompson Dan Kennedy 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. All 19 March Cllr Martin Goddard - Finance & Transformation Corporate Resources & Infrastructure Andy Goodwin Steve Muldoon Public 96b Hillingdon First Ltd. reporting The Shareholder Committee, comprising relevant Cabinet Members, will receive relevant reports on the Council's property and trading company. N/A NEW ITEM 19 March Shareholder Committee Members Corporate Resources & Infrastructure Dan Kennedy Dan Kennedy Private (3) SI Corporate Disposals Programme 2026/27 As part of the Corporate Disposal programme, Cabinet will consider recommendations on property and land disposals for the financial year 2026-2027 and make the necessary decisions on sites to be declared surplus and provide delegated authority to enable the implementation of any decisions made. Various 23 April Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure Andrew Low / Julia Thompson Dan Kennedy Private (3) APRIL 2026 6 Status Ref Business Item Further information Ward(s) NEW ITEM CABINET meeting Cabinet Member Shareholder Committee Full COUNCIL Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Public or Private (with reason) Decision-Maker Cabinet Member Lead & Officers SI Minor Property Transactions This monthly standing report to Cabinet covers operational property matters requiring approval. These may include: granting discounted leases to voluntary organisations; approving easements, wayleaves, or utility leases supporting capital projects; authorising academy school property issues; and agreeing leases for temporary housing or other service-related property needs. Various 23 April Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure Andrew Low / Julia Thompson Dan Kennedy 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. All 23 April Cllr Martin Goddard - Finance & Transformation Corporate Resources & Infrastructure Andy Goodwin Public 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 Cabinet Member Decision - date TBC Cllr Eddie Lavery (Cabinet Member for Community & Environment) - Leader of the Council (if in Ickenham & South Ruislip ward) Corporate Resources & Infrastructure Natasha Norton 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 Cabinet Member Decision - date TBC Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure Andrew Low / Julia Thompson Private (3) SI To consider rent reviews To consider rent reviews of commercial and other premises. tbc Cabinet Member Decision - date TBC Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure Andrew Low / Julia Thompson 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 Cabinet Member Decision - date TBC Relevant Portfolio Cabinet Members Corporate Resources & Infrastructure Ben Sargent Private (1,2,3) Schedule of Individual Cabinet Member Decisions that may be taken each month (standard items non key-decisions) 7 Status Ref Business Item Further information Ward(s) NEW ITEM CABINET meeting Cabinet Member Shareholder Committee Full COUNCIL Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Public or Private (with reason) Decision-Maker Cabinet Member Lead & Officers SI Local Safety Schemes and Parking Revenue Account funded schemes To consider petitions received and decide on future action TBC Cabinet Member Decision - date TBC Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure David Knowles / Steve Austin Public SI Pedestrian Crossings To approve schemes to provide crossing facilities TBC Cabinet Member Decision - date 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 Cabinet Member Decision - date TBC Cllr Martin Goddard - Finance & Transformation Corporate Resources & Infrastructure Tiffany Boreham 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 Cabinet Member Decision - date TBC Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure David Knowles / Steve Austin / Alan Tilly Public 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 Cabinet Member Decision - date TBC Cllr Jonathan Bianco - Corporate Services & Property Corporate Resources & Infrastructure TBC Private (1,2,3) SI Appeals in relation to business rates (NNDR) To determine appeals in relation to business rates following a decision by the Council. TBC Cabinet Member Decision - date TBC Cllr Martin Goddard - Finance & Transformation Corporate Resources & Infrastructure Tiffany Boreham Private (1,2,3) SI = Standard Item that may be considered each month/regularly The Cabinet's Forward Plan is an official document by the London Borough of Hillingdon, UK 8

Corporate Resources and Infrastructure Select Committee – 19 November 2025 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 6 January 2026 CR5 12 February 2026 CR5 5 March 2026 CR5 7 April 2026 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 2025/26MY 2026/27 May Jan February March April May No meeting 6 12 4 21 No meeting Democratic Services + relevant service(s) Major Review: Maximising Council Spaces: A Review of Business and Private Hire Opportunities Topic selection / scoping stage Witness / evidence / consultation stage Findings, conclusions and recommendations Final review report agreement Target Cabinet reporting Regular service & performance monitoring and scrutiny Business Intelligence Annual Performance Monitoring Highways Electric Vehicle Infrastructure Strategy - annual update X Assets Building Safety Strategy - Annual Monitoring Report X Democratic Services Cabinet Member attendance Digital Digital & Transformation Update Business Intelligence Annual complaints & service update report Finance Budget & Spending Report X X X X Democratic Services Cabinet Forward Plan Monthly Monitoring X X X X One-off information / service update and scrutiny Democratic Services Remit of new Select Committee / Changes to ToR / Scrutiny updates/news Human Resources Staff skills, learning and development TBC Technology Cyber Security Update Planning and Regeneration Hayes Estate Regeneration Progress Finance Council tax banding Assets Update on Council's Fleet X Transportation Hillingdon Cycling Strategy - implementation Health Safety/ Emergency Response Emergency Response Service (Grenfell Town Inquiry recommendations) Assets Ensuring Fire Safety in Private Residential Properties (request from full Council) X Counter Fraud Counter Fraud Update Assets Right to buys backs X Cross-cutting topics for wider scrutiny Council wide Resident experience CEO Strategic Partnerships (Brunel, SNP, Businesses etc...) X External Utility company scrutiny (broadband, water, electricity, gas, mobile operators) X Past review delivery - implementation of recommendations to Cabinet Procurement and Commissioning Procurement Review 2023/24 X Transportation Road Safety Review 2023/24 X Highways Highways Resurfacing 2023/24 X Committee Site Visits + reporting back to subsequent meeting Assets Civic Centre Tour / New Library etc... Capital Programme (Date TBC) Adult Social Care Mortuary (Date TBC) X Assets / Capital Programme Platinum Jubilee Leisure Centre (Date TBC) Internal use only Agenda 29-Dec-25 04-Feb-26 25-Feb-25 13-Apr-26 Corporate Resources and Infrastructure Select CommitteeService Area