Residents' Services SC

Minutes RESIDENTS' SERVICES SELECT COMMITTEE 24 September 2024 Meeting held at Committee Room 5 - Civic Centre Committee Members Present: Councillors Wayne Bridges (Chair), Peter Smallwood (Vice-Chair), Darran Davies, Ekta Gohil, Scott Farley (Opposition Lead), Janet Gardner and Tony Burles Witnesses Present: Jas Nagra, Citizen’s Advice Service Manager, Citizen’s Advice Bureau Joanne Smith, Citizen’s Advice Senior Adviser, Citizen’s Advice Bureau Chief Inspector Ben Wright, Metropolitan Police Service Others Present: Dan Kennedy (Corporate Director of Central Services), Melissa Blower (Housing Project Manager), Daniel Ferrer (Licensing Team Manager), Liz Penny (Democratic Services Officer), Debby Weller (Housing Policy and Strategy Manager) and Richard Webb (Director of Community Safety & Enforcement) 22. APOLOGIES FOR ABSENCE (Agenda Item 1) Apologies for absence were received from Councillor Kamal Kaur with Councillor Tony Burles substituting. 23. DECLARATIONS OF INTEREST IN MATTERS COMING BEFORE THIS MEETING (Agenda Item 2) Councillor Tony Burles declared a non-pecuniary interest in agenda item 5 as he was on the Management Board of the Citizen’s Advice Bureau in Hillingdon. Councillor Burles remained in the room but did not participate in the discussion on this item. 24. TO RECEIVE THE MINUTES OF THE PREVIOUS MEETING (Agenda Item 3) RESOLVED: That the minutes of the meeting dated 18 July 2024 be approved as an accurate record. 25. TO CONFIRM THAT THE ITEMS OF BUSINESS MARKED AS PART I WILL BE CONSIDERED IN PUBLIC AND THOSE MARKED PART II WILL BE CONSIDERED IN PRIVATE (Agenda Item 4) It was confirmed that all items of business were in Part I and would be considered in public. 26. REVIEW OF HOMELESSNESS AND THE CUSTOMER JOURNEY: WITNESS SESSION 5 (Agenda Item 5) Dan Kennedy, Corporate Director of Central Services and Melissa Blower, Housing Programme Manager, introduced the report on the Select Committee’s ongoing Review of Homelessness and the Customer Journey. Colleagues from the Citizens Advice Bureau (CAB) were also in attendance to provide information about the services provided by CAB and to answer Members’ questions in relation to this. Jas Nagra, Citizen’s Advice Service Manager at CAB informed Members that she had been with the service for 12 years. Joanna Smith, Citizen’s Advice Senior Adviser at CAB was also in attendance and mentioned that she had been working as an Adviser for over 20 years and had recently completed a housing advance project funded by Nationwide. Members heard that Housing Advice currently sat within core services at CAB but a funder was being sought to enable CAB to provide bespoke housing advice. Ms Smith highlighted the high demand for housing advice and the challenges faced due to limited resources. She praised the Council’s housing officers for their knowledge and ability to manage expectations but also pointed out issues with communication and responsiveness. An example was cited of one particular client who had submitted a housing application. It was reported that the local authority had closed the application because the client had allegedly not responded to an email within the 24 hours allocated to submit additional evidence. It was claimed that the additional evidence had been provided within the deadline. Concerns were raised regarding a lack of cooperation to resolve issues that arose. Ms Smith shared her experience of submitting complaints to the housing service through the standard local authority complaint procedures; none of which had been successful. She emphasised the need for better cooperation and responsiveness when things went wrong. It was alleged that, the higher CAB went within the LBH complaints process, the less expert and knowledgeable were the responses. The Committee was informed that, if complaints were unresolved at stages 1 and 2, the next step was to contact the Housing Ombudsman, but this was a lengthy process – processing times could reach up to 12 months. The Corporate Director of Central Services acknowledged the feedback and mentioned the need for a stronger relationship with partners like the Citizens Advice Bureau. He proposed regular meetings to address issues more effectively and improve communication. He also committed to checking on the complaints mentioned by the representatives of CAB. In response to questions from Councillors regarding the need for a CAB base in Hayes, officers from CAB confirmed that they were in support of this suggestion and would appreciate any assistance in securing a permanent office base at the One Stop Shop in Hayes. Members enquired about the primary barriers faced by the Citizens Advice Bureau and how the Council could revise its policies to remove these obstacles. In response to this, the CAB officers outlined the importance of managing expectations as many members of the public were unaware of the reality of the housing crisis. It was recognised that this would take time. Councillors highlighted the need for better communication and empathy from housing officers. It was confirmed that some housing officers and Councillors were more responsive than others. CAB officers highlighted concerns with the new homelessness application process suggesting that it was not fit for purpose and noting that, if an application were closed through no fault of the client, it could not be reopened or reinstated. Clients needed to submit a new application which was a lengthy and complex process - this was particularly challenging for those clients who were not digitally capable. It was noted that the CAB then had to spend time helping these clients to submit a new form when they could be helping someone else. Members noted that some clients tried to find ways around the housing system which could in the end be detrimental to their case, e.g. those who presented as homeless in order to get a different property or move band. Officers confirmed that CAB aimed to offer clients all the options open to them. It was acknowledged that the situation was sometimes complex, and the immigration status of some clients was particularly complicated. The Select Committee suggested that it would be helpful if the Citizens Advice Bureau could be provided with the contact details of the chief whips to ensure Councillors responded appropriately to requests for information or assistance. In response to further questions from Members, the CAB confirmed that better communication from housing services was crucial. Regular meetings with housing officers would also be beneficial. With regard to the alleged unhelpful responses from some housing officers, further training was recommended, particularly for those at a higher level who were responsible for responding to complaints. The need for better communication and cooperation between the Council and the Citizens Advice Bureau to improve the customer journey for those experiencing homelessness was emphasised. The Corporate Director of Central Services agreed to follow up on individual complaints identified by the CAB. He recognised the need for stronger relationships with partners and committed to regular meetings with the Citizens Advice Bureau and other partners to address issues more effectively and improve the working relationship. He also confirmed that he met with the housing team on a weekly basis to address any issues. It was noted that good customer care and good customer experience were extremely important. RESOLVED: That the Residents’ Services Select Committee noted the evidence heard at the witness session and sought clarification as necessary in the context of the review of Homelessness and the Customer Journey in Hillingdon. 27. SAFER HILLINGDON PARTNERSHIP REPORT (Agenda Item 6) Richard Webb, Director of Community Safety and Enforcement provided a brief summary of the work of the Community Safety Partnership. He highlighted the following key points:  The Making Hayes Safer Project aimed to reduce violence in Hayes and supported the Serious Violence Strategy.  Completion of community safety strategic assessments and development of a new dashboard for monthly crime updates were planned.  Plans were in place to develop an overarching Community Safety Strategy by the beginning of the next financial year.  A Community Safety Survey would be launched in the near future to gather residents' and businesses' input on partnership priorities. This information would feed into the Community Safety Strategy. Chief Inspector Ben Wright of the Metropolitan Police Service (MPS) presented the police report, covering strategic context and key issues. Key points highlighted included:  The impact of recent disorder across the UK and the minimal manifestation in Hillingdon was highlighted. It was noted that there had been a knock-on effect for the MPS locally due to the supply of resources to the rest of the United Kingdom and the MPS at large. This had resulted in minimum resourcing in Hillingdon whilst those matters had been ongoing. Members heard that there had also been an after effect whereby people who had been on duty for extended periods of times on operations required rest and recovery periods.  Challenges relating to prisoner releases and the recidivism rate were highlighted. Statistics for the United Kingdom were 25% recidivism rate i.e. 25% of offenders had been convicted of a crime within a year of being released from prison.  There were issues with court backlogs which had an impact on victims of serious offences. These backlogs affected the MPS’ ability to prosecute.  The effect of international conflicts on local community relations was noted. Members heard that the response from community leaders and religious leaders in Hillingdon had been excellent in terms of supporting the Council and the police to work through these issues in a collaborative way; this had borne some fantastic results. The MPS had contributed a considerable number of resources to safeguard the communities affected.  Immigration-related challenges were noted including crimes relating to the Colnbrook Immigration Centre which significantly impacted MPS resourcing.  Recruitment challenges at a national and local level and the implementation of a new policing model were highlighted. It was noted that the Commissioner had implemented a New Met for London plan and aimed to drive significant change in the organisation. There had been some successes in terms of recruitment of PCSOs which meant more people out in the communities to improve the information flow. It was hoped that the situation in respect of the recruitment of PCs would continue to improve.  In terms of local performance, Members were informed that figures for burglary were broadly unchanged year on year. There had been a reduction in theft from / of motor vehicles and homicide rates were down by 75% year on year (from 4 to 1).  Schemes such as Right Care Right Person were highlighted – these ensured people were referred to the correct pathway for treatment thereby freeing up police time to deal with criminal matters and bolstering the public protection strand. It was confirmed that the public protection strand within West area impacting Hillingdon was fully staffed. These were the people who investigated matters such as rape, serious sexual offences and child abuse. Members heard that this strand was prioritised the most in terms of resourcing due to the high level of harm associated with these offences.  It was confirmed that the release of the Stop and Search Charter was awaited but significant work was being undertaken locally to ensure that stop and search was conducted in a professional manner. Vetting work was also underway to ensure the right people were recruited to the MPS. Moreover, the Committee was informed that there had been a significant increase in the number of people being removed from the organisation for incorrect behaviour. Misconduct cases were also being held on a monthly basis. In terms of diversity, it was noted that West Area had the highest degree of diversity of any of the London BCUs and generally had the highest level of recruitment from diverse communities.  It was confirmed that Violence Against Women and Girls (VAWG) and efforts to enhance security on public transport remained a key focus of the MPS. There had been an increase in VAWG offences on buses hence the area of focus operationally was enhanced security on buses in partnership with TfL, schools and other mediums.  Councillors were advised that figures for robberies were broadly the same as in previous years and a lot of preventative work was ongoing in this area. Members noted the focus on neighbourhood policing and sought further clarification regarding the transition to a new messaging system. In response Chief Inspector Ben Wright confirmed that the current messaging system was widely used in Hillingdon with around 7 million messages being sent each year. It was noted that approximately one third of homes were using OWL. Members were informed that the MPS was currently looking at an alternative system - decisions around funding were led by MOPAC. Maintaining communication with residents was key and plans were in place to manage the transition to the new system. It was agreed that it was important to have a new system up and running as soon as possible. Members enquired how the MPS could prepare to resource centrally driven events such as the Notting Hill Carnival to minimise the impact on local policing in Hillingdon and keep residents safe. It was confirmed that such matters were managed by the resourcing department. It was acknowledged that this was a challenge as demand had increased exponentially. The MPS did everything possible to ensure officers were safeguarded and given an opportunity to recover when they returned from central aid. The MPS also ensured it sustained minimum staffing levels on response teams to enable them to respond to urgent calls. Members expressed concerns about early offender releases and their impact on community safety. It was agreed that this was a challenge, but it was noted that the majority of those released did not reoffend. When people did reoffend, the police response was intelligence-led and data-driven. Local teams were aware of the crimes that were occurring in their areas and had detailed local knowledge. When people were released into their communities, crime patterns were monitored with that in mind. Councillors enquired how e-bike theft was being addressed and noted that some e- bikes were being modified and could achieve considerable speeds. The Chief Inspector confirmed that some good work had been carried out locally in respect of this. All members of a particular gang responsible for a recent spate of e-bike crime in Hillingdon had been arrested. Members heard that i-phone theft was a concern locally at present and a lot of work was being done in schools to raise awareness of this. The Committee expressed confidence in the police's handling of high-level crimes but raised concerns about their response to low-level crimes such as theft, shoplifting, and anti-social behaviour. It was noted that these crimes had a significant impact on people's businesses and well-being. Chief Inspector Ben Wright acknowledged these concerns and explained the police's approach to prioritising calls based on risk. He highlighted the reintroduction of neighbourhood officers to address grassroots issues and mentioned successful operations targeting repeat offenders and trouble spots for shoplifting. The support of the local community was invaluable in this. It was noted that, when possible, security teams at larger stores were able to intervene proactively by detaining shoplifters until the police could arrest them. The Chief Inspector also discussed the challenges of resourcing and the broader societal issues contributing to crime such as alcoholism, drugs, housing issues and mental health challenges. Members heard that there were some very active ward panels in Hillingdon setting local priorities which ward officers targeted. Members enquired about ways to improve communication and promote the good work done by the police. They suggested collaboration with Councillors, community groups, and residents' associations to share positive news stories. Chief Inspector Ben Wright welcomed the suggestion and emphasised the importance of simplicity in communication platforms. He mentioned ongoing efforts to focus officers on tackling crime and the potential for a new platform to improve communication in the future. Councillors raised concerns about the trust issue between residents and the police. The reluctance of some residents to report crimes was highlighted. Chief Inspector Ben Wright acknowledged the importance of trust and detailed the police's efforts to engage with schools, faith groups, community leaders, and local tasking panels. He emphasised the need to balance engagement with addressing crime effectively. Members raised the ongoing issue of Violence Against Women and Girls and the reluctance of victims to report crimes. The need for male police officers to engage with women's groups in order to build trust was highlighted. The Chief Inspector shared the police's commitment to tackling VAWG and mentioned initiatives such as Operation Soteria to improve outcomes for victims. It was confirmed that Operation Soteria had been implemented in the MPS, which was very much based on research and focused on improving outcome rates for people who reported rape and serious sexual offences to police. It was reported that, since implementing this initiative, the MPS was seeing increases in detection rates and positive outcomes which were statistically significant and meaningful. The importance of focusing on offenders and providing support to victims through engagement and forensic resources was highlighted. The Select Committee raised concerns about the barriers to reporting crime through the 101 service and online platforms. The need to ensure public meetings were attended by individuals with the right intentions was also emphasised. The Chief Inspector acknowledged the issues with the 101 service and online reporting and promised to feed back to the relevant teams. He noted the importance of public meetings and the need to address inappropriate behaviour of attendees. Members heard that people who were not displaying the right behaviours would be removed. Offences would be investigated, and Members were requested to provide further information and names of any specific individuals of concern to the Chief Inspector outside the meeting to enable him to explore this further. It was suggested that increased training regarding the effective running of ward panels would be beneficial. Members enquired about the use of Stop and Search and the impact of not having a front desk at Uxbridge police station. Concerns regarding the strain on police resources due to the need to transport detainees to other locations such as Acton, Heathrow or Fulham were also raised. In response, Members were reminded of the challenges of managing resources and the impact of funding on police operations. The difficulties posed by the lack of a front desk and the need to travel to other locations for detention were acknowledged. RESOLVED: That the Residents’ Services Select Committee noted the contents of the reports and asked questions in order to clarify matters of concern or interest in the Borough. 28. STATEMENT OF GAMBLING POLICY CONSULTATION (Agenda Item 7) Daniel Ferrer, Licensing Team Manager, was in attendance to respond to Members’ questions regarding the draft Statement of Gambling Policy as set out in the agenda pack. Councillors sought further clarification regarding possible saturation in some areas noting the existence of six gambling establishments within a small area of Hayes. The Select Committee heard that all applications were considered on their individual merits – all the relevant data and the impact on the local area were taken into account. It was noted that the number of complaints received in relation to gambling establishments was low compared to those received regarding alcohol-related premises. It was difficult to refuse an application unless there was concrete evidence of substantial harm. In response to Members’ queries regarding funfairs and alleged flyposting without permission, it was confirmed that the Head of Service was undertaking a piece of work in relation to this. Members noted the importance of safeguarding and sought further clarification as to how officers ensured that the Gambling Policy was being adhered to. In response to this, it was confirmed that risk-related inspections were carried out proactively by the enforcement team. Recent visits with the Gambling Commission had also been undertaken. RESOLVED: That the Residents’ Services Select Committee considered the revisions to the Statement of Gambling Policy and sought further clarification as necessary. 29. HOUSING ALLOCATION POLICY CONSULTATION DRAFT (Agenda Item 8) Debby Weller, Head of Housing Strategy and Policy, was in attendance to respond to Members’ requests for clarification regarding the Housing Allocation Policy Consultation Draft as set out in the agenda pack. Members enquired whether the figures set out in the chart on page 122 of the agenda pack included migrants temporarily housed in hotels. It was confirmed that responsibility for asylum seekers placed in hotels by the Home Office did not sit with the local authority – the figures in the aforementioned table represented those households considered to be at risk of homelessness. In relation to overcrowding, Members referenced the proposed changes to the current social housing allocations policy as set out on page 125 of the pack and expressed concern that the proposal would serve to further increase stress on housing stock. It was explained that larger properties were in high demand and short supply; the proposed changes would allow families to bid on smaller properties provided this did not result in statutory or severe overcrowding. The pressure on the three-bed queue was far greater than on the two-bed queue and it was anticipated that this change would help to reduce the pressure on larger properties. In response to further queries, the Committee was advised that a housing offer would be considered ‘reasonable’ provided that it met the needs of the individual(s) concerned. In the case of domestic abuse victims who chose not to leave a property, Members heard that the local authority would carry out a risk assessment and do everything possible to make the property safe. Councillors sought further clarification as to how residents’ expectations were being managed. The Head of Housing Strategy and Policy confirmed that part of the rationale behind the proposed changes was to increase residents’ understanding of the situation and the chances of being rehoused. It was anticipated that residents would be able to see more clearly which were the top priority bands. Information would be widely publicised to raise awareness of the current housing situation / waiting lists etc. Members expressed concern that some residents housed outside the Borough incorrectly assumed that they would be able to move back into the Borough at a future date. Officers explained that those moved out of Borough into a temporary accommodation placement retained their residency with Hillingdon as Hillingdon Council had placed them there. However, those who moved into the private rented sector would be removed from Hillingdon’s housing register. It was agreed that officers would follow this up to ensure residents fully understood the implications of accepting any offer. The Select Committee noted that the Policy was a lengthy document and a difficult read and sought reassurance that it would lead to an improved experience for residents. It was confirmed that the revised Policy offered genuine change – the new banding system would provide increased clarity and would ensure people were moved more easily through the different types of accommodation. In response to further questions from the Committee regarding the consultation process, Members heard that the response rate had been good with 241 responses to the online consultation having been received to date. Colleagues in Social Care and other organisations had also been consulted. It was confirmed that, in the longer term, any agreed changes would be communicated carefully and clearly to residents via the website and other channels to ensure they were fully understood. A short video would also be produced to reset expectations regarding social housing. If residents were still unsure, they could seek further clarification via their case workers. Councillors sought reassurance that all those on the housing register list had been invited to respond to the consultation. It was confirmed that this had not yet happened as there had been a delay in sourcing the required email addresses. Members expressed concern regarding the short deadline and suggested that the consultation period be extended to ensure all those on the register were given the opportunity to respond. It was agreed that the Head of Housing Strategy and Policy would explore this further and would ensure that those on the register / joining the register were targeted as soon as possible. The Select Committee Members felt strongly that, as best practice going forward, it was essential that those impacted by any change be consulted first prior to consulting the general public. Councillors drew attention to the information regarding the consultation process as set out on pages 130-131 of the agenda pack noting that 241 responses was not a particularly large number. It was felt that there was a lack of detailed information regarding social media responses, and it was suggested that more could be done to ensure a better response rate. The Head of Housing Strategy and Policy agreed to conduct further analysis of this information and feed back to the Committee. Members expressed concern that those who were not digitally enabled would not be able to respond to the consultation. It was confirmed that a paper version had been made available. The Committee suggested that it would be a good idea to leave copies in the reception area at the Civic Centre to encourage people to respond. At the request of Members, it was agreed that a comprehensive update on the responses to the consultation would be communicated to the Committee via Democratic Services. RESOLVED: That the Residents’ Services Select Committee reviewed and commented on the draft policy and consultation process. 30. FORWARD PLAN (Agenda Item 9) RESOLVED: That the Forward Plan be noted. 31. WORK PROGRAMME (Agenda Item 10) RESOLVED: That the Work Programme be noted. The meeting, which commenced at 7.00 pm, closed at 9.05 pm. These are the minutes of the above meeting. For more information on any of the resolutions please contact Liz Penny, Democratic Services Officer on epenny@hillingdon.gov.uk. Circulation of these minutes is to Councillors, officers, the press and members of the public.

Residents’ Services Select Committee – 27 November 2024 Classification: Public STRATEGIC CLIMATE ACTION PLAN Committee name Residents’ Services Select Committee Officer reporting Ian Thynne Papers with report Strategic Climate Action Plan – Review Ward All HEADLINES The Council declared a climate emergency in 2020 and followed this with its Strategic Climate Action Plan which was adopted in 2021 . The plan set out a series of objectives across 9 key themes. These were wide ranging and ambitious. As part of the adoption of that Strategy, there was a commitment to keep the plan under review to ensure action is aligned with emerging demands and priorities. The draft Review (the ‘Review’) reflects on the previous Strategy, sets out progress against the objectives, details where further works are required and what the priorities are for the next three years. The review sets out a reduced but more focused series of actions with the intention of focussing resources on the most meaningful outcomes. The review is currently being consulted upon (commenced 11 November) with a deadline of 12 January 2025. It is then due to return to Cabinet on 13 March 2025 for consideration. RECOMMENDATION That the Residents’ Services Select Committee notes the content of the Review and the progress set out and agrees any comments to submit to Cabinet. SUPPORTING INFORMATION The Strategic Climate Action Plan sets out how the Council will respond to the climate emergency. Since publication of the original Strategy, the UK has experienced extreme weather conditions, with extensive periods of heat and rain. More recently, areas in Ruislip and Ickenham have experienced widespread flooding following exceptional rainfall. The Review re -emphasises the need for action and reaffirms the commitments made in the 2020 declaration of the climate emergency. The Review also promotes the progress in relation to a core part of the Strategy. The Council has achieved significant reduction in carbon emissions associated with its own carbon footprint which is important to present and be proud of. Alongside this, the Review captures work across Residents’ Services Select Committee – 27 November 2024 Classification: Public the Council that responds to the objectives and again, presents a positive direction of travel. It is noted though, that the Council is 3 years into the cycle of targeted action set out in the original Strategy. The original series of objectives were ambitious and wide ranging and reflected the need for changing operations to align with the climate emergency. Throughout this time, there have been unprecedented challenges facing Local Authorities which have informed this latest iteration of the Strategy and driven some amendments. The Review therefore promotes fewer objectives but with a more targeted scope with the intention to secure meaningful and more measurable outcomes. The review also recognises that there are areas around the leadership role that require further development, particularly related to engagement with young people. It has therefore been proposed that this will be a priority for the forthcoming 3 year cycle. The Review is currently subject to an extended consultation period finishing on 12 January 2025. On completion of the consultation, officers will review the feedback and present the final Strategy to Cabinet for sign off and adoption. PERFORMANCE DATA The Strategy is subject to scrutiny by the Corporate Management Team, the Residents’ Services Select Committee and Cabinet Member for Communities and Environment. RESIDENT BENEFIT The Review sets out how the Council will tackle climate change, reduce carbon, reduce revenue spend and help to build resilient communities. The Review is intended to put residents first and to support the ambition to become London’s greenest Borough. FINANCIAL IMPLICATIONS There is a financial cost in developin g the Strategy but beyond that the implementation has a range of potential implications. Capital projects will be directed through the normal Governance processes with Section 106 (carbon) funded available to support. External grant funding, for example the Public Sector Decarbonisation Fund, will be pursued where applicable. Further work has been commissioned to consider the trajectory of achieving carbon neutrality which will be supplemented by a high level cost appraisal. LEGAL IMPLICATIONS The production of the Review is not a statutory requirement. Residents’ Services Select Committee – 27 November 2024 Classification: Public BACKGROUND PAPERS Nil. APPENDICES Strategic Climate Action Plan Review

London Borough of Hillingdon Climate Action Action Plan 2025 to 2028 DRAFT FOR CONSULTATION Foreword It has been three years since we published our Strategic Plan to take climate action and, in that time, Local Authorities have faced unprecedented challenges. Despite that, I am pleased to present this updated plan on the back of a great deal of progress where we have prioritised resources to maximise the impact of our actions. Further action remains essential. The impacts of climate change continue to become more apparent. Our aims and objectives have therefore not changed. We will be carbon neutral by 2030 and will continue to embed climate action across our services. This updated plan reflects on our achievements to date and the need to allocate our resources and prioritise action with care. We will continue to adapt to the changing demands and ensure our short to medium term actions are kept under review to ensure they are achievable. This means more targeted action planning with the focus on making a noticeable difference. Councillor Eddie Lavery Cabinet Member for Residents’ Services Common hornbeam. Bayhurst Wood, Harefield 200-300 years of age Preface In July 2024, the Council adopted its Strategic Climate Action Plan. This set out our response to the climate emergency that the Council declared on 16 January 2020. The plan set out a range of activities that were guided by six corporate climate commitments aligned to nine themed action areas. It was ambitious and comprehensive and reflects the nature of the climate emergency. We committed to keeping the plan under review to ensure focussed and prioritised action. The Vision and corporate commitments are intended to remain the same but the actions to meet them are being refreshed where necessary. Our Plan outlines the actions we intend to take with the resources available to us, emphasizing the need for flexibility in these rapidly changing circumstances. This is the first review period 3 years after the plan was adopted and results in the short (1 year) to medium (2-3 year) term actions to take us through to the second review period in 2028. Like all local authorities nationwide, we are grappling with unprecedented financial challenges. Despite this, we have made some exceptional progress against many of our objectives and commitments. Therefore, it is not considered necessary to markedly alter the approaches adopted in the 2021 Plan but the challenges invariably require us to take a more rationalised approach to climate action. This Review focusses on how and where best to prioritise our attention for the short to medium term that maximise effective climate action. To support this, we are committed to leveraging all available grant funding to mitigate and adapt to climate change, recognizing the long-term financial benefits this can bring to the council. This revised action plan will be subject a lengthy public consultation at the end of 2024 with an aim of adopting the new plan for April 2025. 1. The Need for Continued Action What is Climate Change? The world’s climate is changing due to increased levels of gases such as carbon dioxide in the atmosphere. These ‘greenhouse’ gases occur naturally in the atmosphere, trapping heat that comes from the sun like the glass in a greenhouse. The ‘greenhouse effect’ is a natural occurrence and without it the Earth would be over 30 degrees cooler and uninhabitable. However, due to human activities such as the burning of fossil fuels (oil, gas and coal) and deforestation, concentrations of greenhouse gases in the atmosphere are rising and making the natural greenhouse effect more pronounced, trapping more of the sun’s heat and resulting in a rise in the earth’s temperature. Recent Trends The changing climate has significant repercussions that are experienced by all our communities. In July 2024 the Royal Meteorological Society published its 2023 State of the UK Climate report. The following are the ‘highlights’: UK winters for the most recent decade (2014–2023) have been 9% wetter than 1991–2020 and 24% wetter than 1961– 1990, with smaller increases in summer and autumn and none in spring. In 2023, 30°C was recorded in September in the UK on seven consecutive days, for the first time on record. Winds from storm Ciarán on 2 November 2023 had the potential to be as severe as from the ‘Great Storm’ of 16 October 1987, but the strongest winds missed the UK to the south. Five of the ten wettest years for the UK in the series from 1836 have occurred in the 21st Century. In 2023, the UK recorded its wettest September to December period since 2000 due to persistently wet and unsettled weather, including the sequence of named storms from Agnes to Gerrit. 2023 was the second warmest year on record for the UK in the series from 1884, with only 2022 warmer. Six years in the most recent decade (2014- 2023) have been within the top-ten warmest in the series. Observations show that extremes of temperature in the UK have been affected much more than average temperature. The number of ‘hot’ days (28C) has more than doubled and ‘very hot’ days (30C) more than trebled for the most recent decade (2014-2023) compared to 1961- 1990. In 2023, the UK recorded its warmest June on record by a wide margin in a series from 1884, with a major North Atlantic marine heatwave a significant contributing factor. Why does climate change matter? Uncontrolled climate change will lead to higher global temperatures, rising sea levels and more extreme, unpredictable weather conditions across the world. Climate change is a major threat to human health and wellbeing in the UK. Its far-reaching impacts can be seen in various ways, from direct effects like rising temperatures and increased flooding, to indirect consequences such as food and water scarcity, and reduced air quality. Vulnerable populations, including those with pre-existing conditions, the elderly, and underprivileged communities, are likely to be worst affected. Here are some of the key impacts identified by the UK Health Security Agency: Extremes of heat and cold More frequent and intense heatwaves due to rising temperatures could lead to a dramatic increase in heat-related deaths. By the 2070s, under a high- warming scenario without adaptation, the UK could see over 21,000 additional heat-related deaths annually. Despite the warming climate, deaths from cold are also expected to rise, mainly due to an aging population. Flooding Climate change is making more areas prone to flooding, including those previously not at risk. Heavier rainfall and rising sea levels contribute to this threat. Flooding endangers lives and can have long-lasting negative impacts on mental health, risk of infectious diseases, and access to healthcare services. Poor outdoor air quality Climate change can worsen air pollution episodes by altering weather patterns and exacerbating heatwaves. Poor air quality is already a significant environmental risk, contributing to cardiovascular and respiratory diseases, and increased mortality. Allergies Longer and more intense pollen seasons for plants like birch and oak, as well as extended fungal spore seasons, could worsen seasonal allergies for sensitive individuals. Drought and food security More frequent and severe droughts driven by low rainfall and higher temperatures could disrupt agriculture, leading to food shortages, price increases, and food insecurity. Poor housing Energy-efficient homes are vital for mitigating climate change and promoting healthy indoor environments. However, improvements must be implemented carefully to avoid issues like poor air quality, overheating, noise, and inadequate ventilation, which can adversely affect respiratory and cardiovascular health, as well as mental wellbeing. Flooding within the borough in 2016 Source: https://www.metoffice.gov.uk 2. Our Vision In response to the impacts of climate change we declared a climate emergency in 2020: Looking to the future, this Council declares that there is a current global climate emergency and, as a consequence, agrees to extend the Council’s climate change targets beyond those currently set, as follows: i. To become carbon neutral across the Council services by 2030 and; ii. To achieve 100% clean energy across the Council’s services by 2030. We then produced our first Strategic plan to address climate action. This plan set out 6 corporate commitments aligned with 9 Key themes to respond positively to the Climate Emergency. These underpinned our ambitious vision: To become the greenest London borough, to protect and enhance the environment, and to provide a brighter prospect for future generations. The 6 Corporate Commitments To lead and inspire our residents, businesses and schools to reduce their own carbon emissions. To become ‘Carbon-Neutral’ by 2030. To achieve 100% clean electricity across the Council’s services by 2030. To raise awareness and develop the potential of young people to respond to the challenge of the climate emergency. To enhance opportunities for biodiversity across the borough and particularly in urban areas. To remain open to the opportunity to go further, to be innovative and creative to exceed the stated goals wherever possible. In addition, at a meeting of the Council in November 2021, the following motions on climate change were approved: i. Ensure that, where practical and cost effective, all the council's procured services are net carbon zero by 2035. ii. Support and work with businesses and organisations towards making the entire borough net zero carbon by 2050; This Council also commits to increasing its accountability and transparency on climate change action by: iii. Proactively including young people in the process, ensuring that they have a voice in shaping the future; iv. holding an annual ‘people’s assembly’ with residents and relevant organisations to discuss and shape revisions to the climate change action plan. The 9 Themes Objective Theme C1 Community Leadership C2 The Council’s Own Operations C3 Building better places C4 Using and Producing Clean and Green Energy C5 Waste Management C6 Climate Change Adaptation and Mitigation C7 Carbon Offsetting C8 Sustainable Transportation C9 Transparency Our Carbon Neutral Target At the heart of the Plan is the Council’s ambition to be carbon neutral by 2030. The target relates to our Scope 1 and 2 emissions associated with all our operations. It applies to the assets that are: under our direct operational control and financial management. (C2.1, Strategic Action Plan) There are 5 key components that contribute to the Council’s carbon neutrality target associated with the Scope 1 and 2 emissions and considered later in this report: i. Emissions from corporate assets where the Council has operational control and monetary management of energy purchasing ii. Emissions from operational transportation (including grounds maintenance) iii. Carbon reduction from sequestration i.e. coverage of tree canopies on Council land iv. Carbon reduction from renewable energy production i.e. solar panels v. Carbon reduction from the purchasing of green energy The Council separately made a commitment for Scope 3 emissions to be carbon neutral by 2035. Source: https://www.nationalgrid.com/stories/energy-explained/what-are-scope-1-2-3- carbon-emissions 3. Our Progress We undertake an annual review of our performance set against the detailed objectives that stem from the 9 key themes. This is presented to Cabinet for scrutiny and review, with further actions or priorities set and agreed as necessary. Progress is also scrutinised by Residents’ Services Select Committee on an annual basis. Our climate change activity is also considered by the Corporate Management Team and embedded within the work of officers. This structure allows us to respond positively to the changing environment which has become progressively challenging since the declaration of the climate emergency. The challenging financial climate means we have not been able to deliver on all our aspirations and we have focussed on delivering tangible outcomes that we have direct control over. However, the coming pages, starting with a high level analysis of the key themes, reveal extremely positive progress from the starting position of 2020. There is a lot more to be achieved and this is reflected in priorities for the forthcoming plan period (2025-28) Our own operational carbon footprint 2020 9526 tCO2 2024 4363 tCO2 54% reduction Theme Progress Commentary Community Leadership Moderate The focus has been on getting the Council’s ‘own house in order’ which means further development of the work on community leadership is required. Work has been undertaken with the Friends of the Earth and wider Council objectives reflected in the Plan have a significant resident facing element, e.g. sustainable transportation, flood risk work, waste management activity. We will further develop educational resources to assist our communities with recording and reducing their own carbon footprints. The Council’s Own Operations Very Positive The progress against this objective is very positive. The main area of development is to capture all this positive work in the context of the Plan which will allow for trajectory analysis of the carbon neutral target. In turn, this will allow for the appropriate focus of attention and will assist with informing a pipeline of projects to achieve carbon neutrality. Building Better Places Very Positive Progress against this objective is very positive. The Council implements the policies of the London Plan which are highly progressive in securing zero carbon development. This is also the route to securing Section 106 funds to facilitate actions elsewhere in this plan. Work is necessary to determine whether the current cost of offsetting 1tCO2 (i.e. £95) from new development is sufficient. Using and Producing Clean and Green Energy Positive The cost of electricity from certified renewable energy sources has become cost prohibitive. Procuring clean energy where feasible will be prioritised for the Plan period. Work on renewable energy generation at our sites is ongoing and should these begin to be delivered it is expected that a ‘very positive’ report will be set out in the next review period. Waste Management Very Positive Progress against the waste management objectives is very positive. The Plan effectively mirrors the Waste Management strategy and there is alignment between the objectives. Development is required to capture the waste management progress in the context of climate change. Climate Change Adaptation and Mitigation Positive Progress against this objective is positive largely due to the work on air quality and the Local Flood Risk Management Strategy alongside other flood risk related activity. There is more to be done on water efficiency and public facing campaigns, and these will be programmed as part of this Review. A climate change adaptation and mitigation action plan will be developed as part of 2025-28 Plan period. Carbon Offsetting Positive Progress against this objective is positive largely due to the tree planting and ongoing green space management. More work is required to align this work with the objectives of the plan with particularly focus on the biodiversity work which needs to be progressed further. Sustainable Transportation Positive Progress against this objective is positive due to the work with TFL, schools’ campaigns and development of the cycle strategy. Further work on a sustainable transportation strategy needs to be programmed to ensure all the sub objectives of this theme are given attention. Importantly the work against this theme needs to be captured in the context of this Plan so as to ensure there is alignment against the climate change objectives. Transparency, Communication and Reporting Development Required This is an area where progress needs further development. Annual progress reports are available and public scrutiny undertaken through the work of the Residents’ Services Select Committee. Work will be undertaken for the new Plan period to ensure more resources and reporting is available on our website. Very Positive Most actions within the theme have been progressed well Positive Some actions within the theme have been progressed well with others programmed Moderate Progress has been made against a small number of the actions Further development required Further development against most actions in the theme is required or information is not captured. 4. Our Own Operational Carbon Footprint Measuring our own carbon footprint was a major part of the original Plan. We intended to lead by example and to be able to demonstrate effective carbon reduction progress. Measuring the starting point on which to assess progress is vital. The baseline carbon footprint reported in the 2021 plan has been subject to further refinement and analysis; this was reported in the 2022 Annual Review. The 2021 baseline in the original Plan factored in emissions from our own housing stock which did not reflect the carbon neutral target. Leaving this data in the baseline but not recording it subsequently would misrepresent any subsequent savings. Consequently the 2022 Annual Review provided an updated baseline which is the position on which our carbon neutral target is based. The baseline position is recorded here for ease of reference. Electricity 3890 Gas 2538 Fleet 3099 Total 9526 2019/20 Baseline Operational Carbon Footprint (tCO2e) As set out in the graph below, we have made considerable carbon reduction progress since 2021. Progress is linked to direct interventions such as the installation of low and zero carbon technology, improved building performance and usage, as well as through the disposal of assets. Progress related to emissions from electricity usage is more pronounced than with gas consumption. This is largely down to the availability of a wider range of improved technologies and because electricity consumption is a 0 500 1000 1500 2000 2500 3000 3500 4000 4500 2019/20 2021/22 2022/23 2023/34 Emissions from Electricity usage (tCO2e) 0 500 1000 1500 2000 2500 3000 2019/20 2021/22 2022/23 2023/34 Emissions from Gas usage (tCO2e) ‘Scope 2’ emission and therefore benefits from improvements within the national grid. Emissions are calculated from point at which the energy source is generated. For example, the energy produced through the burning of gas within a boiler occurs directly within the appliance; conversely electricity is generated from various locations and sources across the UK before being distributed through the National Grid. Converting the gas burned into a carbon footprint is straightforward and consistent. Carbon from electricity produced in the national grid is more complex to calculate and is dependent on the ratio of renewable energy produced to that from fossil fuels. As renewable energy becomes more common place in the grid, the amount of carbon associated with generating a unit of electricity is reduced. If the National Grid conveyed 100% of electricity from renewable sources, our carbon footprint from our electricity supplies would be 0tCO2. This is an important factor in managing our assets moving forward and is one of the reasons why air source heat pumps which use electricity are now preferred to gas boilers for all heating requirements. typical house 2009 New Build 2019 New Build Gas Boiler v Heat Pump Gas Boilers KWhr/yr Heat Pump KWhr/yr We have over 200 vehicles in our fleet. These relate to our need to undertake a significant range of duties, including refuse collection, street cleaning, housing repairs, passenger services, green space management and mobile library services. This results in over 2,000,000 miles being driven a year. We have focussed a lot of attention on improving the efficiencies within our fleet vehicles. This is made up of reducing the mileage of vehicles through improved routing along with switching to more efficient vehicles with lower emissions. A large scale fleet replacement plan is underway which will see the older diesel units removed and replaced with cleaner technology as well as electric powered vehicles. We have not pursued low emission vehicles at all costs though as larger electric vehicles are relatively new, scarce and consequently exceptionally expensive. This demonstrates a prudent balance of improving the fleet within a responsible funding envelope. 0 500 1000 1500 2000 2500 3000 3500 2019/20 2023/34 Fleet Emissions (tCO2) As the highway authority, we have a legal responsibility to maintain approximately 25,000 street and subway lights, as well as 3,000 illuminated signs, bollards and zebra crossings. We have replaced all our old high pressured sodium lamps in the streetlighting with LED lanterns also also replaced 1000 bollards illuminated bollards with non- illuminated types. LED lighting not only reduces carbon emissions but also have lower running costs (i.e. use less electricity) and have improved maintenance performance. We will continue to review the streetlighting options recognising that this still constitutes a large portion of our carbon footprint. 0 200 400 600 800 1000 1200 1400 2 0 1 9 / 2 0 2 0 2 3 / 2 4 Street Lighting Emissions (tCO2) Public Sector Decarbonisation Scheme A major workstream currently under way relates to the Public Sector Decarbonisation Scheme (PSDS). The PSDS provides grants for public sector bodies to fund heat decarbonisation and energy efficiency measures. The Council secured £13,751,385 through Phase 3 of the PSDS. The funds, with match funding from Section 106 secured from developers, will deliver large scale carbon reduction interventions at: • Civic Centre, Uxbridge • Hillingdon Leisure Centre • Highgrove Leisure Centre • Winston Churchill Theatre and Hall The Civic Centre work involves removing the gas based heating system and replacing with more efficient air source heat pumps, secondary glazing, and additional insulation. The Civic Centre has always been one of the prominent factors in our carbon footprint. The baseline data from 2020 shows the Civic Centre to have a considerably higher carbon footprint; more than the nine next highest building combined. The PSDS project is highly innovative and provides the much needed interventions within the Civic Centre; an asset that was recognised in the original Strategy as being a difficult proposition due to its age and listed status. Rank Building tCO2 1 Civic Centre 1,867 2 Breakspear Crematorium 540 3 Uxbridge Library 162 4 Harlington Road Depot 129 5 Battle Of Britain Museum & Visitor Centre 95 6 The Pembroke Centre 80 7 Colham Road 3 Residential Home 74 8 Hatton Grove Residential Home 69 9 Queens Walk Resource & Wren Centre 63 10 Winston Churchill Hall 59 The graph opposite shows the forecasted improvements to the Civic Centre with the PSDS project intervention. The electricity supplies increase with the PSDS project (green bar in the middle) but there is no third bar on the left hand side (gas). This is because all gas boilers are to be removed. The PSDS project will therefore result in a major impact. Importantly, the interventions will continue to bear fruit. The move from inefficient gas boilers (scope 1 emission) to state of the art electricity based air source heat pumps (scope 2 emission) means that that the carbon footprint of the building will continue to fall in line with decarbonisation of the National Grid. By 2030, the Civic Centre would have a lower carbon footprint than in 2024 even without any further interventions. 0 500 1000 1500 2000 2500 Gas Electricity Total Civic Centre Performance with and without the PSDS project Emissions (tCO2) from energy consumed 21/22 22/23 PSDS Electricity usage rises to serve the heating needsZero gas usage with PSDS A major carbon saving is achieved Overall Reduction (tCO2e) 5. Wider Climate Action Progress Tree Planting Hillingdon is one of the greenest boroughs in London and home to a significant number of trees. Ruislip Woods National Nature Reserve is London’s single largest woodland in London covering c300 hectares. We also have extensive tree coverage throughout our numerous parks and open spaces as well as along many of our streets. All trees absorb carbon dioxide (known as carbon sequestration) and are therefore important in tackling climate change. Trees are also important in creating a diverse environment for wildlife and promoting biodiversity. In addition, urban tree planting can have significant benefits in cooling, managing surface water, and removing pollutants helping to improve the environment. To support our aspirations to become the greenest London borough we have undertaken extensive further planting. Year Trees Removed 1 Total Trees Planted 2020/21 213 14,288 2021/22 193 11,655 2022/23 90 17,295 2023/24 55 8,3782 Total 551 51,616 1 – Trees removed are general because of being categorised as ‘dead, dying or dangerous’ 2 – Planting season is between November and March. Tree planting numbers are not yet available for winter 2024. Trees and Carbon Sequestration Determining the carbon benefits of the trees planted is a complex task. It is not straightforward to simply equate one tree with an amount of CO2 absorbed and then multiply by the number of trees planted. Trees capture very little CO2 in their formative years. To the contrary; delivery of the saplings, soil disturbance through planting and use of machinery create a carbon footprint of its own. Large scale tree planting can start life with a negative carbon footprint. However, over time the extent of carbon asborption increases significantly peaking at around 25 years of growth. It is estimated that 1 hectare of woodland will capture approximately 60tCO2 for the five year period between years 20 and 25. Carbon captured every 5 years from 1 hectare of woodland (not cumulative) Applying the broad formula to the planting of our c50,000 trees, overtime the cumulative capture of carbon will be significant, c14,000tCO2. These figures are estimates based on the Woodland Code and further detailed analysis is being undertaken to determine the extent of carbon capture of newly planted trees, as well as the annual capture from all our existing woodland. 0 2000 4000 6000 8000 10000 12000 14000 16000 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 tCO2 Years since planting Cumulative Carbon Sequestration Green Space Management Open and green spaces play an invaluable role in tackling climate change and creating climate resilient places. They also have significant benefits for the natural environment, human health and well-being. Natural areas provide opportunities for physical activity, social interactions, and stress relief. Urban green spaces can lead to improved mental and physical health. They also have direct impacts by storing carbon, aiding cooling and assisting with the management of surface water. We recognise the importance of our parks as reflected in the 2024 announcement that we retained 67 Green Flag awards. An award that recognises parks and green spaces of the highest calibre. This is fantastic news for residents who continue to see investment, maintenance and improvements to the green spaces which make our borough so pleasant. We're committed to creating a green future for residents and nature and this is reflected in the continued prioritisation of our parks as key assets for all. The Green Flag Awards show these parks meet the highest international standards so we don't take for granted having achieved the top spot nationally for 12 years in a row. Cllr Eddie Lavery, Hillingdon Council's Cabinet Member for Residents' Services Climate Change Resilience and Adaptation The climate has already changed. As set out above, the climate data for the UK shows significant variations to those historically recorded. The UK has wetter periods, more intense weather events such as storms as well as warmer and drier periods. All this places a great deal of strain on environmental and social conditions, which ultimately have negative economic impacts. Climate change adaptation and resilience is therefore about how to respond to the irreversible impacts that have already happened. In the context of climate change, the Intergovernmental Panel on Climate Change (IPCC) defines adaptation as the process taken to “adjust to the actual or expected climate and its effects”. Resilience to climate change is defined as the capacity to prepare for, respond to, and recover from the impacts of climatic events while incurring minimal damage to societal wellbeing, the economy and the environment. The running of our green spaces, the planting of trees and the management of flood risk all help to make us more resilient and adaptable to the changing climate. Tree planting helps to increase areas of cooling, outdoor space provides environmental protection and reduces overheating whilst managing flood risk responds to the more impactful weather events. Flood Risk Management In the context of flood risk management, we have a statutory role as the Lead Local Flood Authority (LLFA) to manage and coordinate flood risk action. We recently adopted our Local Flood Risk Management Strategy which sets out how we intend to manage flood risk and undertake a leadership role. Included within our role as a LLFA is the need to identify and deliver new projects to help reduce flood risk. We lever in funding from external sources to identify and prioritise areas for flood risk management. The details on the following page outline some of the projects we have delivered or currently in the process of developing. 1-4 6 9 8 14 5 12 13 10 7 11 No. Name of Flood Risk Project Stage 1 Park Wood SSSi NFM* Phase 1 and 2 Phase 1 completed Phase 2 under development 2 Pinn Meadows NFM Under development 3 Kings College Road Rain Gardens Due to commence 4 Property Level Protection (50+ properties) (Environment Agency Project) Nearing completion 5 Eastcote Rain Gardens Completed 6 Bessingby Park Flood Attenuation Completed 7 A40 Infrastructure Flood Alleviation Feasibility Stage 8 Elephant Park Flood Attenuation Completed 9 Court Park Flood Attenuation Completed 10 Kingshill Flood Alleviation Feasibility Stage 11 Colham Green Flood Alleviation Feasibility Stage 12 River Colne Fish Passage Feasibility Stage 13 Frogs Ditch Catchment Under development 14 Croyde Avenue Estate Completed *NFM: Natural Flood Management Waste Management We are one of 6 authorities that come under the waste management umbrella of the West London Waste Authority (WLWA). The WLWA is a statutory waste disposal authority and is responsible for disposing of our waste. We work with residents and business to help reduce waste in accordance with the waste hierarchy. Some of the positive work we have undertaken to reflect the higher levels of the hierarchy are set out on the next page. Once collected, though, the waste is then disposed of by the WLWA. The graph shows the significant reduction in waste sent to landfill. This is because the WLWA work in in partnership with operators of two energy recovery facilities. This means waste that historically was buried in a hole in the ground is now recovered for energy production: Around 96% of west London’s rubbish is sent to generate energy at two Energy Recovery Facilities (ERFs). Most is sent to the Severnside Energy Recovery Centre (SERC) located beside the river Severn just north of Bristol. The facility is part of the Authority’s Residual Waste Services Public Private Partnership Contract with SUEZ UK Limited. The facility is able to treat 400,000 tonnes of rubbish and has its own bottom ash treatment plant to turn the ash into an aggregate with a recognised end product status for use in construction projects. The other facility is located close to Heathrow Airport and is run by a company called Lakeside Energy from Waste Ltd. Our arrangement is with one of the co-owners of the Lakeside facility, Viridor Waste Management. Energy from Waste facilities offer a modern treatment process that means your waste is used to generate energy in the form of both heat and power (electricity). This waste is used instead of coal, oil or gas to produce energy. (https://westlondonwaste.gov.uk/where-your-waste-goes) Leading by example on waste collection We have improved our own recycling services at the Civic Centre and at Harlington Road Depot with waste electrical equipment (WEE) collections available to all staff. Working with Businesses We have liaised with almost 3000 businesses about the importance of food waste collections with most also now have waste segregation facilities Changes to waste service management system allows better monitoring and education of improved waste segregation Improved waste segregation services at New Years Green Lane civic amenity site Supporting West London Waste Authority We Promote and encourage attendance at repair workshops in partnership with Traid, Restart party, Friends of the Earth, Freegle and Hillingdon’s Doctor Bike, ReLondon and WLWA. We hold two annual repair events to allow residents to learn how to extend the life of equipment. Working with Schools We have undertaken school visits in 2023 to educate on waste reduction behaviours and importance of recycling We have engaged with 28 schools on food waste recycling, including signing up to our services to support with collection issues Supporting Residents We have engaged 50,000 residents and secured 12,000 new signatories to our food waste collection services. We have organised 13,000 roadshows and engaged with 3,500 residents to educate on food waste, recycling and WEE collections. We have collected almost 10 tonnes of small electrical waste diverting it away from general waste streams Planning and New Development The London Plan sets out the planning policy for all new major development to be zero carbon. This has resulted in a greatly improved new building stock within the borough. On average new residential development is estimated to have approximately 60% lower carbon emissions onsite than an equivalent building regulations compliant scheme. Developments that don’t achieve the zero carbon standard on site are required to make a contribution to our carbon offset fund depending on the shortfall. This results in both a much improved building stock but also provides a funding source to allow us to make carbon savings in our own buildings for example in the Civic Centre. London Plan Policy SI 2 Minimising greenhouse gas emissions A Major development should be net zero-carbon. This means reducing greenhouse gas emissions in operation and minimising both annual and peak energy demand in accordance with the following energy hierarchy: 1) be lean: use less energy and manage demand during operation 2) be clean: exploit local energy resources (such as secondary heat) and supply energy efficiently and cleanly 3) be green: maximise opportunities for renewable energy by producing, storing and using renewable energy on-site 4) be seen: monitor, verify and report on energy performance. B Major development proposals should include a detailed energy strategy to demonstrate how the zero-carbon target will be met within the framework of the energy hierarchy. Biodiversity Net Gain We are also now implementing the recent planning changes to secure biodiversity net gain which will help in responding to the decline of our natural environment. We will continue to develop how to exploit the biodiversity net gain opportunities within the borough to maximised benefits for our own natural environment Heathrow Expansion The 2021 reaffirmed our opposition to runway expansion at Heathrow Airport. Whilst no proposals have been presented subsequently, we will continue to oppose runway expansion due to the extensive negative environmental and social impacts. Sustainable Transportation As an outer Borough, we have a relatively high car ownership to the rest of the London. We have links to the neighbouring counties as well as central London and with less public transportation than other boroughs, the car remains a vital part of life. This means actions to enforce a dramatic modal shift away from the car is likely to have significant negative social and economic impacts. It is therefore necessary to balance carefully the need to improve alternative options for our residents and businesses whilst recognising that private vehicle travel remains an important choice. The Elizabeth Line has resulted in an improved connection into London and to Heathrow Airport greatly reducing vehicular traffic on the road but there is a need to improve the facilities and options across the borough. Electric Vehicles To assist with these options we launched our electric vehicle charging strategy in 2023. This sets out our initial approach to improving infrastructure on our own sites. Combined with progressive planning policies to secure vehicle charging points in new development, there is a much greater coverage of the facilities to support and influence the demand in electric vehicles. Registered plug-in vehicle registration across the borough (cumulative) Cycling In early 2024 we consulted on our new cycling strategy which builds on our previous positive progress. This promotes 6 new cycling routes within the borough and supports those routes already provided or being developed. The School Travel and Road Safety (STaRS) Team also offers training to all our schools allowing pupils to learn the necessary skills to cycle for travel. Cycle skills sessions are also offered to children and adults between the months of April and October at Pield Heath School Cycle Track. Dr Bike events run throughout the year allowing residents to have minor bike repairs and checks free of charge in numerous locations around the borough. Schools are encouraged to develop School Travel Plans through TfL's Travel for Life programme. The STaRS team works with schools to develop the plans and promote them in communities through campaigns in order to support active and safe cycling. Some of the lengths of the Grand Union Canal towpath (for cyclists and pedestrians) that have been improved (green), being improved (brown), or planned to be improved (yellow). Carbon Neutral Borough Our own carbon neutral target is set out above and relates to our operational work. In terms of buildings, it covers assets within our financial and operational control. We do have a range of other assets that do not trigger one of those criteria. For example, we don’t have full control over the energy used within our housing stock but we have embarked on a significant suite of improvements that has resulted in a reduced carbon footprint as set out below. The work completed on these assets all contribute to the aspiration of having a carbon neutral borough in line with the Government 2050 target. We also recognise that these works improve the performance of the buildings, reduce energy costs for our residents and promote a healthier lifestyle. Some of the improvements we have delivered in our building stock: • Intelligent lighting within car parks (Cedars, Blyth Road, and Grainge’s) • Improved LED communal lighting in low and medium rise blocks. • 920 homes upgrades through the Green Homes Grant • 433 homes with upgraded EPC certificates • 1144 individual measures through the Green Homes Grant • Cavity wall insulation delivered through the Social Housing Decarbonisation Fund • 573 efficient boilers as part of the 2022/23 replacement programme • 2006 efficient boilers replaced in the 2023/24 replacement programme • 1917 efficient boilers replaced in the 2024/25 replacement programme underway Housing Revenue Account (HRA) Building Stock tCO2e (gas and electricity) Across the wider borough the emissions are inevitably significant. The location of Heathrow in the south along with many strategic transport routes results in a above average borough wide carbon footprint. Despite this and consistent with the UK carbon footprint the graph below shows improvement across the borough. The emissions are associated with industrial, commercial, public sector, domestic, forestry, agriculture and waste. The totals are shown in ktCO2e (1000tCO2e). We do not have control over these emissions but can use our position to encourage others to take action. Clarifying the emissions across the borough and then taking positive action will be programmed for the medium to long term. Data from: https://www.gov.uk/government/statistics/uk-local-authority-and-regional- greenhouse-gas-emissions-statistics-2005-to-2022 -100 0 100 200 300 400 500 600 700 800 900 Borough wide emissions from different sources (ktCO2e) Industry Total Commercial Total Public Sector Total Domestic Total Transport Total LULUCF Net Emissions Agriculture Total Waste Total 0 500 1000 1500 2000 2500 3000 Borough Wide Emissions All Sources (ktCO2e) 6. Actions for 2025-28 The 2020 Action Plan contained a range of ambitious objectives covering a wide scope of activities. As set out above, progress has been highly positive despite the challenges facing the Local Authority. Continuing to focus resource and attention where it is most impactful remains our priority. This review allows us to set out what we consider are the essential workstreams to continue to meet our commitments and achieve our vision. Specific actions related to businesses will follow once more work has been undertaken to understand the baseline position to ensure action can be prioritised. The Action Plan set out below is a refinement of the previous version and sets out work to be undertaken over the short (1 year) to medium term (2 – 3 years). The Action Plan has also been updated to reflect the motions approved by Council after the adoption of the previous Action Plan The proposed plan will inevitably be subject to change and review through the annual reporting process alongside scrutiny of Cabinet and the Residents’ Services Select Committee. Guide to review Theme Theme headings remain consistent with the 9 key themes Ref New Actions are given a ‘R’ prefix to differentiate from the original plan prefix of ‘C’ Action This provides a description of the Action to be taken within this plan period. Commentary Provides a brief statement of the relationship between the stated action and any previous iterations Timeframe The intended scope of completion/delivery for the Action Community Leadership Ref Action Commentary Timeframe R1.1 To provide a dedicated online resource to provide information on how to record your carbon footprint alongside actions that can help reduce it. The resource will also outline options for external funding and how to improve an individual’s environmental footprint. Merged C1.2 and C1.12 25/26 R1.2 To promote and support volunteer groups with dedicated climate and environmental objectives. Hillingdon Friends of the Earth regularly engaged with bi-monthly meetings to continue. Ongoing R1.3 To bring together community and business groups, along with other interested parties as part of a ‘people’s assembly’ to discuss and shape revisions to the review of the Climate Action Plan in 2 years time. This action would overlap with the motion of the Council in November 2021 for a ‘People’s Assembly’ 2026 R1.4 To use our unique access to communities through, for example residents associations, to support and promote climate action. Revision to C1.3 Through existing engagement channels Ongoing R1.5 During 25/26, the Council will engage all schools within the borough and support them in the publication of a climate action plan with annual progress reports to be provided thereafter. Revision to previous objectives to rationalise and focus the output. To be delivered subject to external funding (Section 106 funds) 25/26 The Council’s Own Operations Ref Action Commentary Timeframe R2.1 All our operational assets under our direct operational control and financial management will be accredited as carbon neutral by 2030. Other assets we own but not under our control will be decarbonised in line with prevailing legislation and, go even further with the availability of additional funding. Action Retained Ongoing Trend analysis to be delivered in 2025. R2.2 By 2030, our fleet will be powered by the cleanest available technology available within budget constraints and suitable for the operational requirement. Action Retained Ongoing R2.3 Ensure all corporate plans and strategies, particularly regarding estate management and property disposal evaluate and mitigate for climate impacts. No change Ongoing R2.4 Undertake feasibility studies and act to install small scale low and zero carbon technologies in our own building stock. Action Retained Ongoing R2.5 To ensure procurement practices align with the objectives of this Plan Action Revised for short to medium term recognising the Council motion that 2035 is the target date for Scope 3 emissions (i.e. those embeded within the supply chain) Ongoing R2.6 To ensure our street lighting assets are targeted for further carbon reductions, using new low energy and renewable technologies. Action Retained Ongoing Building Better Places Ref Action Commentary Timeframe C3.1 To use the development plan system to ensure all new major development will be zero carbon. Action Retained Ongoing C3.2 To consider new planning policies to ensure all non major new development is also zero carbon. Action Retained Ongoing C3.3 To ensure no new development is built in high and medium flood risk areas unless absolutely necessary and only then when flood risk management is properly understood and mitigated in accordance with council flood policy. Action Retained Ongoing C3.4 To ensure all new development is environmentally responsible, including protecting existing designations and sites of interest. Action Retained Ongoing C3.5 To ensure all new [add] major development contributes and supports the goal of sustainable transportation, such as the promotion of public transport, cycling or EV charging. Small amendment to align with Planning Policy Ongoing C3.6 To ensure that wherever possible during development, existing trees are retained. Where they cannot be retained, new trees should be planted to facilitate carbon gain. Action Retained Ongoing Using and Producing Clean and Green Energy Ref Action Commentary Timeframe R4.1 To ensure and certify that the Council secures energy supplies from low or clean forms of generation by 2030 [add] where feasible. Revised Purchasing renewable energy at any cost would not be a prudent use of public money and would have an unlikely impact on the grid availability of green energy. A more prudent approach is necessary. Ongoing R4.2 To investigate opportunities for large scale electricity generation from Council owned land (e.g. solar farms). No change Ongoing Waste Management Ref Action Commentary Timeframe R5.1 Lead by example with a clear waste collection and sorting strategy for the Council’s own operations with year on year targets for improvements. No change Ongoing R5.2 Support the West London Waste Authority on waste reduction campaigns. No change Ongoing R5.3 Work with businesses to reduce waste productivity and to provide more opportunities to customers to reduce and recycle their waste. No change Ongoing R5.4 Encourage and support residents and communities to avoid, reduce, reuse, and recycle waste in that order. No change Ongoing R5.5 To ensure all waste is managed sustainably and there is transparency and information on processes the Council utilises and destination of waste. No change Ongoing Climate Change Adaptation and Mitigation Ref Action Commentary Timeframe R6.1 To develop a climate change adaptation and mitigation action plan. No change 26/27 R6.2 To review the Council’s water consumption for its own operations (such as green space watering, depot operations and corporate buildings) and put in place measures to reduce consumption Revised to be more feasible Ongoing R6.3 To ensure the Council’s flood resilience and management work incorporates a changing climate and that the Council’s own land and property decisions consider the need to make space for water. No change Ongoing and reflected in the recent Flood Risk Strategy Carbon Offsetting R7 Action Commentary Timeframe R7.1 To develop an offset strategy to develop local solutions to any remaining residual carbon emissions from council operations. No change 26/27 R7.2 To develop a tree and green space management strategy that supports and accounts for the offsetting objectives and commitments. No change 25/26 R7.3 Understand and increase current carbon sequestration through increased planting and changes to green space management. No change 25/26 R7.4 Increase the number of trees, particularly in urban areas to complement objectives to improve air quality and promote urban wildlife. No change Ongoing R7.5 To exploit opportunities to increase carbon sequestration to maximise opportunities for biodiversity and flood risk management No change Ongoing Sustainable Transportation Ref Action Commentary Resources R8.1 Produce a sustainable transportation strategy that reflects the objectives and commitments in this strategy. No change 26/27 R8.2 Work with TFL to improve bus connectivity and services. No change Ongoing R8.3 Identify opportunities for improved cycleways, cycle paths and public rights of way. No change Ongoing R8.4 To promote cycling opportunities through campaigns and awareness events. No change Ongoing R8.5 To secure improved cycling facilities across the borough. No change Ongoing R8.6 To review the electric charging vehicle action plan in line with changing demand and data. Reviewed We have adopted an EV charging strategy but this needs to be kept under review to ensure it aligns with demands. 26/27 R8.7 To ensure the Council’s Air Quality Action Plan aligns with the objectives in this plan to ensure a safe transition to increased levels of cycling and walking in urban areas. No change 25/26 Transparency, Communication and Reporting Ref Action Commentary Timeframe R9.1 To ensure transparency in the Council’s measuring of carbon footprints with clear details on methodologies as well as the outputs. All details to be available online. No change 25/26 R9.2 To publish an annual progress report of the objectives of this plan No change Annual (Sept/Oct) R9.3 To establish a People’s Assembly to consider review of the Actions necessary to meet the Corporate Climate Commitments. Revised 2026 (Oct/Nov) Cedar of Lebanon Cranford Park, Hayes 100 to 200+ years of age

Residents’ Service Select Committee - 27 November 2024 Classification: Public INFRASTRUCTURE FUNDING STATEMENT 2023/24 Committee name Residents’ Services Select Committee Officer reporting Andrew Tebbutt, Place Directorate Papers with report Infrastructure Funding Statement (“IFS”) 23/24 Ward All HEADLINES In accordance with the Community Infrastructure Levy Regulations 2010 (as amended) any authority that receives contributions from development through the Community Infrastructure Levy (CIL) or Section 106 Planning Obligations must prepare and publish an Infrastructure Funding Statement (IFS) by 31st December each year. This IFS presents information on CIL and S106 receipts and expenditure for the 2023/2024 financial year. This funding statement is also being considered by Cabinet at its meeting on 12 December 2024. RECOMMENDATION That the Residents’ Services Select Committee notes the contents of the I nfrastructure Funding Statement 2023/24 and provides any comments to Cabinet. SUPPORTING INFORMATION The statutory Infrastructure Funding Statement (IFS) has been completed for the 2023/2024 financial year. Some of the key figures are outlined below: 1. Mayoral CIL The Council is a CIL collecting authority for Mayoral CIL. An administration fee of 4% is retained by the Borough and all remaining funding is transferred to Transport for London to be spent on transport infrastructure. Mayoral CIL Income: Admin Fee Retained £129,774.67 Total Transferred to TfL £3,114,592.77 Total Collected £3,244,367.44 Residents’ Service Select Committee - 27 November 2024 Classification: Public 2. Hillingdon CIL The Council adopt ed the Hillingdon CIL in April 2014. As the collecting authority the Local Planning Authority retains a 5% administration fee. The remainder of the funding is allocated to the Council’s Capital Programme and Chrysalis Fund. Hillingdon CIL Income: Admin Fee £134,837.86 Total Spent £2,561,919.99 Total Collected £2,696,757.85 Hillingdon CIL Expenditure: Chrysalis Programme £354,584.41 West Drayton Leisure Centre £2,207,335.58 3. S106 Planning Obligations S106 Planning Obligation: S106 Only (Excluding S278) 2023/24: £’000 Opening Balance 1st April 2023 25,416 Total income for the year 2023/24 4,874 Total Expenditure for the year 2023/24 1,331 Closing Balance 31st March 2024 28,959 Total Unallocated Balance for the year 2023/24 15,984 Number of New Planning Legal Agreements Deed of Variation to Existing Agreements 20 New Full Agreements 57 Total New Agreements 77 A full list of S106 allocations and expenditure is provided within the full IFS document. PERFORMANCE DATA The key figures are outlined above in regard to the money arising from developer contributions. It should be noted that the scale of contributions collected will often vary each year and is largely determined by scheme implementation and market conditions. Previous year Infrastructure Funding Statements are published at the following: Community Infrastructure Levy - Hillingdon Council Quarterly schedules of S106 financial contributions are published at the following: Residents’ Service Select Committee - 27 November 2024 Classification: Public Section 106 Monitoring - Hillingdon Council RESIDENT BENEFIT The information in the IFS will be informative to residents, service users, community and businesses to show how much infrastructure funding has been collected and spent related to new development. FINANCIAL IMPLICATIONS The publication of IFS is informative only as it reports on collection and spend that has already occurred. There are no financial implications of publication. LEGAL IMPLICATIONS The Council is obliged under Regulation 121A and Schedule 2 to the Community Infrastructure Levy Regulations 2010 (as introduced in the 2019 CIL Amendment Regulations) to publish the attached IFS by 31st December 2024. BACKGROUND PAPERS None. APPENDICES Appendix 1 - Infrastructure Funding Statement 23/24

Page 1 of 46 London Borough of Hillingdon Annual Infrastructure Funding Statement For Community Infrastructure Levy and Section 106 Reporting Period: From 01 April 2023 to 31 March 2024 Page 2 of 46 Preface This Infrastructure Funding Statement has been prepared in accordance with the detailed requirements set out in regulation 121A and schedule 2 of the Community Infrastructure Levy 2010 (as amended) and is expected to include: • A list of the infrastructure projects or types of infrastructure projects which will be wholly or partially CIL funded. • Details of neighbourhood CIL collected and spent, and any CIL allocated but not spent. • Detail on S106 financial and non-financial obligations, which may also include section 278 contributions. Page 3 of 46 Table of Contents 1 Introduction .......................................................................................................... 4 2 Community Infrastructure Levy ............................................................................ 5 2.1 CIL Summary ............................................................................................... 5 2.1.1 Hillingdon CIL (HCIL) ......................................................................................... 5 2.1.2 Mayoral CIL (MCIL) ........................................................................................... 5 2.2 Community Infrastructure Levy Matters Community Infrastructure Levy Regulations (2019 Amendment) Regulation 121A Schedule 2 Section 1 ........ 6 2.2.1 CIL Income 2023/24 .......................................................................................... 6 2.2.2 Hillingdon CIL Allocations and Expenditure 2023/24 .......................................... 6 2.2.3 Neighbourhood CIL ............................................................................................ 7 2.2.4 Mayoral CIL ....................................................................................................... 8 2.2.5 Future CIL Spend Priorities ................................................................................ 9 3 Section 106 ........................................................................................................ 10 3.1 Section 106 Summary ............................................................................... 10 3.1.1 Section 106 Balances ...................................................................................... 10 3.1.2 New Section 106 Contributions Agreements .................................................... 10 3.1.3 S106 Non-Financial Obligations ....................................................................... 10 3.2 Section 106 Matters - Community Infrastructure Levy Regulations (2019 Amendment) Regulation 121A Schedule 2 Section 3 ............................ 11 3.2.1 Section 106 Allocations .................................................................................... 12 3.2.2 Section 106 Spend .......................................................................................... 14 4 Appendices ........................................................................................................ 18 4.1 Appendix 1: Chrysalis Programme CIL Breakdown 2023/2024 ............. 18 4.2 Appendix 2: List of S106 agreements signed in the 2023/2024 FY. ...... 20 5 Application ......................................................................................................... 20 5.1 Appendix 3: Non-Financial S106 obligations .......................................... 23 5.2 Appendix 4: S106 Financial covenants secured in 2023/24. ................. 39 Page 4 of 46 1 Introduction Welcome to the London Borough of Hillingdon’s Infrastructure Funding Statement for the 2023/24 financial year. This Statement will provide information on CIL and S106 receipts for the 2023/2024 financial year and report on how they were allocated and spent. The report concludes with a brief comment on future spend priorities. This report consists of the following sections: • CIL income and allocation/expenditure • S106 income, allocation and spend. • S106 non-financials delivery and spend. Page 5 of 46 2 Community Infrastructure Levy 2.1 CIL Summary The London Borough of Hillingdon is a CIL charging authority. It is responsible for collecting both Hillingdon CIL and the Mayoral CIL set by the Mayor of London. 2.1.1 Hillingdon CIL (HCIL) Hillingdon’s CIL has been charged since August 2014 and has been increasing with indexation since its introduction. The charges (with indexation) from January 2025 are as follows: London Borough of Hillingdon CIL Charging rates 2014 / 2025 Use Type Charging Schedule Rate 2014 (per sq.m.) Rate including Indexation 2025 (per sq.m.) Large format retail development (A1) greater than 1,000 sq. m, outside of designated town centres £215.00 £215 x 391 / 237 = £354.70 Offices (B1) £35.00 £35.00 x 391 / 237 = £57.74 Hotels (C1) £40.00 £40.00 x 391 / 237 = £65.99 Residential Dwelling Houses (C3) £95.00 £95.00 x 391 / 237 = £156.73 Industrial (B8) £5.00 £5.00 x 391 / 237 = £8.25 All other uses £0.00 £0.00 x 391 / 237 = £0.00 N.B. Rates have been rounded to 2 decimal places so CIL liabilities may differ slightly when calculating using the formula as set out in the CIL Regulations 2010 (as amended). 2.1.2 Mayoral CIL (MCIL) Mayoral CIL monies are transferred to Transport for London on a quarterly basis to be spent on Elizabeth Line financing and other transport infrastructure. See: Mayoral Community Infrastructure Levy | London City Hall Page 6 of 46 2.2 Community Infrastructure Levy Matters Community Infrastructure Levy Regulations (2019 Amendment) Regulation 121A Schedule 2 Section 1 2.2.1 CIL Income 2023/24 Hillingdon’s CIL monies are allocated to fund infrastructure delivered through both the Council’s Capital Programme and the Chrysalis programme. In line with the CIL Regulations, a further 5% of the total CIL monies collected is spent on the costs of administering CIL. The percentage taken may differ due to Land payments (including payments in-kind and infrastructure payments) not being allocated to administration expenses however, no in-kind payments were made in 2023/24. The total collected by London Borough of Hillingdon for the reported year under Regulation 59E (CIL returned to the Charging Authority after five years if not spent) was £0.00 and under Regulation 59F, CIL collected and retained by the Charging Authority for areas that are not designated the Chrysalis Programme, was £0.00. Table 1 below compares the total amount of CIL income collected in the last financial year by category: 2023/24 (£) Strategic HCIL (80%*) £2,157,406.31 Neighbourhood HCIL (15%*) £404,513.68 Total HCIL admin (5%*) £134,837.86 TOTAL HCIL £2,696,757.85 Mayoral CIL (transferred to Transport for London*) £3,114,592.77 Mayoral CIL admin (4%*) £129,774.67 *Percentages are approximate in accordance with the CIL Regulations 2010 (as amended). 2.2.2 Hillingdon CIL Allocations and Expenditure 2023/24 The strategic portion of HCIL expenditure is currently allocated in accordance with the Council’s Financial Capital Programme. The programme sits within the Council’s Medium- Term Financial Forecast (MTFF) which is approved by Cabinet and provides information on capital expenditure, capital financing and capital receipts over a five-year period. 2.2.2.1 Allocation’s process The Capital Programme is the plan for investment in the borough’s infrastructure called capital projects. Specific capital projects are identified primarily through the Council’s annual budget. Service managers submit proposals for new projects, outlining the reasons and benefits for the proposal and the estimated cost and method of financing. Proposals are reviewed by senior managers across the organisation chaired by the Corporate Director of Finance. If proposals are deemed satisfactory at this stage, they are included in further submission to the Leader of the Council. Following a public consultation in December, any further feedback on the final revised five-year capital programme is submitted to Cabinet and Council for approval in February each year. Page 7 of 46 In order to formally proceed with implementation, all individual capital expenditure projects require a formal democratic decision from the Leader of the Council and Cabinet Member for Finance to release the monies included within the capital programme budget. In the 2023/24 financial year a total of £2,696,757.85 of HCIL was collected by the Council. In addition, a total of £0.00 of unused HCIL has been carried forward from 2022/23 into 2023/24. Monies collected were allocated and spent on the following capital projects listed below: Hillingdon CIL Spend Total (£) Strategic HCIL New West Drayton Leisure Centre 2,157,406.31 Neighbourhood CIL Chrysalis Programme 354,584.41 New West Drayton Leisure Centre 49,929.27 Total HCIL Infrastructure Financing* 2,561,919.99 Administration Fee (5%) 134,837.86 HCIL not used & Retained (Carried forward to 2024/25) 0.00 Total Hillingdon CIL Receipts Hillingdon CIL Brought Forward from 2022/23 0.00 Hillingdon CIL 2023/24 2,696,757.85 2,696,757.85 N.B. figures have been rounded to 2 decimal places within the Council planning system so percentages may differ slightly. 2.2.3 Neighbourhood CIL Neighbourhood CIL funding schemes across the borough are delivered through the Chrysalis programme - local bids are accepted and reviewed for funding. In 2023/24, £354,584.41 of HCIL collected was spent on the local schemes in the Chrysalis Programme. Page 8 of 46 Figure 1 below summarises the type of schemes that were funded as part of the Chrysalis Programme and the percentage of the total fund each project category spent. Please see Appendix 1 for a full breakdown of schemes. 2.2.4 Mayoral CIL In the 2023/24, £3,244,367.44 was collected in the London Borough of Hillingdon on behalf of Transport for London (TfL). These funds are transferred to the Mayor of London following the deduction of 4% administration charge which is retained by the Council. The total admin fee collected by the London Borough of Hillingdon in the previous financial year came to £129,774.67. Please find a summary table of the Mayoral CIL for the 2023/24 financial year below: MCIL Amount collected Amount Paid to TFL Admin (4%) Q1 £ 1,745,349.30 £ 1,675,535.33 £ 69,813.97 Q2 £ 1,030,935.83 £ 989,698.41 £ 41,237.42 Q3 £ 372,441.30 £ 357,543.66 £ 14,897.64 Q4 £ 95,641.01 £ 91,815.37 £ 3,825.64 Total £ 3,244,367.44 £ 3,114,592.77 £ 129,774.67 20% 48% 7% 18% 7% CHRYSALIS PROGRAMME SPEND AREA Access Improvements Community Facilities Refurbishment Community Safety Outdoor Sports & Play Facilities Town Centre Improvements Page 9 of 46 2.2.5 Future CIL Spend Priorities 2.2.5.1 Hillingdon CIL Spend Priorities For the 2024/25 financial year the priority for the Council’s strategic CIL receipts will be allocated to fund the new West Drayton Leisure Centre. This was approved as part of the 2024/25 budget. For the time period beyond this project, the Council is currently reviewing the infrastructure needs related to growth targets within the Development Plan. This work is being undertaken in coordination with a review of both the Local Plan and Community Infrastructure Levy (CIL). The spend will be aligned with the definition of strategic infrastructure as set out in the CIL Regulations. 2.2.5.2 Neighbourhood CIL For 2024/25 Neighbourhood CIL will continue to fund or part fund the Chrysalis Programme. Again, bids sought will fall under the following funding areas: education improvements, community safety improvements, access improvements, outdoor sports and play facilities and town centre improvements. A review of spend priorities for 2025/26 will take place as part of the budget setting process. Page 10 of 46 3 Section 106 3.1 Section 106 Summary 3.1.1 Section 106 Balances The table below shows the current S106 balance held by the Council at the beginning and end of the 2023/24 financial year. This shows that just under £4.9 million of new S106 income was received and over £1.3 million was spent. S106 only (excluding S278) 2023/24: £'000 Opening Balance 1st April 2023 25,416 Total income for the year 2023/24 4,874 Total Expenditure for the year 2023/24 1,331 Closing Balance 31st March 2024 28,959 Total Unallocated Balance for the year 2023/24 15,984 3.1.2 New Section 106 Contributions Agreements During the 2023/24 financial year, a total of 77 new legal agreements were signed to deliver specific financial and non-financial obligations as set out in the relevant planning legal agreements. Of these 77 legal agreements, 20 were variations to existing agreements secured through a Deed of Variation. The list of sites with legal agreements signed in 2023/24 is provided in Appendix 2. The 77 legal agreements previously mentioned contained 247 non-financial covenants and 127 financial obligations. The list of non-financial and financial covenants secured in the 2023/24 financial year can be found in Appendix 3 & 4 respectively. 3.1.3 S106 Non-Financial Obligations Non-financial obligations are those mitigation measures secured that are typically delivered by the developer through direct on or offsite provision. The types of non-financial benefits negotiated by the Council include but are not limited to: • Affordable Housing units • Construction Training • Highways and Public Realm works • Travel Planning • Parking Permit Restrictions • Community Provision • Drainage Strategies or works Page 11 of 46 3.2 Section 106 Matters - Community Infrastructure Levy Regulations (2019 Amendment) Regulation 121A Schedule 2 Section 3 The total amount of money to be provided under any planning obligation which were entered during the reported year is £8,448,738.53. This figure does not include indexation (inflation/deflation) that may be applied when the money becomes due. Some amounts will also be determined in line with the trigger point at a future date. The total amount of S106 financial contributions received during the reported year was £4,874,000. The total amount of money received prior to the reported year that has not been allocated is £20,362,195.07 (31/03/2023). During the reported year the following non-monetary obligations were also agreed: i. The total number of affordable housing units to be provided as on-site provision agreed under planning obligations is 41 (41 shared ownership, 0 London Affordable Rent 0 Discount Market Sale units). ii. The total number of affordable housing units provided directly on site by S106 covenants made within the reported period is 0. Page 12 of 46 3.2.1 Section 106 Allocations a) The total amount of money from planning obligations allocated towards infrastructure during the reported year was £6,577,005.90. Of this amount £5,779,812.89 was not spent during the reported year. It is important to note that the majority of the S106 allocations from one reported year will be spent in the following financial years. b) The total amount of money from planning obligations spent during the reported year was £1,331,050.42. Of this amount £29,584.00 was spent by a third party on behalf of London Borough of Hillingdon. c) The following items have had money allocated towards them during the reported year: Infrastructure Allocated Date Allocated Unspent Construction Training - Build Training NVQ Scheme £92,900.00 06 September 2023 £41,750.00 Contract Award for Provision of an Air Quality Monitoring Service £234,750.00 06 November 2023 £215,187.50 Grand Union Canal towpath upgrades: Quiet Way (between Rockingham Rd & Oxford Rd) £101,677.00 06 September 2023 £101,677.00 Contribution towards the construction of a new club house for the 2nd/9th Ruislip Scouts Group at St Catherine's Road, Ruislip £100,616.00 31 July 2023 £100,616.00 Cranford Park Project (second release) £204,126.00 12 April 2023 £00.00 Hillingdon Air Quality Action Plan (2019- 2024): S106 Carbon Offset Fund (end of year financing 2022/23) £89,322.00 03 May 2023 £00.00 Hillingdon Circus Accessibility Improvements £94,600.00 25 May 2023 £00.00 Page 13 of 46 Infrastructure Allocated Date Allocated Unspent Bakers Road, Uxbridge - Improvement Works Release No 2 £42,533.00 21 June 2023 £32,116.70 Battle of Britain Bunker enhancements/ Blyth Road Subway Improvements (end of year financing 2022/23) £30,000.00 26 April 2023 £00.00 Carbon Reduction - Lighting upgrade at Cedars Car Park & Blyth Road Car Park £170,230.00 03 May 2023 £00.00 Provision of a new health centre on the former Cottage Hospital site, Pinner Road, Northwood £29,585.00 23 August 2024 £00.00 North Hyde Road - Healthy Streets Scheme £80,000.00 15 August 2023 £30,000.00 Provision of Legible London Signage onto the Grand Union Canal Yiewsley £2,500.00 15 August 2023 £2,226.83 Dawley Road Pedestrian & Cycle Improvements Release No 6) £121,061.28 15 January 2024 £121,061.28 Public Realm Improvements in Ruislip High Street (Release No 7) £59,868.00 17 January 2024 £59,378.00 Improved Access onto the Grand Union Canal at Horton Road, West Drayton (Release No 8) £23,583.00 23 February 2024 £23,583.00 Hillingdon Affordable Housing Fund £5,099,654.62 28 March 2024 £4,964,092.58 Page 14 of 46 3.2.2 Section 106 Spend In relation to money which was spent by London Borough of Hillingdon during the reported year: i) The items of infrastructure that planning obligation money has been spent on and the amount spent are as follows: Infrastructure Spent Date Spent Spend Description Implementation of Hillingdon's Air Quality Action Plan 2019-24 (2021/2022 allocation) £16,022.86 31 March 2024 Spent towards Hillingdon Healthy Streets Project & monitoring of Hillingdon AQAP Construction Training - Build Training NVQ Scheme £51,150.00 31 March 2024 Spent towards BUILD training NVQ scheme. Contract award for the Provision of a Construction Training Coordinator Service £95,285.24 31 March 2024 Spent towards Qualify Me Coordinator service 2023/24 Contract Award for the provision Of an Air Quality Monitoring Service £19,562.50 31 March 2024 Spent towards Air Quality Monitoring Service in Hillingdon 2023/24. Management of Hales Field Park and Stockley Land parcels £19,956.00 31 March 2024 Spent towards annual management of Hales Field Park (2023/24) Phase 2 Vine Street/High Street Public Realm Improvements £76,915.65 31 March 2024 Spent towards footway & public realm improvements Environmental and Recreational Initiatives - School Pollution Screening Project Phase 5 £16,279.55 31 March 2024 Spent towards Hillingdon School Pollution Screening Programme. Page 15 of 46 Infrastructure Spent Date Spent Spend Description Implementation of Hillingdon's Air Quality Action Plan 2019-24 (2022/2023 allocation) £18,574.74 31 March 2024 Spent towards Hillingdon Healthy Streets Programme, Greener Cycling project & monitoring the Council's Air Quality Action Plan 2019-24 Minet Country Park Improvements - Release No 2 £139,969.18 31 March 2024 Spent towards recreational/ ecological Improvements at Minet Country Park LBH Construction, Apprenticeships and Professional Development £96,500.00 31 March 2024 Support for Hillingdon construction Training programme & support for LBH Construction Apprenticeships scheme Enhancement of Legible London Signage, Hayes Town Centre (Release No 3) £36,000.00 31 March 2024 Spent towards additional signage to include new development in Hayes Town Centre. Lake Farm Country Park footpath improvements (Phase 2) £92,851.87 31 March 2024 Spent towards footpath improvements at Lake Farm Country Park. Public realm improvements Ruislip High Street (Release No 7) £493.20 31 March 2024 Spent towards initial costs associated with the scheme. Management of Frays Island LNR £8,100.00 31 March 2024 Spent towards management of the nature reserve. Cranford Park Project (release No.2) £1,000.00 31 March 2024 Spent toward new signage as part of the Cranford Park project. Page 16 of 46 Infrastructure Spent Date Spent Spend Description Hillingdon Air Quality Action Plan (2019-2024) and Management S106 Carbon Offset Fund (end of year financing 2022/23) £30,000.00 31 March 2024 Spent towards expert evaluation to deliver the Council’s AQAP. Carbon Reduction - Lighting Upgrade at Cedars Car Park, Uxbridge & Blyth Road Car Park, Hayes £170,230.00 29 March 2024 Spent towards upgrading lighting in Council car parks to reduce carbon emissions and energy use. Hillingdon Circus Accessibility Improvements (Release No1) £94,600.57 31 March 2024 Hillingdon Circus accessibility improvement scheme Bakers Road, Uxbridge - Improvement Works Release No 2 £10,416.30 31 March 2024 Spent towards public realm improvements to access buses in Bakers Road. North Hyde Road - Healthy Streets Scheme £50,000.00 31 March 2024 Spent towards North Hyde Road Health Streets scheme. Provision of Legible London Signage onto the Grand Union Canal Yiewsley (Release No 3) £2,273.17 31 March 2024 Spent towards Legible London signage to GU canal, Yiewsley. Provision of a new Health Centre on the Former Cottage Hospital site, Pinner Road, Northwood £29,584.63 31 March 2024 Transferred to NHS towards provision of a new health centre in Northwood Hillingdon Affordable Housing Fund £135,562.04 29 March 2024 Spent towards the management of Hillingdon’s S106 Affordable Housing Fund. 2023/24 Page 17 of 46 Infrastructure Spent Date Spent Spend Description St Andrew's Roundabout Subway Improvements, initial feasibility works (Release No 10) £32,272.71 31 March 2024 Spent towards St Andrews Roundabout feasibility works Public realm Improvements to the environment under South Ruislip Railway Bridge £22,231.29 31 March 2024 Spent towards works to improve the pedestrian environment under the railway bridge Management of the Council's Carbon Offset Fund - End of year financing 2023/2024 £65,218.92 29 March 2024 Spent towards the management of Hillingdon’s S106 Carbon Offset Fund. 2023/24 ii) The amount of planning obligation money spent on repaying money borrowed, including any interest, with details of the items of infrastructure which that money was used to provide are as follows: Date Amount Used Loan/Interest Infrastructure Funded N/a N/a N/a N/a iii) The amount of planning obligation money spent in respect of administration of planning obligations and monitoring in relation to the delivery of planning obligations during the reported year was £154,534.09. Page 18 of 46 4 Appendices 4.1 Appendix 1: Chrysalis Programme CIL Breakdown 2023/2024 Chrysalis Programme Breakdown 2023/24 £ Access Improvements Celandine Route - Ruislip Gardens to Woodville Gardens Path Works 31,017.82 Coronation Walk Footpath Resurfacing 18,159.53 Stafford Road Open Space Path Works 23,110.77 Access Improvements Total 72,288.12 Community Facilities Refurbishment Charville Lane Community Centre Roof Works 6,273.50 Eastcote Hockey & Badminton Club - Car Park, Fences & Gate Upgrade 1,810.50 Hayes & Harlington Community Centre - Windows & Doors Upgrade 26,000.00 Hillingdon Abbots Rugby & Football Club Improvements 60,751.12 Manor Farm Guide Hut Kitchen & Toilet Refurbishment 6,305.54 Mead Way Allotment Site Improvements 232.50 Stafford Road Allotment Gate & Fencing Replacement 64,394.50 Yeading Community Centres Refurbishment 4,898.82 Community Facilities Refurbishment Total 170,666.48 Community Safety - Alley Gating Schemes 111-121 Bourne Avenue AG 2,591.00 128 - 146 Yeading Lane & 4 Carlyon Road AG 2,859.50 155 - 169 Bourne Avenue AG 2,742.00 20 Bedford Road AG 1,230.00 2-3 Glamis Crescent AG 6,237.00 25-31 Cranford Lane AG 250.00 Community Safety Schemes (including alley gating) 5,273.75 Gate Adjacent to 109 Deancroft Crescent AG 980.00 North Hyde Road, Northfield Parade 304.00 Rear of Adjacent to 87 Jubilee Drive / 128 Palace Crescent AG Works 395.00 Community Safety Total 22,862.25 Outdoor Sports & Play Facilities Cavendish Recreation Ground Tennis Court Refurbishment 1,585.00 Court Park Tennis Court Refurbishment 1,272.00 Hillingdon Court Park Seating Upgrade 3,654.00 Northwood Football Club Security Improvements 13,951.10 Rosedale Bowls Club House Rewiring 150.00 Stockley Park Outdoor Gym Refurbishment 41,302.78 Warrender Park Seating & Picnic Area Upgrade 2,870.00 Outdoor Sports & Play Facilities Total 64,784.88 Page 19 of 46 Town Centre Improvements Rabournmead Drive Planting 8,484.50 Ruislip High St Public Realm Imp 15,498.18 Town Centre Improvements Total 23,982.68 Page 20 of 46 4.2 Appendix 2: List of S106 agreements signed in the 2023/2024 FY. Application Reference: Site Address: Deed Type Deed Description Deed Date 8294/APP/2022/2576 Former Emi Site Dawley Road S106 Agreement Principal Deed 24/04/2023 18399/APP/2022/411 Unit D Prologis Park Stockley Road S106 Agreement S106 Part 2 28/04/2023 18399/APP/2022/411 Unit D Prologis Park Stockley Road S106 Agreement Principal Deed Part 1 28/04/2023 43762/APP/2018/396 Maple And Poplar Day Centre Maple Road Statement of Intent Variation to original SOI 09/05/2023 43762/APP/2022/3588 Maple And Poplar Day Centre Maple Road Statement of Intent Variation to SOI 09/05/2023 49467/APP/2022/2801 Shurgard House, Westmount Centre Uxbridge Road S106 Agreement Principal Deed 16/05/2023 73201/APP/2021/630 Land East Of 1040 Uxbridge Road S106 Agreement Principal Deed 23/05/2023 73201/APP/2021/630 Land East Of 1040 Uxbridge Road S106 Agreement Part 2 23/05/2023 3348/APP/2023/138 Meadow High School Royal Lane Statement of Intent SOI Pt 2 02/06/2023 3348/APP/2023/138 Meadow High School Royal Lane Statement of Intent SOI Pt 1 02/06/2023 18218/APP/2017/3711 Kitchener House Warwick Road Deed of Variation DOV 06/06/2023 77241/APP/2022/1407 Unit 3 Clayfield Way S106 Agreement S106 09/06/2023 72906/APP/2022/2555 Unit 6 & 7 Orbital Industrial Estate Horton Road Unilateral Undertaking UU 22/06/2023 76655/APP/2021/3039 HPH4 Millington Road Deed of Variation DOV 23/06/2023 76655/APP/2023/779 HPH4 Millington Road Deed of Variation DOV 23/06/2023 21755/APP/2023/680 Wellington House, 4-10 Cowley Road Unilateral Undertaking UU 04/07/2023 1331/APP/2017/1883 Former Nestle Factory Nestles Avenue Supplemental S106 Agreement 5th Supplemental Deed 05/07/2023 1331/APP/2017/1883 Former Nestle Factory Nestles Avenue Supplemental S106 Agreement Plans for 5th Supplemental Deed 05/07/2023 1331/APP/2022/2553 Former Nestle Factory Nestles Avenue Supplemental S106 Agreement 5th Supp Agreement 05/07/2023 585/APP/2018/4168 St Andrews Park Hillingdon Road Deed of Variation 5th DOV 20/07/2023 20331/APP/2023/564 Units 2-6, 8-12, 18-20, 22 & 30 Ryefield Crescent S106 Agreement Principal Deed 26/07/2023 1058/APP/2021/3423 Paddington Packet Boat Public House High Road S106 Agreement Principal Deed 18/08/2023 59872/APP/2013/3775 The Old Vinyl Factory Site Blyth Road Deed of Variation Variation 7 Pt1 22/08/2023 59872/APP/2013/3775 The Old Vinyl Factory Site Blyth Road Deed of Variation Variation 7 Pt2 22/08/2023 Page 21 of 46 15604/APP/2020/283 Former Sea Cadets Site Watersplash Lane Statement of Intent Plans 22/08/2023 15604/APP/2020/283 Former Sea Cadets Site Watersplash Lane Statement of Intent SOI 22/08/2023 59872/APP/2022/3796 The Assembly Buildings the Old Vinyl Factory Deed of Variation 7th DOV Pt 1 22/08/2023 59872/APP/2022/3796 The Assembly Buildings the Old Vinyl Factory Deed of Variation 7th DOV Pt 2 22/08/2023 23658/APP/2021/1296 Northwood & Pinner Cottage Hosp & Northwood Health Centre Pinner Road S106 Agreement Principal Deed Pt 1 25/08/2023 23658/APP/2021/1296 Northwood & Pinner Cottage Hosp & Northwood Health Centre Pinner Road S106 Agreement Principal Deed Pt 2 25/08/2023 74738/APP/2023/844 13a North Common Road Uxbridge S106 Agreement Principal Deed 28/09/2023 10112/APP/2022/1474 Land To the East of London School of Theology Green Lane S106 Agreement Principal Deed Pt 1 12/10/2023 10112/APP/2022/1474 Land To the East of London School of Theology Green Lane S106 Agreement Principal Deed Pt 2 12/10/2023 4058/APP/2022/1788 Hillingdon Hospital Pield Heath Road S106 Agreement Principal Deed Pt 1 12/10/2023 4058/APP/2022/1788 Hillingdon Hospital Pield Heath Road S106 Agreement Principal Deed Pt 2 12/10/2023 4058/APP/2022/1788 Hillingdon Hospital Pield Heath Road S106 Agreement Principal Deed Pt 6 16/10/2023 5564/APP/2022/2356 53-55 The Broadway Joel Street S106 Agreement Principal Deed 19/10/2023 42966/APP/2023/70 INTU Shopping Centre High Street Deed of Variation DOV 01/11/2023 59872/APP/2013/3775 The Old Vinyl Factory Site Blyth Road Deed of Variation Supplemental to variation 6 02/11/2023 924/APP/2022/3603 Denville Hall Ducks Hill Road S106 Agreement Principal Deed 21/11/2023 585/APP/2019/829 Land Off Thompson Rd & St Luke's Rd, Former RAF Uxbridge HILLINGDON ROAD Deed of Variation DOV 28/11/2023 585/APP/2023/317 Land Off Thompson Rd & St Luke's Rd, Former RAF Uxbridge HILLINGDON ROAD Deed of Variation DOV 28/11/2023 76760/APP/2022/1889 14-18 Pield Heath Road & 2 Pield Heath Avenue Pield Heath Avenue S106 Agreement Principal Deed - Main 30/11/2023 76760/APP/2022/1889 14-18 Pield Heath Road & 2 Pield Heath Avenue Pield Heath Avenue S106 Agreement Principal Deed - Part 2 30/11/2023 36678/APP/2021/3370 3 Viveash Close Hayes S106 Agreement Principal Deed Pt 1 14/12/2023 36678/APP/2021/3370 3 Viveash Close Hayes S106 Agreement Principal Deed Pt 2 14/12/2023 36678/APP/2021/3370 3 Viveash Close Hayes S106 Agreement Principal Deed Pt 3 14/12/2023 Page 22 of 46 19016/APP/2023/20 18 Iver Lane Cowley Uxbridge S106 Agreement Principal Deed Pt 1 18/12/2023 19016/APP/2023/20 18 Iver Lane Cowley Uxbridge S106 Agreement Principal Deed Pt 2 18/12/2023 68663/APP/2023/1933 Former B&M Unit 217 High Street Yiewsley S106 Agreement Principal Deed 21/12/2023 52803/APP/2023/1188 Hayes Tuition Centre 52 Coldharbour Lane Unilateral Undertaking UU 04/01/2024 2082/APP/2023/516 Northwood College Educational Foundation Maxwell Road S106 Agreement Principal Deed 19/01/2024 35810/APP/2023/2106 Tavistock Works Tavistock Road Unilateral Undertaking UU 22/01/2024 12502/APP/2020/3618 London Heathrow Marriott Hotel Bath Road S106 Agreement Principal Deed Pt1 01/02/2024 12502/APP/2020/3618 London Heathrow Marriott Hotel Bath Road S106 Agreement Principal Deed Pt 2 01/02/2024 46104/APP/2020/789 Allport House, Cowley Business Park High Street Deed of Variation DOV 29/02/2024 46104/APP/2023/1158 Allport House, Cowley Business Park High Street Deed of Variation DOV 29/02/2024 12019/APP/2021/2298 Cedar House Vine Lane S106 Agreement Principal Deed Pt 2 01/03/2024 12019/APP/2021/2298 Cedar House Vine Lane S106 Agreement Principal Deed Pt 1 01/03/2024 59872/APP/2016/3454 The Machine Store & Pressing Plant, The Old Vinyl Factory Blyth Road Deed of Variation 2nd DOV - Pt 1 21/03/2024 59872/APP/2016/3454 The Machine Store & Pressing Plant, The Old Vinyl Factory Blyth Road Deed of Variation 2nd DOV - Pt 2 21/03/2024 2621/APP/2022/3293 Elystan Business Centre, Pets at Home Springfield Road S106 Agreement Principal Deed 21/03/2024 59872/APP/2022/897 The Old Vinyl Factory Blyth Road Deed of Variation 2nd DOV Pt 1 21/03/2024 59872/APP/2022/897 The Old Vinyl Factory Blyth Road Deed of Variation 2nd DOV Pt 2 21/03/2024 75221/APP/2022/2968 Beaches Yard Horton Road S106 Agreement Principal Deed Pt 1 28/03/2024 75221/APP/2022/2968 Beaches Yard Horton Road S106 Agreement Principal Deed Pt 2 28/03/2024 76768/APP/2023/675 11-13 Doghurst Avenue Harlington S106 Agreement Principal Deed 28/03/2024 Page 23 of 46 4.3 Appendix 3: Non-Financial S106 obligations Summary details of all non-monetary obligations agreed within the reported year are as follows: Covenant Type Planning Application Site Address Deed Clause Deed Date Travel Plan Com - Implement/Comply 8294/APP/2022/2576 FORMER EMI SITE, DAWLEY ROAD, HAYES, UB3 1HH S2, 1-2 24/04/2023 Travel Plan Com - Co-ordinator 8294/APP/2022/2576 FORMER EMI SITE, DAWLEY ROAD, HAYES, UB3 1HH S2, 6-7 24/04/2023 Air Quality - Contribution 18399/APP/2022/411 UNIT D PROLOGIS PARK, STOCKLEY ROAD, WEST DRAYTON, UB7 9FN S2, 1 28/04/2023 Air Quality - Contribution 18399/APP/2022/411 UNIT D PROLOGIS PARK, STOCKLEY ROAD, WEST DRAYTON, UB7 9FN S2, 2 28/04/2023 Air Quality - Contribution 18399/APP/2022/411 UNIT D PROLOGIS PARK, STOCKLEY ROAD, WEST DRAYTON, UB7 9FN S2, 3, 3.3 28/04/2023 Air Quality - Contribution 18399/APP/2022/411 UNIT D PROLOGIS PARK, STOCKLEY ROAD, WEST DRAYTON, UB7 9FN S2, 4-5 28/04/2023 Air Quality - Contribution 18399/APP/2022/411 UNIT D PROLOGIS PARK, STOCKLEY ROAD, WEST DRAYTON, UB7 9FN App 1 S2, 1 28/04/2023 Air Quality - Contribution 18399/APP/2022/411 UNIT D PROLOGIS PARK, STOCKLEY ROAD, WEST DRAYTON, UB7 9FN App 1, S2, 2 28/04/2023 Travel Plan Com - Implement/Comply 18399/APP/2022/411 UNIT D PROLOGIS PARK, STOCKLEY ROAD, WEST DRAYTON, UB7 9FN S3, 1-2 28/04/2023 Travel Plan Com - Co-ordinator 18399/APP/2022/411 UNIT D PROLOGIS PARK, STOCKLEY ROAD, WEST DRAYTON, UB7 9FN S3, 5 28/04/2023 Travel Plan Com - Co-ordinator 18399/APP/2022/411 UNIT D PROLOGIS PARK, STOCKLEY ROAD, WEST DRAYTON, UB7 9FN S3, 6-7 28/04/2023 Travel Plan Com - Sum / Bond 18399/APP/2022/411 UNIT D PROLOGIS PARK, STOCKLEY ROAD, WEST DRAYTON, UB7 9FN S3, 10 28/04/2023 Travel Plan Com - Monitoring 18399/APP/2022/411 UNIT D PROLOGIS PARK, STOCKLEY ROAD, WEST DRAYTON, UB7 9FN S3, 11 28/04/2023 Travel Plan Com - Submission/Approval 49467/APP/2022/2801 SHURGARD HOUSE, WESTMOUNT CENTRE, UXBRIDGE ROAD, HAYES, UB4 0HD S3, 1 16/05/2023 Page 24 of 46 Travel Plan Com - Co-ordinator 49467/APP/2022/2801 SHURGARD HOUSE, WESTMOUNT CENTRE, UXBRIDGE ROAD, HAYES, UB4 0HD S3, 5 16/05/2023 Travel Plan Com - Monitoring 49467/APP/2022/2801 SHURGARD HOUSE, WESTMOUNT CENTRE, UXBRIDGE ROAD, HAYES, UB4 0HD S3, 6 16/05/2023 Travel Plan Com - Monitoring 49467/APP/2022/2801 SHURGARD HOUSE, WESTMOUNT CENTRE, UXBRIDGE ROAD, HAYES, UB4 0HD S3, 8 16/05/2023 Local Emp - Con Training Contribution 49467/APP/2022/2801 SHURGARD HOUSE, WESTMOUNT CENTRE, UXBRIDGE ROAD, HAYES, UB4 0HD S4, 1 16/05/2023 Local Emp - Scheme/Strategy/Report 49467/APP/2022/2801 SHURGARD HOUSE, WESTMOUNT CENTRE, UXBRIDGE ROAD, HAYES, UB4 0HD S4, 2-4 16/05/2023 Local Emp - Co-ordinator Contribution 49467/APP/2022/2801 SHURGARD HOUSE, WESTMOUNT CENTRE, UXBRIDGE ROAD, HAYES, UB4 0HD S4, 5-7 16/05/2023 Local Emp - Scheme/Strategy/Report 49467/APP/2022/2801 SHURGARD HOUSE, WESTMOUNT CENTRE, UXBRIDGE ROAD, HAYES, UB4 0HD S4, 8-9 16/05/2023 Local Emp - Con Training Contribution 49467/APP/2022/2801 SHURGARD HOUSE, WESTMOUNT CENTRE, UXBRIDGE ROAD, HAYES, UB4 0HD S4, 10-11 16/05/2023 AH - Tenure/Mix 73201/APP/2021/630 Land East of 1040, UXBRIDGE ROAD, HAYES S1, 1 23/05/2023 AH - Specification/Scheme 73201/APP/2021/630 Land East of 1040, UXBRIDGE ROAD, HAYES S1, 2 23/05/2023 AH - Specification/Scheme 73201/APP/2021/630 Land East of 1040, UXBRIDGE ROAD, HAYES S1, 3 23/05/2023 AH - Review Mechanism 73201/APP/2021/630 Land East of 1040, UXBRIDGE ROAD, HAYES S1, 8, 1-1- 1.3 23/05/2023 AH - Specification/Scheme 73201/APP/2021/630 Land East of 1040, UXBRIDGE ROAD, HAYES S1, 8, 1.4 - 1.5 23/05/2023 AH - Specification/Scheme 73201/APP/2021/630 Land East of 1040, UXBRIDGE ROAD, HAYES S1, 8, 1.6 23/05/2023 AH - Review Mechanism 73201/APP/2021/630 Land East of 1040, UXBRIDGE ROAD, HAYES S1, 8, 2 23/05/2023 AH - Specification/Scheme 73201/APP/2021/630 Land East of 1040, UXBRIDGE ROAD, HAYES S1, 8, 4 23/05/2023 AH - Specification/Scheme 73201/APP/2021/630 Land East of 1040, UXBRIDGE ROAD, HAYES S1, 8, 6 23/05/2023 Highways - Works 73201/APP/2021/630 Land East of 1040, UXBRIDGE ROAD, HAYES S5, 1 23/05/2023 Highways - S278/38 Agreement 73201/APP/2021/630 Land East of 1040, UXBRIDGE ROAD, HAYES S5, 2-6 23/05/2023 Travel Plan Resi - Implement/Comply 73201/APP/2021/630 Land East of 1040, UXBRIDGE ROAD, HAYES S6, 1 23/05/2023 Page 25 of 46 Travel Plan Resi - Implement/Comply 73201/APP/2021/630 Land East of 1040, UXBRIDGE ROAD, HAYES S6, 2-4 23/05/2023 Travel Plan Resi - Co-ordinator 73201/APP/2021/630 Land East of 1040, UXBRIDGE ROAD, HAYES S6, 5-6 23/05/2023 Parking Permits and Restrictions 73201/APP/2021/630 Land East of 1040, UXBRIDGE ROAD, HAYES S9, 1-2 23/05/2023 Council Covenant(s) 3348/APP/2023/138 MEADOW HIGH SCHOOL, ROYAL LANE, HILLINGDON Clause 5 02/06/2023 Carbon Offset - Monitoring/Reporting 3348/APP/2023/138 MEADOW HIGH SCHOOL, ROYAL LANE, HILLINGDON S1, 3-4 02/06/2023 Carbon Offset - Monitoring/Reporting 3348/APP/2023/138 MEADOW HIGH SCHOOL, ROYAL LANE, HILLINGDON S1, 5-6 02/06/2023 Local Emp - Construction Training 3348/APP/2023/138 MEADOW HIGH SCHOOL, ROYAL LANE, HILLINGDON S2, 1-2 02/06/2023 Local Emp - Con Training Contribution 3348/APP/2023/138 MEADOW HIGH SCHOOL, ROYAL LANE, HILLINGDON S2, 7-8 02/06/2023 Highways - Works 3348/APP/2023/138 MEADOW HIGH SCHOOL, ROYAL LANE, HILLINGDON S3, 1 02/06/2023 Highways - S278/38 Agreement 3348/APP/2023/138 MEADOW HIGH SCHOOL, ROYAL LANE, HILLINGDON S3, 2 02/06/2023 Energy/Sustainability - Monitoring 77241/APP/2022/1407 Unit 3, Clayfield Way, West Drayton, UB11 1FH S1, 3-4 09/06/2023 Air Quality - Low Emission Strategy 77241/APP/2022/1407 Unit 3, Clayfield Way, West Drayton, UB11 1FH S2, 1 09/06/2023 Air Quality - Low Emission Strategy 77241/APP/2022/1407 Unit 3, Clayfield Way, West Drayton, UB11 1FH S2, 2 09/06/2023 Variation 76655/APP/2021/3039 HPH4, MILLINGTON ROAD, HAYES, UB3 4AZ Clause 3 23/06/2023 Parking Permits and Restrictions 21755/APP/2023/680 WELLINGTON HOUSE, 4-10, COWLEY ROAD, UXBRIDGE, UB8 2XW S1, 1 04/07/2023 Parking Permits and Restrictions 20331/APP/2023/564 UNITS 2-6, 8-12, 18-20, 22 & 30, RYEFIELD CRESCENT, NORTHWOOD S1 26/07/2023 Highways - Works 1058/APP/2021/3423 PADDINGTON PACKET BOAT PUBLIC HOUSE, HIGH ROAD, COWLEY UXBRIDGE S2, 1, 1.1 18/08/2023 Highways - S278/38 Agreement 1058/APP/2021/3423 PADDINGTON PACKET BOAT PUBLIC HOUSE, HIGH ROAD, COWLEY UXBRIDGE S2, 1.2 18/08/2023 Highways - Scheme/Specification 1058/APP/2021/3423 PADDINGTON PACKET BOAT PUBLIC HOUSE, HIGH ROAD, COWLEY UXBRIDGE S2, 1.6 18/08/2023 Page 26 of 46 Travel Plan Com - Submission/Approval 1058/APP/2021/3423 PADDINGTON PACKET BOAT PUBLIC HOUSE, HIGH ROAD, COWLEY UXBRIDGE S3, 1, 1.1 18/08/2023 Travel Plan Com - Monitoring 1058/APP/2021/3423 PADDINGTON PACKET BOAT PUBLIC HOUSE, HIGH ROAD, COWLEY UXBRIDGE S3, 1, 1.4 18/08/2023 Travel Plan Com - Co-ordinator 1058/APP/2021/3423 PADDINGTON PACKET BOAT PUBLIC HOUSE, HIGH ROAD, COWLEY UXBRIDGE S3, 1, 1.5 18/08/2023 Parking Permits and Restrictions 1058/APP/2021/3423 PADDINGTON PACKET BOAT PUBLIC HOUSE, HIGH ROAD, COWLEY UXBRIDGE S4 18/08/2023 Local Emp - Construction Training 1058/APP/2021/3423 PADDINGTON PACKET BOAT PUBLIC HOUSE, HIGH ROAD, COWLEY UXBRIDGE S5, 1, 1.1- 1.4 18/08/2023 Local Emp - Co-ordinator Contribution 1058/APP/2021/3423 PADDINGTON PACKET BOAT PUBLIC HOUSE, HIGH ROAD, COWLEY UXBRIDGE S5, 1, 1.5- 1.6 18/08/2023 Local Emp - Con Training Contribution 1058/APP/2021/3423 PADDINGTON PACKET BOAT PUBLIC HOUSE, HIGH ROAD, COWLEY UXBRIDGE S5, 5-6 18/08/2023 Student Accommodation Management Plan 1058/APP/2021/3423 PADDINGTON PACKET BOAT PUBLIC HOUSE, HIGH ROAD, COWLEY UXBRIDGE S6 18/08/2023 AH - in Perpetuity 1058/APP/2021/3423 PADDINGTON PACKET BOAT PUBLIC HOUSE, HIGH ROAD, COWLEY UXBRIDGE S7, pt 2. 1 18/08/2023 AH - in Perpetuity 1058/APP/2021/3423 PADDINGTON PACKET BOAT PUBLIC HOUSE, HIGH ROAD, COWLEY UXBRIDGE S7, Pt 3, 1, 1.1-1.2 18/08/2023 AH - Nominations Agreement 1058/APP/2021/3423 PADDINGTON PACKET BOAT PUBLIC HOUSE, HIGH ROAD, COWLEY UXBRIDGE S7, Pt 3, 1.3-1.4 18/08/2023 AH - Nominations Agreement 1058/APP/2021/3423 PADDINGTON PACKET BOAT PUBLIC HOUSE, HIGH ROAD, COWLEY UXBRIDGE S7, Pt 3, 2 18/08/2023 AH - Specification/Scheme 1058/APP/2021/3423 PADDINGTON PACKET BOAT PUBLIC HOUSE, HIGH ROAD, COWLEY UXBRIDGE S7, Pt 4 18/08/2023 AH - Review Mechanism 1058/APP/2021/3423 PADDINGTON PACKET BOAT PUBLIC HOUSE, HIGH ROAD, COWLEY UXBRIDGE S7, Pt 5, 1- 2 18/08/2023 Page 27 of 46 AH - Payment in Lieu 1058/APP/2021/3423 PADDINGTON PACKET BOAT PUBLIC HOUSE, HIGH ROAD, COWLEY UXBRIDGE S7, Pt 5, 6 18/08/2023 AH - Payment in Lieu 1058/APP/2021/3423 PADDINGTON PACKET BOAT PUBLIC HOUSE, HIGH ROAD, COWLEY UXBRIDGE S7, Pt 5, 16-17 18/08/2023 Parking Management - Scheme/Plan 1058/APP/2021/3423 PADDINGTON PACKET BOAT PUBLIC HOUSE, HIGH ROAD, COWLEY UXBRIDGE S8, 1.2 - 1.2.1 18/08/2023 Parking Management - Scheme/Plan 1058/APP/2021/3423 PADDINGTON PACKET BOAT PUBLIC HOUSE, HIGH ROAD, COWLEY UXBRIDGE S8, 1.1 18/08/2023 Owners Covenants 15604/APP/2020/283 FORMER SEA CADETS SITE, WATERSPLASH LANE, HAYES, UB3 4QS Clause 5 22/08/2023 AH - Specification/Scheme 23658/APP/2021/1296 NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH S1, Pt 1. 1.1-1.3 25/08/2023 Carbon Offset - Contribution 23658/APP/2021/1296 NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH S4, 2-4 25/08/2023 Travel Plan Com - Sum / Bond 23658/APP/2021/1296 NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH S7, 10-11 25/08/2023 AH - Review Mechanism 23658/APP/2021/1296 NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH S1, Pt 2. 1.1.1-1.5 25/08/2023 AH - Review Mechanism 23658/APP/2021/1296 NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH S1, Pt 2. 1.1.6 25/08/2023 AH - Review Mechanism 23658/APP/2021/1296 NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH S1, 2 25/08/2023 AH - Specification/Scheme 23658/APP/2021/1296 NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH S1, 4 25/08/2023 Page 28 of 46 AH - Review Mechanism 23658/APP/2021/1296 NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH S1, 5 25/08/2023 AH - Specification/Scheme 23658/APP/2021/1296 NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH S1, 9 25/08/2023 Healthcare - Provision 23658/APP/2021/1296 NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH S2 25/08/2023 Energy Strategy/Specification 23658/APP/2021/1296 NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH S3, 25/08/2023 Highways - Works 23658/APP/2021/1296 NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH S6, 1 25/08/2023 Highways - S278/38 Agreement 23658/APP/2021/1296 NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH S6, 2 25/08/2023 Travel Plan Resi - Implement/Comply 23658/APP/2021/1296 NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH S7, 1-4 25/08/2023 Travel Plan Resi - Co-ordinator 23658/APP/2021/1296 NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH S7, 5-6 25/08/2023 Travel Plan Com - Implement/Comply 23658/APP/2021/1296 NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH S8, 1-2 25/08/2023 Construction / Logistics Plans 23658/APP/2021/1296 NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH S9 25/08/2023 Delivery and Servicing Plan 23658/APP/2021/1296 NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH S10 25/08/2023 Page 29 of 46 Travel Plan Resi - Implement/Comply 23658/APP/2021/1296 NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH S11 25/08/2023 Local Emp - Con Training Contribution 23658/APP/2021/1296 NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH S12, 1 25/08/2023 Local Emp - Scheme/Strategy/Report 23658/APP/2021/1296 NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH S12, 2-4 25/08/2023 Local Emp - Co-ordinator Contribution 23658/APP/2021/1296 NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH S12, 5-7 25/08/2023 Local Emp - Scheme/Strategy/Report 23658/APP/2021/1296 NORTHWOOD & PINNER COTTAGE HOSP & NORTHWOOD HEALTH CENTRE, PINNER ROAD, NORTHWOOD, HA6 1TH S12, 9-11 25/08/2023 Council Covenant(s) 74738/APP/2023/844 13A NORTH COMMON ROAD, UXBRIDGE, UB8 1PD S2 28/09/2023 Owners Covenants 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN Clause 6 12/10/2023 Council Covenant(s) 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN Clause 7 12/10/2023 Transport for London 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S1, Ph 1, 1 12/10/2023 Transport for London 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S1, Ph1, 2 12/10/2023 Transport for London 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S1, Pt B, Ph 2, 1 12/10/2023 Highways - S278/38 Agreement 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S2, Pt A, Ph 1 12/10/2023 Highways - S278/38 Agreement 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S2, Pt B, Ph 2 12/10/2023 Car Club 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S6 12/10/2023 Local Emp - Construction Training 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S7, 1-3 12/10/2023 Page 30 of 46 Local Emp - Con Training Contribution 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S7, 7-9 12/10/2023 Land 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S8 12/10/2023 Delivery and Servicing Plan 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S9 12/10/2023 Travel Plan Com - Submission/Approval 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S10, 1.1 12/10/2023 Travel Plan Com - Co-ordinator 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S10, 1.2 12/10/2023 Travel Plan Com - Submission/Approval 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S10, 3 12/10/2023 Parking - Provision 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S11 12/10/2023 Parks/POS - Works/Provision 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S12 12/10/2023 Carbon Offset - Monitoring/Reporting 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S14, A-B 12/10/2023 Carbon Offset - Monitoring/Reporting 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S14, Pt A, 1-2 12/10/2023 Carbon Offset - Monitoring/Reporting 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S14, 12-13 12/10/2023 AH - in Perpetuity 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S17, 1, 1.1- 1.2 12/10/2023 AH - Nominations Agreement 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S17, 1, 1.3 - 1.5 12/10/2023 AH - Specification/Scheme 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S17, 1, 1.6 12/10/2023 AH - Specification/Scheme 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S17, 1, 1.7 12/10/2023 AH - Disposal of Units by Sale 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S17, 2 12/10/2023 AH - Disposal of Units by Sale 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S17, 3 12/10/2023 Page 31 of 46 AH - Review Mechanism 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S17, 4, 4.1 - 4.5 12/10/2023 AH - Specification/Scheme 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S17, 4, 4.6 12/10/2023 AH - Specification/Scheme 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S17, Pt B, 4, 4.7 - 4.8 12/10/2023 AH - Specification/Scheme 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S17, Pt D, 4, 4.18 - 4.19 12/10/2023 AH - Specification/Scheme 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S17, 5 12/10/2023 Car Club 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S18, 1-3 12/10/2023 Car Club 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S18, 4-5 12/10/2023 Local Emp - Construction Training 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S19, 1-3 12/10/2023 Local Emp - Con Training Contribution 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S19,12-13 12/10/2023 Parking Permits and Restrictions 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S20, 1-2 12/10/2023 Parks/POS - Scheme/Specification 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S21, 1-3 12/10/2023 Travel Plan Resi - Submission/Approval 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S22, 1, 1.1 12/10/2023 Travel Plan Resi - Co-ordinator 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S22, 1, 1.2 12/10/2023 Travel Plan Resi - Submission/Approval 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S22, 2-5 12/10/2023 Travel Plan Resi - Co-ordinator 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S22, 6-7 12/10/2023 Carbon Offset - Monitoring/Reporting 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S24, 1, 1.1 12/10/2023 Page 32 of 46 Council Covenant(s) 4058/APP/2022/1788 HILLINGDON HOSPITAL, PIELD HEATH ROAD, HILLINGDON, UB8 3NN S28 12/10/2023 AH - Review Mechanism 10112/APP/2022/1474 LAND TO THE EAST OF LONDON SCHOOL OF THEOLOGY, GREEN LANE, NORTHWOOD, HA6 2UW S2, 1, 1.1- 1.3 12/10/2023 AH - Review Mechanism 10112/APP/2022/1474 LAND TO THE EAST OF LONDON SCHOOL OF THEOLOGY, GREEN LANE, NORTHWOOD, HA6 2UW S2, 1, 1.4- 1.6 12/10/2023 AH - Review Mechanism 10112/APP/2022/1474 LAND TO THE EAST OF LONDON SCHOOL OF THEOLOGY, GREEN LANE, NORTHWOOD, HA6 2UW S2, 2 12/10/2023 AH - Specification/Scheme 10112/APP/2022/1474 LAND TO THE EAST OF LONDON SCHOOL OF THEOLOGY, GREEN LANE, NORTHWOOD, HA6 2UW S2, 7.1 12/10/2023 Carbon Offset - Monitoring/Reporting 10112/APP/2022/1474 LAND TO THE EAST OF LONDON SCHOOL OF THEOLOGY, GREEN LANE, NORTHWOOD, HA6 2UW S3, 1 12/10/2023 Carbon Offset - Monitoring/Reporting 10112/APP/2022/1474 LAND TO THE EAST OF LONDON SCHOOL OF THEOLOGY, GREEN LANE, NORTHWOOD, HA6 2UW S3, 5-6 12/10/2023 Owners Covenants 5564/APP/2022/2356 53-55 THE BROADWAY, JOEL STREET, NORTHWOOD, HA6 1NZ Clause 11 19/10/2023 Owners Covenants 5564/APP/2022/2356 53-55 THE BROADWAY, JOEL STREET, NORTHWOOD, HA6 1NZ Clause 5 19/10/2023 Parking Permits and Restrictions 5564/APP/2022/2356 53-55 THE BROADWAY, JOEL STREET, NORTHWOOD, HA6 1NZ S1 19/10/2023 Variation 42966/AH/96/1862 NASHS YARD, GEORGE ST, CHIPPENDALE WAYE,, HIGH STREET, UXBRIDGE Clause 3, 3.1-3.4 01/11/2023 Variation of Definitions 42966/AH/96/1862 NASHS YARD, GEORGE ST, CHIPPENDALE WAYE,, HIGH STREET, UXBRIDGE Clause 3 3.5 - 01/11/2023 Variation of Definitions 59872/APP/2013/3775 THE OLD VINYL FACTORY SITE, BLYTH ROAD, HAYES The Schedule 02/11/2023 Highways - Works 924/APP/2022/3603 DENVILLE HALL, DUCKS HILL ROAD, NORTHWOOD S2, 1 21/11/2023 Page 33 of 46 Highways - S278/38 Agreement 924/APP/2022/3603 DENVILLE HALL, DUCKS HILL ROAD, NORTHWOOD S2, 21/11/2023 Local Emp - Scheme/Strategy/Report 924/APP/2022/3603 DENVILLE HALL, DUCKS HILL ROAD, NORTHWOOD S5, 1-3 21/11/2023 Local Emp - Con Training Contribution 924/APP/2022/3603 DENVILLE HALL, DUCKS HILL ROAD, NORTHWOOD S5, 7-8 21/11/2023 Local Emp - Con Training Contribution 924/APP/2022/3603 DENVILLE HALL, DUCKS HILL ROAD, NORTHWOOD S5, 9-10 21/11/2023 Travel Plan Resi - Implement/Comply 924/APP/2022/3603 DENVILLE HALL, DUCKS HILL ROAD, NORTHWOOD S6, 1-2 21/11/2023 Travel Plan Sch - Co-ordinator 924/APP/2022/3603 DENVILLE HALL, DUCKS HILL ROAD, NORTHWOOD S6, 5 21/11/2023 Travel Plan Resi - Monitoring 924/APP/2022/3603 DENVILLE HALL, DUCKS HILL ROAD, NORTHWOOD S6, 6 21/11/2023 Travel Plan Resi - Monitoring 924/APP/2022/3603 DENVILLE HALL, DUCKS HILL ROAD, NORTHWOOD S6, 11 - 14 21/11/2023 Variation of Definitions 585/APP/2019/829 Land off Thompson Rd & St Luke's Rd, Former RAF Uxbridge, HILLINGDON ROAD, UXBRIDGE, UB10 0GJ Clause 3, 3.1-3.3.1a 28/11/2023 Variation of Definitions 585/APP/2019/829 Land off Thompson Rd & St Luke's Rd, Former RAF Uxbridge, HILLINGDON ROAD, UXBRIDGE, UB10 0GJ Clause 3, 3.1-3.3.1b 28/11/2023 Variation of Definitions 585/APP/2019/829 Land off Thompson Rd & St Luke's Rd, Former RAF Uxbridge, HILLINGDON ROAD, UXBRIDGE, UB10 0GJ Clause 3, 3.1-3.3.1c 28/11/2023 Owners Covenants 76760/APP/2022/1889 14-18 Pield Heath Road & 2 Pield Heath Avenue, PIELD HEATH AVENUE, UXBRIDGE, UB8 3NF Clause 5 30/11/2023 Notice Submission 76760/APP/2022/1889 14-18 Pield Heath Road & 2 Pield Heath Avenue, PIELD HEATH AVENUE, UXBRIDGE, UB8 3NF Clause 12 30/11/2023 Travel Plan Resi - Implement/Comply 76760/APP/2022/1889 14-18 Pield Heath Road & 2 Pield Heath Avenue, PIELD HEATH AVENUE, UXBRIDGE, UB8 3NF S3, 1 30/11/2023 Travel Plan Resi - Implement/Comply 76760/APP/2022/1889 14-18 Pield Heath Road & 2 Pield Heath Avenue, PIELD HEATH AVENUE, UXBRIDGE, UB8 3NF S3, 2 30/11/2023 Page 34 of 46 Travel Plan Resi - Monitoring 76760/APP/2022/1889 14-18 Pield Heath Road & 2 Pield Heath Avenue, PIELD HEATH AVENUE, UXBRIDGE, UB8 3NF S3, 4 30/11/2023 Travel Plan Resi - Co-ordinator 76760/APP/2022/1889 14-18 Pield Heath Road & 2 Pield Heath Avenue, PIELD HEATH AVENUE, UXBRIDGE, UB8 3NF S3, 30/11/2023 Travel Plan Resi - Implement/Comply 76760/APP/2022/1889 14-18 Pield Heath Road & 2 Pield Heath Avenue, PIELD HEATH AVENUE, UXBRIDGE, UB8 3NF S3, 6-7 30/11/2023 Travel Plan Com - Monitoring 76760/APP/2022/1889 14-18 Pield Heath Road & 2 Pield Heath Avenue, PIELD HEATH AVENUE, UXBRIDGE, UB8 3NF S3, 8 30/11/2023 Local Emp - Construction Training 76760/APP/2022/1889 14-18 Pield Heath Road & 2 Pield Heath Avenue, PIELD HEATH AVENUE, UXBRIDGE, UB8 3NF S4, 1-3 30/11/2023 Local Emp - Co-ordinator Contribution 76760/APP/2022/1889 14-18 Pield Heath Road & 2 Pield Heath Avenue, PIELD HEATH AVENUE, UXBRIDGE, UB8 3NF S4, 5-6 30/11/2023 Local Emp - Con Training Contribution 76760/APP/2022/1889 14-18 Pield Heath Road & 2 Pield Heath Avenue, PIELD HEATH AVENUE, UXBRIDGE, UB8 3NF S4, 7-8 30/11/2023 Local Emp - Con Training Contribution 76760/APP/2022/1889 14-18 Pield Heath Road & 2 Pield Heath Avenue, PIELD HEATH AVENUE, UXBRIDGE, UB8 3NF S4, 8-10 30/11/2023 Highways - Works 76760/APP/2022/1889 14-18 Pield Heath Road & 2 Pield Heath Avenue, PIELD HEATH AVENUE, UXBRIDGE, UB8 3NF S5, 1 & 6 30/11/2023 Highways - S278/38 Agreement 76760/APP/2022/1889 14-18 Pield Heath Road & 2 Pield Heath Avenue, PIELD HEATH AVENUE, UXBRIDGE, UB8 3NF S5, 2-5 30/11/2023 Assisted / Supported Housing 76760/APP/2022/1889 14-18 Pield Heath Road & 2 Pield Heath Avenue, PIELD HEATH AVENUE, UXBRIDGE, UB8 3NF S7 30/11/2023 Owners Covenants 36678/APP/2021/3370 3 VIVEASH CLOSE, HAYES, UB3 4RY Clause 14 14/12/2023 AH - Specification/Scheme 36678/APP/2021/3370 3 VIVEASH CLOSE, HAYES, UB3 4RY S1, Pt 1, 1 14/12/2023 AH - in Perpetuity 36678/APP/2021/3370 3 VIVEASH CLOSE, HAYES, UB3 4RY S1, 2 14/12/2023 AH - Nominations Agreement 36678/APP/2021/3370 3 VIVEASH CLOSE, HAYES, UB3 4RY S1, 3-4 14/12/2023 AH - Review Mechanism 36678/APP/2021/3370 3 VIVEASH CLOSE, HAYES, UB3 4RY S1, 5 14/12/2023 AH - Review Mechanism 36678/APP/2021/3370 3 VIVEASH CLOSE, HAYES, UB3 4RY S1, 6 14/12/2023 AH - Specification/Scheme 36678/APP/2021/3370 3 VIVEASH CLOSE, HAYES, UB3 4RY S1, 9 14/12/2023 Page 35 of 46 Travel Plan Resi - Submission/Approval 36678/APP/2021/3370 3 VIVEASH CLOSE, HAYES, UB3 4RY S8, 1-4 14/12/2023 Travel Plan Resi - Co-ordinator 36678/APP/2021/3370 3 VIVEASH CLOSE, HAYES, UB3 4RY S8, 5 14/12/2023 Travel Plan Resi - Monitoring 36678/APP/2021/3370 3 VIVEASH CLOSE, HAYES, UB3 4RY S8, 8 14/12/2023 Local Emp - Scheme/Strategy/Report 36678/APP/2021/3370 3 VIVEASH CLOSE, HAYES, UB3 4RY S9 14/12/2023 Parking Permits and Restrictions 36678/APP/2021/3370 3 VIVEASH CLOSE, HAYES, UB3 4RY S10, 1 - 2 14/12/2023 Land 36678/APP/2021/3370 3 VIVEASH CLOSE, HAYES, UB3 4RY S16 14/12/2023 Local Emp - Scheme/Strategy/Report 36678/APP/2021/3370 3 VIVEASH CLOSE, HAYES, UB3 4RY S11, 2-4 14/12/2023 Local Emp - Scheme/Strategy/Report 36678/APP/2021/3370 3 VIVEASH CLOSE, HAYES, UB3 4RY S11, 8 - 9 14/12/2023 Energy/Sustainability - Monitoring 36678/APP/2021/3370 3 VIVEASH CLOSE, HAYES, UB3 4RY S18, 1 14/12/2023 Parking Permits and Restrictions 19016/APP/2023/20 18 IVER LANE, COWLEY UXBRIDGE S1 18/12/2023 Local Emp - Employment Training 68663/APP/2023/1933 Former B&M Unit 217 HIGH STREET, YIEWSLEY, UB7 7GN S2 21/12/2023 Travel Plan Com - Submission/Approval 68663/APP/2023/1933 Former B&M Unit 217 HIGH STREET, YIEWSLEY, UB7 7GN S3, 1-2 21/12/2023 Travel Plan Com - Monitoring 68663/APP/2023/1933 Former B&M Unit 217 HIGH STREET, YIEWSLEY, UB7 7GN S3, 4 21/12/2023 Travel Plan Com - Co-ordinator 68663/APP/2023/1933 Former B&M Unit 217 HIGH STREET, YIEWSLEY, UB7 7GN S3, 5-6 21/12/2023 Travel Plan Com - Monitoring 68663/APP/2023/1933 Former B&M Unit 217 HIGH STREET, YIEWSLEY, UB7 7GN S3, 8 21/12/2023 Owners Covenants 52803/APP/2023/1188 HAYES TUITION CENTRE, 52 COLDHARBOUR LANE, HAYES, UB3 3EP S1, 1-2 04/01/2024 Travel Plan Com - Implement/Comply 2082/APP/2023/516 NORTHWOOD COLLEGE EDUCATIONAL FOUNDATION, MAXWELL ROAD, NORTHWOOD, HA6 2YE S2, 1-4 19/01/2024 Travel Plan Com - Monitoring 2082/APP/2023/516 NORTHWOOD COLLEGE EDUCATIONAL FOUNDATION, MAXWELL ROAD, NORTHWOOD, HA6 2YE S2, 6 19/01/2024 Travel Plan Com - Co-ordinator 2082/APP/2023/516 NORTHWOOD COLLEGE EDUCATIONAL FOUNDATION, MAXWELL ROAD, NORTHWOOD, HA6 2YE S2, 7-9 19/01/2024

Residents’ Services Select Committee – 27 November 2024 Classification: Public ENGAGEMENT ON THE DRAFT UXBRIDGE TOWN CENTRE VISION Committee name Residents’ Services Select Committee Officer reporting Mathieu Rogers Papers with report Appendix 1 - Draft Uxbridge town centre vision – Report to Cabinet Appendix 2 – Draft Uxbridge Vision Document Appendix 3 – Summary Consultation Document Ward Uxbridge, Hillingdon West HEADLINES The draft Uxbridge Town Centre Vision has been developed following a period of initial evidence gathering and engagement with over 800 local stakeholders in the summer of 2023. The draft Vision document seeks to establish a direction for future development and activity within Uxbridge town centre. Public engagement on the draft Vision document will provide the opportunity to test the emerging proposals with local stakeholders before the Vision is adopted. Cabinet will consider the feedback from the public engagement in early 2025, before its final approval. RECOMMENDATION That the Residents’ Services Select Committee notes the draft Uxbridge Town Centre Vision and submits any comments as part of the public engagement and for submission to Cabinet. SUPPORTING INFORMATION 1. Background In response to the ‘Thriving Economy’ commitment in the Council Strategy 2022-2026 and as part of setting out a new spatial vision for the Borough in the emerging Local Plan, the Council is seeking to create a new blueprint for Uxbridge town centre. Uxbridge is the largest town centre in Hillingdon and is intended to serve a wider metropolitan catchment area. It plays a crucial role in the Borough's overall economy with a mixture of offices, retail and restaurants well connected by public transportation. However, Uxbridge town centre, like many urban centres, faces several economic challenges. These include increasing retail vacancy rates, competition from larger retail hubs, changes in office space demand and the need for diversification beyond traditiona l retail. Addressing these economic challenges requires a coordinated response. To this end, Hillingdon Council has commissioned a vision for Uxbridge town centre, led by Allies and Morrison Urban Practitioners, Residents’ Services Select Committee – 27 November 2024 Classification: Public supported by Avison Young, Urban Flow, Brunel University, and JA Projects. The Vision aims to provide a strategic framework for the future of Uxbridge, addressing movement, development, public realm strategies, and short -term revitalisation actions. Community engagement has been a crucial aspect, with feedback shaping the proposals. This project has been partially funded by the Mayor of London High Streets for All programme through the award of a grant. 2. The Emerging Vision The proposed vision for Uxbridge town centre is to transform it into a vibrant, inclusive space where people can live, work, visit, play, and socialise. The town will focus on sustainability, healthy living, excellent walking and cycling routes, and high -quality public transport. It aims to blend its historical legacy with contemporary needs, fostering a sense of community and inclusivity. 3. Key Issues and Themes I. Economic Resilience: While not declining, the town centre’s economy is vulnerable with high vacancy rates. The vision emphasises diversifying the economic offe r, repurposing spaces to meet changing demands, and better serving residents' needs.  Principles: Diversify the offer, repurpose to meet demands, better serve residents.  Strategic Moves: Create a leisure and culture focus, support the office market, estab lish the Civic Centre as a community hub, improve public transport, and introduce residential spaces. II. Serving Local Communities: The town centre needs to better cater to its local population, addressing the demand for leisure and cultural activities.  Principles: Enhance community engagement, provide diverse activities.  Strategic Moves : Engage local educational institutions, support community -oriented spaces and services. III. Enhancing the Environment : The town’s public realm and built environment have potential but are currently underutilised. Improvements in transport infrastructure, green spaces, and overall town character are essential.  Principles: Restore connections, enhance public spaces.  Strategic Moves : Improve cycling and bus connections, introduc e green spaces, and revitalise key areas like the High Street and Windsor Street. 4. Frameworks The draft vision includes detailed frameworks for movement, land use, and sustainability:  Movement Framework : Focuses on improving transport connectivity, safety, and accessibility.  Land Use Framework: Proposes mixed-use development to foster economic and social vitality.  Sustainability Framework : Emphasises green infrastructure, energy efficiency, and climate resilience. 5. Delivery The Vision is also supported by a delivery strategy that outlines short-term and long-term actions to realise the vision. Short-term actions include physical and non-physical interventions to attract Residents’ Services Select Committee – 27 November 2024 Classification: Public more people and create a stronger identity for the town centre. Continuo us community engagement and coordinated efforts across various domains will be crucial for successful implementation.   6. Proposed Engagement Subject to approval by the Council’s Cabinet, it is proposed to undertake public engagement on the emerging V ision which will be led by the Council’s Strategic Planning and Regeneration Service. The engagement will seek to gain feedback on the proposed approach, add additional comments and build support for the ongoing delivery of the vision. An executive summary of the vision will be produced to ensure the draft vision is accessible to wide range of stakeholders. The engagement will primarily be carried out online via survey and workshops, including activities within Uxbridge town centre. The engagement on the d raft Vision will be promoted using Hillingdon People, the council’s website and social media. It will also be promoted using a network of community and cultural organisations including the Uxbridge BID. PERFORMANCE DATA Following the engagement, the responses received will be summarised in an Engagement report and any proposed updates will be presented to Cabinet to consider as part of a subsequent adoption report. RESIDENT BENEFIT The proposed Vision for Uxbridge town centre will promote coordinat ed investment which will have important economic and environmental benefits as well as providing opportunities for the provision of new homes. FINANCIAL IMPLICATIONS There are no direct financial implications associated with the recommendations to this report. The proposed work will be undertaken by existing resources within the Strategic Planning and Regeneration Service. LEGAL IMPLICATIONS Approval of the vision is a Cabinet function. The vision will not form part of the Council’s development plan but would be a material consideration in the Council’s decision -making as the Local Planning Authority. BACKGROUND PAPERS Uxbridge Baseline Report APPENDICES Draft Uxbridge town centre vision

Appendix 1 Cabinet Report – 10 October 2024 (Part 1 Public) DRAFT UXBRIDGE TOWN CENTRE VISION FOR PUBLIC ENGAGEMENT Cabinet Member & Portfolio Cllr Eddie Lavery Cabinet Member for Residents’ Services Responsible Officer Corporate Director of Central Services Report Author & Directorate Julia Johnson, Director of Planning, Regeneration and Environment Central Services Directorate Papers with report Appendix 1 – Draft Uxbridge Vision Document (circulated separately, copies online and Group Offices) Appendix 2 – Summary Consultation Document HEADLINES Summary To seek approval to commence public engagement on the draft Uxbridge Town Centre Vision Putting our Residents First Delivering on the Council Strategy 2022-2026 This report supports our ambition for residents / the Council of: Enjoy access to green spaces, leisure activities, culture and arts This report supports our commitments to residents of: A Thriving Economy Financial Cost There are no direct financial costs associated with the recommendations to this report. The proposed work will be funded from existing General Fund budget resources within the Strategic Planning and Regeneration service. Select Committee Residents’ Service Select Committee Relevant Ward(s) Uxbridge, Hillingdon West RECOMMENDATIONS That Cabinet: 1) Agrees the draft Uxbridge Town Centre Vision (Appendix 1) and summary document (Appendix 2) for public engagement for a period of at least eight weeks to secure residents’ feedback on the proposed Vision. 2) Authorises the Corporate Director for Central Services, in conjunction with the Cabinet Member for Residents’ Services, to make any minor textual changes to the Vision, prior to the public engagement exercise. 3) Notes that following the period of public engagement, and the views received, a final Vision will be reported back to Cabinet for approval. Cabinet Report – 10 October 2024 (Part 1 Public) Reasons for recommendation The draft Uxbridge Town Centre Vision has been developed following a period of initial evidence gathering and engagement with over 800 local stakeholders in the summer of 2023. The draft Vision document seeks to establish a direction for future development and activity within Uxbridge town centre. Public engagement on the draft Vision document will provide the opportunity to test the emerging proposals with local stakeholders before the Vision is adopted by the Council. Alternative options considered / risk management The Vision could be adopted without further engagement, but this would not build on the positive community response following the initial engagement exercise. Select Committee comments The Residents’ Services Select Committee will consider and provide any comments on the Vision, as part of the engagement exercise, at its meeting in November 2024. SUPPORTING INFORMATION 1. Background In response to the ‘Thriving Economy’ commitment in the Council Strategy 2022-2026 and as part of setting out a new spatial vision for the borough in the emerging Local Plan , the council is seeking to create a new blueprint for Uxbridge town centre. Uxbridge is the largest town centre in Hillingdon and is intended to serve a wider metropolitan catchment area. It plays a crucial role in the overall economy of the borough with a mixture of offices, retail and restaurants that are well connected by public transportation. However, Uxbridge town centre , like many urban centres, face s several economic challenges. These include increasing retail vacancy rates, competition from larger retail hubs, changes in office space demand and the need for diversification beyond traditional retail. Addressing these economic challenges requires a coordinate d response. To this end, Hillingdon Council has commissioned a vision for Uxbridge town centre, led by Allies and Morrison Urban Practitioners, supported by Avison Young, Urban Flow, Brunel University, and JA Projects. The Vision aims to provide a strategic framework for the future of Uxbridge, addressing movement, development, public realm strategies, and short -term revitalisation actions. Community engagement has been a crucial aspect, with feedback shaping the proposals. 2. The Emerging Vision The proposed vision for Uxbridge town centre is to transform it into a vibrant, inclusive space where people can live, work, visit, play, and socialise. The town will focus on sustainability, healthy living, excellent walking and cycling routes, and high -quality public transport. It aims to blend its historical legacy with contemporary needs, fostering a sense of community and inclusivity. Cabinet Report – 10 October 2024 (Part 1 Public) 3. Key Issues and Themes I. Economic Resilience: While not declining, the town centre’s economy is vulnerable with high vacancy rates. The vision emphasi ses diversifying the economic offer, repurposing spaces to meet changing demands, and better serving residents' needs.  Principles: Diversify the offer, repurpose to meet demands, better serve residents.  Strategic Moves: Create a leisure and culture focus, support the office market, establish the Civic Centre as a community hub, improve public transport, and introduce residential spaces. II. Serving Local Communities : The town centre needs to better cater to its local population, addressing the demand for leisure and cultural activities.  Principles: Enhance community engagement, provide diverse activities.  Strategic Moves : Engage local educational institutions, support community - oriented spaces and services. III. Enhancing the Environment : The town’s public realm and built environment have potential but are currently underutilised. Improvements in transport infrastructure, green spaces, and overall town character are essential.  Principles: Restore connections, enhance public spaces.  Strategic Moves: Improve cycling and bus connections, introduce green spaces, and revitalise key areas like the High Street and Windsor Street. 4. Frameworks The draft vision includes detailed frameworks for movement, land use, and sustainability:  Movement Framework : Focuses on improving transport connectivity, safety, and accessibility.  Land Use Framework: Proposes mixed-use development to foster ec onomic and social vitality.  Sustainability Framewor k: Emphasi ses green infrastructure, energy efficiency, and climate resilience. 5. Delivery The Vision is also supported by a delivery strategy that outlines short-term and long-term actions to realise the vision. Short-term actions include physical and non-physical interventions to attract more people and create a stronger identity for the town centre . Continuous community engagement and coordinated efforts across various domains will be crucial for success ful implementation. Cabinet Report – 10 October 2024 (Part 1 Public) 6. Proposed Engagement It is proposed to undertake public engagement on the emerging Vision which will be led by the council’s Strategic Planning and Regeneration Service . The engagement will seek to gain feedback on the proposed approach, add additional comments and build support for the ongoing delivery of the vision. An executive summary of the vision has also been produced to ensure the draft vision is accessible to wide range of stakeholders. The engagement will primarily be carried out online via survey and workshops, including activities within Uxbridge town centre. The engagement on the draft Vision will be promoted using Hillingdon People, the council’s website and social media. It will also be promoted using a network of community and cultural organisations including the Uxbridge BID. 7. Outputs Following the engagement, the responses received will be summarised in an Engagement report and any proposed updates will be presented to Cabinet to consider as part of a subsequent adoption report. 8. Financial Implications There are no direct financial costs associated with the recommendations to this report. The proposed work will be funded from the existing General Fund budget within the Strategic Planning and Regeneration Service. RESIDENT BENEFIT & CONSULTATION The benefit or impact upon Hillingdon residents, service users and communities? The proposed Vision for Uxbridge town centre will promote coordinated investment which will have important economic and environmental benefits as well as providing opportunities for the provision of new homes. Consultation carried out or required As set out in the main body of the report. CORPORATE CONSIDERATIONS Corporate Finance Corporate Finance have reviewed this report and concur with the Financial Implications set out above, noting there are no direct financial implications associated with the recommendations contained in this report. However, it is noted that the new Vision, once finalised and reported back to Cabinet will need to consider the financial implications for the Council at this time. Cabinet Report – 10 October 2024 (Part 1 Public) Legal Approval of the vision is a Cabinet function. The vision will not form part of the Council’s development plan but would be a material consideration in the Council’s decision -making as the Local Planning Authority. BACKGROUND PAPERS NIL

UXBRIDGE Town Centre Vision September 2024 CONTENTS PROJECT TEAM Allies and Morrison Urban Practitioners Avison Young Urban Flow Brunel University JA Projects 1 INTRODUCTION 1 2 VISION 1 4 3 PRINCIPLES AND STRATEGIC MOVES 2 4 4 FRAMEWORKS 7 4 5 A CTION ON THE GROUND 1 00 All plans in this document have been prepared using Ordnance Survey mapping data used under licence © Crown copyright Ordnance Survey 2023 OS licence 09121572 London Borough of Hillingdon Fig 1.1: Historic posters for transport in Uxbridge produced in the early 1900s. Source: London Transport Museum collection (permission requested), various 4 1.1 Introduction Hillingdon Council has commissioned a team led by Allies and Morrison Urban Practitioners to prepare a vision for Uxbridge Town Centre. Allies and Morrison Urban Practitioners are leading the masterplanning process and are supported by Avison Young (economy and property), Urban Flow (transport), Brunel University (community engagement) and JA Projects (short term interventions). Hillingdon Council is reviewing the Local Plan, and this Town Centre Vision will provide an updated vision for Uxbridge as a part of this Local Plan review. The Uxbridge Town Centre Vision will be a strategic piece that sets out a high-level vision and framework for the future of Uxbridge. It will include a movement strategy, development strategy and public realm strategy, alongside a delivery plan for short term as well as short term interventions for revitalisation. The proposals will be closely informed and shaped by community engagement led by Brunel University. This document follows a baseline analysis stage which provided a detailed assessment of Uxbridge Town Centre and the immediate hinterland areas. It established an evidence base to inform a set of principles and priorities for the vision. This Town Centre Vision focuses on Uxbridge’s centre. Its purpose is to provide a clear framework for decision making - steering investment priorities, setting principles for development and intervention and providing the basis for landowners and investors to confidently progress plans. The vision is based on an extensive evidence base and active community engagement. Many stakeholders and representatives have given their time generously and are eager to see the vision delivered once it is agreed. The vision will act as a key document, setting a strategy to achieve parts of the new Local Plan. This document will be corporately adopted as Council policy, and as such will direct funding and investment decisions immediately. The document is a 15 year vision and therefore stretches beyond existing planning policy but will address the new Local Plan period. Hillingdon Council would appreciate feedback on all proposals from the public and local stakeholders. The Council will not be able to take all ideas forward, however , consultation will provide a basis for a focus for investment and future priorities for Uxbridge Town Centre. 5 The Uxbridge Town Centre Vision provides an exciting opportunity to explore a thoughtful and locally specific response to the issues affecting high streets and town centres across the country, and to embrace the assets and roles which make the town centre such a key positive feature for Uxbridge and its residents. The first phase of community engagement ran between June and August 2023 and wide variety of activities to consult diverse user groups including key stakeholders, community leaders, office workers, business owners, students, and local residents. The methods used include ethnographic observation, experiential mapping, on-street interviews, walk arounds, focus groups, drop in sessions, surveys, social media analysis and a public exhibition. In total 1,097 people participated in the various community consultation activities. This baseline report draws in findings from the community engagement at key points. This includes area-specific findings where appropriate e.g. Windsor Street and Civic Centre, a summary at the end of each chapter of headline messages relating to each theme, as well as interview quotes throughout the analysis. The second phase of engagement will take place in Summer 2024 and will test the content of this Draft Town Centre Vision. Fig 1.2: Photographs of engagement events and activities 6 7 1.2 Why we need a vision Purpose of the study A coherent framework for future activity and investment The purpose of the town centre vision is to establish a long term strategy within which short term interventions can be delivered. The framework must encompass a movement and transport strategy, a development and renewal strategy, a land use framework and a public realm strategy. Some key aspects that the vision must explore are: Public realm vitality: creation of new spaces to socialise that will encourage the community to visit the town centre more and support its businesses. These include a new series of permanent and temporary public spaces. New activities: A programme of interventions such as pop-up shops, maker spaces, and exhibitions that bring new organisations into the town centre. Better links: The improvement of connections with surrounding areas, notably St. Andrews Park, Fassnidge Park and Brunel University, to bring more footfall into the centre, especially in the evenings. Residential intensification: options for increasing opportunities to live within the town centre. Context Policy context This document sits within a unique policy context, which was thoroughly reviewed during the baseline stage. The review was important to understand the huge amount of work that has already been done examining Uxbridge town centre. The policy context underpins the vision, understanding how the project can build upon existing policy and where there may be gaps in understanding/proposals. Previous work The vision is not starting from scratch. Much work has been done before and the team have absorbed these studies and built on them to establish a comprehensive framework for future change. This includes 2016 We Made That Strategy, 2017 DK-CM report and 2021 Re- imagining Uxbridge High Street by Brunel University for the Hillingdon Chamber of Commerce. Source: Love Uxbridge BID 8 Baseline activities (stage 1) Engagement activities: • 1,097 people spoken to via interviews, focus groups, walkarounds, drop ins and exhibition event • User group analysis • Meetings with key stakeholders, landowners and local groups • Initial findings (detailed report to follow in Sept) • Social media analysis Urban design analysis: • Character analysis and mapping • Public realm analysis and comparison with previous studies • Climate change considerations (mitigation and adaptation) Movement analysis: • Meetings with Transport for London, Greater London Authority and Hillingdon officers • Data gathering • Analysis of wider regional connections • Impact assessments of built form on active travel Economic, social and commercial evidence base: • Examination of Uxbridge’s economy/office base • Examination of Uxbridge’s high street mix • Demographic analysis and trends • Implications of retail and office shifts Source: Love Uxbridge BID 9 Vision study area boundary The core study boundary is the designated town centre boundary (shown in red on the adjacent plan). However , the baseline analysis has also looked at the immediate areas around this boundary, as well as the wider catchment for the town centre. In addition to the town centre boundary there are two additional sites identified by Hillingdon Council for consideration. The study area considers the major retail and commercial spaces, transport interchanges and contains numerous stakeholders. Strategic connections Uxbridge town centre is approximately 15 miles west of Central London, located right on the western edge of Greater London. It a Metropolitan Centre and the commercial and civic focus for the London Borough of Hillingdon. Uxbridge station is in the centre of the High Street and is the western terminus for the Metropolitan and Piccadilly underground lines. Despite the direct links into central London, the journey time is relatively long, especially in the context of the connections that Hayes and West Drayton have through the Elizabeth. The central reaches West Ruislip nearby. These east-west connections are stronger , however , than the north-south movement throughout the borough. London Heathrow airport is south of Uxbridge but not easily accessed. Many studies have examined rapid bus transit between Uxbridge and Heathrow, however , they have been deemed unviable. 1.3 Location and study area 10 HIGH STREET YORK ROAD OXFORD ROAD ROCKINGHAM ROAD HONEYCROFT HILL BELMONT ROAD HAREFIELD ROAD COWLEY ROAD HILLINGDON ROAD HILLINGDON ROAD PARK ROAD Fig 1.3: Study area - Uxbridge town centre boundary and additional adjacent opportunity sites. Source: © Crown copyright Ordnance Survey 2023 OS licence 09121572 Fig 1.4: Location plan - Uxbridge sits at the western edge of Greater London. Source: © Crown copyright Ordnance Survey 2023 OS licence 09121572 11 HIGH STREET OXFORD ROAD ROCKINGHAM ROAD BELMONT ROAD HAREFIELD ROAD COWLEY ROAD Tube station The Charter Building The Pavilions Police Station Buckinghamshire New University Fassnidge Park Civic Centre 12 BELMONT ROAD Tube station YORK ROAD HONEYCROFT HILL HILLINGDON ROAD HILLINGDON ROAD PARK ROAD © Crown copyright Ordnance Survey 2023 OS licence 09121572 The Chimes Sainsbury’s St Andrew’s ParkCivic Centre Uxbridge College 13 2 VISION 2.1 A vision for Uxbridge WELCOME TO UXBRIDGE Uxbridge will establish an identity as a welcoming town centre for all. Local people are hugely invested in the town centre but they need it to evolve and catch up with their current needs and to more proactively respond to future trends. It will be a place where people can live, work, visit, play, socialise, network, exercise, stay and meet daily needs . It will celebrate its past, but live in the present, welcoming visitors and encouraging inclusive community living. Sustainability and healthy living will be at the heart of the town’s future with excellent walking and cycling routes connecting neighbourhoods and the town centre, with high quality public transport services. 16 17 2.2 Issues to be addressed The Uxbridge Town Centre Vision project started with an extensive analysis of the town centre. At the outset a set of hypotheses about how the town centre performs were established. These hypotheses were informed by early conversations with stakeholders, and were then tested through data analysis, surveys and community engagement. The result was a set of conclusions that nuances some of the assumptions that many stakeholders had about the town centre: 1. The town centre’s economy is not declining, but it is vulnerable. 2. The town centre could serve its local population better . 3. The town centre has a comparatively small population, but this is already growing and there is scope for significantly more. 4. The town centre is not realising its potential, particularly in relation to its built fabric, public realm and overall character - many parts of the centre have hidden qualities that could be much better celebrated. 5. The town centre has been undermined by layers of transport infrastructure, particularly road infrastructure. 6. The town centre has lost some of its innate flexibility over time with the introduction of large format buildings and major roads, but there is scope to re- introduce greater adaptability. These conclusions informed a set of three core themes that the strategy should focus on addressing: • Building economic resilience • Better serving local communities • Enhancing the Environment Under each of these themes, the team have developed core principles for future change and strategic moves that should be made to support change on the ground. Chapter 3 outlines the three key issues that have emerged from the baseline findings, the principles that relate to each issue and strategic moves to address the issue. A breakdown of their relationship can be found on this spread. Unlike many other centres, the town centre’s economy is not declining, however it is vulnerable. Vacancy rates in the town centre are problematic, both for retail and commercial space. As the town centre has absorbed previous changes and responded to market demands, the physical nature of the town centre has become increasingly inflexible. Major roads and roundabouts now inhibit access into the town centre and development, whilst large format buildings mean the permeability of the town centre has been reduced with block footprints becoming much larger and the routes through them lost. The vision needs to re-introduce greater flexibility to allow the town centre to more deftly adapt and change to future needs. There is demand for new activities in the town centre. Local people want to see the town centre provide for greater leisure and cultural uses in particular . Ambitions for existing education institutions to have more of a town centre presence would bring a new element into the heart of the town centre, and the strategy should embrace this opportunity. Issue: Building economic resilience Principle: Diversify the offer Strategic move: Create a focus for leisure and culture Principle: Re-purpose to meet changing demands Strategic move: Re-purpose the economy to support office market at the heart of the town centre 18 Principle: Better serve residents needs Strategic move: Establish the Civic Centre as a community hub Strategic move: Future proof public transport accessibility Strategic move: Introduce new residential into the town centre The baseline analysis has shown that the town centre has been undermined by layers of transport infrastructure, particularly road infrastructure. Community engagement has also emphasised how local people feel the quality of the environment in the town centre has become degraded, reducing the experience of users. There is a need to address existing conflicts and safety concerns to create safe and attractive walking and cycling routes into the town centre. Despite having a great historic legacy, the town centre is not realising its potential. In many parts of the centre the true character of the buildings and spaces has been hidden where it could be celebrated. Outside of the town centre, there are fantastic parks and landscape features, but inside the town centre there is limited green space and planting. This poses a risk as the climate changes and new greening needs to be introduced to ensure the centre is attractive and comfortable in the coming decades. Principle: Restore effortless connections Strategic move: Improve strategic connections for cycling and buses Strategic move: Enable local access whilst protecting highway function Principle: Recapture a network of public spaces Strategic move: Restore a green character to the town centre and celebrate its wider green links Strategic move: Release the heart of the High Street and Windsor Street Issue: Serving local communities Issue: Enhancing the Environment There is currently a mismatch between local communities’ needs and what the town centre provides. Uxbridge needs to address under-representation of produce, health, beauty and professional services, culture and leisure to rise to the market changes and create a destination that can serve all daily needs for surrounding communities. The town centre should be less dominated by chain retail and more influenced by the demographics of the local population which would suggest greater diversity and the support local entrepreneurs. Local communities including Brunel students are in need of evening social and leisure activities that do not involve drinking alcohol. Young people are typically seeking these activities out in central London rather than Uxbridge, which takes away from the centre’s local economy. In contrast to most other town centres, Uxbridge has a comparatively small residential population. Whilst some conversions and new developments are helping to grow this, there is a need to encourage more people to live in the town centre to both support vibrancy and viability. 19 2.3 Town centre strengths Uxbridge Town Centre has many strengths, as highlighted through the baseline analysis and community engagement to date. The following bullet points summarise the findings: • The high street is protected from through traffic and largely pedestrianised. • The bus station is right in the heart of the town centre and right next to the tube station. • The centre boasts an historic high street with significant sections of historic frontages and buildings intact. • The town centre has large number of students present within its catchment (Brunel University, Buckinghamshire University and Uxbridge College). • The countryside is right on its doorstep – three rivers, the Grand Union Canal, London Loop route – 8 mins to Fassnidge Park, 9 mins to Grand Union Canal and River Colne and 11 mins to Dowding Park. • Has direct public transport connections into Central London and surrounding neighbourhoods (e g Hillingdon, Ruislip, Ealing, Harrow and Wembley) via the Piccadilly Line and Metropolitan Line. • Well connected to the South East and the country as a whole due to proximity of both the M25 and M40. • Large and growing local economy with higher levels of economic output than competitor town centres. • Economic mix is dominated by more productive office based sectors including Professional, Scientific and Technical Services and Information and Communication These sectors are supported by relatively good quality office stock across the centre. • Hosts a number of high profile economic anchors that drive interest and footfall (e g Buckinghamshire New University, Coca Cola, Mitsubishi, Hertz, Herbalife, GiffGaff and General Mills), as well as others within its catchment including Brunel University and the Uxbridge Industrial Estate. • Serves an important civic function linked to the presence of Hillingdon Civic Centre, Uxbridge Magistrates Court and the Hillingdon Metropolitan Police HQ. • Home to some manufacturing activity and located close to the North Uxbridge Industrial Estate which is an important economic driver and attractor . • Comparatively young, diverse and growing population which sustains local expenditure and creates vibrancy. • Relatively mixed retail offer catering to different groups and demographics via a range of comparison and convenience occupiers. Retail vacancy rates are an ongoing challenge but not as much as in other parts of the country. • The Chimes offers a comparatively high quality retail environment complemented by other non retail uses including the popular Odeon cinema which is well patronised by students and residents. • Delivery of large scale residential schemes around the edge of the Town Centre is deepening and extending the town centre catchment. • Local people are invested and committed to the town centre. • The library has consistently been identified as one of the strongest features of the town centre. It is well loved by local people and is considered a central hub, an important civic space and an attraction for visitors. • The town centre is used by a great variety of social groups from diverse ethnic and economic backgrounds. • It is experienced as a functional and practical town centre that people come to for their everyday needs and considered a “convenient” place to do shopping or run errands. • The high street is highly valued by users as a social space. • The cultural diversity of the population is starting to be well reflected in food shops and restaurants/ cafés. 20 “Getting to Uxbridge is easy, I’m absolutely happy with the buses.” (Resident, white British woman, 70s) “People want to become part of [Uxbridge’s] identity. And that’s predicated primarily on the environment that’s created. One of the factors of environment is architecture, and a branding of the place.” (Business Owner, British-Asian man, 50s) “The Civic Centre square just reminds me of the nice plazas and squares that you get in other European countries. So it gives us a flavour, especially during the summertime.” (Resident, British-Asian woman, 40s) “People come in and they come in to shop and they come in for the social interaction as well.” (Uxbridge BID) 21 2.4 What we want to know through public engagement The community engagement findings from stage 1 have been extremely helpful in understanding the needs and desires of the Uxbridge’s communities. These findings underpin the Town Centre Vision as it moves forward. The following bullets summarise the suggestions from community stakeholders for the future of Uxbridge Town Centre: • Balancing future developments with the existing aspects of the town centre that people cherish – both its functional aspects and the features which enable social interactions and participation in the life of the community. • Developing strategies that expand the town centre’s civic and social functions towards an enhanced public realm, easing pedestrian and cycling access, offering more social spaces for encounters and free activities. • A focus on increasing the independent retail and food offering which takes into account the diverse demographic of Uxbridge. • Developing strategies to highlight the town centre’s important and rich architecture and to inform about the nearby green and blue spaces. • Enhancing the physical environment of the town centre by incorporating more ‘green infrastructure’ and creating comfortable, shady spaces and water features. • Developing a visible and regular programme of community and youth events and leisure that will simultaneously provide natural surveillance and feelings of safety and promote the social life of Uxbridge. • Develop partnerships with local businesses, corporations and services for training and job opportunities for young people living and studying in the Uxbridge area. • Continuing to engage Uxbridge’s citizens in future planning processes for the area. • The next stage of this project will look at the vision and objectives that should steer future change. This will involve exploring particular opportunities and understanding the degree of change needed in each location to achieve these objectives. The team has started to identify some principles and key moves that might shape early thinking in the next stage and these are set out here. 22 2.4 What we want to know through public engagement The next stage of public engagement is about testing the draft principles, strategic moves and frameworks with local people and stakeholders. We want to gauge whether the strategy has encapsulated everything and if there are any additions that people would like to see. The feedback will help inform the final draft of the Uxbridge Town Centre Vision. The public engagement will help further reveal the priorities for the town centre, where change should be focused and where investment prioritised. The public engagement will take the form of an online survey, stakeholder workshops and an in-person pop up event in Uxbridge town centre. The programme for the public engagement is yet to be finalised. 23 3 PRINCIPLES AND STRATEGIC MOVES This section explores the three key issues that Uxbridge town centre is currently facing, as set out in the previous chapter . Principles are set out that address each of the issues with Strategic moves that are actionable moves to make positive change. This first spread provides a brief summary of each of the issues, principles and strategic moves. The town centre is vulnerable due to high retail and commercial vacancy rates. Central Uxbridge is inflexible with a rigid movement network and vacant, large footprint buildings. Principle: Re-purpose to meet changing demands It is key to work out Uxbridge already has and what its strengths are, to ensure that development is sustainable. Strategic move: Re-purpose the economy to support office market at the heart of the town centre • Considering the future of large footprint office blocks that are mostly vacant in the town centre to adapt to the market’s current position Principle: Diversify the offer Creating reasons for people to visit and spend time in Uxbridge with a focus on fun, leisure, culture, creativity. This principle is about making the town centre fit for the future. Strategic move: Create a focus for leisure and culture • Enhancing the leisure and culture offer , particularly focusing this shift around the eastern end of the High Street. 3.1 Introduction Issue: Building economic resilience 26 Uxbridge Town Centre’s offer is not matching the needs of the local communities; with an under representation of produce, health, beauty and professional services, culture and leisure uses. Uxbridge is dominated by chain retail and not appealing to groups such as Brunel students and those who do not drink alcohol. Principle: Better serve residents needs Ensuring that the day to day needs of different types of people and communities are met within Uxbridge town centre to increase visits and dwell times. Strategic move: Establish the Civic Centre as a community hub • Considering different ways that the Civic Centre and its forecourt can be better used to encourage community uses and activity in this area of the High Street. Strategic move: Introduce new residential into the town centre • New homes in the town centre provides the opportunity to support Uxbridge at all hours of the day and introduce a new community. Strategic move: Future proof public transport accessibility • Remodelling the bus interchange to create a new public square and a set of legible and easily accessible bus stops. Transport infrastructure dominates the town centre and the quality of the public realm is poor . Residents and visitors feel that public safety and the ability to walk and cycle freely within and into the town centre are key issues that should be addressed. Principle: Restore effortless connections Understanding the important of restoring the quality of the environment and the experience in the town centre is to reconnect the High Street with its hinterland. Strategic move: Improve strategic connections for cycling and buses • Strengthening sustainable connections from the immediate hinterland into Uxbridge town centre. Strategic move: Enable local access whilst protecting highway function • Re-prioritise, reallocate and relocate highway infrastructure with the aim of maintaining the route’s important strategic highway function. Principle: Recapture a network of public spaces Emphasising the importance of high-quality public spaces that provide a place to dwell and sit aside from shopping and activities. Strategic move: Release the heart of the High Street and Windsor Street • Supporting local heritage and re-prioritising pedestrian movement in the very centre of Uxbridge. Strategic move: Restore a green character to the town centre and celebrate its wider green links • Restoring the strategic connections along Canal, to the local parks and complexes and other centres. Issue: Serving local communities Issue: Enhancing the Environment 27 Key issue 1: Building economic resilience 28 29 3.2 Building economic resilience Ensuring a resilient town centre economy In contrast to other town centres Uxbridge’s economy is not declining, but it is vulnerable due to high and ever-rising office vacancies. It also has an over- representation of declining chain retail versus other town centre uses. Diversification of uses and activities in the town centre is needed to ensure the town centre remains attractive and resilient. Large office buildings pose a particular challenge for the Uxbridge. The town centre has a vast amount of office space, much of it in large format buildings. This space makes an important contribution to the local economy, but represents a vulnerability moving forward. The Atrium and Charter Building have already been re-orientated towards more flexible workspace, but many other buildings present challenges and the vision will need to explore opportunities for adaptation and transformation, including introducing different niche commercial typologies. Fig 3.1: Office Vacancy Rates by Town Centre (2018-2022) Source: CoStar , 2023 Embracing the significant education sector Uxbridge is in the enviable position of having two universities and a major college. However , at present the town centre does not benefit hugely from this. Giving these institutions more of a role and presence in the town centre is a major opportunity which should be embraced. Diversity of activities The baseline analysis has shown there is a high proportion of comparison retail in the town centre but an under-representation of leisure, cultural and community uses. Community engagement has reinforced this message that local people would like there to be more to do in the town centre. “It is lacking in choices of restaurants. You used to have a Pizza Express … at the back end of The Chimes, you used to have three restaurants which have closed. So you have very little choice if you want to have a gathering or an occasion, other than fast, convenience food” (Resident, white British woman, 50s) “It’s a very nice space if you want to hang out with friends and eat or shop, but there’s not many activities you can actually do.” (Visitor response to ‘What do you like about Uxbridge?’ At the Echoes of Uxbridge exhibition) 30 Fig 3.2: High Street Unit Composition by Town Centre, 2022. Source: Experian GOAD, 2023 The Atrium The Charter Building The Quays Capital Court Pemberton House Occupied office space Refurbished flexible office/ alternative occupier Converted to residential Vacant office buildings Civic Centre Harman House 31 3.3 Principle 3.4 Re-purpose to meet changing demands The first principle is all about working with what already exists, to be sustainable and avoid major development disruptions in the centre. The strategy should embed the circular economy in its approach and look to re-use and adapt buildings and spaces to better respond to changing market and consumer demand. This principle will involve the following: • Re-purpose vacant shop units - identify preferred and viable new uses for existing vacant units, to bring back the High Street and shopping centres to their fullest potential. • Re-imagine large office buildings - protect the most viable and logical office buildings for employment use, and find new viable uses for others (both those that are currently vacant and those at risk of vacancy in the short-medium term). This could involve potentially creating a playbook for how to approach the adaptation of office buildings into the future. • Enhance existing but under-used public spaces including squares, green spaces and hidden spaces. Employ a light touch approach to improvements with the re-use of materials and furniture. • Improve the environmental performance of existing buildings as part of re-purposing, to ensure they remain attractive in the long term. • Identify those existing buildings that represent significant re-use challenges and consider future options. Re-use precedents: The Foundry commercial and community use building in Vauxhall (image courtesy of Architecture 00); Re- Tuna shopping mall in Sweden (image courtesy of Lina Östling); refurbished Faculty of History, Cambridge; and innovation and workspace in former Urania cinema building in Zagreb (image courtesy of Studio 3LHD and Jure Živković). 32 Good things already happening • The Charter Building is a great example of how a large format office building can be re-purposed - into a successful flexible work space in the heart of the town centre. • The Piazza has seen investment into the historic buildings to create a new, interesting, attractive destination. Further investment and occupiers are needed to restore this area’s vibrancy. • Randall Place Apartments sensitively adapted the building of a former art-Deco department store to create new home. Case study: Urania Cinema • The Urania Cinema in Zagreb has been transformed from its former cinema use into a series of public spaces that are used for cultural events and small offices. The building has kept its original structure but has been adapted to suit the needs of the immediate community and market. The project has successfully integrated new flexible, cultural uses into the existing historic fabric. This is an effective precedent for considering the future of the former Regal Cinema in Uxbridge. Fig 3.3: Existing assets to be celebrated and/or their use intensified 33 Strategic move 3.5 Re-purpose office blocks outside of the core A large part of re-purposing in the town centre will be a focus on office buildings. Given the volume of office stock in Uxbridge, a strong strategy is needed. This strategic move is about considering the future of the large footprint office blocks outside of the centre’s core, in order to adapt to the current market and strengthen the town’s economic position. This includes the following: • Re-purpose the economy to support the office market at the heart of the town centre. • Protect the area’s ‘best’ office stock (i.e. assets that are high quality, flexible, well-located and meet changing occupier needs) while allowing the selective release of less appropriate stock. • Support existing office buildings within good proximity of the tube station and car parks (such as Charter House and Belmont House). • Allow underused office blocks outside of this zone to re-purpose to other uses (such as community services, educational uses and residential flats), as long as support is provided to relocate existing tenants into other office blocks in the area. A criteria based approach will be established to determine which office blocks should be retained or re-purposed/re-developed. For each block a range of factors will be considered such as the existing vacancy rate, quality, EPC rating and potential for refurbishment. The most important criteria will, however , be the building’s proximity to the tube station given the area around this node is likely to be the most attractive in the town centre from a market demand perspective. Maintaining a core of office stock in this zone will also be important for supporting town centre vitality during the working week, particularly during the daytime and early evening. Fig 3.4: Plan showing the proposed strategy to support office stock in proximity to the tube station 34 PRECEDENT: Angel Building, London The building was previously a 1980s post-modern office block, given a new life and look by AHMM. The development includes new uses including a public house, cafe, art spaces and flexible working spaces as well as commercial office spaces. It has responded to the changing markets and brought a new type of visitor to the building aside from office workers. Angel Building has activated previously bare frontages, improved the public realm and widened the pavement width to improve the pedestrian experience. Sustainability principles are key to this project. Two examples are the structure and the wrapping. The original concrete structure has been retained and extended to save embodied carbon. It has also been wrapped in new glazing, to create a new look and aid with innovative heating solutions. In total, the project has saved 7,400 tons of embodied carbon dioxide, while providing 40 per cent more functional space than in its previous state. Images- © AHMM Architects 35 3.6 Principle 3.7 Diversify the offer The strategy should be about creating reasons for people to visit and spend time in the town centre beyond meeting their day-to-day needs - with a focus on fun, leisure, culture, creativity. This principle is about trying to make the town centre fit for the future and enhancing the evening and night time offering. This is a priority that came directly from the community engagement, from people of all ages. It will involve the following: • Introduce more leisure uses, to allow activities in the centre beyond shopping. • Explore scope for cultural uses as well as establish events programme, in coordination with the BID and Chamber of Commerce. • Expand the breadth of food and drink - support independent restaurants and food outlets, embrace non-alcohol based food and beverage. This is especially important for young people and university students; as discovered by the community engagement findings. • Introduce more free events and activities - the vision should identify spaces and intervene to make them work. • Emphasise the library function and former Regal cinema as key cultural nodes in the town centre. • Embrace universities as part of the town centre - explore opportunities for Brunel University to have a town centre presence in the form of an Innovation Hub (this would require c. 2,000-3,500 sqm). 36 Retirement co-ho u s i n g , Chipping BarnetRetirement co-ho u s i n g , Chipping Barnet Tem porary work spaces by M e a n w hile Space, Wood Green Tem porary work spaces by M e a n w hile Space, Wood Green University buil d i n g , Manchester University buil d i n g , Manchester Residential neighbourhood, S to c k h olm Residential neighbourhood, S to c k h olm Self Space, m e n t a l health careSelf Space, m e n t a l health care Royal Festival H all, South Bank Royal Festival H all, South Bank F &B and retail, Bracknell F &B and retail, Bracknell W aterside Park housin g , N e wham W aterside Park housin g , N e wham Pla y g ro u n d and leisure, Peckham Levels Pla y g ro u n d and leisure, Peckham Levels Fig 3.5: Diagram showing the potential uses to be encouraged for different parts of the town centre Leisure, retail and culture Retail, service and community Employment and residential Commercial and residential Civic, community and social Image source: © Jan Kattein Architects Image source: © Luke O’Donovan and PTEa Image source: © Alice Giddings, Metro Image source: © Ewan Munro Good things already happening • The Love Uxbridge BID has held a programme of highly popular events in the town centre, illustrating the demand for these types of activities. • At the eastern end of The Chimes, the former Debenhams unit is earmarked for new leisure uses. This is planned to include a range of family leisure activities. • Over the last couple of years the High Street has seen the introduction of food and drink outlets that are less alcohol-focused, such as the various waffle outlets and Bubble Tea shops. Case study: Peckham Levels • Peckham Levels is a major creative and cultural hub that was formerly an underused multi-storey car park. The building now provides a huge diversity in uses from a children’s play area, to SME offices to a 3D printing lab. The benefits of the project include over 450 new jobs, over 20% of studios rented below market price as well as boosting the area’s cultural identity and local economy. Peckham Levels is a strong example of the provision of new uses, diversification of a town centre’s offer , within the parameters of an existing building to support the circular economy. Stre a t h a m Space Project Stre a t h a m Space Project Image source: © Nick Caville, Fuse Architects 37 Strategic move 3.8 Create a focus for leisure and culture A strong message from community engagement is that as part of the diversification of the town centre people would like to see a much enhanced leisure and cultural offer . This strategic move is about considering a shift in the offer for the eastern end of the High Street towards this leisure and culture demand. This will evolve the High Street offer so it is fit for the future, and better reflects rapidly changing consumer demand for ‘experiences’ and attracts a broader audience. The strategic move involves the following: • Establish new leisure and cultural uses in the town centre. • Focus these uses on the southern half of the High Street and The Piazza. • Support planned new uses in the former Debenhams unit. • Re-invigorate The Piazza and link across to a revitalised Civic Centre forecourt for events. • Adapt the former Regal Cinema into a new leisure/ cultural venue. • Support existing F&B, leisure and cultural uses on the High Street in this section through inward investment and licensing, enabling a vibrant and diverse daytime and evening economy with leisure uses that support physical and mental health. By concentrating new leisure and cultural activities in this location a new role and vitality can be established for the southern section of the high street. It would build on many of the uses already there and coming soon, and would be supported by investment in existing public spaces to support outdoor events and activities. Fig 3.6: Diagram showing the spatial extent of the proposed leisure and cultural use focus 38 PRECEDENT: Gravity at Southside, Wandsworth Gravity is an innovative mixed-leisure facility that includes bowling, various games, mini golf, go karting and more all integrated with new technologies. It provides 100,000 sqft over three floors. The facility appeals to people of all ages including families and young people. It is versatile in its ability to attract children and families during the day with activities and live music, and young adults at night with a cocktail bar . Gravity takes up a significant amount of space in Wandsworth’s Southside shopping centre in previously vacant units. It has addressed vacancy issues, provided a new type of leisure activity as well as attracting more people into Wandsworth town centre. Images sourced from Gravity - copyright permission requested 39 Key issue 2: Better serving local communities 40 Key issue 2: Better serving local communities 41 3.9 Better serving local communities A town centre that addresses its local population The baseline analysis found that the town centre could serve its local population better than it currently does. It was clear that the range of uses in the town centre has not adjusted to the changes in catchment population over the last 10-20 years, nor to some of the wider market trends. The community engagement confirmed that while much of the local population is loyal to the centre, they do not feel it meets their needs fully. Addressing under-represented uses Produce, health, beauty and professional services, as well as culture and leisure uses are currently under- represented in the town centre. When compared to other similar sized town centres in the wider area, Uxbridge has significantly less of these uses and services. The town centre is the most accessible node locally and therefore is a very logical location to boost community services such as health care. The opportunity to establish an NHS health hub in the town centre should be embraced to help meet local demand and ease access to the range of NHS services. Diversifying the offer to meet local ethnic and cultural demographics There is a healthy diversity in offer of independent food shops along Windsor Street and in distinct areas such as the Arcade. Providing a variety in offer of the retail stores and services to better suit the demographics of all local communities would strengthen the town centre’s ability to be a destination for all. Changing lifestyle trends as well as changing demographics in the residential neighbourhoods around Uxbridge mean there is much greater demand for evening economy activities that do not involve Fig 3.7: Age profile of Uxbridge Town Centre’s immediate catchment (2020) Fig 3.8: Population living within the centre by Town Centre (2011 and 2020) 42 3.9 Better serving local communities 6 Neighbourhood Development Neighbourhood Development Summary The cornerstone of this new operating model is the development of 6 Integrated Neighbourhood Teams co-located in 6 Integrated Neighbourhood Hubs. 1. Integrated Neighbourhood Teams  We propose to fully implement the recommendations of the Fuller Stocktake and create integrated neighbourhood teams which are built from Primary Care and which adopt a population health management approach to tackling health inequalities. These integrated teams will have 3 core functions: 1. Provision of Same Day Urgent Primary Care for people with non complex needs who regularly seek same day access to Primary Care (33% of all GP attendances) delivered through 3 Super Hubs. 2. Proactive Care through risk stratification, case finding and enhanced case management for the 6,000 Hillingdon population cohort most at risk with an emphasis on multi morbidity/ Frailty in the first instance delivered via our Care Connection Teams and Care Home Support Service 3. Preventative and anticipatory Care for a range of population health JSNA priorities with an emphasis on Hypertension, Anxiety/Depression and Obesity working through neighbourhood community champions and associated mobilisation of community assets.  The 6 Integrated Neighbourhood Teams in Hillingdon will be built upon the 6 existing Primary Care Networks. In addition to Primary Care, the teams will include integrated Community Nursing, Care Connection Teams, Care Home Support, MSK Therapy, Podiatry, ARRS Therapists, Community Mental Health and aligned Adult Social Care. Each Neighbourhood Team will have access to a third sector offer and mobilised community assets relevant to that neighbourhood.  We have agreed that each Neighbourhood Team will have a Joint Leadership Team with the PCN CD as the Clinical Director which is representative of the HHCP Partnership and supported by an ‘employment passport’ that will enable staff to work flexibly across care setting.  We are exploring options to provide integrated neighbourhood teams with a common digital record and task allocation platform. Community Physical Health • Community Nursing • Care Connection Teams • Care Home Support • Integrated Therapies General Practice 3 x Neighbourhood SDPC Hubs • Same Day UC for Non Complex Patients • Diagnostics inc Bloods, X-ray, ECG, Swabs • OPAT Community Mental Health Hubs • CMHT, PCMH • Psychology • Psychotherapy • Employment Proactive & Anticipatory Care, Whole Population Health Same Day Urgent Care 6 x Integrated Neighbourhoods Third Sector and Community Assets Community Social Care Pharmacy, Dentistry & Optometry drinking alcohol. Uxbridge is well located to meet this significant demand. Supporting bus travel as a key transport mode Uxbridge’s location on the boundary between London and South Buckinghamshire means in many instances buses are the most important public transport service. There is a need to ensure the town centre embraces this reality and makes arriving, travelling and interchanging by bus a smooth and attractive experience. Many local people expressed concern about the quality of the Bakers Road interchange, in particular its safety after dark. Investing in civic pride Local people are loyal and invested in Uxbridge town centre, but many have found it increasingly difficult to feel proud of the town centre over recent years. Residents and local businesses would like to see investment into interventions that will support civic pride such as event spaces and an events programme, communication and promotion of activities, signage and maps. Meeting the needs for a growing population The baseline analysis highlighted the comparatively small population that live in the town centre compared to other town centres such as Watford or Ealing. There are significant housing needs locally and the town centre could offer a great location for sustainable living. Some residential development has come forward in recent years, but there is scope for significantly more. Any new housing development in the centre should be closely informed by the nature of housing needs, ensuring it provides the best quality housing in the most appropriate locations for the people that can most benefit from a town centre location. Fig 3.9: NHS Diagram outlining the planned strategy for health care across Hillingdon, with the scope for Uxbridge to be one of three Super Hubs in the borough “I know that footfall is up, but that doesn’t necessarily convert to spend. And I think we need as a town centre to strengthen our retail and hospitality offer. Because I think people are here, but getting them to part with their money … So we need to make sure that offer is here in the town centre and they don’t go elsewhere to spend the money.” (Mike Crane, Uxbridge BID) “One of the things I would focus on is making Uxbridge more exciting. Obviously, there are shops that are easy to use but how can you make it more exciting?” (Andy Sharma, Hillingdon Chamber of Commerce) 43 3.10 Principle 3.11 Better serve residents’ needs The town centre must meet the day-to-day needs of the local population. It is about making sure people can buy food, see their GP, visit the bank, get their medication, borrow a book etc. This will give Uxbridge Town Centre a new role for its local communities, being able to fulfil more of their daily needs. This will involve: • Re-orientate the mix to make it more locally focused and inclusive. • Address under-representation of produce, health, beauty and professional services, culture and leisure uses. • Continue to diversify what is on offer in Uxbridge to meet local ethnic and cultural demographics. • Introduce more community uses, in particular establish an NHS Super Hub within the town centre (the NHS Super Hub requires 2,000 sqm). • Address the lack of homes in the town centre and provide new housing to serve local population’s needs. • Reduce the extent of core retail uses - consider defining areas and frontages that make sense for core retail, and let less viable locations move away from retail use to find more suitable functions. Community precedents: Town centre living in Hounslow; F&B with local market in Southwark; refurbished Westgate shopping centre in Oxford; and reworked retail and leisure in Walthamstow (all images © Allies and Morrison). 44 Good things already happening • St Andrew’s Park and Randall Place Apartments are new residential developments in and on the edge of the town centre that have brought new residents into the town centre. • The NHS is planning to restructure healthcare throughout the borough, and sees Uxbridge Town Centre as a good location for a Superhub facility. • Ossulton Court Almshouses to the west of the town centre is a high quality development of apartments for local elderly people. Case study: Lampton Road • Lampton Road, Hounslow is an example of integrated town centre living, on the site of an outdated and inefficient 1970s building. The homes are affordable, well integrated with the surrounding blocks, well connected by foot into Hounslow centre and have a good level of greenery. The homes come in different forms and have provided housing for a diversity of household types in a central location, strengthening the local economy. This is a positive example when considering the potential for Uxbridge town centre to cater for a range of housing needs in a high quality format. Fig 3.10: Diagram showing roles of the broad zones within the town centre 45 Strategic move 3.12 Establish the Civic Centre as a community hub A strong message that came through from the community engagement was the need to better provide for community uses and services in the town centre. An equally common comment was how people found the Civic Centre to be an unwelcoming building and space. This strategic move is about reconsidering and applying ambition to the future role of the Civic Centre. This involves the following: • Establish the town centre as a the focus for community services and activities with the Civic Centre playing a crucial role as the focus for civic activities. • Opening up the Civic Centre campus as a welcoming hub - bringing in more services beyond Council departments and reworking the forecourt and reception area to be much more community orientated. • Opportunity to incorporate a new NHS Superhub as part of this hub either within a vacant campus building or a large unit on the High Street. • Use of vacant high street spaces for community uses - groups, activities, services, attractions, and encourage new community ideas such as a mending and upcycling hub. • Revamping the Civic Centre forecourt space on the High Street into a vibrant community space would re- establish it as the focus for larger events and could include outdoor cinema, outdoor theatre and music, as well as a complementary external market space to the Pavilions. Fig 3.11: Plan showing the focus for the community hub around the Civic Centre 46 PRECEDENT: Barking Town Square Strategic move 3.12 Establish the Civic Centre as a community hub Barking Town Square was in need of a welcoming civic space, as previously the space was used as a parking space. It has been transformed into a attractive, human-scale area with a strong identity. There are high-quality planters and street furniture which allow for sitting and dwelling as well as a large space that is now used for public arts and events. This has improved the interface between Barking Town Hall and the public realm - a great precedent for the Civic Centre forecourt and surrounds. Image credit: muf architecture / art 47 Civic Centre Square Relatively modest interventions to the Civic Centre forecourt could have a significant impact in both opening up the Civic Centre as a welcoming community hub and creating a space for cultural events and community activities. The interventions could include: • Rationalising some of the planters to open up the space - creating clearer sight lines to entrances and a more flexible and larger open area for events. • Introducing a lightweight structure at the western edge of the square to provide a covered cafe and community space fronting onto the space. • Introducing banner posts along the edge of the square to promote and advertise events. Fig 3.12: Illustrative sketch of how the Civic Centre forecourt could be transformed 48 Fig 3.13: Existing view of Civic Centre forecourt 49 Strategic move 3.13 Introduce new residential into the town centre Introducing new residential into the town centre creates the opportunity to support the centre at all times of day and bring a new community into the town centre. This strategic move involves: • Encourage residential homes into the town centre on a more significant scale than has happened to date. • Introduce high quality and well-designed schemes in the short-medium term to set the tone and ensure town centre living is well considered before adding volumes of new homes. • Grow the residential population within the town centre boundary providing for a range of housing needs including: • Flats with good private and communal open space; • Student residential developments; • Smaller house types, not just flats - such as mews and narrow townhouses; • Retirement communities; and • Specialist products - in particular affordable/social housing. • Ensure enhanced links are delivered to properly link emerging residential developments such as St Andrews into the town centre. There are a number of vacant or underused buildings that would offer good opportunities for well designed conversions to residential. Existing buildings such as the former Paralex building and The Atrium could be converted to residential to serve community needs. Other buildings such as Fountain’s Mill and Beaufort House would offer great scope as student residential conversions for post-graduate accommodation. Ossulton Court Al m s h ouses, Uxbridge Ossulton Court Al m s h ouses, Uxbridge Town centre h o u s i ng, PeckhamTown centre h o u s i ng, Peckham Town centre ho u s i n g, Earl’s CourtTown centre ho u s i n g, Earl’s Court W aterside Park h o u sing, Newham W aterside Park h o u sing, Newham Fig 3.14: Plan showing the ambition to explore the introduction of new homes in the town centre Image source: © Burgess Estates - copyright permission requested Image source: © Peter Barber - copyright permission requested Image source: © Allies and Morrison Image source: © Allies and Morrison 50 PRECEDENT: Lampton Road, Hounslow Images © Allies and Morrison Lampton Road, Hounslow is a housing development on a Council owned site adjacent to the town centre. A series of housing blocks arranged around courtyard spaces create medium - high density homes next to Hounslow town centre. A range of different housing typologies enables the scheme to cater for a wide range of households and housing needs, all with private outdoor space. Each of the blocks represent different precedents that could be introduced on infill or redevelopment sites in the town centre. 51 Fountain’s Mill The Fountain’s Mill building is a great heritage asset, but one that has sadly been vacant for some time. The re-use of this building could significantly enhance the northern end of the High Street and help support the green link connection along the Fray River . The following could be considered: • The Mill building would make a great home for student residential provision, creating space for post-graduates from local universities with the scope to have communal facilities at ground floor . • There would be scope to introduce a sensitive extension in the yard space, fronting on to the High Street to extend the use of the site. • The piece of leftover land on the north side of the Mill building could be converted into a new pocket park that would set up the link along the Fray River . Short term residential potential The conversion of existing and underused buildings in the town centre could deliver much needed housing in the short term. For example, together , the Fountain’s Mill site and Beaufort House could deliver around 120 post graduate student residential units. Other buildings could deliver much needed residential homes. For example, the conversions of the former Paralex building, The Atrium and Harman House together could deliver over 390 new residential flats alongside refurbished office space and community uses. Just these five sites illustrate the potential to realise town centre living in the short to medium term. Fig 3.15: Illustrative sketch showing how the Fountain’s Mill building could be restored and extended as a student residential hub in the town centre 52 Fig 3.16: Existing view 53 Strategic move 3.14 Future proof public transport accessibility A key focus for future proofing public transport in Uxbridge is to remodel the bus interchange as an efficient and attractive through street. This will release turning space to create a new public square and a set of legible and easily accessible bus stops. The existing bus garage would be relocated to a new all electric bus garage facility away from the town. Alongside remodelling the bus interchange, there is also a need to re-plan existing bus routes to improve the coverage around the town centre and wider communities not currently well-served by bus services. Across the town centre there will be improvements to bus legibility, take up and reliability of services through the introduction of orbital bus stops and integrated cycle facilities (hire/stands) and information hubs around the outside of town centre, alongside improved walking and cycling routes from these hubs to the core. Where possible, additional bus routes would be extended and created that better link up the town centre to the wider region including the Home Counties, Brunel University, health care, schools and leisure facilities. Bus shelter i n M a nchester, UKBus shelter i n M a nchester, UK ‘Bee Stops’ i n L eicester, UK‘Bee Stops’ i n L eicester, UK Bus stops in Bourg - e n-Bresse, FranceBus stops in Bourg - e n-Bresse, France Fig 3.17: Plan showing the proposed bus orbital route and town centre interchange Image require copyright permission to be secured

www.hillingdon.gov.uk UXBRIDGE Town Centre Vision summary document A long-term plan to unlock more opportunities for local residents and businesses, and ensure Uxbridge continues to thrive. 2 Introduction Uxbridge is a vibrant, bustling town centre with a rich heritage. It’s home to our civic hub, award-winning green spaces, a variety of businesses, retail and leisure activities, and homes for residents. During the past 20 years, major town centres across the country have faced many challenges which have threatened their long-term viability. Uxbridge is no different. That’s why this vision aims to address various current issues the area faces. Alongside our new Local Plan, it will guide future development, the use of space and attract investment into the town centre. We want to make Uxbridge an even better place to live, work and do business. The vision also aims to increase footfall and ensure the area remains a viable and thriving retail centre long into the future. In 2023, the council commissioned a team led by Allies and Morrison Urban Practitioners and Brunel University to engage with more than 1,000 community voices and other stakeholders to identify some themes to ensure the ongoing prosperity of Uxbridge town centre. The four key themes identified were: • Public r ealm improvement: Creation of new spaces that will encourage the community to visit the town centre more and support its businesses. These include a new series of permanent and temporary public spaces. • Ne w activities: A programme of interventions, such as pop-up shops, maker spaces, and exhibitions that bring new organisations into the town centre. • Bett er links: The improvement of connections with surrounding areas, notably St Andrews Park, Fassnidge Park and Brunel University London to bring more footfall into the centre, especially in the evenings. • Mor e town centre living: Options for increasing opportunities to live within the town centre. Using the themes identified and responses from community voices, we have co-designed a draft Uxbridge Town Centre Vision. This is now your opportunity to tell us what you think of it. I urge residents, businesses and partners to have their say. Your feedback will inform our approach to delivery and applications for funding. Cllr Eddie Lavery Cabinet Member for Residents’ Services 3 Research and engagement activity conducted by Brunel University London • 1,097 peopl e spoken to via interviews, focus groups, walkalongs, drop ins and an exhibition event. • Meetings with k ey stakeholders, landowners and local groups. • Initial findings fr om social media, council officer input and local evidence. What’s happened so far and next steps Draft vision to be considered by the council’s Cabinet (October 2024) Further engagement (Until February 2025) Adoption by Cabinet (May 2025) Funding and delivery approach agreed (Autumn 2025) Start delivery of larger interventions (2026) The council will seek to deliver quick wins and smaller interventions during this period to ensure that we respond to local need and address immediate issues. All dates shown are indicative and subject to change and Cabinet approval. 4 Issues identified in Uxbridge town centre 5 Issue 3: Enhancing the environment Transport infrastructure dominates the town centre and the quality of the public realm requires improvement. Residents and visitors feel that public safety and the ability to walk and cycle freely within and into the town centre are key issues that should be addressed. Issue 1: Building economic resilience The town centre is vulnerable due to high retail and commercial vacancy rates. Central Uxbridge is inflexible and difficult to navigate. Issue 2: Serving local communities Uxbridge town centre’s offer is not matching the needs of local communities; with an under-representation of produce, health, beauty and professional services, culture and leisure uses. Uxbridge is dominated by chain retail and not appealing to groups such as students and those who do not drink alcohol. 6 We will use a range of short and long-term projects and interventions to address the issues outlined in this document. We will work with partners to find creative solutions and apply for funding to help us deliver the larger projects. Proposed interventions Addressing Issue 1: Building economic resilience What we need to do: Adapt the town centre to meet changing economic needs. How we are going to do it: Repurpose the economy to support the office market at the heart of the town centre. What we need to do: Diversify the town centre offer and create reasons for people to visit and spend time in Uxbridge with a focus on fun, leisure, culture and creativity. How we are going to do it: Create a focus for leisure and culture, particularly to address gaps in the current offer , such as night-time activities, and experience-based commercial offers. Addressing Issue 2: Serving local communities What we need to do: Better serve residents’ daily needs and bring communities together within the town centre, increasing visits and time spent there. How we are going to do it: Establish the Civic Centre as a community hub – consider different ways that the building and its forecourt can be better used to encourage community uses and activity in this area of the high street. How we are going to do it: Introduce new residential development opportunities into the town centre to provide the opportunity to support Uxbridge at all hours of the day and bring new residents to the community. How we are going to do it: Future-proof public transport accessibility by remodelling the bus interchange to create a new public square and a set of easily accessible bus stops. 7 Addressing Issue 3: Enhancing the environment What we need to do: Restore effortless connections - reconnect the town centre with the surrounding green spaces and make travel more accessible. How we are going to do it: Strengthen the transport connections into the town centre from the immediate local area, including improved bus and cycling routes. How we are going to do it: Enable Uxbridge residents to easily visit the town centre by foot by reallocating and relocating highway infrastructure. This will be done with the aim of maintaining the routes’ important strategic highway function. What we need to do: Enhance our public spaces, providing more opportunities to gather and relax, aside from shopping or leisure activities. How we are going to do it: Enhance the heart of the high street by reprioritising pedestrian movement along Windsor Street and the station square. How we are going to do it: Return a green character to the town centre and celebrate its wider green links by restoring the connections along the canal, to local parks and complexes, and other centres. 8 What the future of Uxbridge could look like 9 Key Rec onfigure junctions to prioritise active travel Create a new bus link between York Road and Belmont Road via Bakers Road Re-position bus s tops on-street via an orbital bus link Relocate bus garage Intr oduce high quality pedestrianised areas in the town centre Intr oduce high quality pedestrian routes into the town centre from surrounding neighbourhoods Intr oduce high quality cycle links and junctions Cr eate interesting routes/ loops for pedestrians in mews and alleyways Str engthen the park and canal link for pedestrians and cyclists Improve crossing Junctions t o prioritise pedestrians, cyclists and buses 10 Contact For more information, contact the Strategic Planning and Regeneration Service: localplan@hillingdon.gov.uk or visit: www.hillingdon.gov.uk/uxbridge-vision 11 Produced by Hillingdon Council Sept ember 2024 14751

Residents’ Services Select Committee – 27 November 2024 Classification: Public RESIDENTS’ SERVICES SELECT COMMITTEE - CABINET FORWARD PLAN Committee name Residents’ Services Select Committee Officer reporting Liz Penny, Democratic Services Officer 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 Residents’ Services Select Committee notes the Cabinet Forward Plan. SUPPORTING INFORMATION The Cabinet Forward Plan is published monthly, usually around the first or second week of each month. It is a rolling document giving the required public notice of future key decisions to be taken. Should a later edition of the Forward Plan be published after this agenda has been circulated, Democratic Services will update the Committee on any new items or changes at the meeting. As part of its Terms of Reference, each Select Committee should 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. Residents’ Services Select Committee – 27 November 2024 Classification: 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. Residents’ Services Select Committee – 27 November 2024 Classification: Public BACKGROUND PAPERS  Protocol on Overview & Scrutiny and Cabinet relations adopted by Council 12 September 2019  Scrutiny Call-in App

Ref Scheduled Upcoming Decisions Further details Ward(s) Final decision by Full Council Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Consultation related to the decision NEW ITEM Public or Private (with reason) 189 Cowley House, Uxbridge Following consultation with residents, Cabinet will consider the decant and disposal of Cowley House, 181 Cowley High Road Uxbridge UB8 2AJ. Cowley House is a small general needs housing block and a listed building. Cabinet will be advised that it is not viable to bring the property up to the new Landlord Compliance standards, hence the recommendation to dispose of the property. Uxbridge Cllr Jonathan Bianco - Corporate Services & Property Residents' Services Julie Markwell Karrie Whelan Private (3) 254 The supply of grounds maintenance machinery Cabinet will be asked to consider a report for the supply of grounds maintenance machinery for the Councils' green spaces team to maintain borough the parks, open spaces and gardens All Cllr Eddie Lavery - Community & Environment Residents' Services Robert Cox / Allison Mayo Karrie Whelan Private (3) 224b Statement of Gambling Policy (POLICY FRAMEWORK) Subject to Cabinet's consideration of this in September, and following consultation, Cabinet will consider recommending a reviewed Statement of Gambling Policy to full Council for adoption. N/A Proposed Full Council adoption - 16 January 2025 Cllr Eddie Lavery - Community & Environment Residents' Services Daniel Ferrer / Stephanie Waterford Dan Kennedy Licensing Committee & Select Committee along with statutory consultation Public SI Infrastructure Funding Statement Cabinet will receive an annual report setting out the Council's Infrastructure Funding Statement, a document it is required to publish which also monitors spending on section 106 (developer contribution) monies along with the Community Infrastructure levy over the past year. All Cllr Steve Tuckwell - Planning, Housing & Growth Residents' Services Andrew Tebbutt Karrie Whelan Residents' Services Select Committee Public SI The Council's Budget - Medium Term Financial Forecast 2025/26 - 2029/30 (BUDGET FRAMEWORK) This report will set out the Medium Term Financial Forecast (MTFF), which includes the draft General Fund reserve budget and capital programme for 2025/26 for consultation, along with indicative projections for the following four years. This will also include the HRA rents for consideration and Council Tax Reduction Scheme proposals following consultation. All Proposed Full Council adoption - 20 February 2025 Cllr Martin Goddard - Finance & Transformation All Andy Goodwin Richard Ennis Public consultation through the Select Committee process and statutory consultation with businesses & ratepayers Public SI Public Preview of matters to be considered in private A report to Cabinet to provide maximum transparency to residents on the private and confidential matters to be considered later in Part 2 of the Cabinet meeting and agenda. TBC All Cabinet Members All Democratic Services N/A Public SI Reports from Select Committees Reports, findings and recommendations for consideration by the Cabinet, when referred from the appropriate Committee. All All TBC Democratic Services TBC TBC Public SI = Standard Item each month/regularly Cabinet meeting - Thursday 12 December 2024 (report deadline 20 November) Cabinet Member Decisions expected - December 2024 1 Ref Scheduled Upcoming Decisions Further details Ward(s) Final decision by Full Council Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Consultation related to the decision NEW ITEM Public or Private (with reason) SI = Standard Item each month/regularly SI Standard Items taken each month by the Cabinet Member Cabinet Members make a number of non-key decisions each month on standard items - details of these are listed at the end of the Forward Plan. Various All TBC Democratic Services TBC Various Public 260a Early review of current Public Spaces Protection Order 2023 Public Spaces Protection Orders (PSPO) are reviewed every 3 years, the last being in 2023. This report to Cabinet proposes the early review of the current PSPO in effect and to also capture emerging proposals for new conditions or restrictions. Cabinet will be requested to agree a revised PSPO for public consultation and to receive a further report back on the outcome before decisions are made. All Cllr Eddie Lavery - Community & Environment Residents' Services Joanne Howells / Stephanie Waterford Dan Kennedy NEW ITEM Public 223b Taxi control measures around Heathrow Airport Cabinet will consider the outcome of the consultation, agreed by Cabinet in September, on proposals to control private hire vehicles (taxis) in residential streets around Heathrow Airport and then consider the necessary decisions required. Heathrow Villages Cllr Eddie Lavery - Community & Environment Residents' Services Richard Webb / Stephanie Waterford Dan Kennedy Statutory consultation Public 238 The provision of a specialist grounds maintenance, horticultural and landscaping contract Cabinet will be asked to consider the award of a grounds maintenance, horticultural and landscaping contract for a period of three years with optional extension of a further two years. This contract will support works required by the Green Spaces Team in its parks, gardens and open public spaces and can also be utilised by other Council departments. All Cllr Eddie Lavery - Community & Environment Residents' Services Robert Cox / Allison Mayo Karrie Whelan Private (3) SI Public Preview of matters to be considered in private A report to Cabinet to provide maximum transparency to residents on the private and confidential matters to be considered later in Part 2 of the Cabinet meeting and agenda. TBC All Cabinet Members All Democratic Services N/A Public SI Reports from Select Committees Reports, findings and recommendations for consideration by the Cabinet, when referred from the appropriate Committee. All All TBC Democratic Services TBC TBC Public SI Standard Items taken each month by the Cabinet Member Cabinet Members make a number of non-key decisions each month on standard items - details of these are listed at the end of the Forward Plan. Various All TBC Democratic Services TBC Various Public Cabinet meeting - Thursday 13 February 2025 (report deadline 22 January 2025) Cabinet meeting - Thursday 9 January 2025 (report deadline 4 December 2024) Cabinet Member Decisions expected - January 2025 2 Ref Scheduled Upcoming Decisions Further details Ward(s) Final decision by Full Council Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Consultation related to the decision NEW ITEM Public or Private (with reason) SI = Standard Item each month/regularly SI The Council's Budget - Medium Term Financial Forecast 2025/26 - 2029/30 (BUDGET FRAMEWORK) Following consultation, this report will set out the Medium Term Financial Forecast (MTFF), which includes the draft General Fund reserve budget and capital programme for 2025/26 for consultation, along with indicative projections for the following four years. This will also include the HRA rents for consideration. All Proposed Full Council adoption - 20 February 2025 Cllr Ian Edwards - Leader of the Council / Cllr Martin Goddard - Finance & Transformation All Andy Goodwin Richard Ennis Public consultation through the Select Committee process and statutory consultation with businesses & ratepayers Public SI Public Preview of matters to be considered in private A report to Cabinet to provide maximum transparency to residents on the private and confidential matters to be considered later in Part 2 of the Cabinet meeting and agenda. TBC All Cabinet Members All Democratic Services N/A Public SI Reports from Select Committees Reports, findings and recommendations for consideration by the Cabinet, when referred from the appropriate Committee. All All TBC Democratic Services TBC TBC Public SI Standard Items taken each month by the Cabinet Member Cabinet Members make a number of non-key decisions each month on standard items - details of these are listed at the end of the Forward Plan. Various All TBC Democratic Services TBC Various Public SI Strategic Climate Action Plan Hillingdon Council passed a Climate Change Declaration at its full Council meeting on 16 January 2020 which set out the ambition to become carbon neutral across the Council’s services by 2030. Following a review and comprehensive public consultation on the updated Action Plan, Cabinet will consider the response and agree a Plan for 2025-2028. All Cllr Eddie Lavery - Community & Environment Residents' Services Ian Thynne Karrie Whelan Public Consultation / Residents' Services Select Committee Public SI Public Preview of matters to be considered in private A report to Cabinet to provide maximum transparency to residents on the private and confidential matters to be considered later in Part 2 of the Cabinet meeting and agenda. TBC All Cabinet Members All Democratic Services N/A Public SI Reports from Select Committees Reports, findings and recommendations for consideration by the Cabinet, when referred from the appropriate Committee. All All TBC Democratic Services TBC TBC Public SI Standard Items taken each month by the Cabinet Member Cabinet Members make a number of non-key decisions each month on standard items - details of these are listed at the end of the Forward Plan. Various All TBC Democratic Services Various Public Cabinet Member Decisions expected - February 2025 Cabinet meeting - Thursday 13 March 2025 (report deadline 19 February) Cabinet Member Decisions expected - March 2025 Cabinet meeting - Thursday 10 April 2025 (report deadline 19 March) 3 Ref Scheduled Upcoming Decisions Further details Ward(s) Final decision by Full Council Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Consultation related to the decision NEW ITEM Public or Private (with reason) SI = Standard Item each month/regularly 260b Early review of current Public Spaces Protection Order 2023 Public Spaces Protection Orders (PSPO) are reviewed every 3 years, the last being in 2023. Subject to Cabinet agreeing to consult on a revised PSPO in January, this report will consider the outcome of that, before a final decision on PSPOs is approved. All Cllr Eddie Lavery - Community & Environment Residents' Services Joanne Howells / Stephanie Waterford Dan Kennedy NEW ITEM Public SI Public Preview of matters to be considered in private A report to Cabinet to provide maximum transparency to residents on the private and confidential matters to be considered later in Part 2 of the Cabinet meeting and agenda. TBC All Cabinet Members All Democratic Services N/A Public SI Reports from Select Committees Reports, findings and recommendations for consideration by the Cabinet, when referred from the appropriate Committee. All All TBC Democratic Services TBC TBC Public SI Standard Items taken each month by the Cabinet Member Cabinet Members make a number of decisions each month on standard items - details of these standard items are listed at the end of the Forward Plan. Various All TBC Democratic Services TBC Various Public SI Reports from Select Committees Reports, findings and recommendations for consideration by the Cabinet, when referred from the appropriate Committee. Various All TBC Democratic Services N/A Various Public SI Public Preview of matters to be considered in private A report to Cabinet to provide maximum transparency to residents on the private and confidential matters to be considered later in Part 2 of the Cabinet meeting and agenda. TBC All Cabinet Members All Democratic Services TBC Public SI Standard Items taken each month by the Cabinet Member Cabinet Members make a number of decisions each month on standard items - details of these standard items are listed at the end of the Forward Plan. Various All TBC Democratic Services TBC Various Public SI Reports from Select Committees Reports, findings and recommendations for consideration by the Cabinet, when referred from the appropriate Committee. All All TBC Democratic Services N/A TBC Public SI Public Preview of matters to be considered in private A report to Cabinet to provide maximum transparency to residents on the private matters to be considered later in Part 2 of the Cabinet meeting and agenda. TBC All Cabinet Members All Democratic Services TBC Public Cabinet Member Decisions expected - June 2025 Cabinet Member Decisions expected - April 2025 Cabinet meeting - Thursday 22 May 2025 (report deadline 30 April) Cabinet Member Decisions expected - May 2025 Cabinet meeting - June 2025 (date TBC) 4 Ref Scheduled Upcoming Decisions Further details Ward(s) Final decision by Full Council Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Consultation related to the decision NEW ITEM Public or Private (with reason) SI = Standard Item each month/regularly SI Standard Items taken each month by the Cabinet Member Cabinet Members make a number of non-key decisions each month on standard items - details of these are listed at the end of the Forward Plan. Various All C - Democratic Services TBC Various Public SI Reports from Select Committees Reports, findings and recommendations for consideration by the Cabinet, when referred from the appropriate Committee. All All TBC Democratic Services N/A TBC Public SI Public Preview of matters to be considered in private A report to Cabinet to provide maximum transparency to residents on the private matters to be considered later in Part 2 of the Cabinet meeting and agenda. TBC All Cabinet Members All Democratic Services TBC Public SI Standard Items taken each month by the Cabinet Member Cabinet Members make a number of non-key decisions each month on standard items - details of these are listed at the end of the Forward Plan. Various All Democratic Services TBC Various Public SI Standard Items taken each month by the Cabinet Member Cabinet Members make a number of non-key decisions each month on standard items - details of these are listed at the end of the Forward Plan. Various All TBC Democratic Services TBC Various Public SI Urgent Cabinet-level decisions & interim decision-making (including emergency decisions) The Leader of the Council has the necessary authority to make decisions that would otherwise be reserved to the Cabinet, in the absence of a Cabinet meeting or in urgent circumstances. Any such decisions will be published in the usual way and reported to a subsequent Cabinet meeting for ratification. The Leader may also take emergency decisions without notice, in particular in relation to the COVID-19 pandemic, which will be ratified at a later Cabinet meeting. Various Cllr Ian Edwards - Leader of the Council TBC TBC TBC Public / Private SI Release of Capital Funds The release of all capital monies requires formal Member approval, unless otherwise determined either by the Cabinet or the Leader. Batches of monthly reports (as well as occasional individual reports) to determine the release of capital for any schemes already agreed in the capital budget and previously approved by Cabinet or Cabinet Members TBC Cllr Martin Goddard - Finance & Transformation (in conjunction with relevant Cabinet Member) All - TBC by decision made various Corporate Finance Public but some Private (1,2,3) Cabinet meeting - July 2025 (date TBC) Cabinet Member Decisions expected - July 2025 AUGUST 2025 - NO CABINET MEETING CABINET MEMBER DECISIONS: Standard Items (SI) that may be considered each month 5 Ref Scheduled Upcoming Decisions Further details Ward(s) Final decision by Full Council Cabinet Member(s) Responsible Relevant Select Committee Report Author Corporate Director Responsible Consultation related to the decision NEW ITEM Public or Private (with reason) SI = Standard Item each month/regularly SI Petitions about matters under the control of the Cabinet Cabinet Members will consider a number of petitions received by local residents and organisations and decide on future action. These will be arranged as Petition Hearings. TBC All TBC Democratic Services Public SI To approve compensation payments To approve compensation payments in relation to any complaint to the Council in excess of £1000. n/a All TBC various Private (1,2,3) SI Acceptance of Tenders To accept quotations, tenders, contract extensions and contract variations valued between £50k and £500k in their Portfolio Area where funding is previously included in Council budgets. n/a Cllr Ian Edwards - Leader of the Council OR Cllr Martin Goddard - Finance & Transformation / in conjunction with relevant Cabinet Member TBC various Private (3) SI All Delegated Decisions by Cabinet to Cabinet Members, including tender and property decisions Where previously delegated by Cabinet, to make any necessary decisions, accept tenders, bids and authorise property decisions / transactions in accordance with the Procurement and Contract Standing Orders. TBC All TBC various Public / Private (1,2,3) SI Chrysalis Programme of Environmental Improvements The Cabinet Member will be asked to consider the approval of projects. Various Cllr Eddie Community & Environment Residents' Services Neil O'Connor Public SI External funding bids To authorise the making of bids for external funding where there is no requirement for a financial commitment from the Council. n/a All TBC various Public SI Response to key consultations that may impact upon the Borough A standard item to capture any emerging consultations from Government, the GLA or other public bodies and institutions that will impact upon the Borough. Where the deadline to respond cannot be met by the date of the Cabinet meeting, the Constitution allows the Cabinet Member to sign-off the response. TBC All TBC various Public The Cabinet's Forward Plan is an official document by the London Borough of Hillingdon, UK 6

Residents’ Services Select Committee – 27 November 2024 Classification: Public RESIDENTS’ SERVICES SELECT COMMITTEE - WORK PROGRAMME Committee name Residents’ Services Select Committee Officer reporting Liz Penny, Democratic Services Officer 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. RECOMMENDATION: That the Residents’ Services Select Committee considers the Work Programme report and agrees any amendments. SUPPORTING INFORMATION 1. 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 13 June 2024 CR5 18 July 2024 CR6 24 September 2024 CR6 27 November 2024 CR5 14 January 2025 CR5 19 February 2025 CR5 13 March 2025 CR5 22 April 2025 CR5 Site Visits Members of the Residents’ Services Select Committee have undertaken a number of site visits to include the CCTV room in the Civic Centre, Harlington Road Depot, Heathrow Imported Food Office, Hillingdon Fire Station , Botwell Leisure Centre , Breakspear Crematorium, the Recycling Centre at Edmonton and a visit with the Noise Team. 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. Residents’ Services Select Committee – 27 November 2024 Classification: Public How this report benefits Hillingdon residents Select Committees directly engage residents in shaping p olicy and recommendations and the Committees seek to improve the way the Council provides services to residents. Financial Implications None at this stage. Legal Implications None at this stage. BACKGROUND PAPERS Nil.

MULTI-YEAR WORK PROGRAMME 2022 - 2026 2024/25 2025/26 March April May June July September November January February March April May June July 13 16 No meeting 13 18 24 27 14 19 13 22 No meeting TBC TBC Review: Homeless Prevention and the Customer Journey Topic selection / scoping stage Witness / evidence / consultation stage Witness Session Witness Session Witness Session Witness Session Witness Session Findings, conclusions and recommendations Verbal Update Findings Final review report agreement Final report Target Cabinet reporting Cabinet Regular service & performance monitoring Infrastructure Funding Statement Update (previously CIL Expenditure Monitoring - Annual Report & S106) each November X Mid-year budget / budget planning report Strategic Climate Action Plan: Consultation & then Annual Reviews thereafter (to move to November annually to align with Cabinet reporting in October) X Cabinet's Budget Proposals For Next Financial Year X Cabinet Forward Plan Monthly Monitoring X X X X X X X X X X X X Parking Annual Report X Annual Complaints Submission to the Housing Ombudsman Service (Rod Smith/Debbie W) X X One-off information items ASB Service Update (with updated FPN figures) X X Graffiti Removal X Sports - facilities, engagement & inclusivity X Animal Welfare X Consultation on Uxbridge Master Plan X Housing Allocation Policy Consultation Draft X Heathrow Expansion & Local Community Update X X Abandoned Vehicles X Regeneration of Town Centres (Chambers of Commerce, Hayes T Partnership, Uxb BID) X Success of Chrysalis Project X Trading Standards - Tackling Underage Drinking / Vaping X Licensing of Fun Fairs and enforcement measures available for flyposting X Community Payback Scheme - structure of the Scheme X Noise Team Structure and success of enforcement measures X Review of Statement of Gambling Policy - policy framework consultation X Sport for Young People - how the Council encourages participation in deprived areas X Crime & Disorder - Statutory Scrutiny (themed) Safer Hillingdon Partnership Development Safer Hillingdon Partnership Performance X X X Past review delivery Review of Alley Gating X X Review of Empty Homes Council Tax Premium Internal use only Report deadline 1 Mar 29 Mar 3 Jun 8 Jul 12 Sep 15 Nov Agenda publication date 5 Mar 2 Apr 5 Jun 10 Jul 16 Sep 19 Nov Committee Site Visits CCTV Control Room, Civic Centre (25 July 2022 and 4 November 2024) Botwell Leisure Centre (27 February 2024) Harlington Road Depot (28 September 2022) Weed Killing Contractor (6 June 2023) Heathrow Airport (Imported Food Office) (4 October 2022) Out of Hours Noise Team (1 November 2024) Hillingdon Fire Station (7 December 2022) Graffiti Removal Breakspear Crematorium (25 January 2023) Harefield and Yiewsley Civic Amenity Sites Traffic wardens / Abandoned Vehicles * Canal Visit - 1 November 2023 The Battle of Britain Bunker (26 July 2023 at 6pm) Building Control Planning Enforcement HS2 Site Visit Dogs Trust Edmonton Recycling Centre (Tuesday 4 September 2024 - 09:45 - 10:45) Custody Suite - Polar Park, Heathrow Uxbridge / Ruislip Lido Residents' Services Select Committee