Cabinet

CABINET 7pm, 22 October 2026 Committee Room 6 Civic Centre, Uxbridge, UB8 1UW 🗓️ Advisory & Public Notice: Cabinet Meeting 🏛️ About the Meeting This is a formal meeting of Hillingdon Council’s Cabinet, chaired by Councillor Steve Tuckwell, where key decisions for the Borough are made. Cabinet meets monthly. 📺 Watch Live Stream the meeting live on YouTube: 🔗 https://www.youtube.com/user/HillingdonLon don ♂️ ♀️ Attend in Person The meeting will be held in the advertised room. Public and press are welcome. Please note:  🔍 Security checks on entry  ID required  🚫 No entry without compliance You may observe quietly but cannot speak or present. 📣 To raise local issues, use our Petitions Scheme: 📞 01895 250636 | 📧 democratic @hillingdon.gov.uk If the room changes for unforeseen circumstances, staff will guide you. 📋 Agenda Overview Start of Meeting Chair opens with housekeeping. 📑 Reports & Decisions Cabinet reviews and decides on listed reports. 🌐 Public Session (Part 1) ✅ Open items discussed and streamed live. 🔒 Private Session (Part 2) Live stream ends. Public must leave. These items may include:  💼 Commercial bids  📝 Sensitive contracts  🔐 Confidential matters Each private item includes a reason code (1– 7) more details below. A public preview is available. 📝 After the Meeting 📢 Decisions Published All decisions (public & private) are posted on the Council’s website the next day (usually Friday). 🕵️♂️ Scrutiny Call-In Decisions may be reviewed by Select Committees for up to 5 working days. 🔍 More Info Visit the Council’s website to view decisions or contact Democratic Services for help. 📋 What's on the Agenda? Agenda Item Public / Private and reason why 1 Apologies for Absence Public 2 Declarations of Interest in matters before this meeting Public 3 To approve the public decisions and minutes of the last Cabinet meeting Public 4 To confirm that the items of business marked Part 1 will be considered in public and that the items of business marked Part 2 in private Public Cabinet Reports - Part 1 (Public) 5 Garden Waste Service Review and Future Design Options Public 6 Consultation of the reconfiguration of the Family Hub Service Public 7 Discretionary Fees and Charges 2027/28 Public 8 Conservation Area Appraisal statement for The Bulls Bridge Conservation Area Public 9 Transport for London, Local Implementation Plan – 2027/28 Funding Submission Public 10 Strategic Delivery Partner for Council Priorities & Transformation Public 11 Improvement and Assurance Board: First Quarterly Report to Cabinet * Public 12 Minor Property Transaction: Transfer of Land at Holly Gardens, West Drayton Public 13 Monthly Council Budget Monitoring Report: M5 Public 14 Public Preview of Confidential Reports Public Cabinet Reports - Part 2 (private) 15 HR and Payroll IT System Private (3) 16 Contract for the provision of child health services Private (4) 17 Private Management Agreement Leases: Temporary Accommodation Scheme Private (3) 18 Any other items the Chairman agrees are relevant or urgent TBC *if shown, denotes urgent business item (see notice below) 📜 Public Notice (5 days) As required by law, the Council provides advance public notice of:  🗓️ The date of the Cabinet meeting and if public or private  The decisions to be made  🔒 Whether items will be considered in public or private , and why. This ensures transparency and accountability for residents and taxpayers. 📅 Advance notice of the above is given:  28 Days Before : Key decisions and meeting dates are published in the Forward Plan, available online and at the Civic Centre.  5 Days Before: A second notice is issued when the agenda is published (this notice)  ⚠️ Urgent Items: Additional notices may be issued if urgent decisions are added at short notice. 📜 Notice of meeting and any private business The London Borough of Hillingdon is a modern, transparent Council and through effective Cabinet governance, it seeks to ensure the decisions it takes are done so in public as far as possible. Much of the business on the agenda for this Cabinet meeting will be open to residents, the wider public and media to attend. However, there will be some business to be considered that contains, for example, confidential, commercially sensitive or personal information. Such busi ness is shown in Part 2 of the agenda and is considered in private. Further information on why this is the case can be sought from Democratic Services. This is formal notice under The Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012 to confirm that the Cabinet meeting to be held on: 22 October 2026 at 7pm in Committee Room 6 at the London Borough of Hillingdon will be held partly in private and that 28 clear days public notice of this meeting has been given. The reason for this is because the private (Part 2) reports listed on the agenda for the meeting will contain either confidential information or exempt information under Part 1 of Schedule 12A to the Local Government (Access to Information) Act 1985 (as amended) and that the public interest in withholding the information outweighs the public interest in disclosing it. An online and a hard copy notice at the C ivic Centre in Uxbridge indicates a number associated with each report with the reason why a particular decision will be taken in private under the categories set out below: (1) information relating to any individual (2) information which is likely to reveal the identity of an individual (3) information relating to the financial or business affairs of any particular person (including the authority holding that information) (4) information relating to any consultations or negotiations, or contemplated c onsultations or negotiations, in connection with any labour relations matter arising between the authority or a Minister of the Crown and employees of, or office holders under, the authority. (5) Information in respect of which a claim to legal profession al privilege could be maintained in legal proceedings. (6) Information which reveals that the authority proposes (a) to give under any enactment a notice under or by virtue of which requirements are imposed on a person; or (b) to make an order or direction under any enactment. (7) Information relating to any action taken or to be taken in connection with the prevention, investigation or prosecution of crime. 📜 Notice of any urgent business To ensure greater transparency in decision -making, 28 clear day s public notice of the decisions to be made both in public and private has been given for these agenda items. Any exceptions to this rule are the urgent business item on the agenda marked *. For such items it was impracticable to give sufficient notice for a variety of business and service reasons. The Chair of the relevant Committee has been notified in writing about such urgent business. 📜 Notice of any representations received regarding private reports For transparency reasons, there is a legal provision for public representations to be made to further query why a particular report is marked private (or Part 2) on the Cabinet agenda based on the reasons set out above - and for the Cabinet to respond to such representations. To provide maximum transparen cy, the Cabinet seeks to publish as much information in public as possible, and where matters are to be considered in private, it provides a public preview of such business on the agenda and makes any private decisions made public after the meeting. Democratic Services can confirm that no representations from the public have been received regarding this meeting at this time of notice relating to any private reports on the agenda. 📜 Date notice issued and of agenda publication 14 October 2026

_________________________________________________________________________ - Page 1 - Minutes & Decisions CABINET 7pm, Thursday, 17 September 2026 Meeting held at Committee Room 6 - Civic Centre, High Street, Uxbridge UB8 1UW Decisions published on: 18 September 2026 Decisions come into effect from: 5pm, 25 September 2026 or as stated Cabinet Members Present: Steve Tuckwell (Chair) Richard Mills (Vice-Chair) Eddie Lavery Susan O'Brien Wayne Bridges Nick Denys Other Members Present: Douglas Mills (Chief Whip - non-voting) Jan Sweeting Tony Eginton Kamal Preet Kaur Stuart Mathers Officers Present: Mark Braddock, Senior Democratic Services Manager Daniel Toohey, Monitoring Officer Dan Kennedy, Corporate Director of Residents Services Pete Carpenter, Interim Chief Finance Officer Sandra Taylor, Corporate Director of Adult Social Care & Health 1. APOLOGIES FOR ABSENCE Apologies were received from Council lor Adam Bennett, Cabinet Member for Community, Environment and Enforcement. Apologies were also received from the Chief Executive and Corporate Director of Children’s Services. 2. DECLARATIONS OF INTEREST IN MATTERS BEFORE THIS MEETING No interests were declared by Members present. 3. TO APPROVE THE MINUTES OF THE LAST CABINET MEETING The minutes of the Cabinet meeting held on 23 July 2026 were agreed as a correct record. _________________________________________________________________________ - Page 2 - 4. TO CONFIRM THAT THE ITEMS OF BUSINESS MARKED PART 1 WILL BE CONSIDERED IN PUBLIC AND THAT THE ITEMS OF BUSINESS MARKED PART 2 IN PRIVATE It was confirmed that items of business marked Part 1 would be considered in public and those marked Part 2 in private. 5. CABINET PRIORITIES 2026-2030 RESOLVED: That Cabinet: 1) Approves the Cabinet Priorities 2026 –2030, as set out in Appendix 1, to support the ambition of making Hillingdon an even better place to live, work and invest; 2) Commits the Council to service delivery against these priorities over the next four years, providing a clear direction for the emerging Council Plan, future policy, service delivery, organisational culture and communications; and 3) Agrees that the emerging Council Plan will establish a coordin ated framework for delivering the priorities and measuring progress, aligned with the Medium Term Financial Strategy and the Council’s business and budget planning arrangements. Reasons for decision The Leader of the Council introduced a report setting out the Administration’s and Cabinet’s six priorities for 2026 -2030: being easy to deal with, brilliant at the basics, putting residents first, delivering Hillingdon homes for Hillingdon people, supporting future generations and being open for business. He advised that the priorities provided a clear statement of direction for the Council over the next four years and reflected an ambition to make Hillingdon an even better place to live, work and invest. In presenting the report, the Leader explained that the priorities would be underpinned by sustainable economic growth, excellent public services, strong governance, financial resilience, investment in communities and an organisation fit for the future. He noted that ambition alone would not be sufficient and that, whilst the Council continue d to make progress on its improvement journey, rebuilding financial resilience and strengthening governance had to remain at the heart of everything the Council did. It was highlighted that growth, good governance, financial sustainability and service impr ovement were closely linked and that maintaining strong financial management, accountability and organisational capacity would be essential to delivering the priorities and protecting services for residents. The Leader fu rther advised that the emerging Co uncil Plan would translate the priorities into clear outcomes, actions, responsibilities and measures of success, aligned with the Medium Term Financial Strategy, transformation programme and _________________________________________________________________________ - Page 3 - service planning arrangements. He stressed the importance of ens uring a clear link between ambitions, resources, delivery and measurable outcomes. The Deputy Leader of the Council welcomed the report and noted that the priorities focused on delivering practical improvements that resid ents could see and experience in t heir daily lives, including cleaner and safer neighbourhoods, responsive services, affordable housing, opportunities for young people and economic investment. He stressed the importance of translating the priorities into measurable actions and outcomes and ensuring residents could see a direct connection between the Council’s priorities and improvements across the Borough. The Cabinet Member for Finance supported the report and welcomed the clear direction it provided, not ing that financial resilience and the careful allocation of resources would be fundamental to delivering the Council’s ambitions. The Cabinet Member also welcomed the accessible and straightforward nature of the priorities and their focus on outcomes for residents. The Corporate Director of Residents Services confirmed that officers would work closely with Cabinet to translate the priorities into service plans, outcomes and performance measures, ensuring a clear golden thread from the Council’s strategic priorities through to the work of individual services, teams and staff. Cabinet approved the Cabinet Priorities for 2026-2030. Alternative options considered and rejected Deferring approval, adopting a more detailed delivery plan at this stage, doing nothing, or ceasing activity were rej ected as they would have delayed agreement of the Cabinet’s priorities and hindered the Council's ability to provide a clear strategic direction for 2026-2030. Relevant Committee All Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Cabinet’s decisions on this matter can be called in by a majority of the Committee by 5pm, Friday 25 September 2026. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Chief Executive / Corporate Management Team Directorate All Directorates Classification Public - The report and any background papers relating to this decision by the Cabinet are available to view on the Council's website or by visiting the Civic Ce ntre, Uxbridge _________________________________________________________________________ - Page 4 - 6. CONSULTATION RESPONSE TO THE HEATHROW EXPANSION NATIONAL POLICY STATEMENT RESOLVED: That the Cabinet: 1) Note the consultation response on the Draft Heathrow Expansion National Policy Statement (Draft HENPS); 2) Authorise officers to continue engaging wit h the Department for Transport following the close of the consultation period (1 September 2026) to secure changes to the Draft HENPS in line with the Council's consultation response. Reasons for decision The Leader of the Cou ncil introduced a report set ting out the Council’s response to the Government’s consultation on the draft Heathrow Expansion National Policy Statement (HENPS). He reaffirmed the Council’s long -standing opposition to a third runway at Heathrow Airport, arguing that local communities had already experienced the impacts of airport growth through increased aircraft noise, traffic congestion, air pollution and environmental pressures, without seeing corresponding improvements in quality of life. In presenting t he report, the Leader questi oned the strength of the economic case being advanced in support of expansion and expressed concern that the significant impacts on residents and communities were not matched by a compelling justification for proceeding. He advised that, whilst the Council remained firmly opposed to expansion, it also had a responsibility to influence the policy framework that would govern any future decision by Government. The Leader highlighted concerns regarding the draft policy framework, no ting that its proposed tests relating to economic growth, air quality, noise and climate change lacked clear thresholds, safeguards and decision -making criteria. He emphasised the Council’s call for stronger protections, including clearer and enforceable tests, independent monitoring and accountability arrangements, improved mitigation and compensation measures, and the introduction of a fifth "community impact test" to ensure that the effects on local communities were given greater weight in the decision-making process. It was furth er noted that, should Government decide to proceed with expansion, Heathrow Airport should be required to meet a significantly higher standard of accountability and deliver tangible benefits for local communities affected by its operations. The Council’s r esponse therefore sought both to maintain its opposition to expansion and to secure stronger protections for residents should the proposal progress. The Corporate Director of Residents Services concurred with the approach, reiterating that the Council remained opposed to a third runway because the case for _________________________________________________________________________ - Page 5 - expansion had not been proven and the impacts on communities, health and the environment remained significant. He advised that officers would continue to engage with Government to seek stronger safeguards and protections for residents. Cabinet noted the Council’s response to the consultation and authorised officers to continue engaging with the Department for Transport and other stakeholders to seek improvements to the proposed policy framework. Alternative options considered and rejected Responding solely to oppose Heathrow expansion, or taking no action, were rejected as these approaches would have reduced the Council's ability to influence the emerging policy framework and secure appropriate safeguar ds for residents, communities and the environment. Relevant Committee Residents Services Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Cabinet’s decision (No.2) on this matter can be called in by a majority of t he Committee by 5pm, Friday 25 September 2026. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Ian Thynne Directorate Residents’ Services Classification Public - The report and any background papers relating to this decision by the Cabinet are available to view on the Council's website or by visiting the Civic Centre, Uxbridge 7. 2026/27 BETTER CARE FUND SECTION 75 AGREEMENT RESOLVED: That: 1) The London Borough of Hillin gdon enter into an agreement with West and North London Integrated Care Board (ICB) under section 75 of the National Health Service Act 2006 for the delivery of the Better Care Fund plan as described in the report from the 1 April 2026 to 31 March 2027 at a value of £76,342,227. 2) Authority be delegated to the Corporate Director of Adult Social Care and Health to amend the terms of the agreement with West and North London Integrated Care Board during 2026/27, in consultation with the Cabinet Member for Adults, Children, Health and Care. Reasons for decision The Cabinet Member for Adults, Children, Health and Care introduced a report seeking approval for the Council to enter into a Section 75 Agreement with the North West London Integrated Care Board to support delivery of the Better Care Fund Plan for 2026/27. She explained that the Better Care Fund was a long -established _________________________________________________________________________ - Page 6 - national programme designed to bring together NHS and local authority resources to improve health and wellbeing outcomes through integrate d services. Approval of the agreement was required to secure access to Better Care Fund funding and provide the legal framework for pooled budgets, joint commissioning, governance and financial management arrangements. In presenting the report, the Cabinet Member highlighted that th e agreement supported services aimed at helping residents remain independent for longer, reducing avoidable hospital admissions and supporting safe and timely hospital discharge. It was noted that the arrangements would support a range of integrated services including community equipment, reablement, bridging care, discharge - related support and step-down nursing provision. The Cabinet Member also clarified that approval of the agreement would not alter existing constitutional arrangements regarding the approval and allocation of Council resources. The Corporate Director of Adult Social Care and Health advised that the Better Care Fund Plan had already received national assurance and that the Section 75 Agreement was now required to formalise joint working a rrangements between the Council and NHS partners. She explained that the agreement established the legal basis for pooled funding and integrated service delivery and would also enable the Council to receive any additional Better Care Fund allocations made available during the year. The importance of partnership working between health and social care services to deliver joined-up support for residents was also explained. The Leader of the Council welcomed the report and noted tha t the agreement would help s trengthen collaboration between health and social care services, with a particular focus on prevention, maintaining independence and supporting residents to return home safely following hospital stays. He welcomed the scale of investment being brought together through the pooled arrangements and the benefits this would provide through more coordinated services for residents. Cabinet approved the Section 75 Agreement for 2026/27 and delegated authority for any subsequent amendments required during the term of the agreement. Alternative options considered and rejected Extending the agreement for multiple years, doing nothing, or ceasing activity were rejected as they would either commit the Council before national arrangements for future years were confirme d or risk non -compliance with Better Care Fund requirements and the associated funding that supports residents' independence and hospital discharge arrangements. Relevant Committee Children, Families, Health & Care Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Cabinet’s decisions on this matter can be called in by a majority of the Committee by 5pm, Friday 25 September 2026. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Gary Collier Directorate Adult Social Care & Health Classification Public - The report and any background papers relating _________________________________________________________________________ - Page 7 - to this decision by the Cabinet are available to view on the Council's website or by visiting the Civ ic Centre, Uxbridge 8. MONTHLY BUDGET MONITORING REPORT: MONTH 4 RESOLVED: That Cabinet: Revenue Monitoring 1. Note the forecast revenue underspend for the General Fund of £4.069m (a £1.288m underspend should all currently identified risks and opportunities materialise) and forecast for the Housing Revenue Account of a net nil variance to budget (after additional contribution to repayment of debt of £1.3m); 2. Approve the budget virement request to reflect a £40k additional grant from MOPAC / Met ropolitan Police with regard to the Local Safeguarding Partnerships Board and Safeguarding Adults Board and offset by corresponding increases in these approved budgets. 3. Accept a grant of £163,419 from NHS West and North London Integrated Care Board to fund infrastructure to support the continued implementation of Population Health Management, including staffing posts. 4. Note the continued progress in delivery of approved savings for the General Fund in 2026/27; 5. Approve acceptance of £262,350 of ringfenced grant funding from the Department for Education [DfE] to enable the London Borough of Hillingdon to participate in the Children's Social Care Improvement Teams [ CIT] Programme and provide sector -led improvement support to other local authorities requiring intervention or targeted improvement support. Capital Monitoring 6. Approve the following proposed changes to the General Fund Capital budgets: i) a budget virement, releasing £131k from the capital contingency budget to create a new project budget for the R uislip Scout Group building works and that this budget is subsequently released in order to fund the required works; ii) Accept a Department for Education (DfE) Best Start in Life Capital Grant for £88.0k in 2026/27 (and £89.8k / £91.5k in the _________________________________________________________________________ - Page 8 - following two years) for improvements to fa mily hubs - the capital BSIL grant is ring fenced to be used to improve Family Hub facilities across the borough to support the delivery of the Best Start in Life programme as per the statutory requirements; and iii) Accept the Depa rtment for Education (DfE) f unding of £10.710m being provided in place of the previously planned special free school and will be held as a capital grant unapplied until spent. 7. Subject to approval of the proposed changes above, note the General Fund and Housing Revenue Account capita l forecast capital underspends against budget of £31.745m and £3.835m respectively. Reasons for decision The Cabinet Member for Finance introduced the Month 4 Budget Monitoring Report . He highlighted that the Council had now e xperienced a sustained perio d of budget stability and thanked the Finance Team for their work in improving financial management and reporting. It was noted the successful implementation of the Council’s new Oracle Enterprise Performance Management (EPM) budget monitoring system, was providing managers with improved financial and workforce information to support budget oversight. In presenting the report, the Cabinet Member advised that the forecast position had improved significantly from the Month 2 posit ion, moving from a forecast overspend to a forecast underspend whilst retaining the Council’s £10m contingency provision. Although some financial risks remained, particularly around temporary accommodation and homelessness pressures, it was noted that the Council remained in a favour able position overall and continued to monitor these risks closely. Members were also advised of progress against the Council’s savings programme, with delivery continuing to improve against previous forecasts. The Cabinet Memb er reported that the Housing Revenue Account remained stable, whilst noting increased demand pressures within the Dedicated Schools Grant High Needs Block, largely driven by increased Education, Health and Care Plan applications. It was further reported that the capital programme con tinued to experience slippage against forecast expenditure, with a number of projects remaining at an early stage of development and therefore likely to require reprofiling into future years. The Interim Chief Finance Officer w elcomed the improved stabili ty now being achieved through the new financial monitoring arrangements and advised that maintaining a stable financial position during the remainder of the year would provide a stronger foundation for development of the Council’s future budgets. He also noted the importance of continuing to seek and secure external grant funding opportunities wherever available. _________________________________________________________________________ - Page 9 - The Leader of the Council welcomed the positive direction of travel reflected in the report, including the improved r evenue position and progress against savings targets, but emphasised the need for continued financial discipline and delivery. He noted that risks remained and stressed the importance of maintaining strong financial management and ensuring that planned savings and capital programme commitments were delivered. Cabinet approved the recommendations within the report and noted the circulation of a revised Appendix A containing a more detailed savings tracker, which would be published on the Council’s website. Alternative options considered and rejected Not approving the capital roll-forward requests was rejected as the funding relates to committed schemes and essential projects that support the delivery of the Council's priorities. No alternative options were presented in relation to th e revenue budget monitoring forecasts, although Cabinet noted services would continue to identify mitigating actions to address forecast variances. Relevant Committee Audit, Finance & Performance Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Cabinet’s decisions on this matter can be called in by a majority of the Committee by 5pm, Friday 25 September 2026. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Pete Carpenter / Matt Davis / Andy Goodwin Directorate Finance Classification Public - The report and any background papers relating to this decision by the Cabinet are available to view on the Council's website or by visiting the Civic Centr e, Uxbridge. This report was issued under urgency provisions and agreed by the Chair to be considered. 9. PUBLIC PREVIEW OF CONFIDENTIAL REPORTS RESOLVED: That Cabinet note the reports to be considered later in private and Part 2 of the Cabinet agenda and comment on th em as appropriate for public information purposes. Reasons for decision The Leader of the Council introduced the public preview report outlining items to be considered in private later in the meeting. Alternative options considered and rejected As set out in the public Cabinet report and also within the private report. _________________________________________________________________________ - Page 10 - Relevant Committee N/A Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) This matter is not for call-in, as noting only. Officer(s) to action Mark Braddock Directorate Chief Executive’s Office Classification Public - The report and any background papers relating to this decision by the Cabinet are available to view on the Council's website or by visiting the Civic Centre, Uxbridge. 10. WEST LONDON CORONER – JOINT ARRANGEMENTS RESOLVED: That Cabinet: 1) Agree Hillingdon Council’s participation in the proposed transfer of Metropolitan Police Service Coroner Officers into employment by the London Borough of Hammersmith & Fulham, acting a s lead authority and lead employer on behalf of the West London Coroner’s Court Consortium, following satisfactory legal, financial, HR and governance due diligence. 2) Note the proposed funding profile, including full Metropolitan Police Service funding in 2026/27 and 2027/28, tapered funding in 2028/29 and 2029/30, and the estimated Hillingdon share of future consortium costs from 2028/29 onwards. 3) Approve the Council entering into the consortium, and the funding and transition arrangements required to supp ort the transfer, on the basis that the London Borough of Hammersmith & Fulham has confirmed it will act as lead authority and lead employer, that the current population - based cost -sharing formula will continue to apply, and that future employment-related liabilities will be shared across consortium authorities at the prevailing sharing ratio, subject to final Legal, Finance and HR sign-off on the documentation. 4) Delegate authority to the Corporate Director of Adult Social Care and Health, in consultation with the Cabinet Member for Residents' Services, the Corporate Director of Finance and the Monitoring Officer, to negotiate, finalise, approve and execute any agreements, deeds, variations, consortium arrangements and ancillary documentation required to im plement the transfer and take any further decisions required t o give effect to the decisions in this report on behalf of the Council. _________________________________________________________________________ - Page 11 - Reason for decision Cabinet agreed Hillingdon's participation in the West London Coroner's Court consortium arrangements in response to the Metropolitan Police Service's planned withdrawal from providing Coroner Officer staffing. The Cabinet Member for Residents Services advised that this would help secure the continued delivery of coronial services across West London and establish a shared governance and funding arrangement going forward. Alternative options considered and rejected Not supporting approval of the arrangements, approving without conditions, doing nothing, or ceasing activity were rejected as they would have increased the risk of service disruption, unresolved liabilities and delays to the transfer of coronial services - a statutory function which must be maintained. Relevant Committee Residents’ Services Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Cabinet’s decisions on thi s matter can be called in by a majority of the Committee by 5pm, Friday 25 September 2026. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Jan Major Directorate Adult Social Care & Health Classification Private - Whilst the Cabinet's decisions above are always made public, the officer report relating to this matter is not because it was considered in the private part of the meeting and contained info rmation relating to the financial or business affairs of any p articular person (including the Authority holding that information) and the public interest in withholding the information outweighed the public interest in disclosing it in accordance with Sect ion 100(A) and paragraph 3 of Part 1 of Schedule 12 (A) to the Local Government Act 1972 (as amended). 11. DISPOSAL OF FORMER SEA CADETS HUT, WATERSPLASH LANE, HAYES RESOLVED: That Cabinet: 1) Approves the disposal of the former Sea Cadets Hut , Watersplash Lane, Hayes, via private treaty sale. 2) Notes th at the disposal will remove a long -term liability and put the premises into active use thereby reducing future risks of antisocial behaviour. 3) Delegates authority to the Corporate Director of Resi dents Services, in consultation with the Cabinet Member for Planning, Housing and Property, to agree the sale and final sale terms and any further decisions required on the disposal. _________________________________________________________________________ - Page 12 - Reasons for decision Cabinet agreed to dispose of the former Sea Cadets Hut, Watersplash Lane, as the property had been vacant and redundant for over 15 years. The Cabinet Member for Planning, Housing and Property advised that there was no operational need that had been identified for its retention, and disposal would generat e a capital receipt, remove ongoing management and security costs, and bring the site back into beneficial use, reducing the risk of antisocial behaviour. Alternative options considered and rejected Redeveloping the site for affordable housing, submittin g a revised planning application, selling the property by au ction, repurposing it for another Council service, doing nothing, or ceasing activity were rejected as they were either not financially viable, offered less value, lacked service demand, or would have allowed the property to continue deteriorating and attract antisocial behaviour. Relevant Committee Corporate Resources & Infrastructure Expiry date for any scrutiny call-in / date decision can be implemented (if no call-in) Cabinet’s decisions on t his matter can be called in by a majority of the Committee b y 5pm, Friday 25 September 2026. If not called -in by then, Cabinet’s decisions can then be implemented. Officer(s) to action Richard Mortimer Directorate Residents Services Classification Private - Whilst the Cabinet's decisions above are always made public, the officer report relating to this matter is not because it was considered in the private part of the meeting and contained information relating to the financial or business affairs of any particular person (including the Authority holding that information) and the public interest in withholding the information outweighed the public interest in disclosing it in accordance with Section 100(A) and paragraph 3 of Part 1 of Schedule 12 (A) to th e Local Government Act 1972 (as amended). 12. ANY OTHER ITEMS THE CHAIRMAN AGREES ARE RELEVANT OR URGENT There were no urgent items. The meeting closed at 7.36pm Internal Use only* Implementation of decisions & scrutiny call-in When can these decisions be implemented by officers? Officers can imple ment Cabinet’s decisions in these minutes only from the expiry of the scrutiny call -in period, unless otherwise stated in the minutes above, which is: 5pm, Friday 25 September 2026 _________________________________________________________________________ - Page 13 - However, this is subject to the decision not being called in by Councillors on the relevant Committee. Upon receipt of a valid call -in request, Democratic Services will immediately advise the relevant officer(s) and the Cabinet decision must then be put on hold. Councillor scrutiny call-in of these decisions Councillors on th e relevant Committee shown in these minutes for the relevant decision made may request to call- in that decision. The call -in request must be before the expiry of the scrutiny call-in period above. Councillors should use the Scrutiny Call-in App (link below) on their devices to initiate any call -in request. Further advice can be sought from Democratic Services if required: Scrutiny Call-In - Power Apps (secure) Notice These decisions have been taken under The Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012. This Cabinet meeting was also broadcast live on the Council’s YouTube channel here for wider resident engagement. Please note that these minutes and decisions are the definitive record of proceeding s by the Council of this meeting. If you would like further information about the decisions of the Cabinet, please contact the Council below: democratic@hillingdon.gov.uk Democratic Services: 01895 250636 Media enquiries: 01895 250403

Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Garden Waste Service Review and Future Design Options Cabinet Member Lead Cabinet Member for Residents Services (Cllr Bridges) Consulting Cabinet Member Cabinet Member for Finance (Cllr Lavery) Chief Officer responsible Corporate Director of Residents Services Report author Chris Wheeler, Director of Environment Report classification and reason Public For General Release Relevant Committee Residents' Services Electoral Ward All Wards 1. Executive Summary As set out in paragraph 9 of the Council’s February 2026 budget report, the Government’s revised funding formula will be phased in over three years. As a result, Hillingdon will not receive £65m of assessed Government funding over the next two years, leaving the Council to meet the short- fall. After identifying this funding gap, in July 2025 the Council introduced a charge for residents who wished to continue using the Garden Waste collection service. This replaced the universal free service, under which all residents subsidised users regardless of whether they used or could use it. The change ensures that service users contribute directly towards its delivery costs. Around 23,000 residents signed up to the service and the Council’s first annual renewal is under- way, starting in April 2026. At the time of writing the Council is on track to retaining approximately the same number of subscribers at a rate of £77 per year. The service operates for 50 weeks of the year, being weekly for 9 months of the year and fortnightly over the winter with a service gap over the Christmas weeks. Given the introduction of the charge for the service and the fact that the council needs to replace its fleet of Refuse Collection Vehicles (RCVs) , it is an appropriate time for the council to review the service design options and make recommendations for future service delivery. In doing this review, the Council has explored best practice, charging approaches and safety in making service change recommendations These are expected to result in improved satisfaction, improved participation, lower operating costs, increased net contributions towards the cost of the service from users (reducing the subsidy non-users contribute to the cost of the service), improve safety, reduced vehicle journeys and associated emissions, reduced missed collections and im- provements in the capture of green waste. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 2. Recommendation(s) That the Cabinet: 1) Note the need for changes to the existing Garden Waste Service to increase recy- cling rates further and ensure best use of public resources. 2) Agree that the Garden Waste Service moves to a consistent fortnightly service for the entire year with 25 collections per year, starting from April 2027; 3) Agree that the service be delivered via wheeled bins; 4) Agree that charges be set on a per bin basis and in the first year at £69 per bin, representing a £8 reduction in charges for entry level (one bin) residents with a charge of £69 for each additional bin; 5) Agree to hire sufficient appropriate vehicles to deliver a bin-based service until such time as suitable Refuse Collection Vehicles (RCVs) with bin lifting equipment are procured (noting an industry 18-to-24-month delivery timescale); 6) Agree the commencement of a procurement exercise for the required replacement of refuse collection vehicles (RCVs) to provide this service, noting any associated capital release will be requested once the procurement exercise has completed; 7) Agree the commencement of a procurement exercise for 40,000 bins and their d e- livery at a value of circa £1.2m, noting this will provide for all existing residents who subscribe, allow some growth and retain a stock for future replacement and growth; 8) Approve a budget virement from the Council’s Capital Contingency budget of £1.2m to create a new capital programme for the purchase of Garden Wheeled Bins and approve the capital release of £1.2m from the newly created capital programme for Garden Wheeled Bins. 9) Delegate authority to the Corporate Director of Residents Services, in consultation with the Cabinet Member for Residents Services, to: a. award the green waste bin contract via a compliant procurement framework; b. finalise the bins design, including colour wording and logo; c. agree and put in place the necessary operational policy framework around wheeled bins, such as property suitability, charges for replacements and placement for collection. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 3. Reasons for decision The revised service approach is expected to result in improved satisfaction, improved participa- tion, lower operating costs, increased net contributions towards the cost of the service from users (reducing the subsidy non- users contribute to the cost of the service), improve safety, reduce d vehicle journeys and associated emissions and improved capture of green waste. Under the cur- rent model, at the time of writing, Hillingdon has 23, 105 subscribers bringing in a revenue of £1,779,085.00 so far in year 26/27. We are expecting subscribers to increase further with some demand expected from new subscribers in Autumn leaf fall season. The distribution of the service is concentrated more densely in wards with more garden spaces available for residents. The Wards with the most subscribers include Northwood, Ruislip, Harefield and Eastcote which are the wards that contain more properties with private gardens for residents. Subscribers by Ward as of the 6 th of October 2026. Ward No. of Sub- scriptions Total Paid Belmore 604 £46,508.00 Charville 642 £49,434.00 Colham & Cowley 939 £72,303.00 Eastcote 2857 £219,989.00 Harefield Village 401 £30,877.00 Hayes Town 393 £30,261.00 Heathrow Villages 417 £32,109.00 Hillingdon East 1251 £96,327.00 Hillingdon West 702 £54,054.00 Ickenham & South Harefield 2121 £163,317.00 Northwood 1594 £122,738.00 Northwood Hills 1805 £138,985.00 Pinkwell 586 £45,122.00 Ruislip 2555 £196,735.00 Ruislip Manor 1358 £104,566.00 South Ruislip 1636 £125,972.00 Uxbridge 1025 £78,925.00 West Drayton 743 £57,211.00 Wood End 689 £53,053.00 Yeading 472 £36,344.00 Yiewsley 315 £24,255.00 Grand Total 23105 £1,779,085.00 Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 4. Proposal 1. Container Options The service is currently weekly except over winter and collected from using re- usable sacks for residents to fill with their green waste. Individual sacks are 90ltrs, which means in season these sacks can become overloaded and have been known to be well ov er 30kgs and in some cases they cannot be safely lifted by staff or residents. The sack-based approach, except in cases where a specific property circumstance preclude the use of a bin, was in widespread use across the country for a time but has been increasingly removed due to service issues and issues relating to dangers of manual handling and injuries to both residents and the public. Bins for a garden waste service, with property level exceptions, is now the predominant delivery method. In addition to the challenges with using and lifting sacks, there are other issues with sacks: • They are often dragged through properties and to collection points, resulting in rapid wear and regular replacement. • When empty they are easily blown by the wind, again resulting in loss and requiring regular replacement. • They are easily misappropriated and can be repurposed. • When in use they cannot be easily stacked and therefore take up a large amount of space, compared to a bin. This can be a significant challenge in some properties and may result in sacks being stored for collection for extended periods on the public highway. We also experience sacks blocking pavements on a regular basis. • They are difficult to use for more woody and twigged garden waste, requiring much more work for the householder to ensure their garden waste is contained within the sack. • As the current sacks have been in use for a number of years, and some customers have retained their original free to use sacks, whilst not subscribing, a change to bins will reduce the risk of unpaid service use. • Bins are more visible to the crews, reducing missed collections • Sacks require tags to be sent every year at an approximate cost of £100k per annum to show subscribers. Bin based controls will not be needed in year 1 as only subscribers will have them and be significantly cheaper going forward and this forms part of the efficiencies set out in the finance section. In contrast, bins remove these issues almost entirely, being less restrictive in terms of weight, the volume is much more useable and allows better compaction, there is no lifting or carrying and can be moved easily around the property even when full. They have a fixed and smaller footprint. They have proved popular in use across the country and there are examples where a shift from bags to bins increased participation and capture of green waste. The Council would acknowledge, however , that bins are a functional piece of equipment and some residents will never appreciate the aesthetic impact they may bring to some locations. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Crucially, however, the container choice, especially a choice to retain sacks will limit service de- sign options in terms of frequency for safety reasons. The recommended approach is to adopt 240ltr bins, which have a similar capacity in volume terms to 3 sacks. This will require vehicles with bin lifting equipment which have a long lead time. In the interim 6 hire vehicles will be brought in, the cost of which is intended to be primarily offset by the disposal of the current aged fleet used in this service. Additionally, to suppor t this, the first year net costs of hire are reflected within the medium term financial strategy 2. Frequency Options Should a move to bins be agreed, this opens up the ability to consider a change to a fortnightly all year service collection. This is the predominant model in use throughout the country. The choices are therefore: 1. Weekly from sacks, fortnightly over the 3 month winter period (do nothing) 2. Weekly from bins, fortnightly over the 3 month winter period (additional cost of bins) 3. Fortnightly from bins throughout the year – RECOMMENDED The nature of bins means that they can contain more material and weight than a similar volume of sacks, mitigating a longer service gap. 3. Christmas Shutdown Nearly all local authority garden waste services have a break over the Christmas period. This recognises the lower levels of garden material at this time of the year, as leaf fall is completed, there is very limited growth and limited gardening activity. In January 2026 we saw a total of 146 tonnes of green waste collected. When compared to the peak month of September 2025 of 640 tonnes, we can see that demand is reduced to less than a quarter of the peak growing season and indicates there is plenty of capacity to store what limited green waste is produced for a longer time between collections in this period. A break around Christmas also releases some resource to support seasonal peaks in refuse and recycling generation, and provide cover for a period when sickness, through seasonal cold and flu, are likely to be higher. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public There are different options available, there are some authorities that have no break and some that will break for the winter period – 2 or 3 months. Given our historic provision we consider there are three realistic options: I. 25 collections per year (two week break over Christmas) – RECOMMENDED II. 24 collections per year (four week break over Christmas) III. 23 collections per year (6 week break over Christmas, effectively Christmas and all of January) 4. Pricing Options A move to a fortnightly collection from bins provides a number of operational efficiencies, reducing the number of trucks and crews required to complete the work by approximately a third over current arrangements. This allows some flexibility in pricing approaches. In addition, we need to recognise that Hillingdon is only into its second year of a charged for scheme and as such it is still finding a natural level of subscribers. At this early stage in charged provision it is important to build a strong customer base, to ensure good round efficiency (man- aging costs for the benefits of all residents using the service), to divert a good level of green waste away from other waste streams and balance demand on and traffic to our Household Waste Re- cycling Centres, such as New Year Green Lane in Harefield. Our current approach is to allow either 3 or 6 sacks for the same price. This would be the equiv- alent of 1 or 2 bins. Approximately 7,000 current subscribers have 6 bags. There are a small number of authorities that use a single service charge approach, rather than a per container approach and this can be problematic over time, in that additional containers are increasingly shared which reduces income and increases effective subsidy from the general tax- payer to support the service. It is predominant across local authorities to charge on a p er bin basis. Discounting is also applied in some authorities, usually based upon access to prescribed benefits. Hillingdon does not currently offer concessions. In the immediate surrounding area to Hillingdon, a range of charging and collection approaches are applied for green waste collections, as follows: Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Location Cost for 1st bin Cost for an- other Collections Discount? Other? St Albans £69 £114 Fortnightly  £30 for those on Council Tax Support Hounslow  £75 £75 Fortnightly  £37.5 for those on Council Tax Support Spelthorne £80 £45 Fortnightly  N/A Bin costs £30 to resi- dent Ealing £75 £50 Fortnightly  £50 for concession- ary.  Discount if subscribe part way through year.  Three Rivers £72.5 £117.50 Fortnightly  £62.50 for certain benefits Discount if subscribe part way through year.  Hillingdon (Proposed) £69 £69 Fortnightly N/A It is clear a per bin approach is standard with differing approaches on relative charges for 1st and 2nd (or more) bins. There are unlimited combinations and price levels available. The recommendation at this stage is to go to a per bin model, allow an unlimited number of bins and charge £69 per bin with no concessions (in line with the current concession approach). A per bin approach reflects a choice by the resident over the level of use of the service they want. Some residents currently with 6 bags will purchase 2 or more bins, others will choose one and occa- sionally use other facilities when needed, such as New Years Green Lane. This reflects a reduction of price over current base services due to improved operating cost effi- ciency and is also there to minimise financial barriers to entry and allowing a potential growth in numbers increasing the possibility of greater sign-ups and associated capture of green waste. 5. Timescales For the proposed service change we need a new fleet of 6 vehicles fitted with bin lifting equipment. The lead times on vehicles are very long at 18-to-24 months, and this is the main factor to consider in service redesign However, as this is a relatively small fleet and will use standard vehicles, we can hire sufficient vehicles to operate the service and move as early as April 2027 with the core fleet being procured and replacing the hire fleet at the earliest possible time, likely to be at least a year after service change. Bins have a much shorter order cycle, so we do not anticipate an issue with getting supplies. There is the challenge of a bespoke (by customer) delivery process, however in relation to this and also receiving bin stocks, we have excellent mitigation as we can ask customers to continue to use their sacks if there are any delivery delays with bins. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 6. Summary of options and proposal There are two options for containers, this includes the current sacks or bins. If sacks are retained, we will need to maintain weekly collections for 9 months of the year as a fortnightly cycle on sacks would result in more sacks being too heavy to safely lift outside of the winter period. If bins are chosen (recommended) the council can choose either to keep the current schedules (not recommended) or move to a fortnightly service (recommended) For Christmas, there are limited benefits from collections over the winter period, with a lot of travel and emissions for very little benefit in terms of captured material, that can be held conveniently within bins. There are choices not to have a break, have a two-week break (recommended), have a four-week break or a longer break. For pricing there are almost unlimited pricing structures available. The recommended approach is to charge per bin and to reflect the efficiency of fortnightly working in the base price which is recommended at £69 per bin. 7. New software implementation The service is currently in the process of procuring new in- cab software. The new software will be specified to provide enhanced functionality compared with the Council's current system, in- cluding route optimisation, real -time service updates, assisted collection management, vehicle tracking, crew messaging and improved reporting capability. These enhancements are expected to improve operational efficiency, reduce the number of missed collections and provide a better customer experience for residents. The transition period is scheduled to begin in April 2027, once the new rounds have settled the service will commence implementing the new system, seeking to dual operate systems until April 2028. The transition period will also include system testing, staff training, data validation and par- allel operational monitoring to ensure the new platform is fully functional before becoming the primary operational system. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 5. Corporate implications Financial (mandatory) Y Equalities Y Legal (mandatory) Y Workforce Alternative options (mandatory) Y Public Health Risk management (mandatory) Y External partners Heathrow Expansion Y Communications Asset Committee comments Procurement & contract social value Y Digital Planning Climate Change a) Financial The proposed move to a fortnightly, wheeled bin- based Garden Waste Service is expected to deliver recurring annual savings of approximately £0.8m compared to the current service model. This saving will form part of the councils MTFS savings for 27/28 and beyond. Based on current subscription levels, this would reduce the net cost of the service from approxi- mately £0.9m to £0.1m per annum, significantly improving the financial sustainability of the ser- vice and reducing the level of subsidy borne by the wider Council taxpayer. The proposal requires the procurement of approximately 40,000 wheeled bins at an estimated capital cost of £1.2m, with the investment expected to be substantially recovered through ongoing operational efficiencies. A separate capital approval will be sough t for the future replacement of refuse collection vehicles following completion of the procurement exercise. An estimate of the cost and timing of acquiring these vehicles will be built into the medium-term financial strategy to be approved by Council in February 2027. Customer numbers do change positively and negatively over time for a variety of reasons and numbers can increase which may reduce the subsidy further. Equally there remains a risk to income should subscription levels reduce following implementation . The lower operating cost base and industry-standard service model are expected to strengthen the long-term financial re- silience of the service. In relation to capital, costs will be driven by a combination of the core bins and the associated delivery of those bins direct to customers. A compliant framework tender exercise is planned as set out below in the procurement section and is expected to deliver gross costs in the region of £1m to £1.2m, with approximately 70%-80% of the cost representing the cost of the bins. Conse- quently, a recommendation is included to create a new capital programme from the council’s Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public contingency with capital release sought from the new programme at a value of £1.2m in order to expedite the tender process and award. b) Legal The Council's duties and powers in relation to household waste collection are contained in the Environmental Protection Act 1990 ("EPA 1990"). Section 45 of the EPA 1990 requires the Council, as a waste collection authority, to arrange for the collection of household waste and provides discretion as to the frequency of collection and the receptacles to be used for that purpose. Section 46 of the EPA 1990 enables the Council to specify the number, size, construction and type of receptacles to be used by residents for the storage and presentation of household waste and recyclable waste, as well as to determine where receptacles should be placed for collection. The Council is also empowered under Schedule 1 to the Controlled Waste (England and Wales) Regulations 2012 to make a reasonable charge for the collection of garden waste. Accordingly, Cabinet may determine both the proposed charging structure and the operational arrangements for the collection service. The recommendations within this report include the procurement of wheeled bins and the future procurement of replacement refuse collection vehicles. Any procurement exercise undertaken pursuant to the recommendations must be conducted in accordance with the Council's Contract Standing Orders and the requirements of the Procurement Act 2023 and associated legislation. The proposed procurements are intended to be undertaken via compliant framework arrange- ments. Prior to any contract award, officers must be satisfied that the relevant framework remains suitable and available for use by the Council, that the proposed procurement falls within its scope and that all applicable framework and governance requirements have been complied with. The proposed framework routes provide access to pre-qualified suppliers and established contractual terms, supporting value for money, reducing procurement timescales and mitigating procurement risk. The proposed delegation to the Corporate Director of Residents Services, in consultation with the Cabinet Member for Residents Services, to award the bin contract is legally permissible provided the procurement process has been conducted lawfully and in accordance with the Council's con- stitutional requirements. Any contracts entered into as a result of the proposed procurements should contain provisions appropriate to the value and risk profile of the arrangements, including performance standards, delivery obligations, insurance, liability and termination provisions. In exercising its decision- making functions, Cabinet must have due regard to its Public Sector Equality Duty under section 149 of the Equality Act 2010. Members should have regard to the Equalities Impact Assessment screening set out within the report and be satisfied that appropriate Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public mitigation measures, including alternative collection arrangements for unsuitable properties and assisted collections for eligible residents, remain available. Subject to Members being satisfied that the proposals represent a reasonable and proportionate exercise of the Council's statutory powers and are supported by the financial and operational considerations set out in the report, there are no specific legal impediments to Cabinet approving the recommendations. c) Alternative options There are extensive alternatives and options set out within the body of the report. These include the container type, frequency of collections, arrangements for Christmas and pricing approaches. d) Risk management Risk Mitigation Vehicles not available Early engagement with hire vehicle suppliers Containers not arriving in time The council has in built mitigation with sacks being able to be used until bins are delivered Delivery Delays for bins The council has in built mitigation with sacks being able to be used until bins are delivered Customer loss, due to bin - based service Strong communications, explaining the change and the ben- efits of bins. Software development The service will have access to the current software until April 2028 to build in contingency with the new in-cab software for a phased approach to implementation. e) Procurement Subject to cabinet approval, procurements will be undertaken via compliant procurement frame- works detailed below as set out in recommendations 6 and 7. Recommendation 6 The proposed procurement will be undertaken through The Procurement Partnership (TPPL), which provides a compliant route to market for the acquisition of refuse collection vehicles and associated fleet requirements. The framework has been established through a competitive pro- curement process and enables local authorities to access pre- qualified suppliers, standardised terms and conditions, and sector-specific expertise, reducing procurement timescales and admin- istrative burden. The framework offers an efficient mechanism for procuring specialist waste col- lection vehicles while ensuring compliance with public procurement legislation. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public The framework approach provides commercial benefits through nationally negotiated arrange- ments, established contract terms and a streamlined award process. It also enables consideration of wider policy objectives, including carbon reduction and fleet decarbonisation opportunities. As part of the procurement exercise, officers will assess vehicle specification requirements, opera- tional performance, maintenance arrangements, delivery timescales and whole life costs to en- sure the most economically advantageous outcome is secured for the Council. Recommendation 7 The proposed procurements are to be undertaken through YPO Framework 1185 – Refuse and Recycling Products, Lot 3 (Plastic Wheeled Bins – 2 Wheeled). The framework commenced on 1 April 2025 and expires on 31 March 2029, providing a compliant route to market for the supply of domestic wheeled bins and associated products, enabling the Council to select the procurement approach that best delivers value for money and meets operational requirements. The framework has been established through a competitive procurement process and includes a range of pre-qualified suppliers capable of supplying 2 wheeled plastic bins. Suppliers appointed to Lot 3 include Weber UK Ltd, Contenur UK Ltd, Craemer UK Ltd, ES E World Ltd, IPL Plastics (UK) Ltd, SSI Schaefer Plastics UK Ltd, providing a competitive marketplace and ensuring resili- ence within the supply chain. The framework incorporates pre-agreed terms and conditions, reducing procurement timescales and minimising commercial risk to the Council. A Further Competition approach is being under- taken to evaluate suppliers against local requirements, including price, quality, delivery arrange- ments, customer service and social value commitments. Use of the framework supports compliance with public procurement requirements whilst securing access to nationally negotiated pricing and established suppliers. The YPO framework evaluation methodology applies weightings of 40% cost, 20% quality, 20% deliv ery and customer service, and 20% social value, ensuring that both commercial and wider social value outcomes are con- sidered when awarding contracts. The framework therefore provides the Council with a robust and compliant mechanism for procuring replacement and additional wheeled bins required to support refuse and recycling service delivery. f) Equalities An Equality Impact Assessment (EQIA) screening has been undertaken in relation to the pro- posed changes to the Garden Waste Collection Service. The proposal relates to changes in ser- vice design, including the introduction of wheeled bins as the primary collection container, a move to a consistent fortnightly collection frequency throughout the year, and revised charging arrange- ments on a per-bin basis. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public The proposal does not remove access to the Garden Waste Collection Service. Residents who wish to subscribe to the service will continue to be able to do so. Where a property is unsuitable for the use of a wheeled bin, alternative sack -based arrangements will continue to be available. In addition, the Council's existing assisted collection service will remain available for residents who are unable to present their containers due to age, disability or other qualifying circum- stances. The introduction of wheeled bins is expected to deliver a number of benefits, including improved health and safety through the reduction of manual handling, easier container movement for resi- dents, improved containment of garden waste, and reduced incidenc es of lost or damaged con- tainers and reduced missed collections. Having considered the nature of the proposal and the mitigation measures available, our assess- ment concluded that the changes are not expected to result in a disproportionate adverse impact on persons who share a protected characteristic under the Equality Act 2010. Access to the ser- vice will remain available, reasonable adjustments and alternative col lection arrangements will continue to be provided where required, and no group will be excluded from participating in the service as a result of these changes. Accordingly, it is considered that a full Equality Impact Assessment is not required. g) Heathrow expansion There are 4428 households south of the M4 and therefore predominantly within the proposed Heathrow expansion area. Of these, 403 currently subscribe to a garden waste collection service. Large changes to population and housing has the effect across all waste services including gar- den waste of ultimately requiring major service rerouting and design across the borough due to a ripple effect on productivity. This is an ongoing risk and it should be noted that rerouting exercises typically take around 6-12 months to deliver due to the need to undertake detailed design, testing, crew training, resident communication and roll out. It may also reduce garden waste income for this service which may result in increased charges for other service users. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 6. Delivering the Cabinet’s Priorities 2026-2030 The Council’s ambition is to make Hillingdon an even better place to live, work and invest. This report supports the delivery of the following Cabinet Priorities: 1 Being easy to deal with Y Moving to wheeled bins will make the ser- vice easier to use for residents 2 Being brilliant at the basics Y This report supports the Brilliant at the Ba- sics priority by improving the design of the garden waste service to be in line with best practice. 3 Putting our residents first Y The proposals will deliver a fairer service for all residents, setting out that the sub- scription income will mostly cover the cost of the service. The service proposals will deliver a financially sustainable s ervice, commencing at a lower level when com- pared to 2026/27 charges. 4 Delivering Hillingdon homes for Hillingdon people N/A 5 Supporting future generations Y The experience of moving to a wheeled bin collection service for green waste in other local authorities has found recycling rates have increased. 6 Being open for business N/A 7. Consultation & Engagement As the Garden Waste Collection Service is a discretionary, chargeable service and the proposal concerns changes to the operational method of service delivery rather than the withdrawal of the service, it is not proposed to undertake a public consultation. The proposed service model reflects established practice across the local government sector, where wheeled bins and fortnightly garden waste collections represent the predominant operating model. The Council has assessed operational, financial, environment al and health and safety considerations, alongside the availability of alternative arrangements for residents who cannot accommodate wheeled bins. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Subject to approval, the Council will undertake a comprehensive communications programme prior to implementation to ensure existing and prospective subscribers are informed of the changes, implementation timetable, eligibility criteria, alternative collect ion arrangements and support available through the assisted collection service. 8. Timetable for implementation If approved the service change will be targeted for implementation by April 2027. There are a number of critical elements around design, bin and hire vehicle requirement and data manage- ment. A detailed project plan with all key stakeholders will be appropriately resourced and deliv- ered. The timeline is challenging but achievable and mitigation exists in a s hort extension of the current operational approach should this be required. List of appendices attached Capital Release Appendix List of Background Papers Cabinet / Council budget report – February 2026 Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Capital Release Appendix General Fund Capital Contingency 2026/27: Garden Waste Wheeled Bins Location Project / Ex- penditure Ti- tle Information Funds Release Sought £000’s Approve Hold More Information Required Borough Wide Garden Waste Ser- vice Change Garden Waste Wheeled Bins – purchase and delivery of bins 1,200 Total seeking release 1,200 Previously released 131 Budget 6,979 Remaining budget 5,648

Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 - Public Consultation of the reconfiguration of the Family Hub Service Cabinet Member Lead Cabinet Member for Adults, Children, Health & Care (Cllr O'Brien) Chief Officer responsible Corporate Director of Children's Services Report author Antony Madden Report classification and reason Public For General Release Relevant Committee Children, Families, Health & Care Electoral Ward All Wards 1. Executive Summary This report seeks approval to consult on a proposed reconfiguration of Hillingdon’s Family Hub and Children’s Centre service. The proposal aligns with the Governments' Best Start in Life framework and the Council’s Best Start in Life strategy and integrated support for families from pregnancy to age 19, extending to age 25 where a young person has SEND. Hillingdon currently operates four Family Hubs and nine Children’s Centre sites. The preferred model would retain the hubs at Uxbridge, Hayes, South Ruislip and West Drayton; consult on additional Family Hub provision by converting Yiewsley, Yeading and Pinkwell children cent res as well as a new site located in Hayes Town; and organise delivery through three localities and six education-aligned clusters covering all 21 wards. The Hayes Town site remains subject to suitable premises, due diligence and affordability. Consultation would also cover the proposed closure of Cherry Lane, Charville, Harefield, Coteford and Oak Farm as Children’s Centre delivery sites, and the potential repurposing of Colham Manor as a Child Health Hub subject to negotiations with the Integrated Care Board. No closure or material change would take effect before consultation, final decision, expiry of relevant notices and operation of suitable replacement access arrangements. The model is not primarily an estate change. It would distinguish formal Network Sites, providing regular identifiable provision, from flexible outreach venues. Current evidence records 1,957 families supported through outreach during 2025/26, providing a foundation for expanded, responsive community delivery. A six-week consultation is proposed from November 2026, with findings, a service-change EqIA, reconciled business case and final recommendations returning to Cabinet before any final decision is made. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 - Public 2. Recommendation(s) That Cabinet: 1) Approves public consultation on the proposed reconfiguration of the Family Hub and Children's Centre service, based on three localities and six education -aligned clusters covering all 21 wards and supported through Family Hubs, Network Sites and expanded outreach provision. 2) Approves consultation on the proposed Family Hub estate and service model, comprising: a) retention of the existing Family Hubs at Uxbridge, Hayes, South Ruislip and West Drayton; b) development of additional Family Hub provision through the proposed conversion of the Children's Centres at Yiewsley, Yeading and Pinkwell; c) establishment of additional Family Hub provision in Hayes Town, subject to identifying suitable premises and confirmation of affordability following appropriate due diligence; d) proposed closure of Cherry Lane, Charville, Harefield, Coteford and Oak Farm as Children's Centre delivery sites, with the accommodation released from Children's Centre use and its future use determined through the relevant property and school -site arrangements, subject to consultation, accessibility assessment and a subsequent final decision by Cabinet; and e) the potential repurposing of Colham Manor as a Child Health Hub, subject to consultation and agreement with relevant health partners. 3) Approves a six- week public consultation programme commencing in November 2026 and publication of the draft service-change Equalities Impact Assessment. 4) Notes that no final decision is being sought at this stage in relation to site closures, service relocation, workforce changes, the final Family Hub and Network Site model, or any associated property and partnership arrangements. 5) Agrees that the outcome of the consultation and final proposals be reported back to Cabinet for consideration and decision, and that any updated financial, workforce, property and service- access assessments will be included in the final report back to Cabinet. 6) Delegates authority to the Corporate Director of Children's Services, in consultation with the Cabinet Member for Adults, Children, Health and Care, to finalise the consultation materials and engagement arrangements and to make any minor or non-material amendments required prior to or during the consultation process. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 - Public 3. Reasons for decision 1) To begin consultation on proposals to implement and embed a place-based model that targets capacity towards communities with greater need while preserving borough- wide access for residents in all wards. 2) To improve access through a combination of hubs, new and existing Network Sites and a significant increase in outreach provision. 3) To strengthen links with education, early years, health, SEND, Family Help and community partners. 4) To ensure residents, staff and partners influence and inform service redesign. 5) To enable a final decision supported by validated finance, equalities, property, workforce and access evidence. 4. Proposal The central theme of the proposal is to move from a primarily building- led pattern of provision to a more responsive locality and cluster-based Family Hub model. This would focus support around the places where children and families live, learn and seek help, using Family Hubs, Network Sites, outreach and partner venues to improve access, earlier identification and continuity of support. It would also allow the Council to align provision more cl osely with deprivation, child development need, SEND, family engagement patterns and resident feedback, rather than relying on the rigidity of the current distribution of sites alone. The case for change is therefore not limited to buildings. The proposed locality and cluster model broadly aligns with Integrated Neighbourhood Team footprints and would support a more joined- up pattern of planning with health, schools, early years, Family Help and community partners. This would enable services to be organised around how families live, learn and access support, rather than requiring residents to navigate a fixed estate- based model; some of which has low levels of access despite considerable efforts being made to increase usage and make best use of the available resources. Voluntary, community and faith organisations are central to this approach because they are often trusted by families, including those who may not have engaged with formal Council provision in the past. Their role would include hosting Network Site activity , supporting warm introductions, helping identify emerging need, strengthening community capacity and improving engagement with families who have previously been under -represented. Suitable local businesses and community-facing venues, such as cafés, leisure settings and town-centre locations, will also be considered where they can provide accessible, familiar and non- stigmatising places for information, signposting, stay-and-play activity or outreach engagement. This includes evidence- based, DfE-approved parenting programmes and home learning environment support. This wider partnership model supports best value for residents by using the Council’s core Family Hub estate alongside schools, early years settings, health premises, libraries, faith venues, Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 - Public voluntary sector provision and suitable private sector settings. It reduces reliance on under-used buildings, focuses staffing and resources where need is greatest, and creates a more flexible delivery platform that can be adjusted as patterns of deprivation, child development need, SEND, family engagement and resident feedback change over time. The model also reflects modern ways of working. A clear family support presence in each cluster would combine universal sessions, targeted group work, family support, outreach and navigation, with staff working across venues rather than being tied solely to single buildings. Digital information, shared locality planning, coordinated partner pathways and visible community access points would make the service easier to find, easier to use and more responsive to children’s changing needs. Consultation and ongoing resident voices remain central to finalising the model. The final proposal should be shaped by parents, carers, children and young people, residents, staff and partners, including feedback on access, preferred venues, cultural and language needs, digital inclusion, travel, disability access and the services families value most. This will ensure that any final decision is informed by evidence, local experience and a clear understanding of how residents want Family Hub support to be delivered. Proposed delivery model Element Proposed arrangement Retained hubs Uxbridge, Hayes, South Ruislip and West Drayton. Additional provision Proposed Children’s Centre conversions at Yiewsley, Yeading and Pinkwell; new Hayes Town provision subject to suitable premises, due diligence and affordability. Locality model Three localities and six education -aligned clusters covering all 21 wards. Network Sites Indicatively 13 Network Sites, providing regular, publicised provision from agreed partner venues under a minimum service specification. Flexible outreach Delivery through schools, early years settings, health, libraries, voluntary, community and faith organisations, and suitable private sector or community business venues, according to local need. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 - Public Closures for consultation Cherry Lane, Charville, Harefield, Coteford and Oak Farm. Potential repurposing Colham Manor as a Child Health Hub, subject to ICB agreement. Age range 0-19, extending to 25 for SEND, with a pregnancy-to-five Best Start Healthy Babies focus. Access and service continuity Whilst the aim and intention is that no affected site would close before alternative access arrangements are operational - it is important to note that the Shared Service Agreements for Colham Manor and Oak Farm Primary Schools remain unsigned despite continued efforts to resolve; moreover, that Oak Farm School has issued notice to cease operations at the end of the financial year, with its future under review by the Vanguard Learning Trust. The final decision report will include site usage, travel and accessibility analysis, replacement capacity, equality impact, property position and continuity arrangements for each affected site. Workforce The operating model includes borough-wide leadership, locality and cluster management, Family Development Workers, Family Hub Navigators, Best Start Inclusion Practitioners, Early Years Practitioners and specialist functions. A workforce appendix will set out the current and proposed establishment, grades, funding, FTE changes, management spans, consultation arrangements, equality implications and calculation of any savings. No final staffing decision is sought through this report. Outcomes and assurance The intended outcomes are improved reach, earlier identification, stronger parenting and home- learning support, improved SEND and health pathways, and a better coordinated family experience. The final decision report will include baselines, targets, data s ources, owners and reporting frequency. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 - Public 5. Corporate implications Financial - Mandatory Y Equalities impact assessment Y Legal - Mandatory Y Workforce Alternative options - Mandatory Y Public Health Risk management - Mandatory Y External partners Heathrow Expansion Communications Asset Committee comments Procurement & contract social value Digital Planning Climate Change a) Financial There are currently no financial implications arising from the proposals set out in this report, as the proposals are subject to consultation and do not commit the Council to any expenditure, savings target or service changes at this stage. The detailed financial implications of any preferred option will be assessed following completion of the consultation and presented to Cabinet as part of a full business case. b) Legal Section 5D of the Childcare Act 2006 requires local authorities to consult before opening a children’s centre, making a significant change to the services provided through a relevant children’s centre, or taking action that would cause a centre to cease operating as such. The Council must also have regard to the appli cable statutory guidance, including the duty to secure sufficient children’s centre provision to meet local need so far as reasonably practicable. Accordingly, the consultation materials should explain clearly the proposed changes, the reasons for them, th e realistic alternatives, and how accessible and sufficient services for families with young children would be maintained under the proposed model. The Council should take appropriate steps to obtain and consider the views of affected families, communities , partners and other stakeholders, including groups who may face barriers to participation. The consultation must also be fair in accordance with the Gunning principles. It must take place while the proposals remain at a formative stage, provide sufficient information and reasons to enable intelligent consideration and response, allow consultees adequate time to respond, and ensure that the responses received are conscientiously taken into account before any final decision is made. c) Equalities The existing Best Start in Life strategy EqIA identifies risks connected with language, digital exclusion, SEND access, homelessness and socio-economic disadvantage. A separate service- Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 - Public change EqIA will accompany consultation and be updated before final decision, including site- specific travel, access and cumulative impacts. d. Alternative options Alternative Options Rationale for rejecting option Option A – Retain all sites and add hubs This option w ould require sustainable capital and revenue not evidenced in the proposal and would not address estate constraints and increasing costs. Option B – Building-led model This option would not provide the intended borough- wide cluster and trusted-venue presence. Option C – Outreach-only model This option w ould weaken identifiable hub infrastructure and co-location capacity including the current provision with partners. Do nothing This option w ould retain the current uneven distribution and identified access gaps including the low take up of some services in the north of the borough. Cease activity This option is n ot viable given continuing responsibilities and legal duties to support children and families. e). Risk management Risk Mitigation Reduced access Site-level analysis; replacement provision operational before closure; monitor reach and any early indicators of unmet need to deploy outreach support. Disproportionate equality impact Draft and final service -change EqIA; accessible consultation; targeted mitigations. EHRIA completed with the Best Start in Life strategy in March 2026. Savings not delivered Reconciled business case, Finance sign-off, benefits tracking and contingency. Workforce disruption Formal HR process, workforce impact assessment and phased transition. No planned redundances. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 - Public Partner or property arrangements not agreed Written agreements, due diligence, gateway decisions and fallback arrangements. Safeguarding or service disruption Site continuity plans, named oversight and clear referral and escalation routes. f) Other implications NIL 6. Delivering the Cabinet’s Priorities 2026-2030 The Council’s ambition is to make Hillingdon an even better place to live, work and invest. This report supports the delivery of the following Cabinet Priorities: 1 Being easy to deal with Y The proposal supports the Best Start in Life strategy by making Family Hub support easier for families to understand, access and navigate through clearer locality-based provision and trusted community venues. 2 Being brilliant at the basics Y The proposal strengthens the core Family Hub offer by focusing resources on consistent early help, parenting support, home learning and clearer pathways for families across the borough. 3 Putting our residents first Y The proposal puts residents first by focusing Family Hub provision around local need, improving access for families and ensuring consultation shapes the final model before any service changes are made. 4 Delivering Hillingdon homes for Hillingdon people Y The proposal supports families to access early help and community support close to where they live, helping children and families thrive within their local Hillingdon communities. 5 Supporting future generations Y The proposal supports future generations by strengthening early years, family support, SEND access and school - readiness pathways so children in Hillingdon are supported to have the best start in life. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 - Public 6 Being open for business Y The proposal supports local partnership working by making greater use of the private sector in addition to trusted community, voluntary sector, health, education and faith venues to deliver accessible Family Hub support. 7. Consultation & engagement A six-week consultation is proposed from November 2026, subject to Cabinet approval. It will include parents, carers, children and young people, schools, early years settings, staff, trade unions, health partners, community organisations, faith groups and elected members. Materials will explain site proposals, alternatives, access, equality impacts and matters still requiring assurance. Responses will be analysed by proposal, geography, respondent type and equality considerations. 8. Timetable for implementation Date / phase Milestone 22 October 2026 Cabinet considers approval to consult on the proposed Family Hub reconfiguration model, subject to final clearance and confirmation of publication requirements. November–December 2026 Six-week public consultation with parents, carers, children and young people, residents, staff, schools, early years settings, health partners, voluntary, community and faith organisations and other stakeholders. December 2026 –January 2027 Consultation analysis, update to the service -change EqIA, business-case reconciliation, property and access review, workforce planning and refinement of the proposed model in light of consultation feedback. February 2027 Final recommendations, consultation findings, updated EqIA, confirmed delivery arrangements, final business case and any updated financial, workforce, property and service- access assessments return to Cabinet for decision. February 2027 Subject to Cabinet decision and Legal advice, issue any required notices to affected schools and commence the relevant notice period, including a three- month notice period where required. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 - Public February–April 2027 Notice period and transition planning, including Network Site readiness, workforce deployment, communications, property arrangements, continuity plans and preparation for any phased site changes. April 2027 Practical transition activity, including movement of equipment, ICT and furniture from affected sites where required, subject to final decision, notice periods and operational readiness. April 2027 Target launch of the revised Family Hub locality and cluster model, including commencement of Network Sites and expanded outreach in priority wards and community venues, subject to decision, readiness and legal requirements. May–December 2027 Stabilisation and embedding of the revised model, including monitoring of access, reach, equality impact, outcomes, finance and service continuity. Phased development of the three converted Children’s Centres into Best Start Family Hubs will continue durin g this period, with Hayes Town remaining subject to premises, due diligence and affordability. List of appendices attached 1. Appendix A – Consultation and Engagement Plan 2. Appendix B – Equality, Access and Impact Assessment 3. Appendix C – Proposed Estate and Locality Model List of Background Papers NIL

Appendix A | Family Hub Service Consultation and Engagement Plan London Borough of Hillingdon | Public LONDON BOROUGH OF HILLINGDON APPENDIX A Consultation and Engagement Plan Reconfiguration of the Family Hub and Children's Centre Service 2026-2031 Decision sought Approval to consult only Proposed decision-maker Cabinet Proposed Cabinet date 22 October 2026 Proposed consultation period Six weeks from November 2026 Report author Antony Madden, Assistant Director - Stronger Families & Protection Status Public appendix - draft for corporate clearance IMPORTANT GOVERNANCE POSITION No final decision has been made on site closures, permanent implementation, workforce changes or the final Network Site schedule. Consultation responses and the updated equality, access, finance, property and workforce will be reported to Cabinet before any final decision. Prepared: 23 September 2026 Appendix A | Family Hub Service Consultation and Engagement Plan London Borough of Hillingdon | Public 1. Purpose and status This plan sets out a fair, accessible and evidence-led approach to consultation on the proposed reconfiguration of Hillingdon's Family Hub and Children's Centre Service. It is intended to accompany the Executive Decision Report and provide Cabinet with assurance that residents, service users, staff, partners and elected Members will be given meaningful opportunities to influence the final model while proposals remain formative. The consultation will test the proposed move from a predominantly building-led pattern of provision to a borough- wide locality and cluster model combining Family Hubs, formal Network Sites, flexible outreach and partner venues. It will also gather site-specific evidence about access, travel, equality impacts, service continuity and replacement provision. 2. Proposals within scope Proposal area Consultation proposition Retained Family Hubs Retain Uxbridge, Hayes, South Ruislip and West Drayton Family Hubs. Additional Family Hub provision Develop provision through proposed conversions at Yiewsley, Yeading and Pinkwell, and a new Hayes Town site subject to suitable premises, due diligence and affordability. Locality and cluster model Organise delivery through three localities and six education-aligned clusters covering all wards. Network Sites and outreach Develop an indicative network of approximately 13 regular Network Sites, supported by flexible outreach through schools, early years, health, libraries, voluntary, community, faith and suitable community-facing venues. Proposed site closures Consult on closure of Cherry Lane, Charville, Harefield, Coteford and Oak Farm as Children's Centre delivery sites, subject to site-level impact assessment, replacement access and final Cabinet decision. Potential repurposing Consult on Colham Manor becoming a Child Health Hub, subject to agreement with the Integrated Care Board and continued Family Hub access. Service offer Test how universal sessions, targeted group work, Family Support, SEND support, parenting and home-learning interventions, outreach and navigation should operate locally. 3. Consultation objectives  Test whether the proposed model is understandable, accessible and capable of delivering borough -wide Family Hub support.  Understand the likely effect of each site proposal on current and potential users, including travel, disability access, language, digital inclusion and cultural needs.  Identify preferred Network Site and outreach venues and the services families most value.  Gather the views of children, young people, parents, carers, expectant parents, residents, staff, schools, early years providers, health partners and voluntary, community and faith organisations.  Identify workable mitigations, alternatives and transition arrangements before final recommendations are prepared.  Provide evidence to update the service-change Equality Impact Assessment and the final access, continuity and business-case assessments.  Demonstrate how consultation responses have been conscientiously considered and how they changed, or did not change, the final proposal. Appendix A | Family Hub Service Consultation and Engagement Plan London Borough of Hillingdon | Public 4. Consultation principles Principle Commitment Formative Consult before final decisions are made and present genuine options, impacts and matters still subject to assurance. Clear and balanced Explain the case for change, site proposals, alternatives, benefits, risks, uncertainties and the role of Network Sites and outreach. Accessible Use plain English, accessible formats, assisted completion and translation or interpretation support where required. Inclusive and targeted Actively reach communities and groups who may face barriers to participation or may not use existing buildings. Proportionate Use methods appropriate to the scale and likely impact of each proposal, with additional site- level engagement where closures or repurposing are proposed. Transparent Publish how responses will be analysed, explain the weight given to evidence and report the Council response. Safe and confidential Use age-appropriate and safeguarding-aware methods, collect only necessary information and manage personal data under approved arrangements. 5. Core messages MESSAGE 1: Consultation only Cabinet is not being asked to make a final decision on closures, workforce changes or permanent implementation at this stage. MESSAGE 2: More than an estate change The proposal is a shift to locality and cluster delivery through hubs, regular Network Sites and outreach closer to where families live, learn and seek help. MESSAGE 3: Access and continuity No affected site should close before suitable replacement access arrangements are operational, subject to the final decision, legal requirements and readiness. MESSAGE 4: Resident influence Feedback on access, preferred venues, services, equality impacts and alternatives will inform the final recommendations and updated EqIA. 6. Stakeholder engagement matrix Stakeholder Primary purpose Method Indicative lead Parents, carers and expectant parents Service priorities; access; travel; preferred venues; equality impacts Survey; hub sessions; drop-ins; paper/assisted responses Family Hub Service / Consultation lead Appendix A | Family Hub Service Consultation and Engagement Plan London Borough of Hillingdon | Public Stakeholder Primary purpose Method Indicative lead Children and young people, including care- experienced young people Age-appropriate views on awareness, access and trusted places Facilitated activities; youth groups; schools; digital participation Children's Rights Team/Participation lead SEND children, young people and families Physical, sensory, communication and pathway impacts Targeted forum/focus group; accessible survey route SEND / Participation leads Current users of affected sites Site-specific impact, continuity and alternatives On-site sessions; direct invitation; paper survey Named site lead Residents not currently using services Awareness, barriers and preferred community access points Libraries; community venues; outreach; digital channels Communications / locality leads Schools, trusts and early years settings Cluster alignment, referrals, venues, continuity and school-site issues Briefings; workshops; written response Education / Early Years leads Health and ICB partners Integrated delivery, Colham Manor, pathways and governance Partner workshop; bilateral meetings; written response Health partnership lead VCFSE, faith groups and community venues Trusted access, Network Site feasibility and underserved groups Roundtable; locality outreach; expression of interest Stronger Communities/Community engagement lead Staff and trade unions Operating model, roles, deployment, service continuity and workforce equality Staff briefings; FAQs; formal HR route where applicable Service lead / HR Ward Councillors and MPs Local intelligence, constituent concerns and ward impacts Briefing pack; Member session; written response Cabinet / Democratic Services Corporate services Legal, EqIA, communications, finance, property, data and governance assurance Officer gateway reviews Programme SRO 7. Engagement programme Channel Minimum approach Evidence captured Public consultation portal Consultation document, summary, survey, EqIA, maps/site information, accessible versions and contact route. Response ID, postcode/ward where volunteered, respondent type, equality monitoring and substantive comments. Family Hub and affected-site sessions At least one publicised opportunity at each retained hub and each site proposed for closure or repurposing, subject to operational feasibility. Attendance, questions, themed notes, completed surveys and access concerns. Locality roadshows Sessions through libraries, schools, early years, health and community venues across the six clusters. Geographic coverage, participation and venue suggestions. Targeted focus groups SEND, parents/carers, fathers, young people, priority communities, digitally excluded families and families less likely to use centre-based services. Facilitator record using a common question set; anonymised themes and mitigations. Partner workshops Schools, early years, ICB/NHS, VCFSE, faith organisations and potential Network Site hosts. Operational assumptions, formal partner responses, dependencies and delivery offers. Staff engagement Service briefings, manager cascades, FAQs and staff feedback route, separate from any formal workforce consultation. Questions log, risks, continuity actions and workforce themes. Member engagement Pre-launch briefing and ward intelligence route. Member questions, local evidence and constituent themes. Non-digital access Paper surveys, telephone or assisted completion and translated/interpreted support where required. Equivalent coded response data, with method recorded. Appendix A | Family Hub Service Consultation and Engagement Plan London Borough of Hillingdon | Public 8. Consultation questions The survey and facilitated sessions should use a common core to support consistent analysis. Final wording must be cleared by Legal, Equalities, Communications and the consultation lead.  To what extent do you support or oppose the overall locality, cluster, Network Site and outreach model, and why?  What Family Hub services are most important to you or your community?  Which local venues would make it easier to access support, and what days or times are most suitable?  How would the proposal for each named site affect you, your family, organisation or community?  What travel, disability, language, cultural, caring, digital or cost barriers should the Co uncil consider?  What replacement or outreach arrangements would be needed before any affected site changed?  Do you support the proposed additional Family Hub provision at Yiewsley, Yeading, Pinkwell and, subject to premises and affordability, Hayes Town?  What are your views on the potential repurposing of Colham Manor as a Child Health Hub while maintaining Family Hub access and services?  Are there alternative options or mitigations the Council should consider?  Is there anything else the Council should take into account before making a final decision? 9. Equality, accessibility and safeguarding Requirement Planned control Equality evidence Publish a draft service-change EqIA and update it using consultation evidence, including cumulative and site-level impacts. Accessible information Plain English summary; accessible electronic format; large print and alternative formats on request; translated information or interpretation support where required. Digital exclusion Paper, telephone and assisted completion routes, promoted through frontline staff and community partners. SEND and disability Targeted engagement; accessible venues; reasonable adjustments; questions on physical, sensory, communication and pathway barriers. Children and young people Age-appropriate questions, consent arrangements where required, clear confidentiality limits and trained facilitators. Safeguarding Existing safeguarding and escalation procedures apply at all engagement activity; no casework is recorded in the public consultation response. Data protection Privacy notice, data minimisation, controlled access, retention arrangements and anonymised reporting. Socio-economic disadvantage Targeted outreach in high-need communities and analysis by geography and service-use profile where data permits. 10. Communications and mobilisation Phase Required products and activity Pre-launch Cabinet-approved consultation document; summary; survey; draft EqIA; site factsheets; map/venue information; FAQs; staff and Member briefing; media lines; privacy notice; accessible and translated routes. Launch Council website and consultation portal; direct stakeholder email; Family Hub and partner channels; posters and QR codes; resident and staff communications; clear explanation that no final decision has been made. Live consultation Weekly monitoring of response profile and gaps; targeted reminders; myth-busting/FAQ updates where needed; additional outreach to under-represented groups; issues and complaints log. Appendix A | Family Hub Service Consultation and Engagement Plan London Borough of Hillingdon | Public Phase Required products and activity Close and analyse Acknowledge closure; lock and quality-assure dataset; code qualitative responses; produce equality, geographic, proposal and respondent analysis; record petitions and organisational submissions separately. Report back Consultation findings report; Council response; updated EqIA; proposed changes and mitigations; final access and continuity evidence; publication alongside the final Cabinet report. 11. Indicative timetable and decision gates Date / phase Milestone Gate / output Before publication Legal, Equalities, Communications, Information Governance and Democratic Services clearance of the consultation materials and launch arrangements. Approved consultation document, survey, EqIA, privacy notice, accessible materials and launch schedule. 22 October 2026 Cabinet considers approval to consult. Consultation authority only; any scrutiny call-in implications confirmed before launch. November 2026 Six-week public consultation opens, subject to Cabinet approval, completion of required clearance and confirmation of any scrutiny implications. Portal, accessible materials, survey and engagement programme live. November / December 2026 Public, targeted, partner, staff and Member engagement delivered across the six-week consultation period. Weekly reach dashboard, issue log and gap-recovery actions. December 2026 Consultation closes after the full six-week period and analysis begins. Validated response dataset, initial themes, equality analysis and site-level evidence review. December 2026 / January 2027, subject to final consultation dates Proposal refinement, EqIA update, business-case reconciliation, property/access review, workforce planning and partner assurance following consultation close. Consultation findings report, Council response, updated EqIA and final assurance pack. Final Cabinet decision date to be confirmed Cabinet considers the consultation findings, updated evidence base and final recommendations. Final decision only after consultation analysis, equality, legal, finance, property, workforce and service-continuity assurance are complete. After any final decision Required notices, transition planning, readiness checks and implementation arrangements. No material site change until legal requirements and replacement access arrangements are satisfied. 12. Analysis framework All valid responses will be considered. The analysis will distinguish consultation volume from evidence strength and will not treat the exercise as a referendum. A transparent coding framework will be agreed before review of free -text responses. Dimension Required analysis Proposal Overall model; each retained/additional hub; each closure; Colham Manor; Network Sites; outreach and service offer. Geography Ward, locality, cluster and affected-site catchment where information is available. Respondent Parent/carer, child/young person, resident, staff member, professional, school/setting, health, VCFSE, elected representative and other organisation. Equality Protected characteristics and relevant socio-economic/access factors, reported proportionately and without disclosure risk. Service use Current user, previous user, potential user and non-user where identified. Appendix A | Family Hub Service Consultation and Engagement Plan London Borough of Hillingdon | Public Dimension Required analysis Evidence type Survey response, event feedback, focus group, petition, organisational submission, partner workshop and other correspondence. Outcome Support/concern; reason; alternative; mitigation; equality impact; access issue; delivery opportunity; matter requiring further evidence. 13. Governance, roles and quality assurance Role Accountability Senior Responsible Owner Overall integrity of the consultation, resources, decision gates and final assurance. Consultation Lead Delivery plan, survey, events, stakeholder log, response handling and analysis coordination. Family Hub Service Lead Operational content, site engagement, staff mobilisation, continuity evidence and response to service questions. Legal Services Consultation law and public-law assurance, including timing, scope, notices and conscientious consideration. Equalities Lead Draft and final EqIA, targeted engagement and equality analysis. Communications Public messaging, accessible materials, media, digital channels, FAQs and misinformation response. Information Governance Privacy notice, data handling, access, retention and reporting controls. Finance, Property, HR and partners Validate evidence relevant to final recommendations and respond to consultation dependencies. Cabinet / Democratic Services Formal decision route, publication and scrutiny requirements. 14. Risks and mitigations Risk Mitigation / control Consultation perceived as predetermined Use consultation-only wording; explain uncertainties and alternatives; avoid implementation language before final decision. Insufficient consultation period or defective sequencing Legal and Democratic Services sign-off before launch; confirm scrutiny call-in, start, close and reporting dates. Low or unrepresentative participation Weekly profile monitoring; targeted outreach; non-digital routes; extend or add activity if material gaps emerge, subject to advice. Site closure concerns dominate the wider model Provide site factsheets and clearly explain replacement access, Network Sites, outreach and what is not yet decided. Accessibility or equality barriers Draft EqIA, reasonable adjustments, translated/interpreted support and targeted engagement. Partner or venue assumptions not deliverable Record offers separately from confirmed commitments; undertake due diligence before final recommendations. Workforce anxiety or service disruption Separate resident consultation from formal HR processes; regular staff briefings; continuity and escalation plan. Appendix A | Family Hub Service Consultation and Engagement Plan London Borough of Hillingdon | Public Risk Mitigation / control Inconsistent responses or duplicate submissions Published handling rules, unique response controls where proportionate, quality assurance and transparent reporting. Personal or case-specific information disclosed Privacy warning, secure handling and route safeguarding/service concerns outside the public dataset. Reputational or misinformation risk Single approved narrative, rapid FAQ updates, named communications lead and accurate correction through established channels. 15. Deliverables for final Cabinet decision  Consultation findings report, including methodology, response profile, limitations and full thematic analysis.  Council response showing how each principal issue, alternative and mitigation was considered.  Updated service-change Equality Impact Assessment.  Site-level access, travel, usage, replacement-capacity and continuity assessments.  Confirmed Family Hub and Network Site schedule and minimum service specification.  Reconciled finance and benefits case, property due diligence and partner agreements.  Workforce impact and implementation plan, including any separate statutory or contractual consultation requirements.  Final risk register, implementation timetable and post-implementation monitoring framework. 16. Success measures Measure How assurance will be demonstrated Reach Responses and engagement from across the borough, including communities affected by specific site proposals. Inclusion Participation routes used by SEND families, digitally excluded residents, children and young people, under-represented communities and non-users. Quality Sufficient qualitative evidence on access, service priorities, venues, impacts, alternatives and mitigations. Transparency Published methodology, response profile, limitations, Council response and explanation of changes made. Influence A clear audit trail between consultation evidence, EqIA updates, mitigations and final recommendations. Readiness Final recommendations supported by legal, equality, finance, property, workforce, partner and continuity assurance. 17 Pre-launch assurance checklist Assurance item Owner / date / status Cabinet authority to consult confirmed Legal approval of scope, duration, sequencing and questions Democratic Services confirms no scrutiny call-in and return route Consultation document, summary, FAQs and site factsheets approved Accessible, paper, telephone and assisted routes ready Privacy notice and data-handling protocol approved Appendix A | Family Hub Service Consultation and Engagement Plan London Borough of Hillingdon | Public Assurance item Owner / date / status Stakeholder distribution list quality-assured Engagement venues, facilitators and safeguarding arrangements confirmed Response coding, analysis and quality-assurance process agreed Staff and Member briefings completed Business continuity and escalation arrangements in place

LONDON BOROUGH OF HILLINGDON | APPENDIX B Family Hub Service Equality and Human Rights Impact Assessment | 24 September 2026 | Page 1 APPENDIX B Equality and Human Rights Impact Assessment Proposals for the reconfiguration of the Family Hub and Children's Centre Service 2026-2031 Assessment field Position Assessment type Review and reconfiguration of a service; strategy and delivery model Decision stage Draft assessment supporting consultation. No final decision on closures, staffing or permanent implementation. Accountable officer Antony Madden, Assistant Director - Stronger Families & Protection Date completed 23 September 2026 Status Public draft for corporate clearance and consultation Scope All 21 Hillingdon wards; Family Hub provision for families with children aged 0- 19, extending to age 25 for SEND, with a Best Start focus from pregnancy to age five. Governance position: this assessment identifies likely impacts using the evidence currently available. It must be updated after consultation and before any final Cabinet decision, including site -specific travel, accessibility, usage, replacement capacity, workforce and cumulative-impact evidence. LONDON BOROUGH OF HILLINGDON | APPENDIX B Family Hub Service Equality and Human Rights Impact Assessment | 24 September 2026 | Page 2 STEP A) Description and relevance to equality A.1 What is being assessed? The Council is consulting on a proposed move from a predominantly building-led pattern of Family Hub and Children's Centre provision to a borough-wide locality and cluster model. The proposal combines strategically located Family Hubs, formal Network Sites, flexible outreach and partner venues in schools, early years settings, health settings, libraries and voluntary, community and faith organisations. Proposal component Current consultation position Retained Family Hubs Retain Uxbridge, Hayes, South Ruislip and West Drayton. Additional Family Hub provision Consult on conversion of Yiewsley, Yeading and Pinkwell, plus a new Hayes Town presence subject to premises, due diligence and affordability. Locality and cluster delivery Three localities and six education-aligned clusters covering all 21 wards. Network Sites and outreach Develop an indicative network of around 13 regular Network Sites, supported by flexible outreach in every ward. Proposed site closures Consult on Cherry Lane, Charville, Harefield, Coteford and Oak Farm ceasing to operate as Children's Centre delivery sites. Potential repurposing Consult on Colham Manor becoming a Child Health Hub, subject to ICB agreement and continued Family Hub access. Workforce The future operating model includes locality, cluster, navigation, inclusion, early years and specialist functions. No final staffing decision is sought at this stage. A.2 Main aims and intended benefits  Target resources more effectively towards communities experiencing greater deprivation, health inequality and poorer early-years outcomes while preserving borough-wide access.  Improve early identification and timely support through closer links with schools, early years settings, health, SEND, Family Help and community partners.  Make support easier to find through familiar and trusted venues, warm introductions, navigation and outreach.  Expand evidence-based parenting, home-learning, early-language, healthy-beginnings and SEND support.  Use the estate and workforce more sustainably and release capacity for preventative delivery.  Support the Best Start in Life ambition that every child is safe, healthy, happy, engaged, valued and ready to learn. A.3 Service users and equality profile The service is intended for all families across Hillingdon, including expectant parents and families with children aged 0-19, extending to age 25 for young people with SEND. The following evidence is particularly relevant to likely impact and need. Evidence Recorded position Equality relevance Population aged 0-5 24,371 children, representing 8% of the borough population (2021 Census). Age is central because the proposal affects early-years and wider family support. Language and cultural diversity 107 languages are spoken; 22.1% of families use a language other than English at home. Information and engagement must be culturally responsive, translated or interpreted where required. LONDON BOROUGH OF HILLINGDON | APPENDIX B Family Hub Service Equality and Human Rights Impact Assessment | 24 September 2026 | Page 3 Evidence Recorded position Equality relevance Low income and deprivation About one in five children live in a low- income household; need is concentrated in parts of the south of the borough. Travel costs, digital access and the location/timing of provision may create disproportionate barriers. Homelessness In 2025, 32.4% of homeless households (440) included dependent children. Transient housing and insecure accommodation can affect continuity, travel and awareness. SEND and communication needs Speech, language and communication need is the most common primary SEND need; SEND and autism needs are increasing in complexity. Physical, sensory, communication and pathway accessibility require specific mitigation. Development gap GLD is recorded at 71.2% overall, 58.1% for FSM children and 33% for children with SEND. The model should narrow rather than widen disadvantage-related and disability-related gaps. Current reach More than 13,000 families and 80,000 attendances were recorded from April 2024 to March 2025; 1,957 families were supported through outreach in 2025/26. Current users may experience disruption, while outreach provides an evidence base for alternative access. Parent voice 498 parents/carers responded to the October 2025 service survey; 100% recommended the service, while requesting more sessions and easier booking. Changes must preserve trusted, non- judgmental support and respond to access feedback. A.4 Stakeholders and their interests Stakeholder Interest Children, young people, parents, carers and expectant parents Service accessibility, continuity, trusted relationships, travel, opening times, local venues and service quality. Current users of affected sites Site-specific impact, replacement access and transition arrangements. SEND families and Parent Carer Forum Physical, sensory and communication access, early identification, waiting-well support and joined-up pathways. Schools and early years settings Cluster alignment, referrals, trusted access points, premises, continuity and family engagement. Health and ICB partners Integrated delivery, Child Health Hub proposal, maternity/health-visiting pathways and neighbourhood alignment. VCFSE and faith organisations Network Site feasibility, outreach, trusted engagement and community cohesion. Staff and trade unions Role design, deployment, reasonable adjustments, job security and service continuity. Cabinet, Members and corporate services Lawful consultation, equality duty, sufficiency, value for money, property, workforce and governance assurance. A.5 Relevant protected characteristics and community issues Characteristic / issue Relevant? Reason Age Yes Children and young people are the principal beneficiaries; parents LONDON BOROUGH OF HILLINGDON | APPENDIX B Family Hub Service Equality and Human Rights Impact Assessment | 24 September 2026 | Page 4 Characteristic / issue Relevant? Reason and carers of different ages may also experience access impacts. Disability Yes SEND, sensory, mobility, communication and neurodivergence may affect access to venues, information and services. Sex Yes Women are more likely to be pregnant, on maternity leave or undertake caring responsibilities; fathers and male carers can be under-represented. Pregnancy and maternity Yes The offer includes antenatal, postnatal, infant-feeding and perinatal support. Race / ethnicity Yes The borough is highly diverse, with language and cultural-access considerations. Religion or belief Yes Faith organisations are potential trusted partners; activity timing and cultural competence matter. Sexual orientation Relevant Services and communications must be inclusive of all family forms and avoid assumptions. Gender reassignment Relevant Residents must be treated with dignity and have equal access; privacy and inclusive language are required. Marriage / civil partnership Limited direct impact No differential impact is currently evidenced, but family-status assumptions should be avoided. Carers Yes Caring responsibilities affect timing, travel and capacity to engage. Socio-economic status Yes Deprivation, low income, digital exclusion and travel costs are central to the rationale and risks. Community cohesion and safety Yes Venue choice, local trust, stigma, safeguarding and community relationships affect participation. Human rights Yes Relevant considerations include non-discrimination, respect for private and family life, children's wellbeing and fair decision-making. LONDON BOROUGH OF HILLINGDON | APPENDIX B Family Hub Service Equality and Human Rights Impact Assessment | 24 September 2026 | Page 5 STEP B) Consideration of information; data, research, consultation, engagement B.1 Consideration of information and data The available evidence supports a place-based model that targets additional hub capacity and outreach towards higher-need communities. It also shows that removing or repurposing familiar sites could create access and continuity risks unless replacement arrangements are designed and operational before change. The impact is therefore mixed: potentially positive at borough level, but with possible localised negative impacts for existing users. Evidence theme Positive potential Risk requiring assessment / mitigation Geographic targeting Hub development in higher-need areas can reduce inequalities and improve early intervention. Residents near proposed closures may face longer journeys or loss of a familiar venue. Network Sites and outreach Trusted local venues can reach families who do not use formal centres and can flex with need. The final schedule, frequency, accessibility and minimum service offer are not yet confirmed. SEND inclusion Dedicated inclusion roles and closer education links can improve early identification and navigation. Venue accessibility, sensory needs, communication support and continuity of specialist pathways must be evidenced. Language and culture Community and faith partnerships can improve reach and cultural responsiveness. English-only or digital-first engagement could under-represent some communities. Pregnancy and early years Closer alignment with maternity, health visiting and Child Health Hubs may improve access. Pregnant people and families with babies may be particularly affected by travel, timing and possible lack of changing/feeding facilities. Socio-economic disadvantage Resources can be focused where deprivation and child-income poverty are highest. Transport cost, insecure housing, device/data access and inflexible work may reduce participation. Workforce Locality and cluster roles can provide clearer accountability and reach. Role changes or redeployment could affect staff, including those with disabilities or caring responsibilities; detailed HR evidence is outstanding. Community cohesion Partnership delivery may strengthen local networks and trusted access. Perceived withdrawal from some neighbourhoods could reduce trust unless the replacement offer is clear and credible. Intersectionality: impacts may compound for families experiencing more than one barrier, for example a low-income lone parent with a disabled child and limited English, or a pregnant resident in temporary accommodation without easy digital or transport access. B.2 Consultation and engagement Yes. Strategy development included parent and carer feedback, the Family Hub Parent Group, Parent Carer Forum and partner engagement. A further service-change consultation is planned before any final decision. The consultation will test site-specific and cumulative impacts while proposals remain formative. Planned route Equality purpose Public consultation portal and survey Consistent evidence across proposals, geography, service-user type and protected characteristics. LONDON BOROUGH OF HILLINGDON | APPENDIX B Family Hub Service Equality and Human Rights Impact Assessment | 24 September 2026 | Page 6 Planned route Equality purpose Paper, telephone and assisted completion Reduce digital exclusion and literacy barriers. Translated information and interpretation Enable meaningful participation for residents who use languages other than English. Sessions at retained hubs and affected sites Capture current-user and site-specific access, travel and continuity impacts. Targeted SEND and parent/carer engagement Explore physical, sensory, communication and pathway impacts and reasonable adjustments. Children and young people activities Include age-appropriate voice, including care-experienced young people. Schools, early years, health, VCFSE and faith workshops Test Network Site feasibility, local reach and trusted-delivery opportunities. Staff and trade union engagement Identify workforce equality and service-continuity impacts, separate from any formal HR consultation. B.3 Legal, policy and financial context  The Council must have due regard to eliminating discrimination, advancing equality of opportunity and fostering good relations under the Equality Act 2010. This is an ongoing duty and must inform the consultation, the development of options and the final decision.  Consultation must take place while proposals remain formative, provide sufficient information and time for intelligent consideration, and responses must be conscientiously considered.  The final decision will require site-specific equality, travel, accessibility, usage, replacement-capacity, property, workforce and financial evidence. Current sources do not provide all of this detail.  The Best Start in Life Strategy commits to prevention, inclusion, co-production and targeting resources where need is greatest. The proposed model should be monitored against GLD, access, SEND, health and family-experience outcomes. LONDON BOROUGH OF HILLINGDON | APPENDIX B Family Hub Service Equality and Human Rights Impact Assessment | 24 September 2026 | Page 7 STEP C) Assessment of impact C.1 Potential negative impacts and controls Equality group / issue Potential negative impact Required action / mitigation Age: babies, children and young people Change of venue or service pattern may disrupt routines, relationships and awareness. Older children/young people may not identify with early- years branded provision. Phase transition; communicate by age group; preserve key pathways; use schools/youth/community venues; monitor reach by age. Disability / SEND Longer or unfamiliar journeys, inaccessible venues, sensory overload, communication barriers or disruption to trusted SEND support. Audit physical/sensory accessibility; provide reasonable adjustments and accessible information; retain warm handovers; targeted SEND consultation; monitor waiting and pathway outcomes. Pregnancy and maternity Travel with babies, pushchairs or during pregnancy may be more difficult; changing, feeding and privacy facilities may vary. Assess travel and facilities for each replacement venue; coordinate with maternity and health visiting; provide local/remote options without making digital the only route. Sex and carers Women and carers may be disproportionately affected by caring patterns and part-time work; fathers/male carers may remain under-represented. Offer varied times, outreach and child-friendly engagement; monitor participation by sex and caring status; maintain father-inclusive provision. Race / ethnicity and language Residents may not understand proposals or new access routes; culturally inappropriate delivery may reduce use. Translate/interpret where required; use plain English and community partners; monitor responses and reach by ethnicity/language where lawful and proportionate. Religion or belief Activities may conflict with religious observance or trusted faith-based support may be overlooked. Consult faith organisations; plan inclusive venues and varied scheduling; ensure no single-faith dependency. Sexual orientation / gender reassignment Forms, language or delivery may assume particular family structures or reduce privacy. Inclusive language, staff training, privacy controls and non-discriminatory access; monitor complaints and feedback. Socio-economic disadvantage Transport cost, time, insecure housing, limited data/device access and work patterns may reduce access or consultation participation. No digital-only route; assisted and paper responses; prioritise local trusted venues; assess travel cost/time; outreach in lower-income communities; monitor reach by geography. Community cohesion Closure proposals may be perceived as withdrawal from a neighbourhood, affecting trust and relationships. Explain the whole model and replacement offer; provide site factsheets; involve local Members and community groups; confirm Network Sites before implementation. Staff equality Role redesign or deployment may affect disabled staff, pregnant workers, women, carers and part-time staff differently. Complete workforce EqIA; follow HR policy; consult staff/trade unions; consider reasonable adjustments, flexible working and objective selection/deployment processes. Human rights / fair process Insufficient information or a predetermined process could undermine fair decision-making and family-life interests. Consult while formative; publish balanced information; document consideration of alternatives; update this assessment before final decision; ensure data protection and safeguarding controls. LONDON BOROUGH OF HILLINGDON | APPENDIX B Family Hub Service Equality and Human Rights Impact Assessment | 24 September 2026 | Page 8 C.2 Positive impacts Equality group / issue Likely positive impact Action to maximise benefit Children in disadvantaged areas More capacity and earlier support where deprivation and poorer outcomes are concentrated. Use local data, GLD and engagement intelligence to target delivery and monitor impact. Disabled children and SEND families Closer links among Family Hubs, education, SEND and health could improve early identification and navigation. Embed Best Start Inclusion Practitioners, accessible provision and waiting-well support. Residents facing language/cultural barriers Community, faith and voluntary partners can provide familiar, culturally responsive access. Co-design outreach and translated information; recruit and train community champions. Pregnant families and families with babies Integrated health, maternity, infant- feeding and early-help support could be easier to access locally. Align with Child Health Hubs, health visiting and neighbourhood teams. Low-income families Targeted locations and trusted community delivery may reduce missed opportunities and escalation of need. Provide free, local support and active benefit/Healthy Start navigation. Residents across all wards A network-and-outreach model can offer more flexible access than dependence on a small number of fixed buildings. Set and publish a minimum Network Site offer and monitor frequency, reach and satisfaction. Community cohesion Partnership delivery can strengthen relationships among families, schools, health, faith and community organisations. Use transparent partnership agreements and locality governance. Whole workforce and partners Clearer locality and cluster roles can improve coordination and consistent practice. Provide training, supervision, data feedback and shared outcomes monitoring. LONDON BOROUGH OF HILLINGDON | APPENDIX B Family Hub Service Equality and Human Rights Impact Assessment | 24 September 2026 | Page 9 STEP D) Conclusion and action plan D.1 Overall conclusion The proposed locality and cluster model has the potential to advance equality by directing additional Family Hub capacity and outreach towards communities with greater need, improving early identification, and extending support through trusted local venues. The same proposal may create disproportionate negative impacts for some existing users if familiar sites cease delivery before accessible, reliable and well- communicated alternatives are operational. At this consultation stage, those risks can be mitigated but are not yet fully discharged. The assessment therefore supports consultation only, subject to accessible and targeted engagement, site-specific impact work and a commitment that no final decision is taken until the updated evidence is considered. Particular attention is required for disabled children and SEND families, pregnant people and families with babies, women and carers, residents from minority ethnic communities, residents using languages other than English, low-income households, homeless or transient families, digitally excluded residents, and staff affected by any workforce redesign. Equality judgement at consultation stage: POTENTIALLY POSITIVE OVERALL, WITH MATERIAL LOCAL AND CUMULATIVE RISKS REQUIRING FURTHER EVIDENCE AND MITIGATION BEFORE FINAL DECISION. D.2 Action plan before final decision Action Owner Timing Evidence of completion Complete site-by-site usage, travel-time, public-transport, disability-access and replacement-capacity analysis for all proposed closures/repurposing. Family Hub Service / Property / Equalities Before final Cabinet report Site impact schedules appended to updated EqIA. Confirm the final Family Hub and Network Site schedule, minimum offer, operating frequency and accessible-venue standards. Programme SRO / Partners Before final recommendation Approved schedule and service specification. Deliver accessible consultation and monitor participation gaps weekly, adding targeted activity where groups are under- represented. Consultation Lead / Equalities / Communications During consultation Reach dashboard and gap-recovery log. Analyse responses by proposal, geography, service use and equality characteristics where data quality and confidentiality permit. Consultation Lead / Data Lead After consultation Consultation findings and equality analysis. Update this EqIA with consultation evidence, cumulative impacts, alternatives considered, mitigation owners and residual risk. Equalities Lead / Report Author Before final Cabinet decision Final signed EqIA. Complete workforce impact assessment and consultation plan, including reasonable adjustments and effects on part-time staff and carers. HR / Service Lead Before any workforce decision Workforce EqIA and HR assurance. Agree continuity plans and warm Service Manager / Before Signed readiness and LONDON BOROUGH OF HILLINGDON | APPENDIX B Family Hub Service Equality and Human Rights Impact Assessment | 24 September 2026 | Page 10 Action Owner Timing Evidence of completion handovers so replacement access is operational before any material site change. Locality Leads implementation continuity checklist. Establish post-launch monitoring by ward and equality group for reach, service use, complaints, unmet need, travel/access and outcomes. Service Manager / Data Lead Baseline before launch; termly review Performance dashboard and termly equality review. Secure Legal, Equalities, Finance, Property, HR, Information Governance and Democratic Services clearances. SRO Before publication and final decision Recorded approvals and decision audit trail. D.3 Residual evidence gaps  Final site usage and user-profile data for each affected Children's Centre.  Comparative travel time, transport cost, accessibility and replacement capacity for each site catchment.  Confirmed Network Site hosts, accessibility, operating frequency and service specification.  Detailed workforce establishment, affected posts and protected-characteristic analysis.  Final property, partner, legal and financial arrangements, including Colham Manor and Hayes Town.  Consultation findings, including views of non-users and groups less likely to respond digitally. Sign-off Role Name / position Signature / date Assessment prepared by Antony Madden, Assistant Director - Stronger Families & Protection 23 September 2026

APPENDIX C Proposed Estate and Locality Model Current Estate and Locality Model Comparison Table Theme Current position Proposed model Cabinet benefit Strategic fit Provision is mixed across Family Hubs and Children’s Centres, with uneven borough coverage and limited alignment to the scale of the Best Start ambition. Retains the four existing Family Hubs and develops additional Best Start Family Hubs in priority locations, supported by locality and cluster delivery. Provides a clearer strategic delivery model for the Family Hub Strategy 2026–2031 and Best Start in Life priorities, moving Hillingdon closer to national expectations. APPENDIX C Targeting need Current Family Hub provision is not sufficiently concentrated in the areas of greatest deprivation and child population need. Prioritises hub development and outreach in higher-need communities, including Hayes, Yiewsley, Yeading, Pinkwell and Hayes Town. Directs resources to the children and families most likely to benefit, supporting prevention, improved outcomes and a clearer response to inequality. Access and reach Access is more dependent on fixed buildings, which limits reach for families who do not routinely attend centre-based services. Combines Family Hubs, network sites, schools, early years settings, health venues, libraries, voluntary sector partners and outreach. Creates a more visible and flexible borough-wide offer, bringing support closer to where families live, learn and already seek help. Early help and prevention Opportunities for early identification vary by locality and are constrained by the current estate footprint. Uses three localities and six education-aligned clusters, with stronger links to schools, early years settings, health and Family Help. Strengthens early identification of speech and language, SEND, wellbeing, attendance and family support needs before concerns escalate. Partnership delivery Partnership working is in place but is not consistently organised around shared locality footprints, school clusters and community access points. Creates a single place-based framework linking Family Hubs, education, early years, health, Family Help and voluntary/community organisations. Improves coordinated planning, warm handovers and joined-up support, making the system easier for families and professionals to navigate. Best value and sustainability The existing estate includes sites with lower strategic fit or higher running costs, limiting the ability to reinvest in outreach and targeted support. Rationalises selected Children’s Centre sites, explores repurposing Colham Manor as a Child Health Hub and refocuses resources on priority communities. Releases recurring savings and capacity for preventative delivery while supporting a more sustainable estate and workforce model. Delivery of Best Start outcomes Universal and targeted activity is delivered, but the current model does not provide a Strengthens delivery of parenting support, home learning, early language, Creates a stronger operating model to improve engagement, school APPENDIX C sufficiently consistent platform for borough-wide delivery. healthy beginnings, SEND inclusion and school readiness through locality teams. readiness, family resilience and access to early years support. Family experience Families may experience variable routes into support and may need to navigate multiple buildings, services and referral pathways. Provides clearer access through hubs, network sites, outreach and trusted local partners, supported by navigation and family support roles. Makes help easier to find, more joined up and available through places families already know and trust. Future flexibility The current estate-led model is less able to respond quickly to changing patterns of deprivation, demand, SEND need and resident feedback. Creates a flexible place-based model that can adapt delivery across hubs, network sites, outreach and partner venues. Improves resilience and enables the Council to adjust provision as local need, population patterns and family feedback change.

Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Discretionary Fees and Charges 2027/28 Cabinet Member Lead Cabinet Member for Finance (Cllr Lavery) Chief Officer responsible Corporate Director of Finance (s151 Officer) Report author Andrew Vallance – Interim Head of Operational Finance Report classification and reason Public For General Release Relevant Committee Audit, Finance & Performance (Scrutiny) Electoral Ward N/A 1. Executive Summary As set out in paragraph 9 of the Council’s February 2026 budget report, the Government’s revised funding formula will be phased in over three years. As a result, Hillingdon will not receive £65m of assessed Government funding over the next two years, leavi ng the Council to meet the shortfall. Against this challenging financial backdrop, this report presents Cabinet with a proposed schedule of increases to be applied to those fees and charges for which the Council has discretion to determine the level of charge. This is an exercise undertaken each year to ensure that the Council reviews and applies an appropriate uplift to discretionary income- generating services. The Council engaged specialist consultants to review Hillingdon’s fees and charges against those of other London Boroughs and against their database of charges applied elsewhere. Given the low level of fees typically charged at present, Cabinet is recommended to increase fees and charges by circa 15% unless such an increase would be likely to generate lower income as the service operates in a competitive market. The charges and increases proposed have been discussed with members who have further provided feedback on those areas which are not considered appropriate for increases, or which in some cases need more significant correction to bring them closer to market rates. It is proposed that following approval, Leisure Centres’ charges will be increased from 1 December 2026. Other revised charges will be introduced from 1 January 2027 where Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public possible. Some increases may require more planning before their introduction and so will be introduced from 1 April 2027. Statutory Fees and Charges are excluded from this report and will be reviewed in the draft budget in December 2026 where permitted increases are known. 2. Recommendation(s) That the Cabinet: 1. Approves the proposed schedule of discretionary fees and charges as set out in Appendix A; 2. Authorises Corporate Directors and their officers to implement the changes; 3. Approves implementation of the leisure centre fees from 1 December 2026; 4. Approves implementation of the remaining increases from 1 January 2027 where feasible, or from 1 April 2027 at the latest; and 5. Delegates authority to Corporate Directors, in consultation with the relevant Cabinet Member and the Cabinet Member for Finance, to make minor consequential amendments to the approved schedule of fees and charges, provided that any amendment that is materi al in nature is referred back to Cabinet for approval. 3. Reasons for decision 1. In respect of recommendation 1, the Council reviews its fees and charges annually, with any changes to charges for Council services requiring collective approval by Cabinet. Regular review is necessary to reflect inflation and service delivery costs, support continued investment and, where appropriate, manage demand. Benchmarking indicates that many of the Council’s discretionary charges are in the lower quartile compared with other London boroughs. The proposed changes therefore seek to bring charges closer to comparable levels, while taking account of affordability, market conditions and the potential impact on demand and income. 2. Recommendation 2 - This is to ensure that officers are empowered to bring the revised schedule of fees and charges into effect. 3. Recommendation 3 - GLL, the Council’s leisure services provider, is requesting that fees are raised at the leisure centres from 1 December 2026, and in line with the contractual arrangements. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 4. Recommendation 4 - Bringing in some of the other increases before the end of the financial year will help the Council to reduce the reliance on Exceptional Financial Support in 2026/27. Approving the increases now rather than in the later February budget report also gives services sufficient lead in time to implement the changes where more time is required. 5. Recommendation 5 – This recognises that it may be necessary minor amendments to fees and charges before implementation or during the year, for example where typographical errors or errors of calculation have been made, or where the amount specified may be impractical to apply. 4. Proposal 1. The schedule of fees and charges is reviewed annually and has a strong link to the Medium-Term Financial Planning cycle. 2. The full range of fees and charges includes both statutory and discretionary items. This report is focused on those discretionary items which the Council is able to decide for itself. Those which are set and amended by statute are not included here for decision, but where there is the flexibility to amend up to a (potentially revised) limit set by statute, and the Council currently charges below this limit, these will be brought back for decision in due course. Where the statutory charge is fixed without flexibility, any changes announced will be implemented as this is what is required by legislation. There are also some services which are charged for on a contractual basis and hence quoted for on a case by case basis; in such cases the pricing will be subject to the actual cost of service delivery and other relevant factors – these are therefore unable to be set out and approved as part of this report. 3. The Council appointed consultants, Lyon Local Government, to review its discretionary fees and charges, including parking, against those set by other London Boroughs to determine whether there was scope to increase charges above the rate of inflation to help narrow the budget gap. Lyon LG then met with service managers to assess the impact of a range of increases on income targets and demand levels. 4. Lyon LG confirmed that Hillingdon’s charges are often in the lowest quartile for London Boroughs and therefore recommended 15% increases for many services. Fees are generally rounded up in 10p increments so some smaller items may increase by slightly more than 15%. 5. There are exceptions to the 15% increase, where Hillingdon is already at or above the typical market rate, the service is still establishing itself in the marketplace, or where Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public there is significant competition and an increase would be counterproductive. These include: • Parking - changes to parking tariffs reflect that parking in Council owned car parks and on-street parking spaces is cheaper than in many other areas of outer London and that the Hillingdon First Card provides a significant discount for residents. The revised charges move the cost closer to outer London averages whilst still providing a discount and retaining free parking entitlements for residents • The Imported Food Unit – no increase is necessary this year to maintain full cost recovery. • Leisure Centre – fees can only rise by 4% in accordance with the contract agreed with the provider, GLL • Golf courses are in the process of being sold or leased out so the Council will no longer set fees for them. • Filming – currently a very competitive market. • Parks and Open Spaces – fees have been benchmarked against neighbouring authorities and increased by more than 15% where Hillingdon prices are considerably lower. • Green waste collection – fees proposed to be reduced to reflect the revised service 6. New charges introduced include artificial cricket pitches, CCTV search fees and a higher charge form special refuse collections of 4 to 6 items. 7. A number of services are currently undertaking fundamental reviews prior to revising their fees and charges. Their proposals will be included in the draft budget papers at a later Cabinet. These services include: • Cemeteries and crematorium • Building Control 8. In order to maximise potential income, it is proposed to increase discretionary fees and charges from 1 January 2027 where feasible. Leisure centre fees will rise from 1 December 2026. Other charges will change from 1 April 2027 if earlier is not feasible. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 9. Statutory fees and charges were excluded from this review. They will be increased by the amounts permitted by the Government and reported on during the 2027/28 budget cycle as in previous years. 5. Corporate implications Financial (mandatory) Y Equalities impact assessment Legal (mandatory) Y Workforce Alternative options (mandatory) Y Public Health Risk management (mandatory) Y External partners Heathrow Expansion Communications Asset Committee comments Procurement & contract social value Digital Planning Climate Change a) Financial The recommendations in this report have the potential to increase the Council’s income by an estimated £3.3 million and would therefore help to bridge the current £50m budget gap. This would improve the Council’s financial sustainability and help it mitigate the need for additional Exceptional Financial Support. b) Legal Some services the Council provides are mandatory and governed by specific legislation whilst other services provided are discretionary. Discretionary services are those which the Council is permitted to provide but not required to provide. The Council has a general power of competence under section 1 of the Localism Act 2011. This is the power to do anything an individual can do provided it is not prohibited by other legislation. The general power of competence expressly includes the power t o do something for the benefit of the authority, its area, or persons resident or present in its area. The Council also has subsidiary powers under section 111 of the Local Government Act 1972 (LGA 1972) to authorise the provision of a service to facilitate the discharge of a specific function. The Council has the power under section 19(1)(a) of the Local Government (Miscellaneous Provisions) Act 1976 (LGMPA 1976) to charge for the provision of recreational facilities and may charge whatever payment it considers to be appropriate. The Council als o has the power under section 45 of the Road Traffic Regulation Act 1984 to charge for street parking. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public In accordance with the above, the Council has the statutory power to charge the fees and charges outlined in Appendix A. c) Alternative options Alternative Options Rationale for rejecting option Option A – Increase by CPI  Doesn’t help bridge budget gap, leaves the Council’s fees and charges well below average levels charged by other councils Option B - Do nothing  Budget gap would be even wider than if CPI applied, cost of providing discretionary services would not be covered by income and Council is effectively subsidising service users. Option C - Cease activity  Would be more detrimental to residents and service users than increasing prices. Not all services would be provided by commercial or other not-for-profit organisations. Some services are statutory in nature for which the statutory fees are insufficient to cover the core service, so would put even greater pressure on the Council’s finances. d) Risk management Risk Mitigation Reduced income as demand falls Consultants have discussed elasticity of demand with services. No 15% increase if income would fall. Fees and charges income will be monitored to identify areas which are facing a reduction in income, understand the causes and take any necessary action to mitigate. Reduced income as becomes uncompetitive Not recommending increases in areas that would become uncompetitive Delays to implementation Early approval by Cabinet brings forward the potential implementation dates to January, while services needing more time will have the ability to implement in time for the new financial year. e) Other implications None. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 6. Delivering the Council’s Priorities 2026-30 1 Being easy to deal with N/A 2 Being brilliant at the basics Y This proposal will help ensure the Council’s financial sustainability and enable it to provide services. 3 Putting our residents first Y The proposals put residents first by helping to protect valued Council services, with independent benchmarking ensuring that charges remain competitive and offer good value for money. Resident discounts and benefits will be maintained where applicable, including the Hillingdon First resident discount and free parking entitlements. 4 Delivering Hillingdon homes for Hillingdon people N/A 5 Supporting future generations N/A 6 Being open for business N/A 7. Consultation & engagement The Council must have regard to its public sector equality duty under section 149 of the Equality Act 2010. In summary section 149 provides that a Public Authority must, in the exercise of its functions, have due regard to the need to: (a) eliminate discri mination harassment, victimisation and any other conduct that is prohibited by or under this Act; (b) advance equality of opportunity between persons who share a relevant protected characteristic and persons who do not share it; and (c) foster good relations between persons who share a relevant protected characteristics and persons who do not share it. Section 149 (7) of the Equality Act 2010 defines the relevant protected characteristics as age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation. The Council believes that these proposals do not adversely impact or unlawfully discriminate against any protected characteristics. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 8. Timetable for implementation Fees and charges increases will be implemented where feasible from 1 December 2026 (leisure centres), 1 January 2027, or if later by 1 April 2027. Statutory charge increases will be applied in accordance with relevant legislation. List of appendices attached A. Schedule of proposed fees and charges. List of Background Papers Lyon Local Government review of Hillingdon fees and charges

Appendix A Net amount to be shown on the schedule Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Residents Services Facilities Management Civic Centre Room Hire Rates CR2 per hour M 36.60 36.60 EXP 42.10 15.0% 42.10 15.0% CR3 per hour M 48.60 48.60 EXP 55.90 15.0% 55.90 15.0% CR3a per hour M 43.90 43.90 EXP 50.50 15.0% 50.50 15.0% CR3/3a combined per hour M 73.20 73.20 EXP 84.20 15.0% 84.20 15.0% CR4 per hour M 58.40 58.40 EXP 67.20 15.1% 67.20 15.1% CR4a per hour M 43.90 43.90 EXP 50.50 15.0% 50.50 15.0% CR4/4a combined per hour M 73.30 73.30 EXP 84.30 15.0% 84.30 15.0% CR5 per hour M 73.30 73.30 EXP 84.30 15.0% 84.30 15.0% CR6 per hour M 73.30 73.30 EXP 84.30 15.0% 84.30 15.0% CR7 per hour M 34.20 34.20 EXP 39.30 14.9% 39.30 14.9% CR9 per hour M 36.60 36.60 EXP 42.10 15.0% 42.10 15.0% Interview rooms per hour M 23.00 23.00 EXP 26.40 14.8% 26.40 14.8% Council Chamber per hour M 140.60 140.60 EXP 161.70 15.0% 161.70 15.0% TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Bar Area per hour M 69.90 69.90 EXP 80.40 15.0% 80.40 15.0% Estates & Valuation Other Licence to assign leases: initial flat rate Thereafter: fee scale at officer rate: Principal Valuer M 130.10 130.10 EXP 149.60 15.0% 149.60 15.0% Qualified Valuer M 104.60 104.60 EXP 120.30 15.0% 120.30 15.0% Assistant / admin officer M 79.30 79.30 EXP 91.20 15.0% 91.20 15.0% Licence to make alterations to leases fee scale at officer rate: Principal Valuer M 130.10 130.10 EXP 149.60 15.0% 149.60 15.0% Qualified Valuer M 104.60 104.60 EXP 120.30 15.0% 120.30 15.0% Assistant Valuer / admin officer M 79.30 79.30 EXP 91.20 15.0% 91.20 15.0% Licence to change or extend leases fee scale at officer rate: Principal Valuer M 385.50 385.50 EXP 443.30 15.0% 443.30 15.0% Qualified Valuer M 54.00 54.00 EXP 62.10 15.0% 62.10 15.0% Assistant Valuer / admin officer M 105.00 105.00 EXP 121.00 15.2% 121.00 15.2% Party Wall award Administrative Charge M 79.30 79.30 91.20 15.0% 91.20 15.0% Additional Hourly Rate: Programme Co-Ordinator M LBH milage ratesLBH milage rates LBH milage rates LBH milage rates TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Additional Hourly Rate: Head of Capital Works M 130.10 130.10 149.60 15.0% 149.60 15.0% Arbitration of disputes regards leases related charges : Photocopying Assistant / admin officer M 79.30 79.30 EXP 91.20 15.0% 91.20 15.0% Transport M LBH milage ratesLBH milage rates EXPLBH milage rates LBH milage rates Licence to install satellite dishes per licence M 130.10 130.10 EXP 149.60 15.0% 149.60 15.0% Highways Cars for Sale on the Highway Removals - full cost and storage of removed vehicle until collection by owner. B N/A N/A NB N/A N/A "A"Board fees & charges - if have to remove these full costs charged to relevant party. Initial application fee B 79.00 79.00 NB 91.00 15.2% 91.00 15.2% Once approved by Planning a further: B 147.50 147.50 NB 170.00 15.3% 170.00 15.3% Thereafter annual fee B 227.50 227.50 NB 262.00 15.2% 262.00 15.2% Public Rights of Way Application to change definitive map & statement M 253.00 253.00 NB 291.00 15.0% 291.00 15.0% Highways Enquires For legal purposes requiring a written response M 84.50 84.50 NB 97.20 15.0% 97.20 15.0% Streetworks Inspection / Licensing License new plant B N/A 844.50 NB N/A N/A 972.00 15.1% TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % License old plant B N/A 844.50 NB N/A N/A 972.00 15.1% Bar marks in front of vehicle crossings M 228.50 228.50 NB 262.78 15.0% 263.00 15.1% Section 50 Street Works Licence Excavations up to 1.5m deep B 1,025.00 1,025.00 NB 1,178.75 15.0% 1,180.00 15.1% Excavations over 1.5m deep B 2,522.00 2,522.00 NB 2,900.30 15.0% 2,900.00 15.0% Refundable bond B 300.00 per m² 300.00 per m² NB 345.00 per m² 15.0% 345.00 per m² 15.0% Section 96 Call out fee to inspect damage to highways infrastruture/equipment B 79.00 79.00 NB 90.85 15.0% 90.85 15.0% Remedial works to repair damage to highways infrastructure/equipment B At cost plus 25% At cost plus 25% NB At cost plus 25% At cost plus 25% Section 278 works design check - Initial check of outline proposals (non-refundable) B 5,000.00 5,000.00 NB 5,750.00 15.0% 5,750.00 15.0% Administration, design check and inspection of works B 11% of works cost or 5,250 (whichever higher); less fee for initial check 11% of works cost or 5,750 (whichever higher); less fee for initial check NB 11% of works cost or 6,050 (whichever higher); less fee for initial check 15.2% 11% of works cost or 6,650 (whichever higher); less fee for initial check 15.7% Minor Highways Fees Vehicle crossing application fee (non-refundable) R 164.00 180.00 NB 188.60 15.0% 207.00 15.0% Vehicle crossing application fee (as part of planned works) (non- refundable) R 164.00 180.00 NB 188.60 15.0% 207.00 15.0% Vehicle Crossings construction fee R At cost plus 5% At cost plus 5% NB At cost plus 5% At cost plus 5% Vehicle Crossings construction fee (as part of planned works) R At 75% cost At 75% cost NB At 75% cost At 75% cost TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Vehicle crossing supervision Fee R 264.00 290.00 NB 303.60 15.0% 333.50 15.0% Oversail Licences (e.g. cranes and canopies) Additional charges per hr B N/A 85.00 NB N/A N/A 97.75 15.0% All Highways enqueries for legal purposes requiring written response M 80.00 85.00 NB 92.00 15.0% 97.75 15.0% Commercial crossing application fee R 1,848.00 1,848.00 NB 2,125.00 15.0% 2,125.00 15.0% Heavy duty vehicle crossing application fee (non-refundable) R 1,848.00 1,848.00 NB 2,125.00 15.0% 2,125.00 15.0% Heavy duty vehicle crossing supervision fee R 606.00 667.00 NB 697.00 15.0% 767.00 15.0% Heavy duty vehicle crossings contstruction fee R At cost plus 5% At cost plus 25% NB At cost plus 5% 0.0% At cost plus 25% 0.0% Additional Highways Enquiries - Standard Highways Adoption Question (1 to 3 questions) M 57.55 60.70 NB 66.50 15.6% 70.00 15.3% Additional Highways Questions (each) M 20.45 21.30 NB 23.50 14.9% 24.50 15.0% Minor Highways Fees - - Building Materials (charge per application) B 242.00 245.00 NB 278.30 15.0% 281.75 15.0% Application for Banners on Street Furniture M 249.00 274.00 NB 287.00 15.3% 316.00 15.3% Application for Festive Lights & Decorations M 249.00 274.00 NB 287.00 15.3% 316.00 15.3% Skip Licencing - - (charge per application. (for 1-49) B 90.00 94.50 NB 103.50 15.0% 109.00 15.3% Minor Highways Fees - - Scaffold / Hoarding (charge per application) B 0.00 350.50 NB 403.50 N/A 403.50 15.1% TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Scaffold / Hoarding (Additional charge per hour) B N/A N/A NB N/A 0.0% N/A N/A Plant & Maintain Licences (Basic cost charged per application) M 281.00 307.00 NB 323.00 14.9% 353.00 15.0% Plant & Maintain Licences (Additional cost /hr) B 82.80 82.80 NB 95.30 15.1% 95.30 15.1% Mobile Construction Equipment (e.g. cranes on the highway) B 0.00 307.00 NB 353.00 N/A 353.00 15.0% Mobile Construction Equipment (e.g. cranes on the highway) Additional cost per hr B 0.00 0.00 NB 0.00 N/A 0.00 N/A Oversail Licences (e.g. cranes and canopies) B 0.00 307.00 NB 0.00 N/A 353.00 15.0% Entrance to Cellars and Pavement Lights B At cost plus 5% N/A NB At cost plus 5% 0.0% N/A N/A Complete Road Closure - by notice (TTRO) - - Emergency B 2,481.50 2,486.00 STD 2,854.00 15.0% 2,860.00 15.0% Complete Road Closure - by order (TTRO) - - Planned B 5,225.00 5,227.00 STD 6,010.00 15.0% 6,010.00 15.0% Events B 780.00 790.00 STD 897.00 15.0% 908.50 15.0% Planned B 4,360.00 4,360.00 STD 5,014.00 15.0% 5,014.00 15.0% Events B 750.00 750.00 STD 862.50 15.0% 862.50 15.0% Libraries Charges Compact Discs - every 3 weeks R 1.80 2.75 NB 2.10 16.7% 3.20 16.4% Compact Discs - every 3 weeks (12-17 students & young adults; Leisure card holders) R 0.90 0.90 NB 1.05 16.7% 1.10 22.2% TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % CD & Cassettes (Talking Books) - every 3 weeks R 3.50 5.45 NB 4.10 17.1% 6.30 15.6% Holds (Reservations) - Self Placed R 0.00 1.40 NB 0.00 N/A 1.65 17.9% Holds (Reservations) - Staff Placed R 0.00 1.40 NB 0.00 N/A 1.65 17.9% Lost Tickets R 3.50 3.80 NB 4.10 17.1% 4.40 15.8% Lost Tickets (Child and 12-17 12-17 students & young adults) R 1.80 N/A NB 2.10 16.7% N/A N/A Fines Books R 0.30 0.35 NB 0.50 66.7% 0.70 100.0% Books (12-17 students & young adults) R 0.10 0.10 NB 0.15 50.0% 0.25 150.0% Talking Books R 0.30 0.35 NB 0.50 66.7% 0.70 100.0% Talking Books (12-17 students & young adults) R 0.10 0.10 NB 0.15 50.0% 0.25 150.0% Compact Discs R 0.30 0.35 NB 0.50 66.7% 0.70 100.0% Compact Discs (12-17 students & young adults) R 0.10 0.10 NB 0.15 50.0% 0.25 150.0% Printing & Photocopies Black and White PC Prints per A4 sheets R 0.30 0.30 STD 0.35 15.0% 0.35 15.0% Colour PC Prints per A4 sheets R 0.65 0.65 STD 0.75 15.0% 0.75 15.0% Black & White A4 R 0.15 0.15 STD 0.17 15.0% 0.17 15.0% Black & White A3 R 0.30 0.30 STD 0.35 15.0% 0.35 15.0% Colour A4 R 1.75 1.75 STD 2.00 14.3% 2.00 14.3% TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Colour A3 R 1.60 1.60 STD 1.85 15.6% 1.85 15.6% Room hire per hour - equipped (Small/Medium/Large). Non-commercial / charity M Small 13.20 Medium 13.90 Large 14.70 Small 22.40 Medium 23.40 Large 23.90 NB Small 15.20 Medium 16.00 Large 17.00 15.0% Small 26.00 Medium 27.00 Large 27.50 15.0% Room hire per hour - equipped (S/M/L) Commercial M Small 23.30 Medium 24.40 Large 24.80 Small 30.00 Medium 31.40 Large 32.10 NB Small 26.8 Medium 28.10 Large 28.50 15.0% Small 34.50 Medium 36.20 Large 37.00 15.0% Family History Search Fee Family History - Census search - one address - Address & year R 6.05 8.85 STD 7.00 15.7% 10.20 15.3% Family History - Census search - one address - same address subsequent year R 3.15 8.85 STD 3.65 15.9% 10.20 15.3% Family History - Census search - one address - same address subsequent year to include copies of six entries R 3.15 8.85 STD 3.65 15.9% 10.20 15.3% Family History - Local Newspapers Search - Article on one specific event R 6.05 12.65 STD 7.00 15.7% 14.55 15.0% Family History - Electoral Register Search - 1890-1914. Name & address. Occupant at one address. (5 year Search) R 6.05 12.65 STD 7.00 15.7% 14.55 15.0% Family History - Electoral Register Search- 1920 - onwards. Name & address. Occupant at one address. (5 year Search) R 6.05 12.65 STD 7.00 15.7% 14.55 15.0% Family History - Directories Search - Occupant at one address or trade. (5 year Search) R 6.05 12.65 STD 7.00 15.7% 14.55 15.0% Family History - Parish Registers Search - Entry of baptism, marriage or burial R 3.15 5.30 STD 3.65 15.9% 6.10 15.0% Family History -Rate Books Search - Occupant at one address R 6.05 12.65 STD 7.00 15.7% 14.55 15.0% Family History -Journals Search - Article on one specific topic R 6.05 12.65 STD 7.00 15.7% 14.55 15.0% Family History -Photograps Search - Photos of one specific place or topic R 6.05 12.65 STD 7.00 15.7% 14.55 15.0% Family History - Maps - Extract showing 1 area. R 6.05 12.65 STD 7.00 15.7% 14.55 15.0% TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Other Research - per half hour R 26.25 35.40 STD 30.20 15.0% 40.70 15.0% Filming Filming on Location Very Large (50+) Full Day B £3400- £20,000+ £3400- £20,000+ STD £3400- £20,000+ 0.0% £3400- £20,000+ 0.0% Very Large (50+) Half Day B £2165-£7425 £2165-£7425 STD £2165-£7425 0.0% £2165-£7425 0.0% Large (16-50) Full Day B £2475-£6190 £2475-£6190 STD £2475-£6190 0.0% £2475-£6190 0.0% Large (16-50) Half Day B £1240-£3710 £1240-£3710 STD £1240-£3710 0.0% £1240-£3710 0.0% Medium (6-15) Full Day B £1115-£2475 £1115-£2475 STD £1115-£2475 0.0% £1115-£2475 0.0% Medium (6-15) Half Day B £560-£990 £560-£990 STD £560-£990 0.0% £560-£990 0.0% Small (1-5) Full Day B £865-£1860 £865-£1860 STD £865-£1860 0.0% £865-£1860 0.0% Small (1-5) Half Day B £495-£805 £495-£805 STD £495-£805 0.0% £495-£805 0.0% Small (1-5) 1 hour B 195.00 195.00 STD 195.00 0.0% 195.00 0.0% Small Photography per hour B £70-£105 £70-£105 STD £70-£105 0.0% £70-£105 0.0% Medium+ Photography per hour B £155-£310 £155-£310 STD £155-£310 0.0% £155-£310 0.0% Traffic Controls Short Hold Agreement (Half/Full) - LEAD IN: 5 Working Days B £475/£675 (per road) £475/£675 (per road) STD £475/£675 (per road) 0.0% £475/£675 (per road) 0.0% Temporary Traffic Notice - LEAD IN: 5 Weeks B 870.00 870.00 STD 870.00 0.0% 870.00 0.0% TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Temporary Traffic Order - LEAD IN: Up to 12 Weeks B 2,012.70 2,012.70 STD 2,012.70 0.0% 2,012.70 0.0% Other Temporary Structure (Half/Full) - LEAD IN: 3 Working Days B £340/£620 £340/£620 STD £340/£620 0.0% £340/£620 0.0% Crane License - LEAD IN: 5 Working Days B POA POA STD POA 0.0% POA 0.0% Street Furniture Alterations - LEAD IN: 3 Weeks B POA POA STD POA 0.0% POA 0.0% Lighting Engineer - LEAD IN: Up to 3 Weeks B POA POA STD POA 0.0% POA 0.0% Street Filming Small (1-5) B 80.00 80.00 STD 80.00 0.0% 80.00 0.0% Medium (6-15) B 190.00 190.00 STD 190.00 0.0% 190.00 0.0% Large (16-50) B 250.00 250.00 STD 250.00 0.0% 250.00 0.0% Very Large (50+) B 335.00 335.00 STD 335.00 0.0% 335.00 0.0% Charity/Student B 35.00 35.00 STD 35.00 0.0% 35.00 0.0% Drone Filming Drone Filming - LEAD IN: 7 Working Days B POA POA STD POA 0.0% POA 0.0% Parking SYL/DYL Dispensation - LEAD IN: 7 Working Days B 53.00 53.00 STD 53.00 0.0% 53.00 0.0% Parking Permits - LEAD IN: 3 Working Days B 53.00 53.00 STD 53.00 0.0% 53.00 0.0% TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Bay Suspension* - LEAD IN: Res: 10wd / P&D: 5wd (Please note that longer lead in times will be required for any shoots that involve engagement with residents or suspension of residents’ bays) B £52 per bay per day £52 per bay per day STD £52 per bay per day 0.0% £52 per bay per day 0.0% Bagging Fee B 52.00 52.00 STD 52.00 0.0% 52.00 0.0% Unit Bases B £1485-£3710 per day £1485-£3710 per day STD £1485-£3710 per day 0.0% £1485-£3710 per day 0.0% Street Naming & Numbering Naming/renaming a road M 465.00 N/A NB 534.75 15.0% N/A Naming/renaming a commercial property/block of flats B 507.00 N/A NB 583.05 15.0% N/A Naming/renaming a single residential property M 169.00 N/A NB 194.35 15.0% N/A Numbering/renumbering of a building M 243.00 N/A NB 279.45 15.0% N/A Numbering of a single flat/first flat in a block M 241.00 N/A NB 277.15 15.0% N/A Numbering/Renumbering of a flat - multiples of 2-19 (per unit) M 91.00 N/A NB 104.65 15.0% N/A Numbering/Renumbering of a flat - multiples of 20+ (per unit) M 42.00 N/A NB 48.30 15.0% N/A Leisure Centres Swimming-Indoor Peak - Adult R 5.55 6.40 STD 5.77 4.0% 6.66 4.0% Peak - Adult Concession C 2.80 3.10 STD 2.91 4.0% 3.22 4.0% Peak - Child R 2.90 2.90 STD 3.02 4.0% 3.02 4.0% Peak -Child Concession C 1.85 1.85 STD 1.92 4.0% 1.92 4.0% Off Peak - Adult R 4.65 5.15 STD 4.84 4.0% 5.36 4.0% TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Off Peak- Adult Concession C 4.75 4.95 STD 4.94 4.0% 5.15 4.0% Off Peak - Child R 2.50 2.50 STD 2.60 4.0% 2.60 4.0% Off Peak Child Concession C 1.35 1.35 STD 1.40 4.0% 1.40 4.0% Swimming-Outdoor 0.00 - - - Adult R 8.00 11.40 STD 8.32 4.0% 11.86 4.0% Adult Concession C 5.40 7.50 STD 5.62 4.0% 7.80 4.0% Child R 4.75 5.70 STD 4.94 4.0% 5.93 4.0% Child Concession C 3.25 4.55 STD 3.38 4.0% 4.73 4.0% Under 3's R 0.00 - - - Swimming - Other Birthday Parties Sports hall and room hire incl host (90 minutes) R 191.10 221.50 STD 198.74 4.0% 230.36 4.0% Swimming Instruction (per lesson) Adult R 10.75 12.45 STD 11.18 4.0% 12.95 4.0% Swimming Instruction (per lesson) Adult Concession C 7.70 8.25 STD 8.01 4.0% 8.58 4.0% Swimming Instruction (per lesson) Child R 8.40 8.40 STD 8.74 4.0% 8.74 4.0% Swimming Instruction (per lesson) Child Concession C 6.00 6.00 STD 6.24 4.0% 6.24 4.0% Swimming Instruction (per lesson) One to one tuition R 31.30 35.15 STD 32.55 4.0% 36.56 4.0% Swim Crash Course 1/2 hour per day x 5 day (per half hour) R 40.40 40.20 STD 42.02 4.0% 41.81 4.0% Private Hire (Hillingdon Pools from 25 to 33 metres) 0.00 - - - Hourly rate (Other organisations) R N/A 176.30 STD N/A N/A 183.35 4.0% TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Hourly Rate (Hillingdon Clubs) R 139.95 N/A STD 145.55 4.0% N/A N/A Per lane per hour (Other organisations) R N/A 35.35 STD N/A N/A 36.76 4.0% Per lane per hour (Hillingdon Clubs) R 28.40 N/A STD 29.54 4.0% N/A N/A Private Hire (50m Pool) - - Hourly rate (Other organisations) R N/A 347.25 STD N/A N/A 361.14 4.0% Hourly Rate (Hillingdon Clubs) R 261.30 N/A STD 271.75 4.0% N/A N/A Young at Heart - - Single session(highgrove Pool) R 5.40 5.95 STD 5.62 4.0% 6.19 4.0% Gym - - Gym Inductions ( Casual use ) Group R 24.20 27.75 STD 25.17 4.0% 28.86 4.0% Gym Inductions ( Casual use ) Individual 1:2:1 R 35.30 39.15 STD 36.71 4.0% 40.72 4.0% Replacement Card Charge R 4.15 4.15 STD 4.32 4.0% 4.32 4.0% Casual Gym Session Peak R 9.60 10.90 STD 9.98 4.0% 11.34 4.0% Casual Gym Session Peak concession C 6.10 6.30 STD 6.34 4.0% 6.55 4.0% Casual Gym Session Off-Peak R 7.90 8.75 STD 8.22 4.0% 9.10 4.0% Casual Gym Session Off-Peak concession C 3.85 4.60 STD 4.00 4.0% 4.78 4.0% Coached Fitness Classes Charges R 8.95 9.75 STD 9.31 4.0% 10.14 4.0% Coached Fitness Classes Charges concession C 6.95 7.75 STD 7.23 4.0% 8.06 4.0% TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Exercise Prescription C 4.10 N/A STD 4.26 4.0% N/A N/A Health & Fitness Membership Site Specific Peak Membership (Hillingdon Sport & Leisure Complex only including Outdoor Pool) R 65.20 78.15 STD 67.81 4.0% 81.28 4.0% Site Specific Peak Membership (Botwell Sport & Leisure Centre, Highgrove Pool, Hillingdon Sport & Leisure Complex excluding the Outdoor Pool) R 56.95 71.85 STD 59.23 4.0% 74.72 4.0% Site Specific Peak Membership (Queensmead Sports Centre only) R 49.70 56.85 STD 51.69 4.0% 59.12 4.0% Off Peak Site Specific Membership R 43.20 52.30 STD 44.93 4.0% 54.39 4.0% Main Hall Hire Hillingdon Sport & Leisure Centre (4 courts) R 57.15 68.60 STD 59.44 4.0% 71.34 4.0% Queensmead Sports Centre (6 courts) R 82.00 94.20 STD 85.28 4.0% 97.97 4.0% Botwell Leisure Centre (4 courts) R 57.15 68.60 STD 59.44 4.0% 71.34 4.0% Badminton Peak - Per court (Hillingdon Sport & Leisure Complex & Botwell Sport & Leisure Centre) R 14.15 16.35 STD 14.72 4.0% 17.00 4.0% Peak - Per court (Queensmead Sports Centre) R 14.15 15.50 STD 14.72 4.0% 16.12 4.0% Off Peak - Per court (All Sites) R 8.75 10.10 STD 9.10 4.0% 10.50 4.0% Other Trampoline / Martial Arts etc. R 28.25 32.25 STD 29.38 4.0% 33.54 4.0% Queensmead SC - Netball / 5-a-side External / Al (including floodlights) (per court) R 38.05 43.95 STD 39.57 4.0% 45.71 4.0% Cricket Lane Charges R 40.40 45.75 STD 42.02 4.0% 47.58 4.0% TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Table Tennis per table R 8.45 9.40 STD 8.79 4.0% 9.78 4.0% Sports Parties R 150.00 169.00 STD 156.00 4.0% 175.76 4.0% Athletics Adult R 4.45 5.10 STD 4.63 4.0% 5.30 4.0% Child R 2.45 2.50 STD 2.55 4.0% 2.60 4.0% Meetings - Hillingdon Clubs / Schools (Monday - Friday) R 56.40 N/A STD 58.66 4.0% N/A Meetings - Hillingdon Clubs / Schools (Weekends) R 67.15 N/A STD 69.84 4.0% N/A Meetings - Other Organisations (Monday - Friday) R N/A 83.05 STD N/A N/A 86.37 4.0% Meetings - Other Organisations (Weekends) R N/A 92.15 STD N/A N/A 95.84 4.0% 1 to 2 matches (per match) R 246.20 283.25 STD 256.05 4.0% 294.58 4.0% 3 to 5 matches (per match) R 215.45 246.30 STD 224.07 4.0% 256.15 4.0% 6 to 9 matches (per match) R 184.70 209.35 STD 192.09 4.0% 217.72 4.0% 10 or more matches (per match) R 166.30 184.70 STD 172.95 4.0% 192.09 4.0% Astroturf Pitch Full pitch R 137.20 163.30 STD 142.69 4.0% 169.83 4.0% 1/3 pitch R 75.10 88.20 STD 78.10 4.0% 91.73 4.0% Botwell Green Full Pitch (Botwell Green Sport & Leisure Centre) R 105.80 124.15 STD 110.03 4.0% 129.12 4.0% TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Half Pitch (Botwell Green Sports & Leisure Centre) R 75.65 84.95 STD 78.68 4.0% 88.35 4.0% Petanque Casual use R 1.70 2.65 STD 1.77 4.0% 2.76 4.0% Full pitch (six) R 34.00 41.85 STD 35.36 4.0% 43.52 4.0% 1/6 pitch R 6.85 9.15 STD 7.12 4.0% 9.52 4.0% Gymnastics & Other Junior Activities Gym Tots & Pre School 45 minute lessons R 7.25 7.25 STD 7.54 4.0% 7.54 4.0% Gym Tots & Pre School 45 minute lessons concession C 6.10 6.10 STD 6.34 4.0% 6.34 4.0% General Gym 1-5 R 7.25 7.25 STD 7.54 4.0% 7.54 4.0% General Gym 1-5 concessions C 6.10 6.10 STD 6.34 4.0% 6.34 4.0% Adult Gymnastics R 11.75 12.70 STD 12.22 4.0% 13.21 4.0% Adult Gymnastics concession C 9.10 10.25 STD 9.46 4.0% 10.66 4.0% Acro 1 Squad (8 hours per week) R 4.95 4.95 STD 5.15 4.0% 5.15 4.0% Acro 2 Squad (14 hours per week) R 3.55 3.55 STD 3.69 4.0% 3.69 4.0% Extra coach R 32.00 32.00 STD 33.28 4.0% 33.28 4.0% Toddlers World R 6.10 6.10 STD 6.34 4.0% 6.34 4.0% Toddlers World concession C 5.05 5.05 STD 5.25 4.0% 5.25 4.0% Development Control TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Planning Fees - in addition to the statutory charges detailed on the Planning Portal Pre Application Fees - Category F Minor Applications (new) Development M 920.00 N/A STD 1,058.00 15.0% N/A Follow up Meetings - Category F (new) Minor Applications Development M 210.00 N/A STD 241.50 15.0% N/A Planning Fees - in addition to the statutory charges detailed on the Planning Portal Administrative Charge for withdrawn or discarded planning applications deemed invalid - Other and Minor M 108.00 N/A STD 124.20 15.0% N/A Administrative Charge for withdrawn or discarded planning applications deemed invalid - Major M 216.00 N/A STD 248.40 15.0% N/A Planning - Additional Other Charges Copy of Official Documention Administration Fee M 110.00 110.00 STD 126.50 15.0% 126.50 15.0% General Permitted Development Order, The Town and Country Planning Regulations 2020 Green Spaces Hall Hire Charges Meeting Hall Hire - Scale 1 (Haydon Hall) Rooms 1, 3 + 5 Mon - Fri B 62.90 66.20 EXP 72.40 15.1% 76.20 15.1% Whole Hall Sat / Sun & Bank Holidays B 91.10 96.10 EXP 104.80 15.0% 110.60 15.1% Rooms 2 or 4 or 6 Mon - Fri B 53.00 55.60 EXP 61.00 15.1% 64.00 15.1% Meeting Hall Hire - Scale 2 Rooms 1, 3 + 5 Mon - Fri B 33.10 35.20 EXP 38.10 15.1% 40.50 15.1% Whole Hall Sat / Sun & Bank Holidays B 48.10 50.20 EXP 55.40 15.2% 57.80 15.1% TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Rooms 2 or 4 or 6 Mon - Fri B 26.40 26.80 EXP 30.40 15.2% 30.90 15.3% Cavendish Hall (Leased to Richtone Ltd - prices shown are the maximum that can be charged) - Scale 2 Ground floor hall Mon - Thurs B 28.70 30.10 EXP 33.10 15.3% 34.70 15.3% First floor hall Mon - Thurs B 28.70 30.10 EXP 33.10 15.3% 34.70 15.3% Upstairs small room Mon - Thurs B 22.60 23.60 EXP 26.00 15.0% 27.20 15.3% Ground floor hall Fri / Sat / Sun B 40.60 42.80 EXP 46.70 15.0% 49.30 15.2% First floor hall Fri / Sat / Sun B 40.60 42.80 EXP 46.70 15.0% 49.30 15.2% Upstairs small room Fri / Sat / Sun B 24.00 25.70 EXP 27.60 15.0% 29.60 15.2% The Grange (Leased to Lido Catering Co Ltd - prices shown are the maximum that can be charged) Large Room Mon - Thurs B 31.60 33.10 EXP 36.40 15.2% 38.10 15.1% Medium room Mon - Thurs B 31.60 33.10 EXP 36.40 15.2% 38.10 15.1% Small room Mon - Thurs B 24.90 26.00 EXP 28.70 15.3% 29.90 15.0% Large Room Fri / Sat / Sun B 44.70 47.10 EXP 51.50 15.2% 54.20 15.1% Medium Room Fri / Sat / Sun B 44.70 47.10 EXP 51.50 15.2% 54.20 15.1% Small Room Fri / Sat / Sun B 26.40 28.30 EXP 30.40 15.2% 32.60 15.2% Kings College Pavilion - (Prices shown are the maximum that can be charged) Small RoomMon - Thurs inc Friday until 4.40pm B 26.40 27.60 EXP 30.40 15.2% 31.80 15.2% Medium RoomMon - Thurs inc Friday until 4.40pm B 26.40 27.60 EXP 30.40 15.2% 31.80 15.2% TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Large RoomMon - Thurs inc Friday until 4.40pm B 24.90 26.00 EXP 28.70 15.3% 29.90 15.0% Small RoomFri after 4.30 / Sat / Sun B 33.10 34.20 EXP 38.10 15.1% 39.40 15.2% Medium Room Fri after 4.30 / Sat / Sun B 33.10 34.20 EXP 38.10 15.1% 39.40 15.2% Large RoomFri after 4.30 / Sat / Sun B 26.40 27.60 EXP 30.40 15.2% 31.80 15.2% Commercial Events - These are guide prices and will be negotiated on an indivdual basis. Commercial events / Operating Days B 3,733.00 3,989.60 EXP 4,293.00 15.0% 4,588.10 15.0% Commercial events Environmental Impact Fee B 1,707.00 1,707.00 EXP 1,963.10 15.0% 1,963.10 15.0% Commercial events / set up strip down days B 621.50 663.90 EXP 714.80 15.0% 763.50 15.0% Fairs & Circuses - Application Fee B 206.00 206.00 EXP 236.90 15.0% 236.90 15.0% Fairs & Circuses -Booking Fee B 810.00 810.00 EXP 931.50 15.0% 931.50 15.0% Fairs & Circuses -Deposit B 25,000.00 25,000.00 EXP 28,750.00 15.0% 28,750.00 15.0% Fairs & Circuses - Monday to Thursday - Charge per day B 2,500.00 2,500.00 EXP 2,875.00 15.0% 2,875.00 15.0% Fairs & Circuses - Friday, Saturday, Sunday & Bank Holidays - Charge per day B 3,000.00 3,000.00 EXP 3,450.00 15.0% 3,450.00 15.0% Parks and Open Spaces Football, Rugby, Hockey, Lacrosse & Gaelic Football (pro rata per match) Senior - 11 aside 24x8 Goals without changing Facitlites R 33.80 33.80 EXP 45.00 33.1% 48.00 42.0% Junior - 11 aside 21x7 Goals without changing Facilities R 25.10 25.10 EXP 30.00 19.5% 45.00 79.3% Junior - 9 aside 16x7 Goals Without Changing Facilitis R 25.10 25.10 EXP 30.00 19.5% 40.00 59.4% 7 aside 12x7 Goals Without Changing Facilities R 25.10 25.10 EXP 30.00 19.5% 35.00 39.4% TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % 5 aside Without Changing Facilities R 25.10 25.10 EXP 30.00 19.5% 30.00 19.5% Rugby - Without Changing Facilities R 33.80 33.80 EXP 45.00 33.1% 48.00 42.0% Gaelic Football - Without Changing Facilities R 23.60 23.60 EXP 45.00 90.7% 48.00 103.4% changing facilities R 38.70 43.40 EXP 44.51 15.0% 49.91 15.0% Class 1A Modern dressing accommodation with hot & cold showers R 95.20 106.70 EXP 109.50 15.0% 122.80 15.1% Class 111 Dressing accommodation R 44.10 49.80 EXP 50.80 15.2% 57.30 15.1% Bowls ( May to September ) Clubs pay lump sum (mgt fee) to green spaces collect fees and season tickets themselves. Green Fees (per hour) Adult R 8.40 8.80 EXP 9.70 15.5% 10.20 15.9% Green Fees (per hour) Senior Citizens and Children R 6.70 6.80 EXP 7.80 16.4% 7.90 16.2% Season Tickets Adult R 185.40 194.40 EXP 213.30 15.0% 223.60 15.0% Season Tickets Senior Citizens and Children R 94.50 97.20 EXP 108.70 15.0% 111.80 15.0% Cricket (pro-rata per match) Class 111 Dressing accommodation R 110.30 123.80 EXP 126.90 15.0% 142.40 15.0% Grass Cricket Ground Hire R 78.80 88.40 EXP 90.70 15.1% 101.70 15.0% Artificial Cricket Hire New New EXP 30.00 N/A 30.00 N/A Class 1A Modern dressing accommodation with hot & cold showers R 202.20 226.40 EXP 232.60 15.0% 260.40 15.0% Class 1B Older dressing accommodation with hot & cold showers R 186.90 209.30 EXP 215.00 15.0% 240.70 15.0% TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Class 11 Dressing accommodation with washing facilities R 146.00 163.60 EXP 167.90 15.0% 188.20 15.0% Additional charge per match for seasonal or single lettings R 27.20 30.50 EXP 31.30 15.1% 35.10 15.1% Letting of Open Space Fund-raising events B 0.00 0.00 0.00 N/A 0.00 N/A Charity events B 0.00 0.00 0.00 N/A 0.00 N/A Events - profit making or commercial - min. hourly charge B 166.40 172.90 EXP 191.40 15.0% 198.90 15.0% Events - local community or non-profit making - min. hourly charge B 27.20 N/A EXP 31.30 15.1% N/A N/A Sports days B 37.30 41.00 EXP 42.90 15.0% 47.20 15.1% Other events / minimum charge B 86.70 92.50 EXP 99.80 15.1% 106.40 15.0% Wedding photographs etc R 89.00 92.50 EXP 102.40 15.1% 106.40 15.0% Fitness and training in parks Single training session B 74.60 82.80 STD 85.80 15.0% 95.30 15.1% Annual licence <£6 per class or <6 sessions per week B 811.10 902.30 STD 932.80 15.0% 1,037.70 15.0% Annual licence <£11 per class or 7+ sessions per week B 1,624.00 1,804.40 STD 1,867.60 15.0% 2,075.10 15.0% Replacement ID card B 31.90 31.90 STD 36.70 15.0% 36.70 15.0% Use of Camp Site - Mad Bess Wood ( Scout Groups etc) 0-29 persons per night R 73.00 80.00 EXP 84.00 15.1% 92.00 15.0% Tennis Court Bookings (Gated court sites) TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Per hour booking 5.50 5.50 EXP 10.00 81.8% 12.00 118.2% Arts Theatres Arts Theatres (Compass Theatre, Winston Churchill Theatre and Manor Farm) Community Rates Room Hire Great Barn - Weekday Mon-Thu (Hour) M 101.10 134.20 STD 101.10 0.0% 134.20 0.0% Great Barn - Weekday Mon-Thur (Hour)(Concessionary) C 45.70 N/A STD 45.70 0.0% N/A N/A Great Barn - Fri, Sat, Sun (Hour) M 140.80 185.40 STD 140.80 0.0% 185.40 0.0% Great Barn - Fri, Sat, Sun (Hour)(Concessionary) C 65.50 N/A STD 65.50 0.0% N/A N/A Manor Farm Courtyard (Performance) (Hour) M 59.60 76.90 STD 68.60 15.1% 88.50 15.1% Manor Farm Courtyard (Performance) (Hour)(Concessionary) C 35.60 N/A STD 41.00 15.2% N/A N/A Stables, Mon-Thu M 26.40 32.30 EXP 30.40 15.2% 37.20 15.2% Stables, Mon-Thu (Concessionary) C 15.80 N/A EXP 18.20 15.2% N/A N/A Stables: Fri, Sat, Sun, Bank Hol M 38.30 46.30 EXP 44.10 15.1% 53.30 15.1% Stables: Fri Sat, Sun, Bank Hol(Concessionary) C 22.40 N/A EXP 25.80 15.2% N/A N/A MF Community Hut, Mon-Thu M 12.40 19.90 EXP 14.30 15.3% 22.90 15.1% MF Community Hut, Fri, Sat, Sun, Bank Hol M 14.10 24.00 EXP 16.30 15.6% 27.60 15.0% Cow Byre Week Exhibition (Sun-Sat, opening hours 9-5) M 91.10 122.50 EXP 104.80 15.0% 140.90 15.0% Cow Byre Week Exhibition + Private Views (Sun-Sat, opening hours 9-5 + 2 evening private views) M 142.50 168.10 EXP 163.90 15.0% 193.40 15.1% Compass Long Room (weekday) M 24.90 29.00 EXP 28.70 15.3% 33.40 15.2% TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Room Hire Manor Farm House Room (weekday) M 24.90 29.00 EXP 28.70 15.3% 33.40 15.2% Compass Long Room (weekday) (concessionary) C 14.90 N/A EXP 17.20 15.4% N/A Manor Farm House Room (weekday) (concessionary) C 14.90 N/A EXP 17.20 15.4% N/A Compass Long Room (weekend) M 29.80 34.00 EXP 34.30 15.1% 39.10 15.0% Manor Farm House Room (weekend) M 29.80 34.00 EXP 34.30 15.1% 39.10 15.0% Compass Long Room (weekend) (concessionary) C 17.40 N/A EXP 20.10 15.5% N/A N/A Manor Farm House Room (weekend) (concessionary) C 17.40 N/A EXP 20.10 15.5% N/A N/A Compass Oak, Tate, Drawing Rooms (weekday) M 20.70 23.20 EXP 23.90 15.5% 26.70 15.1% Compass Oak, Tate, Drawing Rooms (weekday) (concessionary) C 12.40 N/A EXP 14.30 15.3% N/A N/A Compass Oak, Tate, Drawing Rooms (weekend) M 24.90 29.00 EXP 28.70 15.3% 33.40 15.2% Compass Oak, Tate, Drawing Rooms (weekend) (concessionary) C 15.80 N/A EXP 18.20 15.2% N/A N/A Compass Cafe Bar (weekday) M 14.90 16.60 EXP 17.20 15.4% 19.10 15.1% Compass Cafe Bar (weekday) (concessionary) C 9.10 N/A EXP 10.50 15.4% N/A N/A Compass Cafe Bar (weekend) M 18.40 20.70 EXP 21.20 15.2% 23.90 15.5% Compass Cafe Bar (weekend) (concessionary) C 11.70 N/A EXP 13.50 15.4% N/A N/A Compass Studio (weekday) M 20.70 24.00 EXP 23.90 15.5% 27.60 15.0% Compass Studio (weekday) (concessionary) C 12.40 N/A EXP 14.30 15.3% N/A N/A TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Compass Studio (weekend) M 33.10 38.90 EXP 38.10 15.1% 44.80 15.2% Room Hire Compass Studio (weekend) (concessionary) C 19.90 N/A EXP 22.90 15.1% N/A N/A Compass Garden (weekday) M 9.10 10.70 EXP 10.50 15.4% 12.40 15.9% Compass Garden (weekend) M 11.70 13.20 EXP 13.50 15.4% 15.20 15.2% Rooms (frequent use) Stables, Mon-Thu M 24.90 32.30 EXP 28.70 15.3% 37.20 15.2% Stables: Fri, Sat, Sun, Bank Hol M 35.60 46.30 EXP 41.00 15.2% 53.30 15.1% Compass Long Room (theatre space) (weekday) M 24.00 30.60 EXP 27.60 15.0% 35.20 15.0% Compass Long Room (theatre space) (weekend) M 28.30 34.80 EXP 32.60 15.2% 40.10 15.2% Compass Oak, Tate, Drawing Room (theatre space) (weekday) M 19.00 24.00 EXP 21.90 15.3% 27.60 15.0% Compass Oak, Tate, Drawing Room (theatre space) (weekend) M 23.20 29.80 EXP 26.70 15.1% 34.30 15.1% Compass Studio (weekday) M 19.90 24.00 EXP 22.90 15.1% 27.60 15.0% Compass Studio (weekend) M 31.60 38.90 EXP 36.40 15.2% 44.80 15.2% Theatre Spaces Winston Churchill Theatre Stage, Auditorium, Dressing Rooms (weekdays) M 100.00 141.50 STD 115.00 15.0% 162.80 15.1% Winston Churchill Theatre Stage, Auditorium, Dressing Rooms (weekdays)(Concessionary) C 60.40 N/A STD 69.50 15.1% N/A N/A Winston Churchill Theatre Stage, Auditorium, Dressing Rooms (weekend) M 182.20 261.60 STD 209.60 15.0% 300.90 15.0% TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Winston Churchill Theatre Stage, Auditorium, Dressing Rooms (weekend)(Concessionary) C 109.20 N/A STD 125.60 15.0% N/A N/A Compass Theatre Stage, Auditorium, Dressing Rooms (weekdays) M 89.40 111.80 STD 102.90 15.1% 128.60 15.0% Compass Theatre Stage, Auditorium, Dressing Rooms (weekdays) concessionary C 53.70 N/A STD 61.80 15.1% N/A N/A Compass Theatre Stage, Auditorium, Dressing Rooms (weekend) M 101.90 129.10 STD 117.20 15.0% 148.50 15.0% Compass Theatre Stage, Auditorium, Dressing Rooms (weekend) concessionary C 61.40 N/A STD 70.70 15.1% N/A N/A Open Air Theatre Barra Hall Park (Weekday - unstaffed) M 26.40 33.10 STD 30.40 15.2% 38.10 15.1% Open Air Theatre Barra Hall Park (Weekday - unstaffed) (concessionary) C 15.80 N/A STD 18.20 15.2% N/A N/A Open Air Theatre Barra Hall Park (Weekend - unstaffed) M 33.10 41.50 STD 38.10 15.1% 47.80 15.2% Theatre Spaces 0.00 - Open Air Theatre Barra Hall Park (Weekend - unstaffed) (concessionary) C 19.90 N/A STD 22.90 15.1% N/A N/A Performances in Cafe Bar, Studio, Compass Garden, Southlands Gardens, Manor Farm Grounds, Long Room, Stables (weekday) M 21.60 29.80 STD 24.90 15.3% 34.30 15.1% Performances in Cafe Bar, Studio, Compass Garden, Southlands Gardens, Manor Farm Grounds, Long Room, Stables (weekday) (concessionary) C 13.20 N/A STD 15.20 15.2% N/A N/A Performances in Cafe Bar, Studio, Compass Garden, Southlands Gardens, Manor Farm Grounds, Long Room, Stables (weekend) M 27.30 37.20 STD 31.40 15.0% 42.80 15.1% Performances in Cafe Bar, Studio, Compass Garden, Southlands Gardens, Manor Farm Grounds, Long Room, Stables (weekend) (concessionary) C 16.60 N/A STD 19.10 15.1% N/A N/A Great Barn - Weekdays M 106.70 139.90 STD 122.80 15.1% 160.90 15.0% Great Barn - Weekends M 132.40 173.90 STD 152.30 15.0% 200.00 15.0% Winston Churchill Theatre Lounge only M 47.10 64.70 STD 54.20 15.1% 74.50 15.1% TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Winston Churchill Theatre Lounge only(Concessionary) C 28.30 N/A STD 32.60 15.2% N/A Theatre rates - bulk discount, where booking in excess of 30 hours Winston Churchill Theatre Stage, Auditorium, Dressing Rooms (weekdays) M 66.20 83.50 STD 76.20 15.1% 96.10 15.1% Winston Churchill Theatre Stage, Auditorium, Dressing Rooms (weekdays) (Concessionary) C 39.70 N/A STD 45.70 15.1% N/A Winston Churchill Theatre Stage, Auditorium, Dressing Rooms (weekend) M 73.60 92.60 STD 84.70 15.1% 106.50 15.0% Winston Churchill Theatre Stage, Auditorium, Dressing Rooms (weekend) (Concessionary) C 43.80 N/A STD 50.40 15.1% N/A Compass Stage, Auditorium, Dressing Rooms (weekdays) M 62.20 78.70 STD 71.60 15.1% 90.60 15.1% Compass Stage, Auditorium, Dressing Rooms (weekdays) (concessionary) C 37.20 N/A STD 42.80 15.1% N/A Compass Stage, Auditorium, Dressing Rooms (weekend) M 68.80 86.90 STD 79.20 15.1% 100.00 15.1% Compass Stage, Auditorium, Dressing Rooms (weekend) (concessionary) C 41.50 N/A STD 47.80 15.2% N/A Compass Auditorium Non-Performance Use M 45.70 57.20 STD 52.60 15.1% 65.80 15.0% Compass Auditorium Non-Performance Use (concessionary) C 27.30 N/A STD 31.40 15.0% N/A Excess Hire Charge M 173.90 198.70 STD 200.00 15.0% 228.60 15.0% Under 25's discount - Compass and Winston M 25% Discount 25% Discount STD 25% Discount 25% Discount Theatrical Equipment Hire - General Projectors Bright HD Projector - Day M 182.20 198.70 STD 209.60 15.0% 228.60 15.0% Bright HD Projector - Week M 397.30 438.80 STD 456.90 15.0% 504.70 15.0% Sound - TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Radio Mic (hand held) - Day M 16.60 16.60 STD 19.10 15.1% 19.10 15.1% Radio Mic (hand held) - Week M 66.20 66.20 STD 76.20 15.1% 76.20 15.1% Radio Mic (lapel) - Day M 24.90 24.90 STD 28.70 15.3% 28.70 15.3% Radio Mic (lapel) - Week M 82.80 82.80 STD 95.30 15.1% 95.30 15.1% Vocal Mics - Day M 16.60 16.60 STD 19.10 15.1% 19.10 15.1% Lighting and FX (fixed charges for any hire period of 1 to 7 days) FREE Lighting and FX - Follow Spots, dimmers, other selected stock M 0.00 - - - Band 10 Lighting and FX - Pyro box, UV Lights, Strobe Light, Mirror Ball M 16.60 16.60 STD 19.10 15.1% 19.10 15.1% Band 20 Lighting and FX - Set of 4 Birdies M 33.10 33.10 STD 38.10 15.1% 38.10 15.1% Band 30 Lighting and FX M 49.80 49.80 STD 57.30 15.1% 57.30 15.1% Band 40 Lighting and FX - ROBE Moving Spot (Each), Colour Scroller (Up to 4 inc PSU) M 66.20 66.20 STD 76.20 15.1% 76.20 15.1% Band 50 Lighting and FX M 82.80 82.80 STD 95.30 15.1% 95.30 15.1% Band 70 Lighting and FX M 115.80 115.80 STD 133.20 15.0% 133.20 15.0% Consumables M POA POA STD POA POA Portable Video / Data Projector & Screen M 124.20 149.10 STD 142.90 15.1% 171.50 15.0% Photocopying - Per A 4 Sheet M 0.80 0.80 STD 1.00 25.0% 1.00 25.0% Box Office Charges - Community Quarterly Season Brochure: 1/3 page entry M 149.10 182.20 STD 171.50 15.0% 209.60 15.0% TYPE B-Business R-Resident M-Mixed C-Concession VAT STATUS STD-Standard EXP-Exempt RED-Reduced NB-Non Business M-Mixed OTS-Outside of Scope Appendix A Type of Fee / Charge Type Current Charge Residents 26/27 Current Charge Non- Residents 26/27 VAT Proposed Charge Residents Increase Proposed Charge Non residents Increase £ £ £ % £ % Quarterly Season Brochure: 1/3 page entry (concessionary) C 91.10 N/A STD 104.80 15.0% N/A Minimum Commission per ticket (Compass Sales only) M 0.80 1.80 STD 1.00 25.0% 2.10 16.7% PRS Minimum Fee (plays) M 16.60 33.10 STD 19.10 15.1% 38.10 15.1% PRS Minimum Fee (concerts) M 41.50 66.20 STD 47.80 15.2% 76.20 15.1% PRS Minimum Fee (concerts) (concessionary) C 24.90 N/A STD 28.70 15.3% N/A Ticket print for own sales M 0.40 0.80 STD 0.50 25.0% 1.00 25.0% Solus advertising M POA POA STD POA N/A POA Generic Hillingdon Theatres and Manor Farm Charges Weekday Technical Support (mandatory for all shows with tech requirements) M 24.90 29.80 STD 28.70 15.3% 34.30 15.1% Weekend / Bank Holiday Technical Support (mandatory for all shows with tech requirements) M 31.60 36.40 STD 36.40 15.2% 41.90 15.1% All Shows: Ushers (hourly) M 10.00 18.30 STD 11.50 15.0% 21.10 15.3% Duty Manager (Mon-Fri) M 24.90 29.80 STD 28.70 15.3% 34.30 15.1% Duty Manager (Sat, Sun, Bank Holidays) M 31.60 36.40 STD 36.40 15.2% 41.90 15.1% Deposit: Entire week M POA POA EXP POA N/A POA N/A Deposit: All other Bookings M POA POA EXP POA N/A POA N/A Corkage per bottle (Compass Theatre) M 8.40 8.40 STD 9.70 15.5% 9.70 15.5% Corkage per bottle (Great Barn) M 8.40 8.40 STD 9.70 15.5% 9.70 15.5% Generic Hillingdon Theatres and Manor Farm Charges

Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Conservation Area Appraisal statement for The Bulls Bridge Conservation Area Cabinet Member Lead Cllr Denys, Cabinet Member for Planning, Housing & Property Chief Officer responsible Corporate Director of Residents Services Report author Neil Robertson, Principal Conservation Officer Report classification and reason Public For General Release Relevant Committee Corporate Resources & Infrastructure Electoral Ward Pinkwell 1. Executive Summary To seek approval from Cabinet to amend and adopt the Conservation Area Appraisal Statement for Bulls Bridge Conservation Area and amend the conservation area boundary following public consultation. 2. Recommendations That Cabinet: 1) Considers the public consultation responses to the draft Appraisal for The Bulls Bridge Conservation Area, as attached in Appendix 3; 2) Formally adopts the Bulls Bridge Conservation Area Appraisal as attached in Appendix 1 and; 3) Delegates authority for officers to complete the legal steps outlined in The Listed Building and Conservation Areas Act 1990 Section 70 Paragraph 6, 7 & 8 to change the boundary of the conservation area as attached in Appendix 2. 3. Reasons for decision The Bulls Bridge Conservation Area has come under increasing pressure from new development which has resulted in the Conservation Area being added to the Historic England at Risk Register. Despite the Conservation Area being designated in 1973 there is no document that clearly describes the special historic and architectural character of the area. In order to support the Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public original citation for designating the Conservation Area, Historic England advises that ‘Conservation Area Appraisals’ should be produced. The six-week public consultation has been completed and the responses reviewed by officers. Following the review, a number of minor amendments and corrections were recommended and will be added to the draft document prior to formal adoption. The proposal involves a change to the boundary of the conservation area to make it slightly smaller. Following the clearance of land, which was granted consent by the local authority , part of the conservation area is now hard standing for the Tarmac site and as such, it no longer has a special character and is not in need of preservation. 4. Proposal The Hillingdon Local Plan Part One Strategic Objective states that it is the council’s aim to “conserve and enhance Hillingdon’s distinct and varied environmental settings and the wider landscape. The Council will strongly support the retention of heritage assets.” The London Borough of Hillingdon has an on- going programme of writing conservation area appraisals for areas which have been designated but do not have appraisals. Three documents have been completed in the past year and are ready to bring forward for adoption and four are shortly to go out to consultation. The Bulls Bridge Conservation Area has come under increasing pressure from new development and is on the Historic England at Risk Register. Large scale redevelopment adjacent has the potential to cause further harm to its character and appearance. Despite the Conservation Area being designated in 1973 there is no document that clearly describes the special historic and architectural character of the area. In order to support the original citation for designating the Conservation Area, Historic England advises that ‘Conservation Area Appraisals’ should be produced. In addition, the local authority wishes to protect its heritage by removing heritage assets from the Historic England Heritage at Risk List. This proposal would allow a clearly defined area to be designated and help ensure that new development responds positively to this important asset. Following consultation with Historic England this would allow them to remove it from the List. A public consultation was undertaken between 27/11/2025 and 02/02/2026. The consultation was advertised online, by direct email s to local groups, via posters and at a public meeting in December 2025. Responses could be emailed, posted or made in person. These are summarised in Appendix 3. Following the consultation, officers have made minor amendments and corrections to the appraisal document in response to comments received, and this amended version is now proposed for adoption. The key changes including revising the structure of the document to add a section on the canal’s heritage significance . Further amendments addressed enforcement complaints, spelling, grammar and a proposed extension to the conservation area to cover the Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public entire canal network in Hayes. This will be considered as part of a wider Canal Conservation Area review following during the review of the other canal conservation areas. 5. Corporate implications Financial (mandatory) Y Equalities impact assessment N Legal (mandatory) Y Workforce N Alternative options (mandatory) Y Public Health Y Risk management (mandatory) Y Climate Change Heathrow External partners Asset Communications Procurement Committee comments Social Value (from contract) Digital Planning Y a) Financial The costs associated with this report are covered by current team budgets and will be in relation to notifying the landowner, placing an Advert in the London Gazette, updating the Council’s website, GIS database, and can be met within existing approved budgets. b) Legal Sections 69 and 71 of the Planning (Listed Buildings and Conservation Areas) Act 1990, requires the Council to review its conservation areas and formulate and publish proposals for their preservation and enhancement. The proposed adoption of the Bulls Bridge Conservation Area Appraisal and Management Plan supports the Council in discharging those statutory functions. The appraisal and management plan will provide guidance for future planning decisions within the conservation area and will be a material consideration in the determination of planning applications. Subject to appropriate consultation having been undertaken and responses received having been considered, there are no specific legal implications arising from the recommendations in this report. The recommendations and proposal s in this report s upport the Council's responsibilities in relation to preservation and enhancement of conservation areas. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Legal Services has reviewed the report and is satisfied that the recommendations fall within the Council's statutory powers and that the proposed decision can be lawfully taken by the Cabinet Member in accordance with the Constitution and the Officer Scheme of Delegations. The report complies with the duties under the Planning (Listed Building & Conservation Areas) Act 1990. c) Alternative options . Alternative Options Rationale for rejecting option Not to adopt the Conservation Area Appraisal It would follow on that the area should be de- designated as its special character cannot be defined. It would leave the area vulnerable to inappropriate development. It would stay on the At Risk List. Refusing an application or defending an appeal decision would be more difficult and costly. Do Nothing Legally the local authority is required to prepare and publish appraisals. d) Risk management Risk Mitigation Failure of site owners / developers to engage. Relationship building at a pre application stage. Stay in contact with Canal and River Trust who own the canal and tow path. e) Other implications The proposals will aid Hillingdon’s development management department in their wor k by providing clear guidance to owners and developers. It will help public health by highlighting a section of the canal residents and visitors may be interested in walking or cycling to, along with observing the interesting history of Hillingdon and its canal network. 6. Consultation & engagement The public consultation took place over a nine- week period from 27th November 2025 until 2nd February 2026. The consultation was undertaken online, informing local residents about the appraisal and providing details of where hard copies of the documents could be found and inviting them to make comments on its content . The document was also on the Council’s website. Notifications were sent out through the Council’s Facebook Page and other social media accounts. Posters were put up at the entrances to the site. A consultation event was held in Hayes on the 5th of December 2025 at the Hayes and Harlington Community association building Albert Road Hayes. This was visited by over 10 of members of the public. Consultations were also sent Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public to Canal and Rivers Trust, Historic England, t he national a menity societies, the neighbouring London Borough Council and the Local Conservation Group. Consultation responses are appended. 6. Delivering the Cabinet’s Priorities 2026-2030 The Council’s ambition is to make Hillingdon an even better place to live, work and invest. This report support the delivery of the following Cabinet Priorities: 1 Being easy to deal with Y The appraisal will deliver a clear understanding of the character of the area is special. 2 Being brilliant at the basics Y Speed up planning and appeals process through clear definition of elements of significance. 3 Putting our residents first Y The character of an area is important in creating a pride in place and belonging for current and future generations. 4 Delivering Hillingdon homes for Hillingdon people N/A 5 Supporting future generations Y See priority 3 6 Being open for business Y The proposal will provide guidance to positively manage the area and better support applications reducing costs for the authority and applicants. 7. Timetable for implementation If adopted, the change in the boundary would require an advertising period of two weeks in the London Gazette with a time of one week to ensure all responses had arrived. This would then be sent to the Secretary of State for approval. There is not a legal timetable for the Secretary of State to respond but from previous experience we would expect this to happen within four weeks. Assuming that the Secretary of State does not object, the changes would then need to be made to the GIS system and the Land Charge Record. The council's website will then be updated. List of appendices: Appendix 1 - Conservation Area Appraisal Bulls Bridge. Appendix 2- Revised Map of Conservation Area Appendix 3 - Consultation Responses. Background Papers: NIL

BULL ’S BRIDGE CONSERVATION AREA APPRAISAL Hillingdon Council Planning Services, Corporate Directorate of Place Civic Centre, 3N, Highstreet, Uxbridge UB8 1UW 01895 250230 www.hillingdon.gov.uk Contents 1 Introduction 2 Location and Setting • Location • Boundaries • Topography and Landscape Setting • Geology • Archaeology 3 Historic Development of Area 4 Surviving Historical Features within the Conservation Area • Summary of Historic Features • Street pattern and building plots 5 The Character and Appearance of the Conservation Area • Analysis 6 The Buildings of the Conservation Area • Listed Buildings and Locally Listed Buildings 7 Negative Features and Issues 8 Boundary Review Further Reading and Sources 1-3 4-6 5 5 6 6 6 7-12 13-14 15 16 16-17 17 18-19 19 20-21 22-23 24 Contents Maps Map 1. Bull’s Bridge Conservation Area Map 2. Ordnance Survey map, old series 1798-1878 Map 3. Ordnance Survey map, 1865 Map 4. Ordnance Survey map, 1974 Map 5. Listed Buildings and Locally listed Buildings Map 2 6 9 11 19 01. Introduction 2 BULL’S BRIDGE CONSERVATION AREA APPRAISAL In 1971 the London Borough of Ealing designated this as part of its wider Canalside Conservation Area, which includes all of the Grand Union Canal within Ealing. Following boundary changes Background to Designation Map 1. Bull’s Bridge Conservation Area the area became part of Hillingdon in 1981. For additional context the Ealing Canalside Conservation Area Appraisal dating from 2008 can be found on their website. Conservation Area Boundary Hillingdon Borough boundary Key: 3 BULL’S BRIDGE CONSERVATION AREA APPRAISAL A conservation area is defined under section 69 of the Planning (Listed Buildings and Conservation Areas) Act 1990 as ‘an area of special architectural or historic interest the character or appearance of which it is desirable to preserve or enhance’. Local planning authorities have a duty to designate such areas as conservation areas. Section 71 of the Act requires local planning authorities ‘…to formulate and publish proposals for the preservation and enhancement…’ of these conservation areas. Once designated, proposals within a conservation area become subject to local conservation policies set out in the Council’s Local Plan and national policies outlined in part 16 of the National Planning Policy Framework 2024 (NPPF). Our overarching duty which is set out in the Act is to preserve or enhance the historic or architectural character or appearance of the conservation area. A conservation area appraisal aims to describe the special historic and architectural character of an area. A conservation area’s character is defined by a combination of elements such as architecture, uses, materials and detailing as well as the relationship between buildings and their settings. Many other elements contribute to character and appearance such as the placing of buildings within their plots; views and vistas; the relationship between the street and the buildings and the presence of trees and green space. This document has been produced using the guidance set out by Historic England in their document, Conservation Area Designation, Appraisal and Management: Historic England Advice Note 1 (second edition) 2019. This appraisal will be a material consideration when assessing planning applications. No appraisal can ever be completely comprehensive. The omission of any particular building, feature, view or space should not be taken to imply that it is of no interest. What does Designation Mean? 02. Location and Setting 5 BULL’S BRIDGE CONSERVATION AREA APPRAISAL Bulls Bridge Conservation Area is on low lying land at the junction of the grand union canal and the Paddington Arm of the canal. The town centre of Hayes is located to the west. Immediately to the west is a Truck/ Bus Garage site to the north and parts of the conservation area the aggregate facility/ recycling plant. and to the east over the canal is warehousing. Across the mainline canal to the south is a Tesco Supermarket. The borough boundary runs down the centre of the Paddington Arm of the Canal. See map. The boundary Includes the bridge a small section of tow path then swings north to include the open area of the bus garage. It then moves north including a vegetation strip adjacent to the canal until it gets to the Mainline railway. It then returns south following the boundary of the borough to the bridge. As above it extends to cover the whole of the canal in Ealing. Location Boundaries Aerial photo showing boundary of the Bull’s Bridge Conservation Area 6 BULL’S BRIDGE CONSERVATION AREA APPRAISAL View towards Bull’s Bridge looking south along the canal View from Bull’s Bridge looking north along the canal 7 BULL’S BRIDGE CONSERVATION AREA APPRAISAL The conservation area is within the valley floor of the wider Thames Valley floodplain. It has a flat and low lying character. Topography and Landscape Setting Geology Archaeology There have been a number of nearby Mesolithic and Palaeolthic findspots in the local area including hand axes suggesting human activity since the last ice age. A bronze age axehead and iron age settlements have been found in Botwell although nothing is noted in the HER within the conservation area itself. The Saxon settlement of Botwell is thought to have been to the west of the conservation area on station road now known as Hayes Town. Remains of former buildings may still be located beneath the large works parking/ storage area. The underlying geology of the area is formed by the sedimentary formation of London Clay. This results in the geology being a mixture of Brickearth and River terrace deposits. Map 2. OS Old series 1798-1878 03. Historic Development 9 BULL’S BRIDGE CONSERVATION AREA APPRAISAL The Grand Junction Canal received approval through an Act of Parliament in 1793 with the intention of providing a link between London and Birmingham and the rapidly developing industrial areas of the north west. Construction began immediately and by 1798 the stretch from Brentford to Uxbridge was completed. A branch canal to Paddington was surveyed in 1794 by Jessop and Barnes. It was authorised by an act of parliament in 1795. In 1801 construction of a branch canal to Paddington commenced and was opened from Bull’s Bridge in 1805 . The opening of the canal was reported in the Morning Post 11th July 1801 as follows: The canal to Paddington was opened yesterday morning for trade, with a grand procession along the Paddington Line to Bull’s Bridge at Uxbridge. Exactly at nine o’clock the Committee, with their friends, in two pleasure boats, set sail, with colours and streamers flying, each vessel being towed by two horses. At twelve o’clock the company were met at Bull’s Bridge by the city shallop (having on board the Sub- committee of the Thames navigation), and several pleasure boats, with large parties of Ladies. On meeting, a salute was fired, and then the procession returned in the following order: 1. The Committee and their friends, in two barges, with the Buckinghamshire band of music. 2. The city shallop. 3. Seven pleasure boats. At half after five o’clock, the cavalcade reached the Great Dock. This was announced by the firing of cannon, on Westbourn-green-bridge, and a volley of musquerry from the town. After three huzzas, the company landed, and walked in procession to the Yorkshire Stinge, preceded by the Buckinghamshire band, playing God save the King. At half past six, the company sat down to an excellent dinner, and spent the evening with conviviality. Blue and purple ribbands were worn by the ladies, gentlemen, and men employed in the concern, on which were written, The Marquis of Buckingham, and success to the Grand Union Canal. Act of parliment 10 BULL’S BRIDGE CONSERVATION AREA APPRAISAL The facilities at Bulls Bridge depot were located on the west side of the Paddington Arm and the South bank of the mainline. To the south a dry dock can still be seen under the HGV access bridge next to Tesco. along Various wharfage, slip ways, repair and servicing buildings nearby can be seen in the 19th century maps. Within the Hillingdon conservation area a number of workers cottages, which presumably dated to the early- mid 19th century were built (demolished 2009) and the Blue Anchor Inn (Demolished 1980s). The surviving Junction Masters House (Toll House) adjacent to the bridge is locally listed has recently been refurbished. Image of the opening of the parade Map 2. 1865 OS Map 11 BULL’S BRIDGE CONSERVATION AREA APPRAISAL School barge Elsdale, (Courtesy of Tring local history society the Grand Junction Canal) A recess in the canal bank of a couple of hundred yards in length, was built as a lay- by where boats awaiting instructions could tie up, end-on, without obstructing the channel. Canal Area 1932 Britain from above 12 BULL’S BRIDGE CONSERVATION AREA APPRAISAL Bulls Bridge depot also hosted a five-bed maternity unit and a school. The school was opened at Rickmansworth in 1930 for the benefit of boatmens children, but later moved to West Drayton and finally to Bulls Bridge. Housed on a barge provided by the Company, the Elsdale could take about 40 children who were provided with brief periods of education while their parents were awaiting orders. By 1939 the Elsdale had become unsound and was hoisted onto the canal bank where schooling continued alongside the depot buildings until the 1950s. By the end of WWII canal carrying was in terminal decline. The business’s financial losses coupled the harsh winter of 1962-3, when the canal system was iced over for many weeks, caused British Waterways to cease its carrying operations. The yards can still be seen in 1974 OS map. The site was cleared and redeveloped as a Tesco Super Market with car parking. Map 3. 1974 OS Map 13 BULL’S BRIDGE CONSERVATION AREA APPRAISAL The canal buildings (apart from the junction masters house and the bridge) within the Hillingdonconservation area were demol- ished in 2009/10 to provide a hard surfac- ing for the aggregate works site. The conservation area features at the End of the 1960s the Joseph Losey movie The Criminal staring Sir Stanley Baker and Sam Wanamaker as the End of the Road for the protagonist. Bull’s Bridge, note the depot can be partly seen in the background Shows the bridge, Junction masters house and historic cottages/ buildings on the site. Images from Reelstreets. 04. Surviving Historical Features within the Conservation Area 15 BULL’S BRIDGE CONSERVATION AREA APPRAISAL • The surviving features in the area are the canal itself • The Grade II Listed Bulls Bridge • The Junction Masters House including wall to the canal • Adjacent to the Junction Masters house and to the south of the bridge are a number of iron bollards for barges to tie up to. In addition a metal signpost giving distances to Brentford 6 miles, Paddington 13 miles and Braunston 87.5 miles. Summary of Historic Features 16 BULL’S BRIDGE CONSERVATION AREA APPRAISAL Street pattern and building plots The Junction Masters house survives as a prominent building to the canal side. Otherwise there is the tow path to the grand union canal. Photo of masters house and existing buildings on the site. 17 BULL’S BRIDGE CONSERVATION AREA APPRAISAL View towards Bull’s Bridge looking south along the canal 05. The Character and Appearance of the Conservation Area 19 BULL’S BRIDGE CONSERVATION AREA APPRAISAL The canal forms long relatively straight corridors at this location. It is seperated into two distinct parts by Bulls Bridge, which seperates the mainline from the Paddington Arm. The railway bridge terminates views to the north and also forms the boundary of the Hillingdon Conservation Area. The mainline has a busy urban character with mixed uses and many people walking and cycling. To the west views are dominated by the substantial bridge carrying the A312. To the east it streatches in a straight line into the distance of Southall. This is all built up containing a mix of industrial, retail and dwellings. However when turning off and heading north from Bulls bridge once passed the works site it becomes more enclosed and tree lined. Up to the railway bridge it appears more rural due to the greenery on both sides. Although factory units can be seen beyond the hedges. Not only is it quieter but with colourful boats moored opposite the tow path and birdlife apparent the historic character of Middlesex can again still be somewhat appreciated. At the junction the paths rise to cross the bridge. Important views of the conservation area can be seen from the bridge and looking up and down the canal. The Junction Masters House (Toll House) forms a landmark within the area. The inset to the bank and the dry dock opposite are remnants of its important former use as a servicing and works depot during the industrial uses of the canal. However the character is very mixed rather than strongly 19th century. The tow paths have relatively recently been resurfaced but some surviving historic streetscape such as bollards and other dock features survive. We would also advise that the Ealing Canalside Conservation Area Appraisal document which describes the wider conservation area and should be taken intointo ac account with any application. Analysis 06. The Buildings of the Conservation Area 21 BULL’S BRIDGE CONSERVATION AREA APPRAISAL Listed buildings and locally listed buildings Listed Building Grade II Listed Southall Bull’s Bridge No 21 over Grand Union Canal and Grand Union Canal (Paddington Branch) Junction Late C18 or early C19 canal bridge in painted brick. Single depressed arch with some blue engineering brick repairs at base. Band course at base of parapet. Some multi- coloured stock brick repairs. Locally List Junction Master House ( listed as Toll House) Mid 19th century 3 bay two storey house with a projecting wing to the east. White rendered with shallow hipped slate roof. This features as does the bridge at the end of the 1960s film The Criminal. Listed buildings Locally listed buildings 07. Negative Features and Issues 23 BULL’S BRIDGE CONSERVATION AREA APPRAISAL • The aggregate/ recycling works and bus works detract from the area. The Tesco delivery access road over the dry dock opposite also fails to preserve the wider setting of the canal depot area. • It would be recommended that should the aggregates site/ bus garage come forward for redevelopment greening be added to better reflect the character of the conservation area when designated. • There is a danger of Canyoning development particularly to the Paddington Arm and this needs to be avoided during redevelopment within the adjacent area to protect the setting of the conservation area. In particular in relation to data centre development. Problems and pressures in the area include: 08. Boundary Review 25 BULL’S BRIDGE CONSERVATION AREA APPRAISAL It would be recommended that the aggregate works/ recycling centre be removed from the conservation area and after junction masters house the boundary follows the canal edge north to the railway bridge. Map 1. Bull’s Bridge Proposed boundary change to Conservation Area Proposed Conservation Area Boundary Hillingdon Borough boundary Key: 26 BULL’S BRIDGE CONSERVATION AREA APPRAISAL Tring Local History Museum History. The Grand Junction Canal, A Highgway Laid with water, see link: https://tringhistory. tringlocalhistorymuseum.org.uk/Canal/c_ chapter_10.htm The Grand Union Canal from Brendford to Braunston by Ian J Wilson Grand Union Canal - Milton Keynes to London, with the London and East London Ringss (Waterways Series) by Heron Maps Further Reading

Appendix 3 - Conservation Area Consultation Responses For Bulls Bridge 27/11/2025-02/02/2026 Respondent Summary of comments Design and Conservation Response Action Taken Online Consultation responses 3 support 1 neither agrees nor disagrees. Online response 1 More thoughts on access, benches and water fountains along the canal making it more accessible to the community This would be part of a management plan but will recommend to other colleagues and the Canal and River Trust. Forwarded information Online Response 2 The toll house SHOULD be part of it - being the only building not destroyed already. The bus station thing has already gone, becoming a data centre. On the East, the industrial estate will be totally replaced by another data centre. So the character of the area will simply be slabs of windowless buildings. If the conservation are is simply the towpath, water and Bulls Bridge itself, well yes, I suppose that character will remain as is. The bridge is in appalling condition and needs to be repaired. Toll house already part of the CA and remains within the CA, Site of Data centre is in Ealing which Forwarded information internally and externally has an Appraisal. Forwarded bridge comments to Canal and River Trust and enforcement colleagues. Online Response 3 Tidy up the old dock - more signage. Would be dealt with as part of management plan. Forwarded comments to the Canal and River Trust Online Response 4 It seems to say what is current - is the only change removing areas from the conservation zone? If so, why were they in it, and why shouldn't they stay in it? Explained in document but will clarify further Reviewed document. Hayes Town Partnership & Hillingdon Canals Partnership The practice of reviewing the conservation area was welcomed and there were the following comments:  The local significance of the Junction Master’s house is totally compromised by being overshadowed and overwhelmed by the close proximity of large metal containers as shown on page 16 of the report. Action should be taken by the local planning authority to have these relocated.  Bulls Bridge is, as stated in the report, an iconic canal feature that is fully worthy of protection but the present state of the paintwork detracts from its visual appearance and needs addressing as a matter of urgency. (It is Points 1 Passed to Enforcement dept. 2 As above and in addition contacted Canal and Rivers Trust. 3 Will be considered as part of wider Forwarded comments to Enforcement and Canal and River Trust, Added to information background for future CA works. understood that the Canal & River Trust are working on a plan to have it repainted).  An amendment to the northern boundary of the conservation area should be considered so that it includes Shackles Dock, a historic remnant of the old brick industry of Hayes. It is the only remaining dock on the Grand Union Canal and should be protected by inclusion in the conservation area or by separate listing. It is the only remaining example of the numerous docks that used to exist in Hayes as shown on a map of what was then called the Grand Junction Canal. This can be seen from the following link https://tringhistory.tringlocalhistorymuseum.org.uk/Canal/c_chapter_10.htm canal conservation area review within the borough when our other canal conservation areas are assessed. Historic England 1 Spelling and syntax issues 2 Include significance analysis rather than rely on Ealing document Will undertake as suggested Revised document. Canal and Rivers Trust. Long detailed response key points 1 Include significance analysis rather than rely on Ealing CA document 2 Map key views 3 Highlight issues of new data centre/ issues around redevelopment pressures 4 Spelling/ grammar 5 Junction Masters house setting. Will Undertake revision 1-4 as suggested Point 5 Enforcement Revised document and informed enforcement dept of point 5

Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Transport for London, Local Implementation Plan – 2027/28 Funding Submission Cabinet Member Lead Cabinet Member for Residents Services (Cllr Bridges) Chief Officer responsible Corporate Director of Residents Services Report author Sophie Wilmot – Transport & Community Projects Team Leader Report classification and reason Public For General Release Relevant Committee Residents' Services Electoral Ward All Wards 1. Executive Summary This report seeks Cabinet approval in principle for the Council’s proposed 2027/28 Local Implementation Plan (LIP) Delivery Programme funding bid to Transport for London (TfL), together with delegated authority for the Corporate Director of Residents Services, in consultation with the Cabinet Member for Residents Services, to agree any final amendments and submit the bid before the deadline of 2 November 2026. Under the Greater London Authority Act 1999, London boroughs are required to prepare Local Implementation Plans that demonstrate how they will support delivery of the Mayor of London’s Transport Strategy. TfL requires boroughs to submit annual delivery programmes, known as “FORM A”, which form the basis of funding allocations. Hillingdon’s three- year programme for 2025/26 to 2027/28 received in principle approval from TfL in 2025, and the Council must now submit its detailed programme for 2027/28. The current bid must adhere to the principles agreed in 2025. The proposed programme has been developed in accordance with TfL’s latest guidance, which emphasises evidence-led investment and the delivery of Healthy Streets objectives. Schemes are required to align with TfL priorities including road safety, walking, cycling, bus reliability, traffic reduction and sustainable travel. Supporting evidence has been drawn from TfL datasets, local transport information and stakeholder feedback to ensure investment is targeted at areas of greatest need. The largest funding opportunity is through the Safer Corridors and Neighbourhoods programme, with an indicative annual allocation of approximately £1.3 million. This funding supports interventions such as safer crossings and junctions, traffic reduction measures, speed Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public management initiatives and town centre improvements. These schemes are intended to improve road safety, encourage active travel and create more attractive local environments. Additional ring-fenced funding streams include Cycle Training (£77,000), Bus Priority schemes (up to £200,000), Safer Cycle Network Development (up to £400,000), and Cycle Parking (£65,000). These programmes will support cycle training provision, bus journey reliability improvements, enhanced cycling infrastructure and additional cycle parking facilities. A further opportunity is available through TfL’s Borough Safer Streets fund, which could provide up to £1 million for larger-scale interventions at locations with significant collision records and road safety concerns. Under this programme, the council is seeking funding to support the implementation of a key project from the Uxbridge Vision through improvements to St Andrews roundabout at the entrance to Uxbridge town centre. This investment would support the Council’s transport priorities while reducing pressure on Council capital resources. There are no legal barriers to submitting the bid, and the main identified risk is the potential loss of funding should submission deadli nes not be met. Approval of the recommendations will enable a timely submission, maximise opportunities to attract external investment and support the continued delivery of safer, healthier and more sustainable transport networks across Hillingdon. 2. Recommendation(s) That the Cabinet: 1) Approves the proposed bid outlined in this report for funds from Transport for London (TfL) to implement the Council’s Local Implementation Plan (LIP) for 2026/27; 2) delegate authority to the Director of Planning and Sustainable Growth, in consultation with the Cabinet Member for Residents Services, to agree any minor changes or additions prior to the submission deadline and to submit the Council's 2027/28 Local Implementation Plan Delivery Programme bid by the deadline. 3. Reasons for decision Transport for London (TfL) require the Council to prepare and submit a proposed programme of works, referred to as ‘FORM A’, each year which acts as a funding bid for the following financial year. At certain stages in the cycle, TfL require boroughs to submit a three-year programme of funding, often following the publication of new delivery guidance. The schemes set out the need to deliver the Council’s Local Implementation Plan (LIP), which is developed to set out how Hillingdon aims to achieve the Mayor of London’s Transport Strategy. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public A ‘FORM A’ for the three-year programme, covering 2025/26 to 2027/28 was submitted to and approved in principle by TfL in March 2025, with a requirement for a delivery plan to be submitted for each financial year of the three-year programme. Transport for London, now require Council’s to submit the 202 7/28 ‘FORM A’ by 2nd November 2026. The submission can include schemes that were approved ‘in principle’ as part of the three-year spending programme or they can submit new schemes, as long as these comply with the guidance for LIP scheme submissions. The approval of the delegation of authority to the Cabinet Member for Resident Services to agree any changes and to submit the document is recommended due to the tight timescales that will be required to address any comments by Transport for London (TfL). 4. Proposal Overview The Greater London Authority Act 1999 requires each London borough to prepare Local Implementation Plans (LIPs) containing proposals for how they will implement the Mayor of London’s Transport Strategy. TfL have published new guidance on developing the latest round of three-year Delivery Plans; this Guidance will be used to help shape the Council’s Delivery Plan programme as ‘failure to comply with this guidance is likely to have an impact on the award of funding in due course’. The Guidance requires Delivery Plan programmes to derive from the approved LIP in line with core measures which have been identified for each of the different funding streams. The programmes should plan for the delivery of the Mayor’s Transport Strategy priorities for Healthy Streets across the borough. The guidance also requires that Delivery Plan programmes be underpinned by a strong evidence base. To this end, TfL have provided the Council with data sets and maps that highlight priority corridors for a range of modes and themes. These include road safety, buses, walking and cycling. In tandem with these data sets and maps, the Council may also use locally held data, as well as taking into account stakeholder views to support its programme. A ‘FORM A’ for the three-year programme covering 2025/26 to 2027/28 was submitted to and approved in principle by TfL in March 2025 with a requirement for a delivery plan to be submitted for each financial year of the three-year programme. Transport for London, now require Council’s to submit the 2027/28 ‘FORM A’ by 2 nd November 2026. The submission can include schemes that were approved ‘in principle’ as part of the three-year spending programme or they can submit new schemes as long as these comply with the guidance for LIP scheme submissions. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Funding Streams & Proposals Safer Corridors and Neighbourhoods – Potential funding allocation: £1,291k per year The Safer Corridors and Neighbourhoods budget is the main funding provided to boroughs to deliver their LIP, which looks to address the targets set out in the Mayor of London’s Transport Strategy. This funding allows boroughs to carry out a range of projects of varying sizes, including educational based activities, although these can be no more than 20% of the total budget. The new guidance outlines that the majority of projects put forward under this budget should deliver one of the core measures identified by TfL in the guidance. The core measures identified for this fund include but are not limited to schemes which deliver the following: • Traffic reduction – modal filters. • Safer Town Centres – modal filters, bus gates, pedestrian only spaces, school streets. • Speed reduction – 20mph speed limits. • Crossings – new formal crossing, pedestrian stages to existing signals, upgrading of existing crossings, introduction. • Safer junctions – banning movements, cycle protection, bus gates, traffic filters. The measures submitted for this fund must be underpinned by a strong evidence base as provided by TfL in the borough data sets and maps that highlight priority corridors for a range of modes and themes. These include road safety, buses, walking and cycling. As all scheme details are developed, they will firstly be discussed with the Cabinet Member for Resident Services prior to progressing to the consultation and implementation phases. A note about Staffing Costs: TfL state, in their various guidance in terms of staff cost relating to LIP funding, as follows: Staff Costs Subject to available funding TfL currently plans to fund reasonable staff salary costs associated with the delivery of projects and programmes within the LIP three -year plan. However, boroughs are reminded that staff costs can only be booked to schemes with specific deliverables. TfL will not allow a scheme to be created to simply cover the staff costs of an individual or team (headcount) working on the wider LIP programme and staff costs cannot be greater than 10% of the project cost unless agreed in advance with Transport for London. The costs of project delivery will legitimately include appropriate and relevant staff costs (for example, relevant work by highways engineers) within the parameters permitted by TfL (up to a maximum of 10% of the project cost). Based on the criteria for this fund set out by TfL, Officers have put together a proposed draft set of schemes for 2027/28 programme, which are summarised in Appendix A. The table in Appendix A outlines the details of the proposed schemes and justification as to why these schemes have Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public been suggested along with the benefits the schemes will bring should they be implemented within Hillingdon. Cycle Training – Potential funding allocation: £77k Transport for London have confirmed that all boroughs will be awarded a ring- fenced grant to facilitate cycle training. The fund is to be used solely on delivery of a Council’s Bikeability and Adult Cycle Skills Training programme. TfL would like a total of 25% of the fund to be used to develop and facilitate adult cycle skills training. Bus Priority – Potential funding allocation: up to £200k per year Another ring-fenced grant available from Transport for London is for Bus Priority schemes, which are schemes where improvements are proposed that reduce delays to buses and improve journey times. Again, schemes put forward for this fund should look to deli ver a core measure identified by the TfL guidance as well as supporting measures, where appropriate. Core measures identified for this funding stream include the following: new bus lanes, extension to bus lanes, changes to bus lane operating times, bus gat es, rationalisation of kerbside activity and bus accessibility enhancements. Based on the criteria for this fund set out by TfL, Officers have put together a proposed scheme for 2027/28, which is provided in Appendix B. The table in Appendix B outlines the details of the proposed scheme and justification on this scheme has been suggested and the benefits the scheme will bring should it be implemented within Hillingdon. Safer Cycle Network Development – Potential funding allocation: up to £400k per year Transport for London has a ring-fenced fund for schemes which provide new or improve existing cycleways, which align with the routes defined on the TfL Strategic Cycle Analysis. The guidance looks to direct schemes under this fund to deliver a core measure alongside supporting measures. Core measures identified for this funding stream should align with Cycleway Quality Criteria and include the following: modal filters, protected routes, new crossings, upgrade of crossings; contraflows and access barrier removal or upgrade. Based on the criteria for this fund set out by TfL, Officers have put together a proposed set of schemes for 2027 /28, which are provided in Appendix C. The table in Appendix C outlines the details of the proposed schemes and justification as to why these schemes have been suggested and the benefits the schemes will bring should they be implemented within Hillingdon. Cycle Parking – Potential funding allocation: £65k Transport for London have made available a ring-fenced fund for the provision of cycle parking in a borough. The guidance outlines that this fund can be utilised to deliver cycle parking in the Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public following locations: residential areas, at schools, in town centres and around public transport hubs. Based on the criteria for this fund set out by TfL, Officers have put together a proposed set of schemes for 2026/27, which are provided in Appendix D. The tables in Appendix D outline the details of the proposed schemes and justification as to why these schemes have been suggested and the benefits the schemes will bring should they be implemented within Hillingdon. Borough Safer Streets – Potential funding allocation: up to £1000k The Borough Safer Streets fund is a new fund recently launched by TfL for larger schemes at locations / links that are shown to have high accident levels. The TfL guidance outlines some scheme types which could be considered: • Lowering speed limits: large scale speed reduction schemes, boroughwide 20mph. • Modal filters: single or large modal filters to reduce traffic and enable a move to increased active travel and public transport. • Safer High Streets: removal of motor traffic; space reallocation; traffic calming. • Safer Borough Junctions : reducing traffic; reallocating road space; removing / separating movements; cyclist segregation and upgrades to pedestrian facilities. Based on the criteria for this fund set out by TfL, Officers have put together a proposed scheme for 2027/28 of changes to St Andrews roundabout in Uxbridge which would support delivery of a key aspect of the Uxbridge Vision. The table in Appendix E outlines the details of the proposed scheme and offers justification as to why these schemes have been suggested and the benefits the scheme will bring should they be implemented within Hillingdon. Next Steps The next step is to submit the ‘FORM A’ submission for the 2027/28 to Transport for London, prior to the deadline of 2 nd November 2026. 5. Corporate implications Financial (mandatory) Y Equalities impact assessment Legal (mandatory) Y Workforce Alternative options (mandatory) Y Public Health Risk management (mandatory) Y External partners Heathrow Expansion Communications Asset Committee comments Procurement & contract social value Digital Planning Other Climate Change Other Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public a) Financial The recommendations in this report seek Cabinet approval in principle for the submission of the Council’s 2027/28 Local Implementation Plan (LIP) Delivery Programme funding bid to Transport for London (TfL) and the delegation of authority to the Corporate Director of Residents Services, in consultation with the Cabinet Member for Residents Services , to make any necessary amendments prior to submission. The recommendations do not commit the Council to any expenditure at this stage but provide the authority required to secure external funding opportunities to support the Council’s transport and highways improvement objectives. Based on the indicative allocations provided by TfL, the proposed submission could attract external grant funding of approximately £2,797k in 2027/28. This comprises potential allocations of £1,132k for Safer Corridors and Neighbourhoods, up to £200k for Bus Priority schemes, up to £400k for Safer Cycle Network Development, £65k for Cycle Parking initiatives and up to £1,000k for the Borough Safer Streets programme. The final value of grant funding awarded will be determined by TfL following its assessment of the Council’s submission and therefore remains subject to confirmation. Should the bid be successful, all approved funding will be incorporated into the Council’s Capital Programme and managed in accordance with the Council’s financial regulations, grant conditions and established capital monitoring arrangements. Expenditure w ill only be incurred following confirmation of funding allocations and the completion of any required governance and budget approval processes. The report notes that TfL permits eligible staff costs directly associated with scheme delivery to be charged to grant -funded projects, subject to a maximum threshold of 10% of project costs unless otherwise agreed by TfL. Consequently, a proportion of project management, engineering and professional staffing costs may be recoverable where they are demonstrably attributable to approved schemes and fully compliant with grant requirements. Whilst the proposed funding streams provide a significant opportunity to secure external investment and minimise pressure on Council resources, there remains a risk that funding allocations may be reduced or not approved. In such circumstances, proposed sc hemes would need to be reviewed, re- phased, reduced in scope or considered against alternative funding sources, subject to affordability and further approval. From a financial perspective, the recommendations as supported by TfL guidelines maximise external funding opportunities and support the delivery of the Council’s transport priorities while reducing reliance on Council-funded capital resources. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public b) Legal Legal Services confirm that the Council is responsible for carrying out this function pursuant to section 151 of the Greater London Authority Act 1999. Thus, there are no legal impediments to the Council following the recommendation set out in this report, although any contract that the Council enters into must comply with the Council's Procurement Standing Orders. c) Alternative options Alternative Options Rationale for rejecting option Option A – full Cabinet to authorise any changes An alternative option would be for full Cabinet to authorise any changes, however , the deadline for submitting this bid would likely be missed, which will have a negative impact on the award of Local Implementation Plan funding. Do nothing Cabinet may decide to not put forward a bid to Transport for London for 2027/28 but this will result in vital services and schemes not being delivered for the benefit of residents. Cease activity The activity cannot be ceased as the borough is required to produced Local Implementation Plans in order to demonstrate how the borough proposes to delivery the Mayor of London’s Transport Strategy. d) Risk management Risk Mitigation Failure to delivering the bid on time. The decisions outlined in this report allow for the deadline for the submission to be achieved. e) Other implications NIL Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 6. Delivering the Cabinet’s Priorities 2026-2030 The Council’s ambition is to make Hillingdon an even better place to live, work and invest. This report support the delivery of the following Cabinet Priorities: 1 Being easy to deal with Y The Transport for London, Local Implementation plan provides a strategic transport plan for the borough. This will make it easier to deliver schemes in response to residents concerns and invest in transport improvement in a coordinated, efficient, and sustainable manner. 2 Being brilliant at the basics Y The proposal will assist in making the borough easier and safer to travel locally and benefit from local services. Ensuring everyone can get where they need and want to be. 3 Putting our residents first Y The plan sets out ways the transport network, public transport and travel safety will be delivered in Hillingdon to the benefit of residents and ensuring they can access facilities and services as they need and want to. 4 Delivering Hillingdon homes for Hillingdon people N/A 5 Supporting future generations Y The proposal will enhance the transport offering for the borough, providing future generations more opportunities to travel by any mode they choose and making the choice of more sustainable modes, safer. Delivering modal change will make the borough a more pleasant and welcoming space for all while delivering lasting environmental improvements that will benefit current and future generations. 6 Being open for business Y The proposal will help support the regeneration of transport links to local businesses and services as well as improving local public realm to encourage short local trips to businesses and nicer spaces for businesses to operate. 7. Consultation & engagement No consultation has been carried out at this stage. Consultation on projects within the Local Implementation Plan programme will be carried out as and when required. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 8. Timetable for implementation Following the decisions, the ‘FORM A’ application will be submitted by the deadline of 2 nd November 2026. List of appendices attached • Appendix A – Safer Corridors & Neighbourhoods – Proposed 2026/27 Delivery Plan • Appendix B – Bus Priority – Proposed 2026/27 Delivery Plan • Appendix C – Safer Cycleways Development – Proposed 2026/27 Delivery Plan • Appendix D – Cycle Parking – Proposed 2026/27 Delivery Plan • Appendix E – Borough Safer Junctions – Proposed 2027/26 Bid List of Background Papers ‘Guidance for boroughs preparing Delivery Plans for 2025- 2028 – Delivering Borough Local Implementation Plans’ – Transport for London, July 2024 Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Appendix A Public Appendix For General Release SAFER CORRIDORS & NEIGHBOURHOODS – PROPOSED 2027/28 DELIVERY PLAN Scheme Title Funding requested Scheme Details Justification Cycle training contribution & Cycle events £85k Additional funding to support the delivery of both child and adult cycle training, over & above the ring-fenced amount. Funds to allow Dr Bikes to be carried out across the Borough and to support other Council's initiatives such as the ‘Re-use, Repair, Recycle’ days and the disability cycle hub at Pield Heath School. The ring fence is not sufficient to sustain the high demand on cycle training and events that are requested via the Council’s highly regarded Cycle Instructors. Additional funds will allow more events and courses to be run and for support to be given to other Council initiatives to reach a wider audience with cycle promotion. Pedestrian Training £60k Delivery of practical pedestrian training to all schools within Hillingdon via the Council's casually employed Pedestrian Trainers. The Council initiative has been running very successfully for a number of years with a large number of primary school aged children benefiting from the training each year. School Travel Plan & STARS related activities £30k Funds to support work in schools to create student travel ambassadors to promote road safety and active travel to other members of their school community. An example of the use of the funds could be providing hi-vis vests for a walking bus. The Council’s School Travel & Road Safety Team, work with a number of schools across the borough on Travel Plans via the TfL Travel for Life initiative. The works allow collaboration with schools and for schools to take ownership of travel issues associated with their school. Active Travel Promotion £20k Funds to support and encourage residents, businesses and schools to consider active travel modes to travel to and from school. This will allow campaigns to support infrastructure improvements proposed. This is particularly important for the cycle infrastructure going forward and the supporting promotional measures outlined in the Hillingdon Cycle Strategy. Road Safety Campaigns £7k Funds to allow road safety campaigns to be run across the borough such as the young driver safety initiatives or drink/ drive campaigns. This will also include campaigns associated with safety improvements across the borough such as introduction of more advance stop lines or changes to junction movements. This will allow campaigns to support infrastructure improvements proposed. Boroughwide Accessibility – Mini Programme £100k Delivery of small-scale accessibility schemes across the borough such as dropped kerbs. All sites are identified and assessed by the Council's Principal Accessibility Officer and generated from the Mobility and Older Person's Forums. A package of schemes to improve accessibility around the borough in particular for those with mobility difficulties. Contribution to the upgrade of the Grand Union Canal towpath and access points £100k Funds to upgrade the towpath and access points to Quietway standard to provide a better link for cycling and walking for both commuting and leisure purposes. There is a large amount of S106 and other grant funding currently available to support this upgrade and this funding will allow further sections to be completed. The continued upgrade of the Grand Union Canal is part of the Hillingdon Cycle Strategy and a key ambition of the Canal & Rivers Trust. Marlborough Parade, public realm and pedestrian improvements £250k Funds to work on the public realm and pedestrian safety improvement on the slip road on the 'Marlborough Parade' between Pole Hill Road and Star Road. The works would look to limit cars from the slip road, having parking on the main Uxbridge Road to The proposals will improve conditions for active travel along the Uxbridge Road as well as improve the environment and encourage more people to access the local shops and services along the Uxbridge Road. The works will complement proposed measures Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public provide a nicer and safer environment for those accessing the local shops and nearby library. The project would also include reviewing the safety at the junctions of the Uxbridge Road with Pole Hill Road and with Star Road. Supporting measures will be brought forward based on the healthy streets approach. to improve cycle provision along the link as well as road safety at key junctions. Crossing between local shops and Cowley Recreation Ground £25k Funds to provide a formal zebra crossing between the local shops at Dellfield Parade and Cowley Recreation Ground. Consideration could be given to installing a parallel tiger crossing. This area is identified as having a very high pedestrian severance so a formal crossing would help overcome this issue. The provision could help encourage people to use both the local shops and the park. The recreation ground is bounded on one side by the grand union canal so a crossing would improve access to this facility for local residents. Rosedale College – School Safey Scheme £50k Funds to investigate and implement a 'School Street’; outside the school. The proposals will improve road safety outside the school and encourage more trips by active travel modes. It is proposed to accompany the works with improvements to the environment on the school street and to provide the school with more scooter/cycle parking. To improve road safety and opportunities by sustainable travel for those travelling to and from the school. Harmondsworth Primary School £50k Funds to investigate and implement a 'School Street’; outside the school. The proposals will improve road safety outside the school and encourage more trips by active travel modes. It is proposed to accompany the works with improvements to the environment on the school street and to provide the school with more scooter/cycle parking. To improve road safety and opportunities by sustainable travel for those travelling to and from the school. Minet Infant & Junior Schools £50k Funds to investigate and implement a 'School Street’; outside the school. The proposals will improve road safety outside the school and encourage more trips by active travel modes. It is proposed to accompany the works with improvements to the environment on the school street and to provide the school with more scooter/cycle parking. To improve road safety and opportunities by sustainable travel for those travelling to and from the school. Belmore Primary School £25k Funds to provide road safety measures and a 20mph zone outside the school. Consideration to the changing access arrangements to avoid cars parking on the footway and over residents' driveways. The proposals will improve road safety outside the school and encourage more trips by active travel modes. To improve road safety and opportunities by sustainable travel for those travelling to and from the school. Guru Nanak Secondary School £50k Funds to improve active travel connections to the school, both through Minet Country Park and connection to the new bridge which is to be installed over the canal into the new development at the former Southall gas works site. The proposals will improve road safety outside the school and encourage more trips by active travel modes. The aim is to provide as much segregated and protected cycle provision of the key routes to and from the school as possible. Type of segregation and protection to be determined as part of the feasibility design To improve road safety and opportunities by sustainable travel for those travelling to and from the school. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Park Road, Uxbridge – Healthy Streets £250k Funds to complement improvements to cycling and bus priority along Park Road, Uxbridge. Measures will be introduced based on the Healthy Streets approach. The proposals would look to connect into off road provision in Hillingdon Farm park and across to Vyners secondary school. The proposals will help encourage active travel and connect into other road safety and active travel schemes proposed in and around Uxbridge Town Centres. Appendix B Public Appendix For General Release BUS PRIORITY – PROPOSED 2027/28 DELIVERY PLAN Scheme Title Funding requested Scheme Details Justification Park Road, Uxbridge – Bus priority £200k Proposal to investigate the potential provision of a bus lane on Park Road, to also act as improved cycle provision. Reallocation of road space, removing the wide central reservation. The scheme will improve bus journey times and encourage more use of public transport, upgrades will support proposed cycle upgrades to Vyners School via Hillingdon Hill and the proposed improvements to St Andrew’s Roundabout. TfL data shows this area is very poor in terms of bus performance and rates very high on the vision zero agenda. Appendix C Public Appendix For General Release SAFER CYCLEWAYS DEVELOPMENT – PROPOSED 2027/28 DELIVERY PLAN Scheme Title Funding requested Scheme Details Justification Celandine Route upgrades £250k Funds for the upgrade of key junctions on the celandine route, which could include but not be limited to cycle lanes, advanced cycle stop lines, measures to slow traffic, improved lighting and new cycle crossings. The celandine route is a key route running along the north and south of Hillingdon providing a mainly off-road route for pedestrians and cyclists. The route also aligns with TfL’s Strategic Cycle Analysis. The improvement works will improve road safety for all using this route. This is also a key route identified in the Council’s Cycle Strategy. Brunel cycle route – link to Hillingdon Hospital £150k Funds to provide cycle provision through quiet residential streets between the new cycle link to be provided through Brunel University and Hillingdon Hospital which is due to go through major redevelopment. This proposed link route would allow people to safety access the new hospital by active travel to reduce the car demand on the local network and the car parks at the redeveloped hospital. It will also provide a good link to Uxbridge and West Drayton for future residents of the residential section of the hospital works. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Appendix D Public Appendix For General Release CYCLE PARKING – PROPOSED 2027/28 DELIVERY PLAN Scheme Title Funding requested Scheme Details Justification LUL Station Cycle Parking £20k Funds to upgrade, expand and protect cycle parking in the vicinity of London Underground stations, across Hillingdon. Most stations are in close proximity to the TfL Strategic Cycle Analysis and close to areas where cycle Infrastructure upgrades are proposed within the Council’s Cycle Strategy. School Parking £30k Funds to install safe and shelter cycle and scooter parking at schools across Hillingdon. This will allow schools to have provision for encouraging people to scoot and cycle to school. Local shopping parade £15k Funds to upgrade, expand and protect cycle parking at local shopping parades within the Borough. Improved cycle parking will encourage linked trips & use of local services. Appendix E Public Appendix For General Release BOROUGH SAFER JUNCTIONS – PROPOSED 2027/28 DELIVERY PLAN Scheme Title Funding requested Scheme Details Justification St Andrew’s Roundabout & High Street, Uxbridge £1m Funds to support proposed changes to St Andrew’s roundabout to reduce traffic and provide better provision for those walking and cycling, especially between St Andrew’s development and the town centre. Currently, consultants are looking at options for improvements which aims to remove the unsafe subways under the roundabout and reduce traffic, particular on the link outside of the Civic Centre. The roundabout is identified as having very high collision risk. There is S106 funding available to expand the scheme further and make more comprehensive improvements to the area. The works will complement the other proposed works in and around Uxbridge Town Centre.

Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Strategic Delivery Partner for Council Priorities & Transformation Cabinet Member Lead Cabinet Member for Finance (Cllr Lavery) Consulting Cabinet Member Leader of the Council (Cllr Tuckwell) Cabinet Member for Corporate Services, Digital & Transformation (Cllr R Mills) Chief Officer responsible Corporate Director of Finance (s151 Officer) Report author Pete Carpenter, Finance Report classification and reason Public For General Release Relevant Committee Audit, Finance & Performance (Scrutiny) Electoral Ward N/A 1. Executive Summary This report proposes the procurement of a strategic delivery partner for an initial three-year period, with an option to extend for up to two years. A strategic delivery partner is an external organisation appointed to provide additional capacity and specialist expertise, at pace, supporting the Council to delive r complex work across several services and to meet the council’s new priorities and ambitions. It is now well documented that the council’s post -election administration are working through a process of resetting the council. The proposed model would give the Council greater capacity to turn its priorities into deliverable programmes, bringing together specialist expertise and additional programme support where needed. Working alongside Council teams, the partner would help accelerate delivery, strengthen coordination across services and build internal capability through knowledge transfer. The scale of change across the council involves all areas of business, including looking at : the layers of management and staffing; the management of assets including valuations, analysis of operating value, development land and disposals; the modernising of the councils digital architecture and the process engineering of all service areas to optimise data and technology solutions; a variety of safe financial models and joint ventures to reduce capital and operating expenditure and risk. The council benchmarks well on how much it spends per head of population in the main because its focus is on the frontline delivery of services and not being laden with extensive corporate teams. It is the view of the council that in order to deal with the scale of change required and to reset and prepare to meet the new administration’s ambitions, securing the capacity as and when Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public it is required for specific tas ks is preferable to recruiting more a nd more officers which remain a fixed cost for a time beyond the task at hand. Given the pace required, securing each area of expertise in a compliant way can take some time, through engaging the market and either evaluating quotes or a required procurement process . Recent examples of securing specialist expertise have taken weeks into months . One was securing a company to provide a compliant valuation of a council asset and another; where the council has secured a company to work on the costs of Heathrow expansion to the council. The securing of a strategic partner proposed in this paper would accelerate additional coordination and delivery capacity which can be mobilised more immediately. Through an open competitive procurement process it is proposed the council will secure a strategic delivery partner. O nce approved the partner would provide a single accountable lead organisation responsible for coordinating specialist expertise and managing the performance of any delivery partners engaged through the arrangement. It will manage delivery against the objectives, costs and timescales agreed by the Council. The approved partner will be able to immediately assemble the correct expertise and commence the task required as the council has secured them in a compliant way and it is they securing wider expertise required. There is no retention fee or fixed cost for the partner and there is no minimum guarantee of work. Each piece of work will be scoped, costed and approved through council governance before it is undertaken. Work would be commissioned through separately approved packages and the Council would remain free to use other suppliers where this was necessary or represented better value. The greater value added by a strategic partner, beyond the wider access to expertise at pace, which is open book costed for each area, as referred to earlier, is the immediate access to the Additional strategic thinking and planning. Prior to work packages being worked up there will be ongoing dialogue with the approved partner, which is used to shape strategic direction and ideas, which will include market and sector analysis as well as initial modelling. It adds an organisational (the partner) level of strategic capacity. As there is no fee for the partnership there is not a question of value for money it in itself. Value will more be determined by assessing the delivery of each area of work coordinated by the partner, which in turn will then be assessed against the objectives set out in each scope and will be tracked through a PMO and regular budget monitoring to Cabinet. An indicative annual ceiling of around £2 million is proposed, to be confirmed ultimately through the procurement exercise and Member decision on the contract award. This is a maximum amount, not a budget commitment, and would be expressed for the initial 3- year term with a separate amount for any extension. Cabinet is being asked to approve the proposed model and authorise a compliant procurement exercise and to provide for appropriate delegated authority for contract award and then later decisions on individual work packages within. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 2. Recommendation(s) That Cabinet: 1) Approves the strategic delivery partner model as a means of providing additional coordination, programme -delivery capacity and specialist expertise to support delivery of the Council's prioriti es, emerging Council Plan and Medium Term Financial Strategy, and endorses the establishment of a contractual expenditure ceiling for the arrangement within the indicative parameters set out in the report. 2) Authorises the Chief Executive, in consultation with the Leader of the Council and relevant Cabinet Members, to undertake a compliant procurement exercise for an initial three-year contract, with an option to extend for up to two years, and to finalise the procurement and governance arrangements. 3) Delegates authority to the Leader of the Council, in consultation with the relevant Cabinet Members, Chief Executive, Chief Finance Officer and Monitoring Officer, to approve the contract award, including the final contractual expenditure ceiling. 4) Delegates authority, following contract award, to the Chief Executive or relevant Corporate Director, in consultation with the Chief Finance Officer and agreement of the relevant Cabinet Member and/or the Leader , to approve all individual work packages under the contract, with any package exceeding £100,000 in value to be also recorded through a published Chief Officer Decision Notice. 5) Delegates authority to the Chief Executive, in consultation with the Leader of the Council, to approve minor amendments to the partner model, provided these remain within the approved contractual expenditure ceiling and overall strategic objectives of the arrangement. 6) Agrees that the Council's intelligent client function and associated governance arrangements must be established before the contract commences. 7) Agrees that: a) any proposal to increase the approved contractual expenditure ceiling; and b) any proposal to exercise the option to extend the contract beyond the initial three-year term shall be referred to Cabinet for approval. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 3. Reasons for decision The Council requires additional capacity to coordinate complex transformation, financial - resilience and improvement programmes which involve several services and areas of specialist expertise. A strategic delivery partner would provide a more coordin ated alternative to procuring and managing separate advisers for individual assignments. It would give the Council a single point of accountability for bringing together the required expertise and supporting delivery against agreed costs, timescales and outcomes. The arrangement would supplement existing Council capacity while retaining Council control over priorities, expenditure and decision-making. The proposed decision chain set out in the recommendations means that Cabinet would approve the overall model, procurement approach and need for an expenditure ceiling. The contract award of the strategic delivery partner and final contractual expenditure ceiling would be approved under the specific delegation to the Leader and Cabinet Members. To provide a proportionate and agile governance framework, authority would be delegated, following contract award, to the Chief Executive or relevant Corporate Director to approve individual work packages within approved budgets and the contractual expenditure ceiling, with consultation with the Chief Finance Officer and agreement of the relevant Cabinet Member and / or Leader. Additionally, work packages exceeding £100,000 would be formally recorded through a published Chief Officer Decision Notice providing added public transparency. This would enable the Council to respond quickly to emerging priorities whilst maintaining transparency, financial control and Member oversight. Any increase to the approved contractual expenditure ceiling, or any proposal to extend the arrangement beyond the initial three-year term, would require Cabinet approval. 4. Proposal Strategic context The Council’s recently adopted priorities and emerging Council Plan set a clear direction for change, improvement and investment across a number of service areas. Delivering these ambitions at pace will, at times, require specialist expertise and additional programme -delivery capacity that does not exist permanently within the organisation. The proposed strategic delivery partner model provides a controlled and transparent mechanism for securing that support when required, while ensuring that leadership, ac countability and decision- making remain with Members and officers. The Council must therefore continue to improve productivity, manage demand, secure sustainable savings and make effective use of its resources, assets, data and technology. Many of these priorities are interdependent and require coordinated action across several services. The proposed strategic delivery arrangement would help connect the Council’s strategic ambitions, financial plans and practical delivery. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Current position and case for change The Council already undertakes transformation, savings and service- improvement activity, led through individual services and corporate programmes. Specialist external support is commissioned where additional expertise or capacity is required. The principal gap is not simply access to specialist advisers. It is the Council’s limited capacity at a central and departmental level to coordinate related strategic programmes, manage dependencies and integrate the work of different services and suppliers. Under current arrangements, this coordination often falls to Council officers alongside their existing responsibilities. This can make it more difficult to maintain an organisation-wide view of priorities, sequencing, delivery risks and benefits. The proposed approach would strengthen this central coordination and programme- delivery capacity. Proposed delivery model The Council would appoint a strategic delivery partner to coordinate activity across four principal areas: transformation, governance, growth and finance , supported by access to associated specialist expertise including digital, commercial, legal, property and asset management. The partner would hel p assemble and coordinate the people and skills needed for each assignment, including specialist suppliers where appropriate. It would support delivery against the objectives, costs and timescales agreed by the Council. Work would be commissioned through separately approved packages. There would be no guaranteed volume of work, and the Council would remain free to use other suppliers where this was necessary or represented better value. The strategic delivery partner would provide a single accountable lead organisation responsible for coordinating specialist expertise and managing the performance of any delivery partners engaged through the arrangement. The arrangement would not transfer responsibility for Council services, statutory functions or decisions to the partner. The Council would retain discretion to procure specialist support from alternative providers where this represents better value or is otherwise in the Council's interests. The objective of this is not permanent dependency, but primarily capability transfer; knowledge transfer; self-sufficiency. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Scope, illustrative areas of work and intended outcomes Subject to separate business cases, funding and approval, the arrangement could support: • financial-resilience and MTFS programmes; • transformation and service redesign; • productivity and demand-management initiatives; • digital and data improvements; • growth and commercial opportunities; • better use of land, buildings and other Council assets; • governance and programme assurance; and • complex projects involving several Council services. The intended outcomes are: • more effective coordination of cross-Council programmes; • clearer accountability for delivery; • improved management of dependencies, risks and resources; • stronger oversight of financial and non-financial benefits; • faster access to specialist skills where required; • reduced duplication between related activities; and • increased internal capability through knowledge transfer. Commissioning and approval of works packages All proposed work packages would first be considered by a Partnership Board, providing a single corporate view of priorities, dependencies and cumulative commitments before formal approval through the applicable decision-making route. Appointment of the strategic delivery partner would not provide automatic approval for individual assignments. Each proposed work package would require: • a clear link to the Cabinet priorities, emerging Council Plan or MTFS; • a defined scope, deliverables and timetable; • an accountable Council sponsor; • the full cost and an identified funding source; • defined financial and non-financial benefits; • a proportionate assessment of need and value for money; • consideration of risks, dependencies and internal Council resources; • appropriate knowledge-transfer requirements; and • confirmation that the cumulative value of commissioned work would remain within the contractual expenditure ceiling approved by Cabinet. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Higher-value or higher-risk proposals may require a full business case, independent assurance or approval through a more senior decision-making route. Each work package would be subject to approval by the appropriate Council decision- maker following review by the intelligent client function. The partner could develop or support a proposal but could not approve the work, commit Council expenditure or validate the benefits claimed. This gateway would ensure that the strategic contract did not provide automatic approval for individual assignments. Subject to these requirements, it is then proposed that authority to approve individual work packages would then be delegated to the Chief Executive and relevant Corporate Directors only, acting within their respective areas of responsibility and in consultation with the relevant Cabinet Member. A work package with a total value exceeding £100,000 would require a Chief Officer Decision Notice. This would provide a formal published record of the decision, the reasons for commissioning the work, its cost and funding, the expected benefits and the Cabinet Member consultation undertaken. Work packages valued at £100,000 or below would be approved and recorded through the Council’s applicable strict internal financial approval controls. These decisions would remain subject to the same requirements concerning funding, scope, benefits and value for money. The value of a work package would be assessed on its total anticipated value, including any extensions, variations or directly related activity. Work must not be divided into sub-packages for the purpose of avoiding the £100,000 chief officer decision threshold. Any proposal that would exceed the approved contractual ceiling, require expenditure outside approved budgets, or deviate from the overall strategic objectives of the arrangement would require further approval and referral back to Cabinet. Council oversight and performance management Governance of the arrangement would include: • a Council -chaired partnership board providing strategic oversight of the overall relationship; • a joint delivery function or programme management office (PMO) coordinating activity, dependencies, reporting and risks across commissioned work, part of the ‘intelligent client’ role; and • an accountable Council sponsor for each work package, responsible for its objectives, delivery and benefits. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public The Council would also retain an intelligent client function. This means a suitably skilled internal Council team with the commercial, financial, programme, procurement and service expertise needed to direct and challenge the partner effectively. It would ensure that the Council remained an informed and active client, rather than relying on the partner to define the work or judge its own performance. The intelligent client function would: • ensure proposed work supported the Cabinet priorities, emerging Council Plan and MTFS; • challenge the need, scope, cost and proposed delivery approach for each work package; • assess value for money before work was commissioned; • monitor delivery, expenditure, performance, risks and benefits; • manage conflicts of interest; • oversee transition and knowledge transfer; and • provide assurance and advice to the relevant Council decision-maker. The partner would not be permitted to approve its own work packages or validate its own benefits. Financial and non-financial benefits would be assessed and confirmed through the Council’s own governance, finance and performance arrangements. Independent assurance would be required where the value, complexity or risk of a proposed work package justified it. The operating model, responsibilities and resources for the intelligent client function must be agreed and established before the contract is awarded. Regular monthly reporting would provide a combined view across all commissioned work and support early intervention where delivery, value or performance fell below the required standard. Success would be assessed against the outcomes agreed for the overall arrangement and each work package, including delivery against timescales, achievement of Council -validated financial and non -financial benefits, value for money, pricing transparency, effective coordination of specialist support and transfer of capability to Council staff. Where there was persistent poor performance, delay, inadequate cost transparency, unmanaged conflicts, failure to transfer knowledge, information or security failures, poor value for money, or concerns about the partner’s capacity or financial standing, the Council could require corrective action and, where necessary, exercise its contractual intervention, step-in or exit rights. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 5. Corporate implications Financial (mandatory) Y Equalities impact assessment Legal (mandatory) Y Workforce Alternative options (mandatory) Y Public Health Risk management (mandatory) Y External partners Heathrow Expansion Communications Asset Committee comments Procurement & contract social value Y Digital Planning Growth agenda Y Climate Change Other a) Financial The Council already uses consultants or agency resource along with i nternal resources to manage strategic and transformational projects. Implem entation requirements, including costs will be captured in MTFS growth and savings templates. This approach uses a single partner to facilitate a quicker and strategically resourced delivery as opp osed to the solutions presently operating. Budgets for these initiatives will nominally be included in the MTFS linked to initial line items. Following initial discussion with the Strategic Partner on requirements for individual work packages, a worked-up business case will be required for approval initially by the Intelligent Client and then the Board. This individual business cases will clearly set out the costs and benefits of the work package including alternate approaches to ensure “value for money” is achieved. The use of a Strategic Partner will also lead to a consolidated view, consistent approach and synergies across the individual work packages, which is not fully the case at the moment. Strategic Partner costs will be included in the individual work package business cases, so they are clearly identified. As the new council administration is setting clear ambitions and priorities as part of its emerging future year MTFS, this approach will expedite delivery. A significant obstacle to quick delivery has been Council capacity, which this arrangement seeks to mitigate. This approach, with estimated implementation costs and resour ce requirements set out in the MTFS quantifies: • where the potential £2 million annual expenditure would be funded from, including whether this would come from existing approved budgets, transformation funding or other identified sources within the approved February 2026/27 budget; • whether the indicative £2 million annual ceiling remains appropriate and affordable; • confirmation that the contractual ceiling would not itself constitute an approved budget or commitment to spend; Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public • the level of savings or other financial benefits the model is expected to support, where these can reasonably be estimated; and • how expenditure and benefits would be monitored and reflected in the MTFS. The contractual expenditure ceiling would set the maximum aggregate value of work that could be commissioned under the arrangement. It would not create a budget or commit the Council to spend that amount. Each work package would require an identified funding source and separate approval (linked to the MTFS as set out above). Any subsequent increase to the approved ceiling would require a further Cabinet decision. The model is intended to improve the coordination, capacity and expertise to deliver the Council’s priorities, savings and transformation in distinct packages. b) Legal The Council has the power to enter into contracts and make arrangements to support the discharge of its functions pursuant to section 1 of the Localism Act 2011 (general power of competence), together with its ancillary powers under section 111 of the Local Government Act 1972. The proposed procurement must be undertaken in accordance with the Procurement Act 2023, any applicable regulations, the Council's Constitution and Contract Standing Orders. Legal Services will support the development of the procurement documentation and contractual arrangements to ensure compliance with the Council's legal obligati ons and to protect the Council's interests. Particular care will be required to ensure that any individual work packages commissioned under the arrangement fall within the scope of the procured contract and do not constitute a material modification requiring a further procurement process under the Procurement Act 2023. The report indicates that the proposed arrangements do not involve the delegation of the Councils statutory functions or decision- making responsibilities to the Strategic Delivery Partner. The Council would retain responsibility for governance, expenditure decisions and the exercise of its statutory duties. The decision to commence the procurement, approve the contract award and approve subsequent work packages must be taken in accordance with the Council's Constitution, Contract Standing Orders and Scheme of Delegation. Officers exercising delegated authority must be satisfied that adequate budget provision exists, that the proposed expenditure represents value for money and that all relevant constitutional requirements have been complied with. The proposed delegation arrangements, including the delegation to approve the contract award, are capable of being implemented through the Council's constitutional framework, subject to Cabinet approving the recommendations set out in this report. Any subsequent decisions relating Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public to the award of the contract or approval of work packages should be taken in accordance with the approved delegations and constitutional requirements. Appropriate governance and contract management arrangements will be required throughout the term of the contract. This includes the establishment and maintenance of a sufficiently robust intelligent client function to provide effective oversight, challeng e and assurance. Appropriate contractual provisions should also be included in relation to performance management, conflicts of interest, information governance, audit, step-in rights and termination and knowledge transfer. Subject to compliance with the matters set out above, there are no legal implications arising from the recommendations within this report which would prevent Cabinet from approving them. Legal Services recommend that the final procurement strategy, governance arrangements, delegated decision-making provisions, form of contract and maximum contract value are reviewed prior to commencement of the procurement exercise. c) Alternative options Alternative Options Rationale for rejecting option Continue with existing arrangements / do nothing The Council could continue to use existing service and corporate capacity, commissioning specialist support separately where required. This would avoid establishing a new strategic arrangement but would not address the identified gap in central coordination and programme-delivery capacity. Recruit additional permanent resources Permanent recruitment could increase internal capacity but would create ongoing employment costs and may not provide access to the full range of specialist skills required at different stages. Procure each requirement separately Separate procurements would retain competition for each assignment but would require repeated procurement and mobilisation activity. The Council would also remain responsible for coordinating different suppliers and approaches. Establish a strategic delivery partner This is the recommended option because it would combine additional coordination and programme- delivery capacity with flexible access to specialist expertise. It would remain subject to package-level approvals, transparent pricing and Council oversight. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public d) Risk management Risk Mitigation Over-reliance on one partner Retain the right to use other suppliers, require transition support and include appropriate exit and step-in provisions. Reduced competition during the contract term Use open book pricing, benchmarking, market testing and package-level value-for-money assessments. Costs or commitments are not adequately controlled Require identified funding and approval for every package, supported by a contractual ceiling and regular financial reporting. Expected benefits are not achieved Define benefits and accountable owners before approval, link financial benefits to the MTFS and validate delivery through Council processes. Loss of internal capability Include specific knowledge-transfer and skills- development requirements in relevant work packages. Conflicts of interest Require declarations, contractual controls, separation of incompatible roles and active Council oversight. Poor performance or quality Use clear performance measures, KPIs, review points, escalation arrangements and contractual intervention or exit rights. e) Procurement The appointment, including any subsequent work packages commissioned under the arrangement, would be procured in accordance with the Procurement Act 2023, associated regulations, the Council’s Constitution and Contract Standing Orders. Before publication of the procurement opportunity, Procurement, Finance and Legal Services would agree the procurement route, specification, evaluation methodology, commercial model, timetable and proposed maximum contract value. There would be no retainer, guaranteed expenditure or guaranteed volume of work. Payment arrangements would be determined for each approved work package and could include fixed prices, capped costs, milestone payments or appropriate outcome-related measures. Bids would be evaluated against published criteria, including programme coordination and delivery capability, access to specialist expertise, value for money, pricing transparency, benefits realisation, knowledge transfer, social value and information governance. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public The contract would include appropriate performance, audit, transparency, conflict -management, knowledge-transfer, intervention, step-in and exit provisions to support the Council’s intelligent client function and protect the Council’s interests and statutory responsibilities. Contract award would be subject to a further Cabinet Member democratic decision with any proposed extension reported back to Cabinet following a review of the initial 3 year period. Any contract extension would be subject to a formal review of performance, value for money, benefits, affordability, continuing need and capability transfer, together with t he appropriate approval by Members. Proposed procurement and decision-making pathway is set out below: Procurement Decisions Decision-maker 1 Strategic model Cabinet 2 Contract award Leader / Cabinet Members (delegated cabinet member decision) 3 Contractual expenditure ceiling Cabinet in principle, then Leader / Cabinet Members as part of above contract award 4 Individual work packages under £100k Internal - Chief Executive / Corporate Director (in consultation with Chief Finance Officer and agreement of Leader and/or Cabinet Member) 5 Packages over £100k Published Chief Officer Decision Notice (in consultation with Chief Finance Officer and agreement of Leader and/or Cabinet Member) 6 Minor variation of contract Chief Executive, in consultation with Leader 7 Increase to approved expenditure ceiling / major variation in contract Cabinet 8 Contract extension Cabinet 6. Consultation & engagement Relevant Cabinet Members, Council services and corporate assurance functions will be involved in finalising the specification, commercial arrangements and governance requirements, as well as individual work package decisions. No public consultation is proposed on the procurement model itself. Any subsequent proposal involving a material change to policy, services, the workforce or arrangements affecting residents would be subject to the appropriate consultation, engagement, equality assessment and decision-making requirements. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 7. Delivering the Cabinet’s Priorities 2026-2030 The Council’s ambition is to make Hillingdon an even better place to live, work and invest. This report support the delivery of the following Cabinet Priorities: 1 Being easy to deal with Y Supports better coordinated services and improvements to digital systems and data, helping make Council services simpler and more joined-up for residents. 2 Being brilliant at the basics Y Provides additional expertise and delivery capacity to improve services, strengthen financial resilience and ensure agreed improvements are delivered effectively. 3 Putting our residents first Y Helps the Council coordinate improvements across services, manage resources effectively and focus delivery on better outcomes for residents. 4 Delivering Hillingdon homes for Hillingdon people Y Provides additional capacity and specialist expertise to support housing delivery, regeneration and the effective use of Council land and assets, helping bring forward more homes for Hillingdon people. 5 Supporting future generations Y Supports the Council’s long-term financial sustainability and builds internal skills through knowledge transfer, helping protect and improve services for the future. 6 Being open for business Y Provides specialist support for growth, commercial opportunities and the better use of Council land and assets, supporting investment and prosperity in the borough. 8. Timetable for implementation Subject to Cabinet approval and scrutiny call-in process, officers would finalise the specification, commercial model, governance arrangements and procurement route with Procurement, Finance and Legal Services. The opportunity would then be taken to market and bids evaluated against the published criteria. The proposed tender and maximum contract value would return to the Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Leader and Cabinet Members for a democratic decision for approval before contract award and mobilisation. List of appendices attached NIL List of Background Papers NIL

Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Improvement and Assurance Board: First Quarterly Report to Cabinet Cabinet Member Lead Leader of the Council (Cllr Tuckwell) Consulting Cabinet Member All Cabinet Members Chief Officer responsible Chief Executive Report author Tony Zaman, Chief Executive Report classification and reason Public For General Release Relevant Committee Audit, Finance & Performance (Scrutiny) Electoral Ward N/A 1. Executive Summary Under the previous Council administration, the Council put in place a voluntary Improvement and Assurance Board to support the Council with its delivery across a range of related programmes of work addressing financial management and sustainability and some areas of wider governance. It was planned that in line with best practice the Board would independently report its view on the Council’s progress against its plans to Cabinet each quarter. Subsequent to the B oard being in place, the Council received a Non-Statutory Best Value Notice which requires the C ouncil to update the Ministry of Housing, Communities & Local Government (MHCLG) on its progress each quarter, through a meeting with the Chief Executive and Section 151 Officer. At this meeting, the Council provides its assessment of progress to which the MHCLG will also consider the views of the Board. The Board is comprised of external senior officers and political experience, and its membership are referenced on the appended terms of reference. This report presents to Cabinet the first quarterly report of the Council’s Improvement and Assurance Board, chaired by John Hooton. The Board notes encouraging progress, including stronger financial management, clearer leadership and a more robust approach to budget -setting. It also identifies a number of areas requiring continued focus, including the development of the medium-term financial plan, the Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public maturity and deliverability of savings proposals, organisational capacity and capability, and effective delivery and monitoring of the Council's improvement programme. Cabinet is asked to receive and note the Board's independent assessment and recommendations. The Board's full report is attached at Appendix 1 and it will continue to provide quarterly reports to Cabinet. 2. Recommendation(s) That Cabinet: 1. Receives and notes the first quarterly report of the Improvement and Assurance Board, attached at Appendix 1, and that the Board will continue to report quarterly to Cabinet; and 2. Notes the Board’s assessment of progress made and the areas requiring continued focus. 3. Reasons for decision To ensure that Cabinet formally receives the independent assurance and challenge provided by the Improvement and Assurance Board, is sighted on the Board’s assessment of progress and continuing risks, and can take that assessment into account in its oversight of the Council’s improvement and financial sustainability work. 4. The Board and its first report Purpose and role of the Board The voluntary Improvement and Assurance Board pr ovides independent challenge and assurance to support council ambition, with the council remaining responsible for its own plans and decisions. Its main purposes are to: • Provide an independent view of whether the council is genuinely improving, rather than relying solely on internal assurance. • Act as a critical friend , testing plans, assumptions, savings proposals and delivery arrangements. • Maintain grip and pace by tracking actions, milestones, risks, owners and slippage. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public • Bring external expertise from experienced local government leaders, finance professionals and service specialists. • Strengthen confidence among members, auditors, government, partners and residents that identified areas are being addressed. • Report transparently to Cabinet and to MHCLG on progress and remaining risks. The board does not take decisions or run the council. Political choices remain with elected members, and delivery remains the responsibility of officers. Its value therefore depends on having access to sufficiently detailed information, challenging the council early enough to influence proposals, and ensuring its recommendations lead to action. The Improvement and Assurance Board is a voluntary arrangement and it has met on three occasions since June. Its purpose is to provide independent oversight, assurance and constructive challenge in relation to the Council’s financial management and wider improvement journey, including matters arising from the CIPFA review and the Best Value Notice. Its Terms of Reference are attached in Appendix 2. Board’s overall assessment As set out in Appendix 1 in more detail, in summary the Board identifies an encouraging start to the current budget -setting process, clearer leadership and direction, stronger financial management and a more credible understanding of the Council's underlying financial position. It considers the current-year budget more robust than in previous years and notes positive progress in strengthening financial governance. The Board emphasises that it is too early to conclude that longer-term financial sustainability has been secured and that continued effective management and delivery will be essential to achieving a structurally balanced medium-term financial position. Key areas requiring continued focus • Developing a dependable route from an in-year balanced position to a structurally sustainable medium-term financial position. • Increasing the detail, challenge and testing of savings, efficiency and income proposals, including their deliverability, financial benefits, costs, risks and dependencies. • Ensuring that agreed proposals are translated into credible delivery plans supported by sufficient management capacity, programme capability and specialist expertise. • Establishing and maintaining a clear transformation and improvement tracker, with named owners, milestones, evidence of completion and effective escalation of slippage. • Drawing on the Board's external expertise at an earlier stage to help shape and strengthen significant or higher-risk proposals Next steps The Council will continue to provide the Board with any information required for its assurance and challenge role. The Board will maintain its focus on the Council’s development of the medium - term financial plan, the maturity and deliverability of proposals, and the Council’s capacity to deliver. A further quarterly report will be presented to Cabinet. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 5. Corporate implications Financial (mandatory) Y Equalities impact assessment Legal (mandatory) Y Workforce Alternative options (mandatory) Y Public Health Risk management (mandatory) Y External partners Heathrow Expansion Communications Asset Committee comments Procurement & contract social value Digital Planning Other Climate Change a) Financial The report asks Cabinet to receive and note the Board’s quarterly assessment and does not itself seek approval for expenditure. The Board’s report comments on the Council’s current and medium-term financial position, the development of future savings and income proposals, and the continuing requirement to establish a sustainable financial position. Any proposals requiring expenditure, savings approval or changes to budgets will be subject to the Council’s financial planning, decision-making and financial governance arrangements. As noted in the Terms of Reference, costs associated with the running of the Board will be met in-part by LGA support and the remainder by the Council. b) Legal Cabinet may receive and consider independent assurance reports relevant to the discharge of its executive responsibilities. Any future proposals arising from the improvement programme must be progressed through the appropriate statutory, constitutional and decision-making processes, including consultation and equality considerations where applicable. c) Alternative options Alternative Options Rationale for rejecting option Do not present the Board’s report to Cabinet This would reduce transparency and Cabinet oversight of the independent assurance and challenge being provided. Cease quarterly reporting This would be inconsistent with the Board’s stated intention to provide Cabinet with continuing quarterly updates and would weaken regular oversight of progress. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public d) Risk management Risk Mitigation The Board’s findings or required actions are not followed through consistently. Maintaining a clear improvement delivery tracker with named owners, milestones, evidence of completion and escalation of slippage, supported by quarterly reporting to Cabinet. Savings and transformation proposals remain insufficiently developed to provide assurance on deliverability. Continue to provide the Board all relevant detail on benefits, costs, risks, dependencies and delivery arrangements so any proposals can be strengthened. Insufficient organisational capacity or specialist capability affects delivery. Assess capacity and capability alongside proposal development and use external Board expertise selectively for significant or high-risk areas. There is also a related Cabinet report on this agenda for a step-change approach to strengthen corporate capacity for such improvement work and delivery of the Cabinet’s priorities. e) Other Implications None at this stage. 6. Delivering the Cabinet’s Priorities 2026-2030 A financially resilient and well- governed Council is fundamental to the successful delivery of all six Cabinet Priorities. The Improvement and Assurance Board's work supports this objective by providing independent challenge, oversight and assurance on the Council's improvement journey. 7. Consultation & engagement No public consultation has been undertaken because the report asks Cabinet only to receive an independent assurance report and does not propose any change to policy or service provision. 8. Timetable for implementation Officers will continue to support the Board’s programme of work and respond to its findings through transformation plans and the Council’s budget and governance processes. The next quarterly report will be presented to Cabinet in accordance with the Board’s reporting cycle. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public List of appendices attached • Appendix 1 - Improvement and Assurance Board: First Quarterly Report to Cabinet (Part 1 - Public). • Appendix 2 - The Board’s Terms of Reference List of Background Papers NIL Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Appendix 1 Public Appendix For General Release Improvement & Assurance Board’s quarterly report to Cabinet 1. Introduction This is the first quarterly report of the voluntary Improvement Board to the Council’s Cabinet. The Board has met on three occasions since June and has considered the Council’s approach to financial management, the CIPFA review, the Best Value Notice, the development of the current year budget and the emerging programme of savings and transformation required to address the Council’s medium-term financial position. The purpose of the Board is to provide independent oversight, assurance and constructive challenge to the Council as it seeks to strengthen its financial management and establish a sustainable financial position. I am the chairman of the board and bring to it career experience in the roles of finance as a Section 151 Officer and across wider council governance a nd leadership as a Chief Executive. The board is comprised of external respected and experienced senior officers across the range of council disciplines and external councillors to add political scrutiny. Terms of Reference are appended. The Best Value Notice was issued by the Ministry of Housing, Communities and Local Government in July, noting concerns around financial sustainability, financial management, governance and assurance, and organisational culture. The Notice also set an expec tation that the Improvement Board will consider all aspects of the Council’s improvement journey related to the concerns referenced by MHCLG. The Board’s work will therefore consider these systematically over the coming months. This first report feeds back on work undertaken so far. The Board’s overall assessment is that the Council has made an encouraging start to the current budget setting process. There is clear direction and leadership from the Leader of the Council, the Cabinet Member, Chief Executive and Section 151 officer, and there is evidence that the approach to financial management has strengthened over the last 12 months. However, it is too early to conclude that the Council is moving towards a more sustainable financial position, and the Council’s work over the next few months will be crucial. In particular, the Council will need to demonstrate that the emerging proposals can secure political support, that they are sufficiently developed and realistic, and that the organisation has the capacity and capability to deliver them at the pace required. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 2. Overall assessment It is clear that good progress made by the Section 151 officer and the wider finance team over the last 12 months. The Council is now working from a more realistic understanding of its underlying financial position than was evident previously. The emerging in-year position also provides some assurance. At this stage, the information available to the Board suggests that the current year budget is more robust than in previous years and that the Council should be capable of maintaining financial balance during the year, subject to continued effective financial management and the delivery of planned actions. However, the Council has a greater challenge in getting to a sustainable financial position. The Council has been in receipt of Exceptional Financial Support and the scale of the underlying financial challenge remains substantial. The Council's approved 2026/27 budget is dependent on significant Exceptional Financial Support. The Board therefore considers that the test over the coming months is whether the Cou ncil can develop a plan that moves from a stable in year position towards a position in which the underlying expenditure and income position is structurally balanced. 3. Leadership and governance The Board has seen clear direction and leadership from the Leader of the Council, Cabinet Member, the Chief Executive and the Section 151 officer. There is a recognition of the scale of the financial challenge and of the need for the Council to address the underlying position. The finance function has also demonstrated grip and challenge, with the work undertaken over the last year contributing to a more credible and realistic budget. This is clearly a stronger platform from which to address its financial position. However, the effectiveness of that platform will ultimately be demonstrated through delivery. The Council has developed a Corporate Transformation and Improvement Plan, with the intention of bringing fragmented improvement activity into one coordinated portfolio, covering the Best Value Notice, CIPFA review, external audit/GRIP and Corporate Peer Challenge. This is a positive step. The next stage should be a clear delivery tracker, with owners, milestones, evidence of completion and escalation of slippage, enabling the Board, Cabinet and relevant committees to assess delivery and impact. Over the coming months, the Council will need to ensure that a focus remains firmly on developing a set of proposals that can meet the Council’s budget gap. Alongside this, the Council needs to ensure that financial management is consistently embedded across the organisation, that proposals are translated into clear delivery plans, and that sufficient capacity and capability is in place to deliver the scale of change required. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 4. Budget-setting and emerging savings programme Work is underway to identify a significant programme of savings, efficiencies and income generation, with proposals currently in the broad range of £30m to £40m being considered. This represents substantial progress in identifying opportunities to reduce t he Council's underlying financial gap. However, this remains some way short of the overall gap of approximately £50m that needs to be addressed. There is still significant work to do to establish a fully credible medium-term financial plan. At present, many of the emerging proposals remain at a relatively high level. This means that the Board has not yet been able to test fully whether the proposals are deliverable, whether their financial benefits have been appropriately quantified, or whether there are associated costs, risks or dependencies which could affect the overall financial benefit. It is important that the level of detail provided to the Board increases over the coming months. This will enable the Board to provide meaningful assurance and challenge on whether the savings programme is capable of delivering the required financial benefits. 5. Political decision-making and organisational capacity The Council has developed an emerging set of proposals, which will need to progress through the political decision-making process. The Board's role is not to determine which proposals should be adopted; rather, it is to provide independent challenge as to whether the proposals ultimately selected provide a credible route to financial sustainability. The Council will need to demonstrate that proposals which are agreed through the political process can subsequently be implemented. This will require sufficient management capacity, programme management capability and specialist expertise across the organi sation. The Board will therefore pay particular attention over the next quarter to the Council's ability to translate proposals into credible delivery plans. 6. Use of the Improvement Board's external expertise The external members bring a range of experience in terms of leadership, financial management, service delivery and transformation. The Board's value is greatest when that expertise can be applied to the detail of the Council's proposals, rather than solely to the overall financial position. Engagement has commenced between members of the Improvement Board and Council officers and this should continue over the coming months. It is important that the Council provides more detailed information on the emerging savings programme to enable the external members to test and challenge the assumptions underpinning individual proposals. This should be done at an appropriate stage of dev elopment so that the Board's challenge can influence and strengthen proposals, rather than simply providing retrospective assurance. The Council should also use its external members selectively to Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public undertake more detailed reviews of particularly significant or high-risk proposals where this would add value. 7. Conclusion The Improvement Board considers that progress has been made by the Council both in terms of setting a robust financial position for the current year and in terms of developing potential savings and income generation proposals for future years. There is clear leadership from the Leader, Cabinet Member, Chief Executive and Section 151 officer, and the Board has seen progress by the finance function over the last 12 months in developing a more realistic and credible budget. The current in- year posi tion provides some reassurance that the Council should be able to maintain financial balance during the year. Pulling together a Corporate Transformation and Improvement Plan is also a positive step. The board will form an increasingly strong view about whether there is sufficient evidence to conclude that the Council has achieved, or is assured of achieving, longer -term financial sustainability as the monitoring and budget setting process emerges over the remainder of this calendar year. Over the next few months the Council will need to demonstrate that its proposals can secure the necessary political support and that the organisation has the capacity and capability to deliver them. There is a good opportunity to make greater use of the expertise of its external members during this period. Providing the Board with more detail on savings proposals and supporting information will enable it to provide stronger challenge and assurance and to identify potential weaknesses while proposals can still be improved. The Board will continue to provide Cabinet with quarterly updates. John Hooton, Chair, Improvement Board Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Appendix 2 Public Appendix For General Release Terms of Reference Purpose: 1. The voluntary Improvement and Assurance Board (“the Board”) is established by the London Borough of Hillingdon (LBH) and independently chaired. 2. The Board itself is comprised of a combination of Hillingdon elected members and officers as well as external board members. This combination should provide a good insight into the unique situation of Hillingdon alongside expertise from outside of the Council. 3. The Board is established in the context of the Council’s receipt of Exceptional Financial Support, the May 2026 CIPFA External Assurance Review, the external auditor’s statutory recommendations, the June 2026 LGA Corporate Peer Challenge and the non- statutory Best Value Notice issued by the Ministry of Housing, Communities and Local Government (MHCLG) on 15 July 2026. 4. The Board will provide the Council with external challenge about how it is responding to the findings and recommendations of the CIPFA External Assurance Review and the Non - Statutory Best Value Notice. This includes a view as to whether the council is following the review recommendations, including that it should consider all options to get to a financially sustainable position. The board will then provide to the MHCLG an independent view via the Chairman on progress the council is making in addressing the recommendations. 5. The Board will draw on sector -wide expertise in driving forward the Council’s financial recovery, including the production of an overarching council improvement plan and the overseeing of its delivery. The plan will include the recommendations from the CI PFA External Assurance Review; the recommendations from the Corporate Peer Challenge of June 2026; the Council’s MTFS and current delivery programme. 6. It will particularly focus on the need for the Council to comply with its Best Value Duty under the Local Government Act 1999, notably: • Cultural and governance issues, including those identified through previous, and any future, external and internal auditor reports. • Financial sustainability – including a balanced medium term financial strategy aligned to the Council’s Corporate Strategy. 7. The Board will also align with the work of the Audit Committee in overseeing progress by the Council towards implementing the actions arising from the Section 24 Statutory Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Recommendations of the external auditors, which now form part of the External Assurance Review recommendations. 8. The Board will provide advice challenge and assurance to the Council and, through the Chair, to MHCLG. General 9. To achieve its objectives, the Council will need to: • Ensure it has a clear plan to reach a financially stable position within the context of its EFS and associated timescale • ensure the way it operates and is governed - through its systems, Constitution, Codes of Conduct, management structure, and performance management arrangements etc - ensure effectiveness and efficiency • ensure the values by which the Council seeks to operate are lived within the organisation • develop a clear corporate strategic plan supported by a medium -term financial plan to deliver improved outcomes and financial sustainability. 10. The Council is responsible for its own improvement and will lead on all actions necessary (with partners, as appropriate). The role of the Board will be to: • Review how the Council is progressing against the above actions. • Review Council progress against all recommendations from the reviews introduced in 3 and 4. • Provide challenge and act as a critical friend to ensure focus, grip, pace and effective change. • Provide support and guidance. • Identify good practice within the Council and, also, signpost appropriate good practice elsewhere. • Support the council’s improvement journey including by drawing on the findings of relevant external reports • Report to the MHCLG on progress against the recommendations of the CIPFA Review and Corporate Peer Challenge. Membership and Way of Working 11. Frequency and format of meetings: Meetings will be monthly, unless otherwise agreed by the Board, and will be a combination of in-person and Microsoft Teams at the direction and agreement of the Chair and Board Members. 12. The Chair may convene additional meetings, deep dives or workshops where the level of risk or pace of delivery requires this. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 13. The Board will have a core membership, with additional internal and external officer or elected member membership in attendance to address the emerging priorities and lines of enquiry. Membership of the Board • Chair: John Hooton • Finance representative: Neil Thornton • LGA regional representative: Harry Parker • LGA Conservative member peer – Mayor Jason Perry • LGA Care and Health Improvement Adviser: Steve Tingle • LGA Children’s Improvement Lead: Gail Tolley • Environmental services lead: Caroline Bruce • Housing and regeneration services lead: Joanne Drew • Leader of the Council • Cabinet member for Finance & Transformation • Chief Executive • Corporate Director of Finance / S151 Officer • Monitoring Officer – attendance as non-board member 14. The Board may invite other sector specialists who it believes will be useful in achieving its aims and purpose to attend and /or present to meetings or join the Board as a full member or a co-opted member, including members of the Council’s Corporate Management Team or their nominated substitutes. 15. Substitution for core members should be exceptional and agreed in advance with the Chair. Governance 16. The Board will work within the governance framework of the Council. As an advisory body, it will not vote on decisions but will provide constructive challenge and advice and report to the MHCLG as required. 17. The Board will, with the officer and political leadership of the Council, agree messaging around progress and delivery of the Board plan in line with the recommendations of the External Assurance Review and Non-Statutory Best Value Notice. Costs and Support 18. Costs associated with the Board will be met in- part by LGA support and the remainder by LBH. This includes the officer time required to support the Board. 19. Board members will need to work flexibly as the demand of the role requires. The Board Chair will have access to elected Members and the Corporate Management Team. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 20. Board Management: • Agenda will be set by the Chair. • Papers will be provided a week in advance. If papers are delayed the Chair will have the right to cancel/postpone the meeting. • The Council will set meeting dates (accounting for the diary commitments of external partners) for the full calendar year before the inaugural meeting. • A record of each meeting will capture conclusions, recommendations, actions, owners and deadlines. The action log will be reviewed at every meeting. 21. Board members will have reasonable access to relevant elected Members, officers and data to be able to make informed judgements. The Monitoring Officer will be the final decision maker in terms of the release of information where it is considered sensitive. 22. The Board is planned to be in place until July 2027 in line with the Best Value Notice. There will be an interim review after 6 months of the composition of the Board and the terms of reference to ensure that it remains fit for purpose. 23. Support to the Board will be provided by an LBH employed Programme Officer(s) who will be responsible for ensuring the: • Production of the councils improvement plan and its monitoring • dissemination of agenda and reports; • taking and dissemination of minutes and recording of actions and recommendations; • overall programme plan is proactively tracked, kept up to date, and that issues and risks are managed on a day-to-day basis through officers. Board reporting 24. The Board meetings are confidential and any content to be shared outside of the Board, by the Board, or any individuals involved with the Board, must firstly be discussed by the Board, or between meetings, by the Chair of the Board and the council’s chief executive. 25. The Board will provide regular written updates to Cabinet. These reports will be shared with MHCLG, in accordance with the Best Value Notice. 26. Improvement Board reports to Cabinet and MHCLG will typically include: a. an overall assessment of progress and the level of assurance available; b. progress against the Improvement Plan; c. financial performance and savings delivery; d. budget development; e. headline risks and areas of slippage; f. formal Board recommendations; Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 27. The Council may comment on factual accuracy of Board reports before publication, but the content, judgements and recommendations of the Board’s reports remain matters for the Chair and external members. 28. The Chair of the Board will liaise regularly with the LGA and other sector bodies as set out above.

Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 - Public Minor Property Transaction: Holly Gardens, West Drayton Cabinet Member Lead Cabinet Member for Planning, Housing & Property (Cllr Denys) Chief Officer responsible Corporate Director of Residents Services Report author Charlie McCorriston / Programme Co-ordinator Report classification and reason Public For General Release Relevant Committee Corporate Resources & Infrastructure Electoral Ward West Drayton 1. Executive Summary Cabinet is requested to provide approval to formally accept the transfer of this open space in West Drayton into Council ownership. Members are asked to accept a covenant preventing development and to approve any cost of legal fees for the transfer. The Council already has a responsibility to and has been maintaining this land for several years so will not incur any additional maintenance costs. 2. Recommendation(s) That Cabinet: 1) Approve the transfer of Land at Holly Gardens into London Borough of Hillingdon’s ownership in line with agreement linked to RAF West Drayton Porters Way site as set out on the site plan. 2) A ccept a covenant for the transfer to the effect that the Council cannot build or develop on the land in question. 3. Reasons for decision The Open Space at Holly Gardens should have been transferred as part of an agreement with Laing Land Limited (now Taylor Wimpey) dated 16 th July 1987 and appears to be an administrative oversight that has now come to light. Green Spaces have been maintaining this land in line with the schedule for all other Parks and Open Spaces in the Borough. This consists of a cut approximately every 2 weeks between March and October at an approximate cost of £2,080 per annum. 4. Proposal The council entered into an agreement with Laing Land Limited on 16 th July 1987 pertaining to the development of land under title number NGL545947. This is a former Ministry of Defence (MOD) site in Porters Way, West Drayton. As part of the planning obligations for this major residential development there was a requirement for the developer to provide an area of approx. 1-hectare open land for local residents’ amenity. According to the Agreement, Laing Land Limited is required to layout and maintain a portion of the land as public open space, as outlined in clause 9(1) and (2). C lause 9(5) states that once the Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 - Public obligations contained in sub-clauses (1) and (2) are satisfied, Laing Land Limited must transfer the Public Open Space to the Council, which is obligated to accept the transfer. Officers suspect this transfer did not go through historically due to an administrative oversight at the time and, therefore, recommend that the Council corrects this error and align with the agreements. The attached plan delineating the boundaries of the Public Open Space, now known as Holly Gardens, as intended in the 1987 Agreement. The Council has diligently maintained the open space since its establishment as per the agreement. Consequently, Cabinet is now request ed to accept this transfer of open space to the Council in accordance with the terms set out in the Agreement which specify the land cannot be built on. Having full ownership of this land will allow the council to have the option to invest in the land for the local community, if required. A covenant is also recommended to added to the title to prevent the council from building or developing on this land. The Council’s Insurance Team have indicated there is likely to be no additional insurance costs and no issues in respect of liability for obtaining ownership of this land. Legal have indicated the legal fees will be approximately £2,500. 5. Corporate implications Financial (mandatory) Y Equalities impact assessment Legal (mandatory) Y Workforce Alternative options (mandatory) Y Public Health Risk management (mandatory) Y External partners Asset Y Communications Procurement Committee comments Social Value (from contract) Digital Planning Heathrow Expansion Climate Change a) Financial The transfer will result in ongoing maintenance costs of approximately £2,080 per annum, which are already included within existing service budgets and will continue to be funded from approved budgets. In addition, one-off legal costs of approximately £2,500 associated with the transfer will be met from existing approved budgets. b) Legal The report relates to the transfer of public open space to the Council in accordance with obligations contained within an agreement dated 16 th July 1987 between the Council and Laing Land Limited. The transfer appears to regularise an historic administrative oversight, with the Council having maintained the land as public open space for several years. The Council has powers to hold and manage land for open space purposes under sections 120 and 164 of the Local Government Act 1972. The proposed restrictive covenant preventing development is consistent with the intended use of the land as public open space. Subject to satisfactory title investigations and completion of the transfer documentation, there are no legal reaso ns preventing the Council from accepting the transfer in accordance with the recommendations in this report. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 - Public c) Alternative options Alternative Options Rationale for rejecting option Option A – Cease Maintenance Detrimental to residents’ enjoyment of this open space. Option B – None N/A Do nothing The Council are entitled to ownership of this land and are already maintaining the open space. It makes sense to add this to our portfolio of open space in the Borough at no additional maintenance cost. Cease activity N/A d) Risk management Risk Mitigation Risks that title investigations identify matters affecting the transfer Standard legal due diligence and appropriate completion requirements prior to transfer e) Assets This report seeks to regularise an obligation to take ownership of the land that the Council has previously committed itself to under the contract with Laing Land Ltd now known as Taylor Wimpey. Our understanding is that in completing the transfer deed, there will be no additional maintenance costs over and above what is already budgeted for by Green Spaces. It is noted that the council has been fulfilling its maintenance obligations for the previous 39 years. 6. Delivering the Cabinet’s Priorities 2026-2030 The Council’s ambition is to make Hillingdon an even better place to live, work and invest. This report supports the delivery of the following Cabinet Priorities: 1 Being easy to deal with N/A 2 Being brilliant at the basics N/A 3 Putting our residents first Y The proposal will allow the council to have full control of the green space, known as Holly Gardens, so the Council can continue to maintain and improve the open space for residents. 4 Delivering Hillingdon homes for Hillingdon people N/A 5 Supporting future generations N/A 6 Being open for business N/A 7. Consultation & engagement None required. 8. Timetable for implementation Subject to Cabinet’s decision, Legal services will be instructed following and subject to any scrutiny call in. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 - Public List of appendices attached 1. Site Plan 2. Photo from South side 3. Extract from agreement List of Background Papers NIL Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 - Public Appendix 1 Public Appendix For General Release Site Plan Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 - Public Appendix 2 Public Appendix For General Release Photo from South side Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 - Public Appendix 3 Public Appendix For General Release Extract from agreement

Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Period 5 (August) 2026 Financial Monitoring Report 2026/27 Cabinet Member Lead Cabinet Member for Finance (Cllr Lavery) Chief Officer responsible Corporate Director of Finance (s151 Officer) Report author Matt Davis – Director Strategic & Operational Finance Report classification and reason Public For General Release Relevant Committee Audit, Finance & Performance (Scrutiny) Electoral Ward N/A 1. Executive Summary The General Fund Revenue monitoring position is forecast to underspend (before potential further risks or opportunities) by the year end of £3.640m – this represents a reduced underspend from the equivalent position projected at the end of July of £0.429m, which had projected an underspend of £4.069m. Additional risks of £1.101m (previously £2.996m at the end of July) and opportunities of £0.215m (unchanged) would reduce the headline forecast of £3.640m to a £2.754m. The net position including risks and opportunities has improved by £1.466m. The above forecast continues to assume the £10m Risk and Contingency Provision, approved as part of the February 2026 Budget Setting process will be utilised. Should the current forecast underspend continue that provision could be released to further improve the outturn position. Whilst government have recently confirmed they are to fund 90% of the historic Dedicated Schools Grant (DSG) deficit, currently held as an Unusable Reserve, that potential underspend may in part be used to create a provision to fund the remaining 10% not funded by government. This report includes a recommendation to grant funding within the Children’s Services Directorate of £100k Operation Hillmore grant funding provided by the Home Office in recognition of the increasing demand and pressures associated with supporting Brief Enquires (BE) and Age Assessments (AA) for unaccompanied children seeking Asylum. Progress on delivery of approved savings remains as in the previous month with 54% classed as delivered and 23% as on track. Of the remainder, 15% are at risk, 6% delayed until next year and 2% classed as now being undeliverable. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public The Housing Revenue Account [HRA] Revenue monitoring position continues to report a net nil variance albeit that this is achieved by a net surplus of £1.6m being transferred to year-end reserves. The General Fund Capital monitoring position is a forecast spend in year of £90.690m, an underspend of £35.611m – the forecast underspend increasing by £3.078 from the £31.754m forecast in the previous month. The overall underspend consists of a reduction of £14.160m funded by borrowing and £21.451m funded by grants or s106 sources. The HRA Capital monitoring position is a forecast of £154.928m, an underspend of £1.110m against an approved budget of £136.308m – this compares to a forecast underspend at the end of the previous period of £3.835m. Schemes funded by borrowing are forecast under budget by £2.530m, whilst grant-funded schemes are over budget by £1.420m. 2. Recommendation(s) That Cabinet: Revenue Monitoring 1. Note the forecast General Fund revenue underspend by year end of £3.064m which would reduce to £2.754m should all identified risks and opportunities materialise in full. 2. Accept the Home Office Operation Hillmore grant funding of £100k for use by the Children’s and Young People’s Directorate to support the local response to the increase in referrals relating to Brief Enquires (BE) and Age Assessments (AA), and to strengthen the Council’s capacity to meet its statutory responsibilities and support needs arising from this cohort. 3. Note the latest progress in delivery of planned savings. 4. Note the HRA forecast to budget (after an operating surplus of £1.6m being transferred to year-end reserves). Capital Monitoring 5. Note the General Fund and Housing Revenue Account capital forecast capital underspends against budget of £35.611m and £3.835m respectively. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 6. Approve a capital virement of £4 million from the current £8.6 million secondary school expansion budget to create two new capital programmes to fund Sensory Rooms (£1m) and Support Bases (£3m) in mainstream schools within Hillingdon. 7. Approve capital release for both of the two newly created capital programme budgets from the above recommendation and to delegate authority to the Corporate Director of Children's Services, in consultation with the Cabinet Member for Adults, Children, Health & Care to approve spend for individual schools within this £4m budget, following recommendations from the Capital Inclusion Working Group - a group made up of school Headteachers and LA officers. 8. Accept a grant of £374k from the West London Waste Authority (WLWA) for highways work at New Years Green Lane (NYGL). 3. Reasons for decision 1. Being informed of the current revenue forecast position for 2026/27 allows Cabinet and members generally to understand the financial performance of the Council’s revenue budgets which informs their understanding and decision- making over the short and medium term; 2. Accepting the Home Office Operation Hillmore grant will enable to fund additional service delivery in support of its statutory duties; 3. Noting the progress in delivery of planned savings informs members as to the robustness of the budget forecasts and implementation of previously agreed policy changes; 4. The HRA revenue monitoring position provides members with an understanding of the budgetary position in the current year and potential increase in available reserves that ensues; 5. By noting the latest capital forecast expenditure for the year, Cabinet demonstrates an understanding of progress on the delivery and cost of capital schemes supporting service priorities. 6. The Council is committed to delivering its SEND Reform Plan by increasing inclusive provision and strengthening the capacity of mainstream schools to meet the needs of children and young people with SEND. Recommendations for the creation of two new capital programme budgets and releasing these funds with ensure investment in Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public sensory rooms and support bases that will enhance local provision, improve outcomes, and support more children to be educated within their local communities. 7. A grant has been secured to carry out carriageway widening works at NYGL of a wider programme that is intended to improve staff facilities, provide a public education centre, create dedicated recycling and reuse stalls, and improve site operations. The existing access road constrains larger vehicles and future development. Widening will improve vehicle movements, site accessibility, and operational safety, while creating infrastructure for later phases. 4. Proposal This report informs Cabinet of progress in 2026/27 in delivering a forecast outturn for the financial year within the budgets and funding envelopes as agreed by Cabinet and Full Council in February 2026 (as amended by subsequent decisions during the year). This report explains the movements in forecasts from Period 4 (July) which was reported to Cabinet in September and summarises the changes now projected at the end of Period 5. SECTION 1 – GENERAL FUND REVENUE General Fund – Revenue 1. The General Fund Revenue monitoring position at the end of Period 5 is forecasting a year end outturn underspend of £3.640m having reduced by £0.429m from the previous month forecast. Risks and opportunities continue to be identified that may impact on that forecast, with current risks of £1.101m and opportunities of £0.215m – should these all materialise in full a net forecast underspend of £2.754m would result. This Risk-Adjusted Forecast represents an improvement of £1.466m over the previously reported figure. A summary of the current position and change from previous month is set out below: Table 1 – Summary of Change in Forecast from Previous Month Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 2. The above summary is set out in more detail at Directorate level in the table below: Table 2 – Summary of Period 5 Monitoring by Directorate 3. The monthly trend in forecasts, together with a prior year comparator, is set out in the chart below: Chart 1 – Monthly Monitoring Trend Analysis (Excluding Risks & Opportunities) 4. Further detailed analysis of the above summary position is set out in the paragraphs below for each Directorate. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Children & Young People’s Services 5. The forecast variance to year end for this Directorate has adverse movement by £522k, from a Period 4 underspend of £88k to an overspend of £434k – a summary by Division is set out below: Table 3a – Children & Young People’s Services 6. The increase in average weekly placement costs continues to be a significant financial pressure within Children’s Social Care. Whilst overall placement volumes have remained relatively stable, the cost of securing suitable care has increased considerably across all placement categories. Residential placements, have experienced the largest increase in unit costs due to limited market capacity, increasing provider operating costs, workforce shortages, and the growing complexity of children's needs. Independent fostering agency placements have also seen substantial fee uplifts as providers respond to inflationary pressures and recruitment challenges. In contrast, in-house fostering placements remain the most cost-effective option; however, sufficiency challenges mean that external provision continues to be required to meet demand. 7. The Month 5 position demonstrates that the financial pressure is largely attributable to unavoidable market-driven inflation rather than increased placement activity. The service has limited influence over prevailing market rates and must secure appropriate placements to meet statutory duties and safeguard vulnerable children. Recognising this inflationary pressure, £500k of the corporately-held inflation provision is released within the Corporate Budgets forecast to mitigate this pressure on the overall General Fund Forecast. 8. Children’s Social Care is forecasting an overspend of £257k, a £479k adverse movement, primarily driven by an increase in residential placement costs. 9. Education and SEND is reporting an overspend of £98k. The key drivers are a £62k increase in central education premature retirement costs and a £50k reduction in music service tuition fee income, reflecting current teaching capacity and pupil-to- Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public teacher ratios. These pressures are partially offset by a £22k saving from the IYSS contract, which ends in September 2026. 10. The SPQR service is forecasting an overspend of £79k, a £38k adverse movement, resulting from an increase in the forecast cost of Independent Social Workers (ISWs) supporting the in-house fostering service. 11. The Dedicated Schools Grant [DSG] is forecasting a £13.1m overspend, comprising a £13.4m overspend on the High Needs Block, partially offset by an £8k underspend on the Central Services Schools Block and a £306k underspend on the Early Years Block. The continued overspend on the High Needs Block reflects ongoing demand and cost pressures associated with supporting children and young people with special educational needs and disabilities [SEND]. This is forecast above as a zero variance as the cost of this activity is chargeable to an unusable reserve rather than General Fund balances under current accounting regulations. 12. The £144k reported risk comprises the potential for one additional high-cost residential placement arising (£129k) and SEND demand potentially driving additional staffing costs (£15k). 13. A Home Office Operation Hillmore grant of £100k has been offered to Hillingdon in recognition of the increasing demand and pressures associated with supporting Brief Enquires [BE] and Age Assessments [AA] for unaccompanied children seeking Asylum. Subject to Cabinet approval, the funding will be utilised to enhance service capacity and ensure the Council can continue to respond effectively to the growing complexity and volume of need. 14. The grant will support additional staffing capacity, targeted interventions, and service delivery arrangements that strengthen assessment, care planning, placement support, and wider integration activity for children and young people affected. It will also enable the Council to work effectively with partners to respond to emerging pressures, manage demand, and ensure children receive timely and appropriate support. Acceptance of the grant will complement existing funding streams and contribute towards maintaining sustainable service provision, supporting positive outcomes for children and young people, and ensuring the Council continues to fulfil its statutory responsibilities in an increasingly challenging national context. Adult Services and Health 15. This Directorate is currently forecasting nil variance by the year end, an improvement of £58k on the previously reported forecast. A Divisional summary is shown in the table below: Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Table 3b – Adult Services and Health 16. The Forecast £949k Direct Care & Business Delivery overspend is predominantly driven by £880k overspend in Passenger Transport due to client numbers being 92 greater than assumed in the original budget. 17. The forecast £461k underspend within ASC Placements includes £323k of the underspend due to a refund of historic costs from a supported living provider where it has been established that for 1 client in a block placement arrangement, that both Ealing and Hillingdon had been funding this placement since July 2019, but Ealing are responsible for the costs. The remaining £138k of the underspend is due to the interest received on Deferred Payment Agreement income, this interest income has not been previously forecast. 18. The Immediate Response Division is forecasting a £784k underspend by year end. £505k of the favourable variance is as the result of staffing underspends; £202k is due to additional income received from the NHS for their share of higher expenditure on community equipment (NHS funds 70% of community equipment costs). Community equipment expenditure is forecasting an overspend of £286k due to a larger number of more expensive items of equipment being prescribed. However, this increase in expenditure is completely offset as all community equipment expenditure is capitalised. The remaining £77k favourable variance is due to a contract budget for reablement services provided by CNWL no longer being utilised as the contract has ended. 19. The Sustained Support Division is forecasting a £598k underspend. £543k is due to staffing underspends and £51k is due to an underspend against the safeguarding contract budget. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 20. The Director of Adult Social Care & Health Division is reporting a £902k overspend. The net forecast variance is the result of pressures on the delivery of Telecare (£0.300m) and AI digitisation of operational social work practices savings (£0.474m). The forecast assumes a part-achievement of the Telecare saving of £0.400m (but is shown at risk). There is a further as yet unallocated saving of £115k included as a variance in the forecast. Residents Services 21. This Directorate is forecasting a £2,233k underspend by year end. Whilst this forecast position is reduced by £316k from the £2,549k underspend reported last month it should be noted that the previous forecast included £2,058k of risks that have substantially been moved into the forecast position (now £322k). An analysis of the Directorate position by Division is shown in the table below: Table 3c – Resident Services 22. The Environment Division is f9orecasting a £385k overspend. This is predominantly the result lower than budgeted Garden Waste income (£0.3m), fuel costs (£0.3m) and bin bag expenditure (£0.1m) continue to impact the service. These pressures are being mitigated through waste disposal savings (£0.2m) and additional income from NYGL trader permits (£0.1m). 23. The Assets Division is forecasting a £559k underspend, reflecting delays in the Property restructure and recruitment (£0.5m) together with lower than budgeted NNDR costs (£0.3m), partly offset by increased security costs (£0.2m) associated with vacant properties. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 24. The Community Safety & Enforcement Division has improved from the previous month forecast by £176k as a result of lower CCTV licensing and software costs. 25. The Community Services Division is forecasting a £437k underspend, driven by Leisure Centre building maintenance savings (£0.3m) and staffing savings (£0.2m), partially offset by utility cost pressures (£0.1m). 26. The Health and Strategic Partnerships Division is forecasting a £891k overspend, Whilst the spend on nightly paid accommodation costs is over budget by £2,454k and Household Support Fund overspending by £825k, additional government grants of £1,293, recharges to their service budgets of £299k and client charges of £786k mitigate some of these overspends. 27. The Housing Needs and Homelessness Division is forecasting a £2,237k underspend (reduced from £3,436k in the previous month. The change largely reflects a prudent approach of the previously reported risk now being included in the forecast. Whilst current run rates in terms of demand and budgeted mitigations marginally exceed target levels, the underspend is largely attributable to a lower than expected level of demand at the start of 2026/27. 28. The Safer Communities and Vulnerabilities Division is forecasting a £115k underspend, the favourable variance is largely attributable to staffing vacancies, vacancy management and recruitment delays, with the position improving further since Month 4 following a detailed review of establishment budgets. 29. The risks reported within the Environment Division mainly relate to potential for parking income to under-achieve that forecast. Chief Operating Officer / Finance 30. Following the resignation of the Chief Operating Officer, the Divisions within that Directorate will be subsumed within the Finance Directorate. They are show separately in this report to aid comparison to those forecasts reported in Period 4 but in future will be amalgamated within the Finance Directorate. 31. The previous Chief Operating Officer Directorate has improved from a £108k underspend to a £195k underspend, whilst the Finance Directorate overspend has adverse movement from £545k to £660k – an overall combined movement. 32. A Divisional summary of both Directorate is shown in the table below: Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Tabe 3d – Chief Operating Officer / Finance Directorates 33. The Digital Services Division has improved by £129k to now stand at a £93k underspend and largely relates to staffing underspends within the Transformation Team. 34. The forecast overspend within the Business Intelligence Team largely related to the budgeted Managed Vacancy Factor [MVF] which assumed would be delivered from savings due to natural savings arising from staff turnover – this has been unachieved due to lower than budgeted staff turnover. 35. Difficulties in recruiting to the Counter Fraud Division have resulted in the projected £174k underspend within this Division. 36. The £205k projected underspend within the Procurement Division also substantially relate to staffing underspends. 37. The £291k forecast overspend within the Residents Hub Division primarily relate to the non-achievement of the Managed Vacancy Factor budget with staff turnover being lower than budgeted. 38. Inflationary contract pressures and the Managed Vacancy Factor reflect the pressures and forecast overspend reported for the Technology Division. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 39. The £175k potential risk within the Chief Operating Officer Directorate relates to potential costs of a backlog in Subject Access Requests [SAR’s] and increased costs of postage following Royal Mail’s pending proposed price increases. 40. The Accounts, Treasury and Pensions Division forecast overspend of £201k is a combined of the Managed Vacancy Factor and additional temporary resource in supporting the closure of accounts process. 41. The Internal Audit Division continues to operate below full establishment and accounts for the underspend of £130k within this Division. 42. The Service Finance and Business Partnering Division forecast overspend of £168k comprises £67k of staffing / agency and the balance relating to the Managed Vacancy Factor. 43. The Operational Finance Division projected overspend of £371k is substantially influenced by the non-achievement of the Managed Vacancy Factor built into staffing budgets, but is also partially impacted by reduce insurance charges to schools and amounts chargeable as court costs on Council Tax / National Non-Domestic Rates [NNDR] court cost fees chargeable. 44. Whilst occurring in Period 6 (September), the recent system issues encountered across the Council have the potential to impact on Finance by around £125k to recover the backlog of processing. This will be included in the Period 6 report but is excluded from this forecast. 45. The reported opportunity of £215k within the Finance Directorate relate to potential savings following the recent Insurance re-tendering exercise. Chief Executive’s Office 46. A Divisional summary of the forecast revenue monitoring position for the Chief Executive’s Office is set out in the table below: Table 3e – Chief Executive’s Office Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 47. The forecast underspend in the Communications Division is largely attributable to filming income, with a further £4k relating to costs of the Hillingdon People magazine. The risk relates to a potential shortfall in future income from filming fees. 48. The Democratic Services Division forecast of £19k includes a pressure of £93k for the cost of members pensions (this cost being new to 2026/27) but is offset by the following: Civic Function Sponsorship (£30k); Citizenship Ceremony Income (£25k); Mayoral Office Savings (£14k) and recruitment delays (£5k). 49. The Legal Services Division forecast variance of £153k relates to £93k for the non- achievement of the Managed Vacancy Factor budget, together with a further £45k cost of the Data Protection Officer function and £15k for the funding of staff practice certificates / software licence fees (£10k and £5k respectively). 50. The Human Resources Division is forecasting a £193k overspend. A £201k relates to a variety of staffing budgets and includes £45k cost of funding a trade union post to the end of 2026/27; £86k relating to two additional posts to support recruitment; and £42k of non-delivered HR restructuring savings. Additional income of £8k from funding for DBS checks linked to the Ukraine support grant. Corporate Budgets 51. Corporate Budgets are forecast to underspend by £2,647k by year end. This is predominantly driven by underspends in capital financing costs (the result of improved interest earnings; reduce interest payments and the release of inflation provisions to offset call on that provision with Children’s and Residents Directorates). General Fund Revenue – Savings Tracker 52. The table below summarises the reported progress and status in delivering agreed savings for 2026/27 (including those remaining to be delivered in full from 2025/26): Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Table 4 – General Fund Savings Tracker 53. The above is presented below in a chart: Chart 2 – Overall Savings Delivery by Category 54. Of the amber categorised savings, the majority relates to the Residents Services directorate and principally to initiatives to manage the costs of homelessness which Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public form £2.867m of that total (out of a total of £3.163m for Residents). It should be noted that the revenue monitoring position for this service is forecasting a £2.237m underspend despite these savings being at risk. The apparent contradiction between these two positions is caused by the starting level of numbers receiving support at the start of the year being 161 lower than budgeted – thus the delay in delivering on savings is offset by a lower starting cost pressure than originally budgeted for. 55. The red categorised savings totalling £1.741m are summarised as follows: - £100k Finance – Future Finance Systems savings - £139k Finance – Managed Vacancy Factor additional saving - £879k Adult Services – Reduced SEND Transport demand - £140k Adult Services – Supported Living De-Commissioning - £110k Residents Services – Out of Hours Noise Nuisance Service - £267k Residents Services – Review of Golf Delivery Model - £13k Chief Operating Officer – Business Intelligence Review - £50k Chief Executive’s Office – Complex Criminal Cases Lawyer - £42k Chief Executive’s Office – Human Resources Review 56. Those classified as purple (to be written out as undeliverable) total £599k and are as shown below: - £277k Adult Services – Creation of a Care Company for temp staff - £105k Adult Services – Lease Income for Sexual Health Clinic - £217k Chief Operating Officer – Increased Managed Vacancy Factor 1% 57. Full details on a project-by-project basis for all savings are set out in Appendix A. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public SECTION 2 – HOUSING REVENUE ACCOUNT 58. The Housing Revenue Account continues to forecast an overall break-even position to year end. Rental income is expected to over-achieve by £0.6m whilst operating costs are expected to overspend by £1.7m – a net £1.1m adverse variance to budget. However, the costs of capital financing are expected to be £2.6m lower than budget and thus allow a net additional contribution to balances of £1.6m to be made. 59. The revenue position is summarised in the table below: Table 5 – Housing Revenue Account Revenue Forecast Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public SECTION 3 – CAPITAL PROGRAMME GENERAL FUND CAPITAL 60. The latest capital monitoring forecast projects a spend of £90.690m against a budget of £126.301m – an underspend of £35.611m. This compares to a forecast variance in Period 4 of £31.745m in the previous period. The overall underspend consists of a reduction of £14.160m funded by borrowing and £21.451m funded by grants or s106 sources. 61. Full details of the above are set out in Appendix B, but are summarised below: Table 6a – General Fund Capital Forecast 2026/27 62. Of the £35.611m forecast underspend in 2026/27, £5.523m represents an overall reduction in the five-year programme and £30.088m being rephased to later years as summarised in the table below: Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 63. Table 6b – Reprofiling of Current Year Budgets 64. Narrative relating to the Capital Programme for each Directorate is set out below: Resident Services 65. There was relatively little movement within the Residents’ Services Directorate during Month 5, with an overall £0.8m favourable movement. The directorate is currently forecasting a net underspend of (£4.2m), alongside (£6.3m) of expenditure rephased into future years. The most significant underspend remains (£7.4m) relating to Hillingdon Water Sports Facilities, which was initially reported in Month 3. The variance reflects assumptions made during the original budget-setting process, with the latest forecast indicating that the actual funding requirement will be lower than originally estimated. The scheme is funded from grant and other contributions and, therefore, the underspend is not expected to impact on borrowing or Minimum Revenue Provision (MRP). 66. A further significant variance relates to the Disabled Facilities Grant, where (£4.5m) is currently forecast to be rephased to 2027/28. However, following changes to the grant conditions for 2026/27, there is a risk that this could convert to a cost variance if the Council is unable to carry forward unspent grant at year-end. 67. The underspend and rephasing position are partially offset by forecast overspends across several projects. The most significant relates to the Jubilee Leisure Centre, which is currently forecasting an overspend of £0.693m. It is anticipated that this pressure could be mitigated through income from a performance bond, subject to confirmation by the Project Manager. Other significant forecast overspends include £1.0m relating to Carbon Initiatives, which is expected to be funded from Section 106 contributions, and £0.491m relating to Transport for London initiatives, which is grant funded. 68. During Month 5, further forecast overspends of £1.07m have been identified across several schemes. These include £0.45m relating to the Chrysalis Programme, £0.36m for Parking Improvement Services, and £0.26m across various smaller projects. These additional pressures are offset by (£1.86m) of further underspends identified in Month 5, principally comprising of (£1.0m) relating to the Refurbishment of the Crematorium and (£0.358m) relating to the Chrysalis Programme. Both amounts are proposed to be rephased into 2027/28. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 69. A grant from the West London Waste Authority [WLWA] has been offered for highways works at the New Year’s Lane Green site, and it is requested that this be accepted and used to fund those capital works. Children & Young People’s Services 70. There was little changes in month 5, with the Directorate forecasting an underspend of (£11.1m). Of this (£11.0m) relates to the Schools Building Condition programme, and as reported in previous months, is being proposed to be reprofiled to 2027/28 where the current expenditure forecast spend is £4.5m against an approved budget of £15.5m in 2026/27. Further favourable variance of (£0.2m) reflects delays in delivering the Staying Close project with the associated expenditure now expected to be incurred in 2027/28. The Schools Building Project programme is fully grant funded and therefore does not impact on borrowing or MRP. The only movement in month 5 is an additional project for schools fully funded by Section 106 grants of £0.05m relating to reconfiguration building works to two schools. 71. Two individual schemes within the £8.649m Secondary Schools Expansion Budget have been identified being Sensory Rooms (£1m) and Support Bases (£3m) for which approval is requested to vire these sums from the overall Secondary Schools Expansion budget. Subject to approval from the Capital Inclusion Working Group (a group comprising school headteachers and Council officers) it is requested that authority be delegated to the Corporate Director of Children’s Services to approve spend for individual schools. Adult Social Care and Health 72. There was no change in period 5 within the Adult Social Care & Health Directorate which is forecasting an underspend of (£7.5m) within the Investment in Care Home Capacity Care project which was previously forecast to budget and was reported in month 4. The project has been proposed to be rephased to 2027/28 due to a lack of opportunities in the current year in the property market for the council to purchase a care home. The council will continue to look at opportunities to purchase such property in the future where a revenue saving can be made for the service. Corporate Service Directorate & Contingency 73. Changes with the Corporate Services Directorate since period 4 is a slippage of (£2.547m), due to some projects no longer proceeding and have been rephased into future years 74. Further underspends and slippage are forecast in relation to the contingency capital budget. Following a review at month 5 (£3.7m) is recommended to be rephased into future years. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Financing 75. The approved capital programme is financed by £66.5m prudential borrowing, £59m from grants and contributions and £0.7m from Section 106 funding. At month 5 the financing requirement for the revised programme of £90.7m reflecting a decrease in prudential borrowing of £3.1m, in Section 106 funding by £0.1m and a reduction in Grants and Contribution funding of £0.4m in month 5 76. The reduction in borrowing is primarily attributable to the forecast underspend or slippage on schemes within the Residents’ Services, Children's and Young Peoples’ Services and Adult Social Care & Health as detailed above. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public Table 6c – Five Year Summary HOUSING REVENUE ACCOUNT CAPITAL 77. At Month 5, the HRA capital programme is forecast to spend £154.9m of the £156.0m budget, leading to a net favourable variance of £1.1m, with £2.9m declared as an adverse cost variance offset by £4.1m being proposed for rephasing into 2027/28. Table 7a Housing Revenue Account Capital Forecast 2026/27 Table 7b – Budget Reprofiling 78. Narrative supporting the above forecast is set out below: 79. The HRA capital programme support acquisitions and new builds reported under Major Projects, regeneration work being carried out in Hayes under the Hayes Regen Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public project and investment in the Council's existing stock reported under the Works to Stock Programme. 80. The underspend reported against Major Projects largely relates to delays in the Haydon Drive project (£1.0m) which are proposed to be rephased into 2027/28 and the Housing Supply Block Purchases programme (£3.1m) as the council pursues a £25m acquisition against the £28.1m budget. The adverse movement in this area relates recovery work against the Haydon Drive project to recover the delivery timeline, bringing £2.6m of spend back into the 2026/27 forecasts. 81. The forecast cost overspend reported against the Hayes Regen programme relates to phases 1 and 1a which are now complete and therefore declared as an overspend rather than being proposed for rephasing. 82. Works to Stock are currently forecast to spend the full £45.3m budget, with this spend improving the Council's existing stock and ensuring regulator compliance with housing standards. 83. To date, no items have been identified as requiring funding from the HRA capital contingency budget. 84. With the capital programme reporting a net £1.1m underspend, prudential borrowing is being reduced by £2.5m against a budget of £69.9m, with an additional £1.4m of grants being utilised to further benefit the borrowing position. Revenue contributions of £16.8m are being used to partially fund the Works to Stock programme with the balance largely coming from capital receipts which are forecast to budget at £18.2m. Table 7c – Five Year Summary Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public 5. Corporate implications a) Financial This report summarises the forecast revenue outturn positions for the General Fund and currently shows a forecast under spend of £ 3,640k but subject to identified net risks and opportunities of £886k, which if all materialised in full would reduce that forecast underspend to £2,754k. It should be noted that the above position does not rely on the release of the £10m Risk and Contingency Provision. Should the forecast overall position remain by year end, this together with any remaining underspend is proposed to be used as a provision against the expected DSG deficit once the statutory override is removed and to contribute to a lowe r level of capitalisation direction request for 2026/27 than originally requested. The request to accept the £100 k Home Office Grant will, if approved by Cabinet be used to fund statutory service provision within the Children & Young People Directorate Progress continues to be made in delivering on the £27,090k of approved savings for the year albeit £6,288k of those savings remain at risk (amber) or unlikely to be delivered (red and purple) . A significant proportion of those savings relate to initiatives to reduce homelessness cost pressures – the current underspend forecast in the service area is being achieved by a lower than anticipated baseline number of families being housed rather than achievement of the savings to date. The net underspend on the HRA revenue budgets is netted to zero by being able to contribute additional funds to the repayment of debt. b) Legal There is no specific statutory requirement prescribing the timing or content of in- year budget monitoring reports to Cabinet. However, under section 151 of the Local Government Act 1972, the Council is required to make proper arrangements for the administration of its financial affairs, and the Council’s s151 Officer has an ongoing duty to ensure that the Council maintains a balanced budget. In practice, regular budget monitoring reports to Members form a key part of demonstrating compliance with these duties, consistent with the expectations of the CIPFA Financial Management Code and external audit. It is accordingly in keeping with the principles of good governance for such reports to be brought to Cabinet, in relation to the Council’s budget position. Any relevant legal implications are referred to elsewhere within the body of this report. Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public c) Alternative options This report sets out the latest forecasts for the General Fund and HRA revenue positions and does not present alternative options. However, service directorates are tasked with identifying mitigations to offset these forecast variances. Cabinet could choose not to approve the capital roll-forward requests from 2025/26 capital underspends, but these requests relate to committed schemes or capital projects that are deemed essential in delivering Council priorities. d) Risk management The forecast revenue position includes known potential risks and opportunities to the core forecasts. All Corporate Management Team members are tasked with managing their budgets within their overall funding envelope and will seek to mitigate forecast net overspends as the year progresses. e) Other implications None. 6. Delivering the Cabinet’s Priorities 2026-2030 A financially resilient Council is fundamental to the successful delivery of all six Cabinet Priorities. 7. Consultation & engagement Not Applicable. 8. Timetable for implementation This report is updated on a monthly basis – the next report is scheduled to be presented to the November Cabinet meeting and will set out the Month 6 monitoring position. List of appendices attached A. Period 5 Savings Tracker B. Period 5 Capital Monitoring Executive Decision Report Cabinet 22 October 2026 Classification: Part 1 Public List of Background Papers Available on website: a) Full Council approval of 2026/27 Budget and Medium-Term Financial Strategy (26th February 2026) b) Cabinet approval of Capital Schemes Roll-Forward requests fully funded by grant (25th June 2026) c) Period 4 Finance Monitoring Report to Cabinet (17th September 2026)

Appendix A - Detailed Savings Tracker (Period 5) RAG Rating 2026/27 & B/fwd savings Blue Delivered Green On Track Amber At Risk Red Delayed until Next Year Purple Not able to be delivered (£'000's) (£'000's) (£'000's) (£'000's) (£'000's) (£'000's) FinAppointeeship Client Charges - (60) - - - (60) FinCorporate Management Team (6) - - - - (6) FinDigital Take Up - - (33) - - (33) FinFuture of Financial Systems - Full Year Effect - - - (100) - (100) FinHB Subsidy - (91) - - - (91) FinIncrease in Charges to Recover Court Costs - - (130) - - (130) FinIncrease MVF by 1% - - - (139) - (139) FinInsurance Growth (35) - - - - (35) FinNNDR Cost of Collection Allowance (187) - - - - (187) FinRevenues & Benefits - Automations & Customer Contact - (178) - - - (178) FinReview of Cashflow Measures - Supplier Incentive Programme (40) (75) - - - (115) FinSupplier Incentive Programme - Construction - (20) - - - (20) Finance (268) (424) (163) (239) - (1,094) Ad Acquisition of Care home (162) - - - - (162) Ad Creation of a care company for temporary staff via an SPV - - - - (277) (277) Ad Creation of a SPV for Direct Care Services - - (97) - - (97) Ad Implementation of Ask SARA (150) - - - - (150) Ad Lease Income for Sexual Health Clinics - (145) - - (105) (250) Ad Passenger Assistant supplier switch (Pertemps to Operator) (227) - - - - (227) Ad Post 16 Policy Change to offer Personal Transport Budgets (387) - - - - (387) Ad Review and change in the catering services offer for Extra Care, Day Resources (99) - - - - (99) Ad Review of Early Years Operating Model (Additional) - Lease Income (93) - - - - (93) Ad Section 117 Funding split with ICB - (950) - - - (950) Ad SEND Transport Demand 2026/27 to 2030/31 (356) - - (880) - (1,236) Ad Supported Living De-Commissioning (113) - - (140) - (253) Total 2026/27 Appendix A - Detailed Savings Tracker (Period 5) RAG Rating 2026/27 & B/fwd savings Blue Delivered Green On Track Amber At Risk Red Delayed until Next Year Purple Not able to be delivered (£'000's) (£'000's) (£'000's) (£'000's) (£'000's) (£'000's) Total 2026/27 Ad Telecare Review - - (400) - - (400) Adult Services and Health (1,587) (1,095) (497) (1,020) (382) (4,581) Ch Ceasing SEND Keyworking (344) - - - - (344) Ch Family Hubs - New Grant (899) - - - - (899) Ch New Care Officer - Review of Opperating Model (898) (519) - - - (1,417) Ch Review of Semi-Independent & Shared Accommoation (216) - - - - (216) Children and Young People's Services (2,357) (519) - - - (2,876) Re Acquisitions Supply (315) - (1,077) - - (1,392) Re Additioanl Grant - Final LGFS (377) - - - - (377) Re Beck Theatre Parking - - (50) - - (50) Re Building Control Fee Uplift (15) - - - - (15) Re Changes to parking payment options - (95) - - - (95) Re Changes to parking tariffs - (1,232) - - - (1,232) Re Charging for Garden Waste (879) - - - - (879) Re Digital Library Plan Pilot - (450) - - - (450) Re Discretionary Planning Fees Uplift (28) - - - - (28) Re Domestic Abuse Support Officer - service growth proposal (76) - - - - (76) Re Efficiency Gain Fleet - (230) - - - (230) Re Extended Producer Responsibility Grant (2,653) - - - - (2,653) Re Facilities Management Restructure - (297) - - - (297) Re Fast Track Planning Service - (3) - - - (3) Re Fees & Charges Inflationary Uplifts (58) - - - - (58) Re Fees & Charges Inflationary Uplifts 2 (200) - - - - (200) Re Festive Light Residual Budget (150) - - - - (150) Re Fleet Management Improvements (24) - - - - (24) Appendix A - Detailed Savings Tracker (Period 5) RAG Rating 2026/27 & B/fwd savings Blue Delivered Green On Track Amber At Risk Red Delayed until Next Year Purple Not able to be delivered (£'000's) (£'000's) (£'000's) (£'000's) (£'000's) (£'000's) Total 2026/27 Re Garage Voids - (80) - - - (80) Re Grounds Maintenance Service Review - (300) - - - (300) Re Implementation o Additional Licensing Policy - (229) - - - (229) Re Increase Garden Waste Subscription Fee - (189) - - - (189) Re Lake Farm BMX Track (5) - - - - (5) Re Meeting Room Hire Revenue in Libraries - (40) - - - (40) Re NYGL Civic Amentities Site - - (70) - - (70) Re Out of Hours Noise Nuisance Service - - (110) (110) - (220) Re Partner Supply (125) - (339) - - (464) Re Pay and Display Machine Cash Collection - - (66) - - (66) Re Platinum Jubilee Leisure Centre Management Fee - (80) - - - (80) Re Platinum Jubilee Leisure Centre Management Fee 2 - (70) - - - (70) Re Proposal 4: Discretionary Planning Fees Uplift (13) - - - - (13) Re Proposal 6: Statutory Planning Fee Increase - Householders - (150) - - - (150) Re PRS Supply (901) - (270) - - (1,171) Re Reconciliation of Resident Engagement Cost (100) - - - - (100) Re Reduction in cost of recycling bags (200) - - - - (200) Re Reduced Demand (1,704) - - - - (1,704) Re Removal of Mulitple Daily Free HFC Parking Sessions - (65) - - - (65) Re Review Domestic Support Contracts (80) - - - - (80) Re Review of Burial Charges (200) - - - - (200) Re Review of Crematoria & Cemetery Charges (300) - - - - (300) Re Review of Early Years Operating Model - (93) - - - (93) Re Review of Golf Delivery Model - - - (267) - (267) Re Review of Pest Control Discounts - (49) - - - (49) Appendix A - Detailed Savings Tracker (Period 5) RAG Rating 2026/27 & B/fwd savings Blue Delivered Green On Track Amber At Risk Red Delayed until Next Year Purple Not able to be delivered (£'000's) (£'000's) (£'000's) (£'000's) (£'000's) (£'000's) Total 2026/27 Re Green Spaces - Service Delivery Model Review (62) - - - - (62) Re Social Housing Supply (520) - (1,181) - - (1,701) Re Street Inspections Digitally Performed (107) - - - - (107) Re Street Scene (50) - - - - (50) Re Subsidy Removal - (100) - - - (100) Re Temporary Accomodation Management (Leasing) (230) - - - - (230) Re ULEZ Expenditure - (48) - - - (48) Re Waste Disposal Management (Resource) (48) - - - - (48) Re Waste Weekends - Powerday - (150) - - - (150) Re Weekend Provision Cemetery and Creatorium - (140) - - - (140) Residents' Services (9,420) (4,090) (3,163) (377) - (17,050) Ch Business Intelligence Review (37) - - (13) - (50) Ch Digital and Technology Contract Review - (98) - - - (98) Ch Increase MVF by 1% - - - - (217) (217) Ch Reshaping Customer Experience and Business Support - phase 2 (277) - - - - (277) Ch Transformation Team (161) - - - - (161) Chief Operating Officer (475) (98) - (13) (217) (803) Ch Communications; Vacant Post Removal (56) - - - - (56) Ch Communications; Outsourcing of the Council's Film Office (3) - (16) - - (18) Ch Complex Criminal Cases Prosecution Lawyer - - (50) (50) - (100) Ch Hillingdon People Magazine (53) - - - - (53) Ch HR Service Review (171) - - - - (171) Ch Human Resources Review (29) - - (42) - (70) Ch Legal Management Restruture (91) - - - - (91) Ch Legal Research AI Licence (47) - - - - (47) Appendix A - Detailed Savings Tracker (Period 5) RAG Rating 2026/27 & B/fwd savings Blue Delivered Green On Track Amber At Risk Red Delayed until Next Year Purple Not able to be delivered (£'000's) (£'000's) (£'000's) (£'000's) (£'000's) (£'000's) Total 2026/27 Ch Outsourcing of the Council's Film Office - - (60) - - (60) Ch Registration Service Income - (20) - - - (20) Chief Executive Office (449) (20) (126) (92) - (686) Grand Total (14,556) (6,246) (3,949) (1,741) (599) (27,090) 54% 23% 15% 6% 2% Period 4 Savings Tracker (13,062) (7,851) (3,889) (1,690) (599) (27,090) Period 3 Savings Tracker (9,526) (7,468) (7,863) (1,907) (327) (27,090) Period 2 Savings Tracker (8,827) (7,462) (8,812) (1,734) (256) (27,090)

Appendix B - General Fund Capital Programme (Per 05 - August 2026) Project Name Expenditure or Funding Source Approved Budget 2026/27 (£,000's) Approved Budget 2027/28 (£,000's) Approved Budget 2028/29 (£,000's) Forecast 2026/27 (£,000's) Forecast 2027/28 (£,000's) Forecast 2028/29 (£,000's) Forecast Variance 2026/27 (£,000's) Forecast Variance 2027/28 (£,000's) Forecast Variance 2028/29 (£,000's) Hillingdon Water Sports Facility & Activity Centre a - Expenditure 15,208 6,234 7,000 7,800 6,442 7,000 (7,408) 208 - Hillingdon Water Sports Facility & Activity Centre b - Grant & Other Contribs (15,208) (6,234) (7,000) (7,800) (6,442) (7,000) 7,408 (208) - Cedars and Grainges a - Expenditure 250 2,500 5,000 250 2,500 5,000 - - - Cedars and Grainges b - Prudential Borrowing (250) (2,500) (5,000) (250) (2,500) (5,000) - - - Refurbishment of Crematorium a - Expenditure 1,640 4,000 4,240 640 5,000 4,240 (1,000) 1,000 - Refurbishment of Crematorium b - Grant & Other Contribs (594) (1,800) (900) (213) (1,667) (900) 381 133 - Refurbishment of Crematorium b - Prudential Borrowing (1,046) (2,200) (3,340) (427) (3,333) (3,340) 619 (1,133) - Redevelopment of 1-10 Nelson Lane GF a - Expenditure 1,000 2,450 2,500 1,000 2,450 2,500 - - - Redevelopment of 1-10 Nelson Lane GF b - Prudential Borrowing (1,000) (2,450) (2,500) (1,000) (2,450) (2,500) - - - Civic Centre Transformation a - Expenditure 3,500 - - 3,500 - - - - - Civic Centre Transformation b - Prudential Borrowing (3,500) - - (3,500) - - - - - Garage Site Refurbishment a - Expenditure 1,000 1,000 850 1,000 1,000 850 - - - Garage Site Refurbishment b - Prudential Borrowing (1,000) (1,000) (850) (1,000) (1,000) (850) - - - Yiewsley/Otterfield Library a - Expenditure 2,157 53 - 2,157 53 - - - - Yiewsley/Otterfield Library b - Prudential Borrowing (2,157) (53) - (2,157) (53) - - - - Hayes Canal Project a - Expenditure 750 - - 750 - - - - - Hayes Canal Project b - Grant & Other Contribs (750) - - (750) - - - - - Harlington Road Fuel Pumps and Canopy Replacement a - Expenditure 1,008 15 - 234 789 - (774) 774 - Harlington Road Fuel Pumps and Canopy Replacement b - Prudential Borrowing (1,008) (15) - (234) (789) - 774 (774) - Motor Vehicle Workshop - Relocation a - Expenditure 700 - - 700 - - - - - Motor Vehicle Workshop - Relocation b - Prudential Borrowing (700) - - (700) - - - - - Jubilee Leisure Centre, West Drayton a - Expenditure 607 - - 1,750 - - 1,143 - - Jubilee Leisure Centre, West Drayton b - Prudential Borrowing (607) - - (1,750) - - (1,143) - - Carbon Initiatives a - Expenditure 500 - - 1,500 - - 1,000 - - Carbon Initiatives b - s106 (500) - - (1,500) - - (1,000) - - Flood Alleviation a - Expenditure 300 50 - 250 100 - (50) 50 - Flood Alleviation b - Grant & Other Contribs (300) (50) - (250) (100) - 50 (50) - St Martins Approach (Former Citizens Advice Bureau Site) a - Expenditure 300 - - 300 - - - - - St Martins Approach (Former Citizens Advice Bureau Site) b - Prudential Borrowing (300) - - (300) - - - - - Cranford Park Heritage a - Expenditure 502 - - 552 - - 50 - - Cranford Park Heritage b - Prudential Borrowing (502) - - (552) - - (50) - - Parking Services Improvements a - Expenditure 302 - - 361 - - 59 - - Parking Services Improvements b - Prudential Borrowing (302) - - (361) - - (59) - - Endeavours Sea Scouts New build a - Expenditure 60 - - 60 - - - - - Endeavours Sea Scouts New build b - Grant & Other Contribs (60) - - (60) - - - - - Youth Provision 2nd Ickenham Scouts Group a - Expenditure 348 - - 348 - - - - - Youth Provision 2nd Ickenham Scouts Group b - Grant & Other Contribs (348) - - (348) - - - - - Ruislip 2nd/9th Scout Group - Funding for New Scout Hut a - Expenditure 131 131 - - - - - Ruislip 2nd/9th Scout Group - Funding for New Scout Hut b - Prudential Borrowing (131) (131) - - - - - Uxbridge Cemetery Gatehouse & Chapel Refurbishment a - Expenditure 22 - - 22 - - - - - Uxbridge Cemetery Gatehouse & Chapel Refurbishment b - Prudential Borrowing (22) - - (22) - - - - - River Restoration Projects a - Expenditure 255 177 78 - (78) 78 - River Restoration Projects b - Grant & Other Contribs (255) (177) (78) - 78 (78) - New Years Green Lane Extension a - Expenditure - 13 - - 13 - - New Years Green Lane Extension b - Prudential Borrowing - (13) - - (13) - - Asha Day Centre Refurbishment a - Expenditure - - - - - - - Appendix B - General Fund Capital Programme (Per 05 - August 2026) Project Name Expenditure or Funding Source Approved Budget 2026/27 (£,000's) Approved Budget 2027/28 (£,000's) Approved Budget 2028/29 (£,000's) Forecast 2026/27 (£,000's) Forecast 2027/28 (£,000's) Forecast 2028/29 (£,000's) Forecast Variance 2026/27 (£,000's) Forecast Variance 2027/28 (£,000's) Forecast Variance 2028/29 (£,000's) Asha Day Centre Refurbishment b - Prudential Borrowing - - - - - - - Battle of Britain Bunker Water Mitigation Work a - Expenditure - - - - - - - Battle of Britain Bunker Water Mitigation Work b - Prudential Borrowing - - - - - - - Uxbridge Mortuary Extension a - Expenditure - - - - - - - Uxbridge Mortuary Extension b - Prudential Borrowing - - - - - - - Waste Services Improvements a - Expenditure - - - - - - - Waste Services Improvements b - Prudential Borrowing - - - - - - - Botwell Leisure Centre Adaptations a - Expenditure - - - - - - - Botwell Leisure Centre Adaptations b - Prudential Borrowing - - - - - - - Green Spaces Machinery a - Expenditure - 243 - - 243 - - Green Spaces Machinery b - Prudential Borrowing - (243) - - (243) - - Residents Services Gross Expenditure 30,540 16,302 19,590 23,738 18,412 19,590 (6,802) 2,110 - SRP/ SEND Meadow High School - Northwood Road a - Expenditure 19,207 380 - 19,207 380 - - - - SRP/ SEND Meadow High School - Northwood Road b - Prudential Borrowing (19,207) (380) - (19,207) (380) - - - - Secondary School Expansions a - Expenditure 8,649 214 - 8,649 214 - - - - Secondary School Expansions b - Grant & Other Contribs (8,649) (214) - (8,649) (214) - - - - SRP / SEND Meadow School - Royal Lane a - Expenditure 822 - - 822 - - - - - SRP / SEND Meadow School - Royal Lane b - Prudential Borrowing (822) - - (822) - - - - - Staying Close Project - Children's Respite a - Expenditure 585 362 223 - (223) 223 - Staying Close Project - Children's Respite b - Prudential Borrowing (585) (362) (223) - 223 (223) - Charville Lane - Children Specialist House a - Expenditure 377 - - 377 - - - - - Charville Lane - Children Specialist House b - Prudential Borrowing (377) - - (377) - - - - - SRP / SEND a - Expenditure 17 - - 17 - - SRP / SEND b - Prudential Borrowing (17) - - (17) - - Children's & Young People Services Gross Expenditure 29,640 594 - 29,434 817 - (206) 223 - Preliminary Works - Civic Centre Car Park Development a - Expenditure 488 - - 488 - - - - - Preliminary Works - Civic Centre Car Park Development b - Prudential Borrowing (488) - - (488) - - - - - Investment in Care Home Capacity a - Expenditure 9,512 10,000 - 2,000 17,512 - (7,512) 7,512 - Investment in Care Home Capacity b - Prudential Borrowing (9,512) (7,500) - (2,000) (15,012) - 7,512 (7,512) - Investment in Care Home Capacity b - Grant & Other Contribs - (2,500) - - (2,500) - - - - Adult Social Care & Health Gross Expenditure 10,000 10,000 - 2,488 17,512 - (7,512) 7,512 - Major Projects Gross Expenditure 70,180 26,896 19,590 55,660 36,741 19,590 (14,520) 9,845 - Highways Structural Works a - Expenditure 8,207 8,446 8,690 8,207 8,446 8,690 - - - Highways Structural Works b - Grant & Other Contribs (3,207) (3,446) (3,690) (3,207) (3,446) (3,690) - - - Highways Structural Works b - Prudential Borrowing (5,000) (5,000) (5,000) (5,000) (5,000) (5,000) - - - Highways Section 106 Projects a - Expenditure - - - 99 - - 99 - - Highways Section 106 Projects b - s106 - - - (99) - - (99) - - Vehicle Replacement Programme a - Expenditure 2,689 7,766 4,684 2,689 7,766 4,684 - - - Vehicle Replacement Programme b - Prudential Borrowing (2,689) (7,766) (4,684) (2,689) (7,766) (4,684) - - - Disabled Facilities Grant a - Expenditure 6,585 2,146 2,146 2,146 6,585 2,146 (4,439) 4,439 - Disabled Facilities Grant b - Grant & Other Contribs (6,585) (2,146) (2,146) (2,146) (6,585) (2,146) 4,439 (4,439) - Shopping Parades Initiatives a - Expenditure - - - 23 - - 23 - - Shopping Parades Initiatives b - Grant & Other Contribs - - - (23) - - (23) - - Property Works Programme a - Expenditure 1,840 1,480 1,520 1,840 1,480 1,520 - - - Property Works Programme b - Prudential Borrowing (1,840) (1,480) (1,520) (1,840) (1,480) (1,520) - - - Transport for London Funded Schemes a - Expenditure 1,458 1,458 1,458 1,949 1,458 1,458 491 - - Appendix B - General Fund Capital Programme (Per 05 - August 2026) Project Name Expenditure or Funding Source Approved Budget 2026/27 (£,000's) Approved Budget 2027/28 (£,000's) Approved Budget 2028/29 (£,000's) Forecast 2026/27 (£,000's) Forecast 2027/28 (£,000's) Forecast 2028/29 (£,000's) Forecast Variance 2026/27 (£,000's) Forecast Variance 2027/28 (£,000's) Forecast Variance 2028/29 (£,000's) Transport for London Funded Schemes b - Grant & Other Contribs (1,458) (1,458) (1,458) (1,949) (1,458) (1,458) (491) - - Replacement of Street Light Columns a - Expenditure 600 600 600 600 600 600 - - - Replacement of Street Light Columns b - Prudential Borrowing (600) (600) (600) (600) (600) (600) - - - Highways Bridges and Structures a - Expenditure 400 400 400 400 400 400 - - - Highways Bridges and Structures b - Prudential Borrowing (400) (400) (400) (400) (400) (400) - - - CCTV Programme a - Expenditure 409 462 262 409 462 262 - - - CCTV Programme b - Prudential Borrowing (409) (462) (262) (409) (462) (262) - - - Beck Theatre Planned Works a - Expenditure 462 168 132 462 168 132 - - - Beck Theatre Planned Works b - Prudential Borrowing (462) (168) (132) (462) (168) (132) - - - Playground Refurbishment Programme a - Expenditure 200 200 200 200 200 200 - - - Playground Refurbishment Programme b - Prudential Borrowing (200) (200) (200) (200) (200) (200) - - - Road Safety a - Expenditure 120 120 120 120 120 120 - - - Road Safety b - Prudential Borrowing (120) (120) (120) (120) (120) (120) - - - HS2 Amenity Fund a - Expenditure - - - 39 - - 39 - - HS2 Amenity Fund b - Prudential Borrowing - - - (39) - - (39) - - Chrysalis Programme a - Expenditure 90 - - 70 - - (20) - - Chrysalis Programme b - Prudential Borrowing (90) - - (70) - - 20 - - Environmental and Recreational Initiatives - Green Spaces a - Expenditure 59 - - 59 - - - - - Environmental and Recreational Initiatives - Green Spaces b - Prudential Borrowing (59) - - (59) - - - - - Bowls Club Refurbishment a - Expenditure - - - - - - - - - Bowls Club Refurbishment b - Prudential Borrowing - - - - - - - - - UK Shared Prosperity Fund (UKSPF) 2025-26 a - Expenditure - - - 181 - - 181 - - UK Shared Prosperity Fund (UKSPF) 2025-26 b - Grant & Other Contribs - - - (181) - - (181) - - Good Growth Fund 2025/26 a - Expenditure - - - 23 - - 23 - - Good Growth Fund 2025/26 b - Grant & Other Contribs - - - (23) - - (23) - - HS2 Road Safety Fund a - Expenditure - - - 0 - - 0 - - HS2 Road Safety Fund b - Grant & Other Contribs - - - (0) - - (0) - - S106 Green Spaces a - Expenditure - - - 1 - - 1 - - S106 Green Spaces b - s106 - - - (1) - - (1) - - Leisure Centre Refurbishment a - Expenditure 100 100 100 100 100 100 - - - Leisure Centre Refurbishment b - Prudential Borrowing (100) (100) (100) (100) (100) (100) - - - 16th Apr - Northwood & Pinner Health Centre – Highways Accessibility Works a - Expenditure 76 - - 76 - - - - - 16th Apr - Northwood & Pinner Health Centre – Highways Accessibility Works b - s106 (76) - - (76) - - - - - 30th Mar - Contrib to NHS, Health Centre former Cottage Hospital Site a - Expenditure 108 - - - - - (108) - - 30th Mar - Contrib to NHS, Health Centre former Cottage Hospital Site b - s106 (108) - - - - - 108 - - Residents Services Gross Expenditure 23,403 23,346 20,312 19,693 27,785 20,312 (3,710) 4,439 - School Building Condition Works a - Expenditure 15,305 3,000 3,000 4,500 13,805 3,000 (10,805) 10,805 - School Building Condition Works b - Grant & Other Contribs (15,305) (3,000) (3,000) (4,500) (13,805) (3,000) 10,805 (10,805) - Musical Instruments, Equipment & Technology a - Expenditure 147 147 - - - - - Musical Instruments, Equipment & Technology b - Grant & Other Contribs (147) (147) - - - - - Devolved Capital to Schools a - Expenditure 2,000 2,000 2,000 2,000 2,000 2,000 - - - Devolved Capital to Schools b - Grant & Other Contribs (2,000) (2,000) (2,000) (2,000) (2,000) (2,000) - - - S106 Schools a - Expenditure 50 50 - - - - - S106 Schools b - s106 (50) (50) - - - - - EY & Wraparound Program a - Expenditure 193 193 - - - - - EY & Wraparound Program b - Grant & Other Contribs (193) (193) - - - - - Appendix B - General Fund Capital Programme (Per 05 - August 2026) Project Name Expenditure or Funding Source Approved Budget 2026/27 (£,000's) Approved Budget 2027/28 (£,000's) Approved Budget 2028/29 (£,000's) Forecast 2026/27 (£,000's) Forecast 2027/28 (£,000's) Forecast 2028/29 (£,000's) Forecast Variance 2026/27 (£,000's) Forecast Variance 2027/28 (£,000's) Forecast Variance 2028/29 (£,000's) Children's & Young People Services Gross Expenditure 17,695 5,000 5,000 6,890 15,805 5,000 (10,805) 10,805 - Social Care Equipment a - Expenditure 3,977 3,977 3,977 3,977 3,977 3,977 - - - Social Care Equipment b - Grant & Other Contribs (3,977) (3,977) (3,977) (3,977) (3,977) (3,977) - - - Adult Social Care & Health Gross Expenditure 3,977 3,977 3,977 3,977 3,977 3,977 - - - Digital, Data and Technology Investment a - Expenditure 4,198 3,999 50 2,770 5,427 50 (1,428) 1,428 - Digital, Data and Technology Investment b - Prudential Borrowing (4,198) (3,999) (50) (2,770) (5,427) (50) 1,428 (1,428) - Corporate Services Gross Expenditure 4,198 3,999 50 2,770 5,427 50 (1,428) 1,428 - Programme of Works Gross Expenditure 49,273 36,322 29,339 33,330 52,994 29,339 (15,943) 16,672 - General Fund Capital Contingency 1 a - Expenditure 4,979 - - 1,200 3,779 (3,779) - 3,779 General Fund Capital Contingency 1 b - Prudential Borrowing (4,979) - - (1,200) - (3,779) 3,779 - (3,779) General Fund Capital Contingency a - Expenditure 1,869 2,000 2,000 500 2,000 2,000 (1,369) - - General Fund Capital Contingency b - Prudential Borrowing (1,869) (2,000) (2,000) (500) (2,000) (2,000) 1,369 - - Capital Contingency Gross Expenditure 6,848 2,000 2,000 1,700 2,000 5,779 (5,148) - 3,779 GENERAL FUND CAPITAL PROGRAMME Gross Expenditure 126,301 65,218 50,929 90,690 91,736 54,708 (35,611) 26,517 3,779 Summary: Major Projects 70,180 26,896 19,590 55,660 36,741 19,590 (14,520) 9,845 - Programme of Works 49,273 36,322 29,339 33,330 52,994 29,339 (15,943) 16,672 - Capital Contingency 6,848 2,000 2,000 1,700 2,000 5,779 (5,148) - 3,779 Gross Spend 126,301 65,218 50,929 90,690 91,736 54,708 (35,611) 26,517 3,779 Revenue Contributions - - - - - - - - - Grant & Other Contributions (59,036) (26,825) (24,171) (36,593) (42,272) (24,171) 22,443 (15,447) - s106 Contributions (734) - - (1,726) - - (992) - - Prudential Borrowing (66,531) (38,393) (26,758) (52,371) (49,464) (30,537) 14,160 (11,070) (3,779) Gross Funding (126,301) (65,218) (50,929) (90,690) (91,736) (54,708) 35,611 (26,517) (3,779) Appendix B - Housing Revenue Account Capital Programme (Per 05 - August 2026) Project Name Expenditure or Funding Source Approved Budget 2026/27 (£,000's) Approved Budget 2027/28 (£,000's) Approved Budget 2028/29 (£,000's) Forecast 2026/27 (£,000's) Forecast 2027/28 (£,000's) Forecast 2028/29 (£,000's) Forecast Variance 2026/27 (£,000's) Forecast Variance 2027/28 (£,000's) Forecast Variance 2028/29 (£,000's) HRA In-House Housing Supply Acquisitions a - Expenditure 10,019 10,000 10,000 10,019 10,000 10,000 - - - HRA In-House Housing Supply Acquisitions b - Grant & Other Contribs (10,019) (4,000) (4,000) (10,019) (4,000) (4,000) - - - HRA In-House Housing Supply Acquisitions b - Prudential Borrowing - (6,000) (6,000) - (6,000) (6,000) - - - Development Yiewsley Housing Scheme a - Expenditure 17,013 8,169 407 17,013 8,169 407 - - - Development Yiewsley Housing Scheme b - Grant & Other Contribs (9,701) (5,656) - (9,701) (5,656) - - - - Development Yiewsley Housing Scheme b - Prudential Borrowing (7,312) (2,513) (407) (7,312) (2,513) (407) - - - HRA Housing Supply Block Purchases a - Expenditure 28,056 - - 25,000 3,056 - (3,056) 3,056 - HRA Housing Supply Block Purchases b - Grant & Other Contribs (11,700) - - (11,700) - - - - - HRA Housing Supply Block Purchases b - Prudential Borrowing (16,356) - - (13,300) (3,056) - 3,056 (3,056) - New Build - General Needs Housing - 34-44 Sullivan Crescent a - Expenditure - - - 82 - - 82 - - New Build - General Needs Housing - 34-44 Sullivan Crescent b - Prudential Borrowing - - - (82) - - (82) - - Existing FRI Leases - HRA a - Expenditure 16,732 - - 16,732 - - - - - Existing FRI Leases - HRA b - Prudential Borrowing (16,732) - - (16,732) - - - - - Development Haydon Drive a - Expenditure 10,458 1,293 - 9,458 2,293 - (1,000) 1,000 - Development Haydon Drive b - Grant & Other Contribs (4,183) (517) - (4,183) (517) - - - - Development Haydon Drive b - Prudential Borrowing (6,275) (776) - (5,275) (1,776) - 1,000 (1,000) - Grays Road site development a - Expenditure 3,725 1,275 - 3,725 1,275 - - - - Grays Road site development b - Prudential Borrowing (3,725) (1,275) - (3,725) (1,275) - - - - Staying Close Acquisition Programme a - Expenditure 2,772 - - 2,772 - - - - - Staying Close Acquisition Programme b - Prudential Borrowing (2,772) - - (2,772) - - - - - Rebuild of properties with structural issues - Addison Way a - Expenditure 330 1,664 206 330 1,664 206 - - - Rebuild of properties with structural issues - Addison Way b - Grant & Other Contribs (132) (665) (83) (132) (665) (83) - - - Rebuild of properties with structural issues - Addison Way b - Prudential Borrowing (198) (999) (123) (198) (999) (123) - - - Garage Site New Peachy Lane a - Expenditure 100 1,688 - 100 1,688 - - - - Garage Site New Peachy Lane b - Grant & Other Contribs - (844) - - (844) - - - - Garage Site New Peachy Lane b - Prudential Borrowing (100) (844) - (100) (844) - - - - New Build - General Needs Housing- Package Purchase of 8 New build houses a - Expenditure 1,300 - - 1,300 - - - - - New Build - General Needs Housing- Package Purchase of 8 New build houses b - Prudential Borrowing (1,300) - - (1,300) - - - - - New Build General Needs Housing - Maple and Poplar a - Expenditure - - - - - - - - - New Build General Needs Housing - Maple and Poplar b - Prudential Borrowing - - - - - - - - - New Build General Needs Housing - Petworth Gardens a - Expenditure - - - - - - - - - New Build General Needs Housing - Petworth Gardens b - Prudential Borrowing - - - - - - - - - New Build General Needs Housing – Stock Acquisitions a - Expenditure - - - - - - - - - New Build General Needs Housing – Stock Acquisitions b - Prudential Borrowing - - - - - - - - - New Build General Needs Housing – 140 Rowan Road a - Expenditure - - - - - - - - - New Build General Needs Housing – 140 Rowan Road b - Prudential Borrowing - - - - - - - - - Demolition & Rebuild Vernon Drive Harefield a - Expenditure - - - 23 - - 23 - - Demolition & Rebuild Vernon Drive Harefield b - Prudential Borrowing - - - (23) - - (23) - - HRA House Extension Programme 24-25 Architectural Consultant & Associated Costs C a - Expenditure - - - 0 - - 0 - - HRA House Extension Programme 24-25 Architectural Consultant & Associated Costs b - Revenue Contribution - - - (0) - - (0) - - Redevelopment of 1-10 Nelson Lane a - Expenditure 30 320 600 30 320 600 - - - Redevelopment of 1-10 Nelson Lane b - Prudential Borrowing (30) (320) (600) (30) (320) (600) - - - Major Projects Gross Expenditure 90,535 24,409 11,213 86,584 28,465 11,213 (3,951) 4,056 - Hayes Regeneration - Avondale Phases 2 and 1B a - Expenditure 14,950 26,400 58,500 14,950 26,400 58,500 - - - Hayes Regeneration - Avondale Phases 2 and 1B b - Grant & Other Contribs (13,197) (3,600) (23,400) (13,197) (3,600) (23,400) - - - Hayes Regeneration - Avondale Phases 2 and 1B b - Prudential Borrowing (1,753) (22,800) (35,100) (1,753) (22,800) (35,100) - - - Appendix B - Housing Revenue Account Capital Programme (Per 05 - August 2026) Project Name Expenditure or Funding Source Approved Budget 2026/27 (£,000's) Approved Budget 2027/28 (£,000's) Approved Budget 2028/29 (£,000's) Forecast 2026/27 (£,000's) Forecast 2027/28 (£,000's) Forecast 2028/29 (£,000's) Forecast Variance 2026/27 (£,000's) Forecast Variance 2027/28 (£,000's) Forecast Variance 2028/29 (£,000's) Hayes Regeneration - Hayes Town Centre future phases a - Expenditure - - 1,916 - - 1,916 - - - Hayes Regeneration - Hayes Town Centre future phases b - Grant & Other Contribs - - (766) - - (766) - - - Hayes Regeneration - Hayes Town Centre future phases b - Prudential Borrowing - - (1,150) - - (1,150) - - - Hayes Regeneration Phase 1 and 1A a - Expenditure 1,206 1,274 - 4,048 1,274 - 2,842 - - Hayes Regeneration Phase 1 and 1A b - Grant & Other Contribs (603) (637) - (2,024) (637) - (1,421) - - Hayes Regeneration Phase 1 and 1A b - Prudential Borrowing (603) (637) - (2,024) (637) - (1,421) - - Hayes Regeneration Gross Expenditure 16,156 27,674 60,416 18,998 27,674 60,416 2,842 - - Works to Stock - Reactive and Planned Capital Budget a - Expenditure 30,997 31,484 28,468 30,997 31,484 28,468 - - - Works to Stock - Reactive and Planned Capital Budget b - Revenue Contribution (16,838) (17,103) (15,464) (16,838) (17,103) (15,464) - - - Works to Stock - Reactive and Planned Capital Budget b - Capital Receipts (12,919) (13,122) (11,865) (12,919) (13,122) (11,865) - - - Works to Stock - Reactive and Planned Capital Budget b - Prudential Borrowing (1,240) (1,259) (1,139) (1,240) (1,259) (1,139) - - - Green Homes Initiative - Reactive and Planned Capital Budget a - Expenditure 10,250 10,250 6,150 10,250 10,250 6,150 - - - Green Homes Initiative - Reactive and Planned Capital Budget b - Grant & Other Contribs (1,620) (1,620) (972) (1,620) (1,620) (972) - - - Green Homes Initiative - Reactive and Planned Capital Budget b - Prudential Borrowing (3,377) (3,377) (2,026) (3,377) (3,377) (2,026) - - - Green Homes Initiative - Reactive and Planned Capital Budget b - Capital Receipts (5,253) (5,253) (3,152) (5,253) (5,253) (3,152) - - - Loft Extensions a - Expenditure - - - - - - - - - Loft Extensions b - Prudential Borrowing - - - - - - - - - Major Adaptations a - Expenditure 4,100 4,100 3,588 4,100 4,100 3,588 - - - Major Adaptations b - Prudential Borrowing (4,100) (4,100) (3,588) (4,100) (4,100) (3,588) - - - Works to Stock Gross Expenditure 45,347 45,834 38,206 45,347 45,834 38,206 - - - Capital Contingency a - Expenditure 4,000 4,000 4,000 4,000 4,000 4,000 - - - Capital Contingency b - Prudential Borrowing (4,000) (4,000) (4,000) (4,000) (4,000) (4,000) - - - Capital Contingency Gross Expenditure 4,000 4,000 4,000 4,000 4,000 4,000 - - - Total HRA Capital Programme Gross Expenditure 156,038 101,917 113,835 154,928 105,973 113,835 (1,110) 4,056 - Summary: Major Projects 90,535 24,409 11,213 86,584 28,465 11,213 (3,951) 4,056 - Hayes Regeneration 16,156 27,674 60,416 18,998 27,674 60,416 2,842 - - Works to Stock 45,347 45,834 38,206 45,347 45,834 38,206 - - - Capital Contingency 4,000 4,000 4,000 4,000 4,000 4,000 - - - Gross Spend 156,038 101,917 113,835 154,928 105,973 113,835 (1,110) 4,056 - Revenue Contributions (16,838) (17,103) (15,464) (16,838) (17,103) (15,464) (0) - - Grant & Other Contributions (51,155) (17,539) (29,221) (52,576) (17,539) (29,221) (1,421) - - Capital Recipts (18,172) (18,375) (15,017) (18,172) (18,375) (15,017) - - - Prudential Borrowing (69,873) (48,900) (54,133) (67,343) (52,956) (54,133) 2,530 (4,056) - Gross Funding (156,038) (101,917) (113,835) (154,928) (105,973) (113,835) 1,110 (4,056) -

Executive Decision Report Cabinet Thursday, 22 October 2026 Classification: Part 1 Public Public Preview: Matters to be considered later in private Cabinet Member Lead All Cabinet Members Report author Mark Braddock – Democratic Services Report classification and reason Public For General Release Relevant Committee All Electoral Ward N/A 1. Executive Summary The Council is committed to openness, with most Cabinet decisions taken in public. In some cases, reports are considered in private where they contain sensitive information, helping to protect the Council’s interests and secure the best outcomes for residents. To ensure transparency, the Council provides advance notice of these items, publishes decisions after the meeting, and - through this preview report - offers a clear public summary of the matters to be discussed in private, so residents are informed while confidentiality is appropriately maintained. 2. Recommendation(s) That Cabinet note the reports to be considered later in private and Part 2 of the Cabinet agenda and comment on them as appropriate for public information purposes. 3. Information Why are some reports considered in private? The Council is committed to being open and transparent. Most Cabinet reports are discussed in public (Part 1 of the agenda). However, some items need to be considered in private (Part 2). This is usually because they include sensitive information, such as: • Details about contracts or tenders • Property or land transactions • Commercial or financial information Making this information public could affect the Council’s ability to get the best value for residents or could unfairly impact other organisations or individuals. This type of information is known as Executive Decision Report Cabinet Thursday, 22 October 2026 Classification: Part 1 Public “exempt information.” The law allows it to be considered in private when the need to keep it confidential outweighs the benefits of making it public. How can the public find out more about these private reports? The Council takes steps to keep the process as open as possible: Forward Plan Upcoming decisions are listed in advance on the Cabinet Forward Plan (published on the Council’s website), with a summary and reasons for any private consideration. You can view the Plan here. Public Preview Teport This report – it provides a useful summary of the items to be discussed in private, including the main issues and the type of decisions being considered without releasing any confidential information. Live broadcast The discussion of this report is broadcast live on the Council’s YouTube channel (Hillingdon London) and available to watch afterwards. Published decisions After the meeting, the final decisions on private items are published on the Council’s website alongside decisions made in public. 4. Corporate implications a) Legal Such private matters are considered in accordance with Local Government Act 1972 (as amended) Access to Information provisions and also The Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012. This report enables such matters to be discussed in public as far as is possible under the relevant legislation. b) Alternative options Alternative Options Rationale for rejecting option To publish all confidential reports Cabinet can choose to make a private report public in rare and exceptional cases, if it decides that sharing the information is in the public interest. However, usually reports are confidential for the reasons set out above. To not publish a public preview report The Council wishes to support transparency in a consistent way, so it uses this public preview report to give an overview of private items before they are discussed and decided on. List of appendices attached Public Preview of Reports Executive Decision Report Cabinet Thursday, 22 October 2026 Classification: Part 1 Public Appendix Public Appendix For General Release Public Preview of Reports Item 15 – HR and Payroll IT System Cabinet Member Lead Cabinet Member for Corporate Services, Digital & Transformation (Cllr R Mills) Relevant Committee Corporate Resources & Infrastructure Electoral Ward N/A This report seeks approval to award a new contract for the continued provision of the Council's HR and payroll system, which supports employee records, payroll administration, leave management, recruitment processes, reporting and employee self-service. The current contract expires shortly and a replacement arrangement is required to ensure the continuity of these business-critical services. The proposed contract is intended to enable the Council to maintain its HR and payroll services while assessing longer-term strategic options. The arrangement will also support continued improvements to digital HR services, automation, reporting, system integration and workforce management, helping the Council operate efficiently and effectively. The Council will work with the successful supplier to maximise social value opportunities during the contract term, including support for local employment and skills initiatives, digital inclusion projects and community sponsorship opportunities where appropriate Item 16 – Contract for the provision of child health services Cabinet Member Lead Cabinet Member for Adults, Children, Health & Care (Cllr O'Brien) Relevant Committee Children, Families, Health & Care Electoral Ward All Wards This report seeks Cabinet approval to vary the Council’s existing Collaboration Agreement with Central and North West London NHS Foundation Trust (CNWL) to reflect nationally agreed NHS pay awards and ensure the continued delivery of key child health services in Hillingdon. Executive Decision Report Cabinet Thursday, 22 October 2026 Classification: Part 1 Public The services covered include Public Health Nursing (Health Visiting and School Nursing), the Multi-Agency Psychology Service (MAPS) and Children’s Integrated Therapy Services (CITS). The proposed funding uplift will enable these services to continue operating effectively following the national 2026/27 NHS Agenda for Change pay settlement. The proposals support the continued delivery of essential health, therapy and psychology services for children and young people, helping to safeguard vulnerable residents, promote positive health outcomes and support future life chances across the Borough. Item 17 – Private Management Agreement Leases: Temporary Accommodation Scheme Cabinet Member Lead Cabinet Member for Planning, Housing & Property (Cllr Denys) Relevant Committee Corporate Resources & Infrastructure Electoral Ward N/A This report seeks Cabinet approval to introduce a new Private Management Agreement (PMA) Scheme to increase the supply of temporary accommodation available to homeless households in Hillingdon. The scheme would enable the Council to work with private landlords through longer-term management agreements, providing a more stable and sustainable source of temporary accommodation while reducing reliance on higher-cost nightly-paid placements. The proposed scheme forms part of the Council's wider approach to delivering a more balanced and resilient temporary accommodation portfolio. Under the proposed arrangements, landlords would retain responsibility for property repairs, maintenance and compliance, whilst the Council would manage placements and tenancy support. The scheme is intended to improve housing stability for residents by increasing access to self-contained accommodation, reducing the need for emergency placements and minimising disruption to employment, education, healthcare and family life. The report also outlines the anticipated financial benefits, significant long-term savings, of the scheme through reduced temporary accommodation costs, improved value for money and greater budget certainty. These benefits would support the Council's Medium Term Financial Strategy and its Homelessness and Rough Sleeping Strategy by creating a more sustainable approach to meeting housing need.