Agenda and minutes

All Cabinet Members were present.

No interests were declared by Members present.

Before moving to the minutes to be agreed, the Leader of the Council made a statement of clarification relating to the July meeting’s financial monitoring report, stating that the Council's financial position had arisen as a consequence of long-standing underfunding and demand for statutory services, exceeding the funding available. The Leader stated that the previous section 151 officer had instigated a financial review and an internal balance sheet review which had led to the identification of some of the accounting issues and that auditors had been raising concerns of their own relating to the Council's financial position.

The minutes and decisions of the Cabinet meeting held on 24 July 2025, as set out on the agenda, were then agreed as a correct record.

It was confirmed that items of business marked Part 1 would be considered in public and those marked Part 2 in private.

RESOLVED:

That:

1)    the responses from the consultation based on the proposals set out, along with the Equalities Impact Assessment, be given due consideration and;

2)    the (technical) closure of the Harefield Infant School on 6^th April 2026 and the extension of the age range of the Harefield Junior School, to amalgamate both schools to create an all-through primary school from 7^th April 2026, be approved.

Reasons for decision

The Cabinet Member for Children, Families & Education advised Cabinet on the proposal to amalgamate Harefield Infant School and Harefield Junior School into a single two-form entry maintained primary school for children aged three to eleven.

The Cabinet Member clarified that the legal requirement to “close” a school was a technical term and did not affect land or buildings, as all assets would transfer to the new primary school. It was noted that some residents had misunderstood this during the summer and believed the Infant School site would be redeveloped for housing, which was not the case.

The change was proposed to take effect from 7 April 2026, following discussions with the Department for Education to ensure that the transition would not financially disadvantage the schools. It was explained that the funding arrangements would provide the full lump sum in 2026/27, reduce to 70% in 2027/28 and move to a single primary school allocation from 2028/29.

The amalgamation reflected the Council’s policy triggers, as both schools had falling pupil numbers and were operating below published admission numbers.

The Cabinet Member noted that the two schools already worked closely together, sharing curriculum, staff, assemblies, training, events, newsletters and uniforms, and were effectively operating as one school in all but name.

Concerns raised by governors and parents regarding future funding were acknowledged, but it was confirmed that the change would not affect allocations for special educational needs or pupil premium.

The Cabinet Member stressed that the Council did not proactively seek to amalgamate schools, but falling rolls across London had created financial pressures, and the proposal aimed to ensure long-term sustainability and avoid schools becoming unviable. It was noted that previous amalgamations in the borough, including Grange Park, Lady Bankes and Oak Farm, had been successful. The Cabinet Member also advised Cabinet for full information, that an online petition opposing the merger existed but had not been submitted under the Council’s petition scheme.

The Leader of the Council recognised that changes to school infrastructure were understandably emotive but highlighted the need to secure the sustainability of schools considering declining pupil numbers. The recommendation, in his view, were based on this strategic approach and reflected similar changes elsewhere in the borough.

In duly considering all the information presented, the consultation outcomes and equalities impact assessment, along with the rationale set out, Cabinet therefore decided to proceed with the amalgamation of the two schools.

Alternative Options Considered and Rejected

As part of Cabinet’s consideration of this matter, it could have decided to not proceed with the merger proposed.

The Chairman of the Children, Families & Education Select Committee introduced the Committee’s review report into persistent absenteeism, which was warmly welcomed by the Cabinet.

RESOLVED:

That:

1)    the Select Committee’s report and recommendations which seek to both support and provide further strategic direction on the Council’s aims to assist in enabling young people to attend school regularly, be welcomed; and

2)    their implementation be taken forward by Officers, in consultation with the Cabinet Member for Children, Families & Education, as set out in the report.

SELECT COMMITTEE RECOMMENDATIONS

Parental Engagement and Support 

1.    Officers to continue to work with schools, nurseries and early years centres to educate and inform parents and carers about the positive benefits of school attendance, both academic and social, as a means of early intervention.

2.    Officers to investigate the use of the Learn Hillingdon service to educate and inform adult learners (who are parents) about the importance of school attendance.

3.    The Council to support schools to deliver welcome programmes for families new to the borough.

Mental Health & Wellbeing 

4.    The Council and schools to continue to work collaboratively, supporting those families with children and young people who are persistently absent due to poor mental health, and to signpost to alternative services such as CAMHS, KOOTH, Hillingdon Autistic Care & Support (HACS) and CNWL where appropriate.

School Environment & Culture 

5.    Council to encourage Attendance cluster groups to share good practice among schools on a range of topics such as EBSNA, anti-bullying and trauma-informed practice.

Data & Monitoring 

6.    Ask schools to explore how pupil attendance at after school clubs correlates with general pupil attendance within schools. What are the patterns and trends?

Collaboration & Community Involvement 

7.    Council to continue to raise awareness and highlight the positive benefits of school attendance, both academic and social, within local community and local partnership groups. To include a poster campaign in schools, libraries, Council venues and Hillingdon People.

Reasons for decision

The Cabinet Member for Children, Families & Education responded to the report, noting that the Committee’s major review had commenced in 2024 in response to rising levels of persistent absenteeism and non-statutory school-aged children in Hillingdon, particularly following the COVID pandemic. Persistent absenteeism was described as a national issue that had been on the agenda for some time, and the Cabinet Member had welcomed this as a review topic. While Hillingdon’s rate of unauthorised absences was broadly in line with national figures, the rate of persistent absence was somewhat higher, which validated the importance of the review.

The Cabinet Member drew attention to recommendation three, clarifying that while officers would review whether any additional guidance could be provided by the Council to schools, that schools already organised their own welcome programmes for new families. The Council would assist where possible but could not direct schools to adopt their approach. The Cabinet Member also highlighted that the report reflected the challenges faced by families in the current climate and expressed thanks to the Select Committee for its thorough and in-depth work, as well as to the services who had adapted their working models in response to this.

The Leader of the Council commended the report as being of an excellent standard and highly comprehensive. Thanks were extended to the Chair of the Select Committee and all those involved in producing the report. The Leader remarked that the Committee had provided clear direction and that the next challenge would be for others to implement the recommendations. The Council would do everything possible to support this work and deliver improvements to help raise school attendance and outcomes for young people.

Cabinet, therefore, welcomed the recommendations from the committee and agreed to delegate their implementation appropriately.

Alternative options considered/ risk management

The Cabinet could have decided to reject some, or all, of the Committee’s recommendations or pursued alternative routes by which to progress the objectives of the review.

RESOLVED:

That:

a)    the London Borough of Hillingdon become a member of the Joint Committee of the London boroughs of Barnet, Brent, Ealing, Hammersmith & Fulham, Harrow and Hounslow (known as the “West London Economic Prosperity Board”);

b)   the revised Functions and Procedure Rules as set out in the report, be adopted, noting that these will also need to be adopted by all other participating boroughs to take effect;

c)    the Cabinet Member for Planning, Housing & Growth be appointed as the Council's voting member of the Joint Committee, with the Cabinet Member for Community & Environment as reserve voting Member;

d)   authority to sign any further documentation relating to implementing the decision above, be delegated to the Director of Planning & Sustainable Growth, in consultation with the Cabinet Member for Planning, Housing & Growth.

Reasons for decision

The Cabinet Member for Planning, Housing & Growth asked Cabinet to approve Hillingdon joining the West London Economic Prosperity Board alongside six West London Alliance partners, including Barnet, Brent, Ealing, Hammersmith & Fulham, Harrow and Hounslow. The Board was described as a joint committee focused on driving economic growth, investment and regeneration across West London. Membership would enable Hillingdon to contribute to regional strategic decisions on planning, infrastructure and skills, ensuring the borough could influence outcomes that directly benefit residents and businesses.

The Cabinet Member explained that Hillingdon would retain all its existing powers and that no decision-making authority would be transferred. Joining the Board would allow the Council to collaborate on shared priorities while continuing to act independently for the borough. It was confirmed that there would be no direct cost to joining, and any future funding or investment decisions would return to Cabinet for approval. There was also a need to consider the adoption of revised Functions and Procedural Rules for the Board, which would be considered by all participating boroughs.

Cabinet, therefore, decided to join the West London Economic Prosperity Board and agreed it’s revised Functions and Procedure Rules.

Alternative options considered and rejected

Cabinet could have decided not to join the Board, but considered that it would not be in the Council’s interests being unable to influence strategic economic outcomes in the West London region.

            POLICY FRAMEWORK

RESOLVED:

That:

1)    a public consultation for the draft Statement of Licensing Policy be approved;

2)    a further report be submitted to Cabinet post consultation highlighting any consultation responses for Cabinet to consider for inclusion in the final policies for submission to Full Council for adoption as a policy framework document.

Reasons for decision

The Cabinet Member for Community & Environment introduced the Statement of Licensing Policy, which was being reviewed in accordance with legislative requirements. Cabinet was asked to approve a six-week public consultation on the updated draft policy. It was noted that the policy formed part of the Council’s policy framework and would, therefore, require approval by full Council in due course.

By way of background, the Cabinet Member explained that the policy reflected national guidance and that there had been few national policy changes since the last review. The proposed updates were largely minor amendments and tidying up, with no significant changes required as there had been no major developments in national policy.

Cabinet, therefore, agreed to consult on the policy.

Alternative options considered and rejected

None, as there is a statutory requirement to review the Policy periodically.

RESOLVED:

That:

1. the regulatory judgement from the Regulator of Social Housing (RSH) awarded to Hillingdon Council for its council housing service (consumer standards), which confirmed a consumer grading of C2, the second highest grade possible (appendix 1), be noted.

2. authority be delegated to the Corporate Director of Residents Services, in consultation with the Cabinet Member for Corporate Services and Property and the Cabinet Member for Planning, Housing & Growth, to approve (and publish) the action plan in response to the findings of the inspection, to work towards achieving the highest C1 grade, and to provide this to the Regulator of Social Housing along with regular updates on progress.

3. the work already underway to implement service changes to work towards achieving the highest grade of C1, be noted.

Reasons for decision

The Cabinet Member for Planning, Housing & Growth updated Cabinet on the outcome of the Regulator of Social Housing inspection of the Council’s housing services. Hillingdon Council had received a C2 grading, the second highest possible, in its first ever consumer inspection. This reflected many strengths in the delivery of housing services, including repairs, safety, tenancy management and community engagement.

The Cabinet Member advised that the inspection had also identified areas for improvement to achieve the highest grade, C1. These included completing the programme to ensure all homes meet the Decent Homes Standard, strengthening tenant engagement and scrutiny, improving reporting and oversight of repairs, damp and mould, and adaptations, and ensuring tenants had clear and accessible information on complaint processes. The Cabinet Member confirmed that active steps were already being taken to address these issues and that a full action plan would be approved and published, with progress reported regularly to both Cabinet and the regulator.

The Cabinet Member explained there were no direct financial costs associated with the recommendations, and the improvements were expected to deliver efficiencies and better value for money over time. The Cabinet Member placed on record his thanks to the officers who had worked tirelessly to support the inspection process and lay the foundations for further improvement.

The Leader of the Council congratulated the team, noting the pressures faced by local authorities in balancing the need to expand housing stock with the need to maintain existing homes to a good standard. Securing a C2 grading at the first attempt was described as a significant achievement and a credit to the officers involved.

Cabinet, therefore, agreed to note the inspection report and authorise officers to proceed with the action plan in response to the findings.

Alternative options considered and rejected

None, as the Council is obliged to meet requirements from the Regulator of Social Housing and meet regulatory standards in service provision.

RESOLVED:

That:

1. The Annual Performance Report for 2024/25 be noted, as attached in Appendix 1;

2. The report be presented to Select Committees in November with comments invited, and if received, those comments to be presented to full Council in November alongside the Annual Performance Report for information.

Reasons for decisions

The Cabinet Member for Finance and Transformation presented the Annual Performance Report for 2024/25, noting that the Council was beginning to realise the benefits of its investment in digital technology. This investment had generated a powerful set of data to measure, monitor and analyse performance across a wide range of services, with Cabinet Members having access to up-to-date information through user-friendly dashboards.

The Cabinet Member advised that the report provided a clear and comprehensive overview of the Council’s performance over the past year, reflecting its continued commitment to putting residents first despite rising demand, financial pressures and evolving community needs. It highlighted progress in areas such as digital transformation, housing provision, safeguarding, adult social care and environmental sustainability, supported by a performance management framework that enabled evidence-based decision-making.

The Cabinet Member drew attention to several achievements, including the delivery of over 400 new homes, major regeneration projects at Hayes Town Centre and Grange Road, and strong performance in youth justice early intervention. Highways maintenance continued to outperform London averages, over 3,000 housing repairs were completed, and adult social care was rated ‘Good’ by the Care Quality Commission, placing Hillingdon among the best performing councils nationally. Library engagement led London and in the Cabinet Member’s own portfolio, £10.9 million was recovered by the Council’s counter-fraud team, and 43% of Council transactions in the last quarter were placed with borough-based businesses, supporting the local economy. The Cabinet Member thanked colleagues and officers for their efforts in delivering high-performing services and driving innovation.

The Leader of the Council welcomed the report as a valuable reminder of the breadth of services provided and the achievements of Council staff. The Leader supported the recommendation for the report to go to full Council to demonstrate transparency and service standards. The Leader requested that future reports include more information on value for money, comparing costs with other authorities, and expressed confidence that this would be addressed by the Chief Executive as the report progressed forward.

Cabinet agreed to note the report, invited commentary from the select committees and referred the report to the full Council for wider review.

Alternative options considered and rejected

None, as it was good business practice to report performance to decision-makers.

RESOLVED:

That Cabinet:

1)    Note the budget monitoring position and treasury management update as at July 2025 (Month 4) as set out in Part A of the report, furthermore, noting the actions proposed by officers.

2)    Approve the full release of the Development and Risk Contingency.

3)    Approve the financial recommendations as set out in Part B of this report below:

a.    the introduction of new fees and charges at three of the Council’s heritage sites from Monday 29^th September 2025, as set out in the report and Appendix B1, be approved;

b.    the forward phasing of the HRA Acquisitions budget related to the Madison Brook contract of £32.885m from 2026/27 into 2025/26, be approved;

c.    a grant of £198,462 from Northwest London Integrated Care Board to deliver a Serious Youth Violence counselling pilot be accepted and authorisation granted to the Corporate Director of Children's Services to sign the necessary contract and make any other decisions to deliver the service within the grant funding available.

Reasons for decision

The Cabinet Member for Finance and Transformation reported on the budget monitoring position for months three and four, noting that monitoring procedures had been carried out for both months despite there being no Cabinet meeting in August.

It was advised that within the General Fund, a further overspend of £1.9 million since month two had occurred, taking the projected overspend for the full 2025/26 financial year to £18.3 million. In the absence of a capitalisation direction from the Government department, this would result in an overdrawn reserves position of £16.8 million. The main elements of the overspend included increased interest costs, higher agency staffing costs and increased demand in services. These pressures were partly offset by reductions in projected spend in Adult Services and Health and in the Place Directorate.

The Cabinet Member further reported that £24.8 million (64%) of the £38.6 million General Fund savings target had been delivered or was on track. General Fund capital expenditure was projected at £137.7 million, with a £1.9 million adverse variance and a £20.8 million underspend, most of which expected to be rephased. The Housing Revenue Account remained on budget, with capital spend forecast at £183.1 million, £32.8 million above budget due to successful additional housing acquisitions delivering 200 extra units through the Madison Brook contract. The Dedicated Schools Grant was projected to break even at £12.5 million for 2025/26, an improvement of £2.5 million on the previous year, with a cumulative deficit of £78.1 million.

The Cabinet Member referred to the recommendations set out in the report, including other financial related matters, such as the approval of new fees and charges at three of the Council’s heritage sites, approval to forward phase the Housing Revenue Account capital overspend and acceptance of a Children’s Services grant from the North West London Integrated Care Board.

Cabinet, therefore agreed to note the latest financial position, agreed the full release of the Development and Risk Contingency and made the other financial decisions as set out in the report.

Alternative options considered and rejected

None

RESOLVED:

That:

1)    the intention of St Bernadette Catholic Primary School, a Voluntary Aided (VA) school to academise and join The Diocese of Westminster Academy Trust (DoWAT), be noted.

2)    the request from the Diocese be reviewed and a freehold transfer of the land on which the nursery is situated, together with the building, be agreed and a 125-year lease on standard terms for the surrounding land be granted, as set out in the report and site plan;

Reasons for decision

The Cabinet Member for Corporate Services and Property introduced a report regarding the St Bernadette Catholic Primary School, which was currently a voluntary aided school but wished to convert to academy status by joining the Diocese of Westminster Academy Trust. It was explained that this required the Council to transfer the freehold of the land and buildings to the Trust, with the surrounding land to be granted under a 125-year lease. These arrangements were described as standard practice for such transfers. The Cabinet Member noted that the long lease on the surrounding grounds would allow the Council to retain an interest should future changes occur.

The Cabinet Member for Children, Families & Education advised that since the publication of the report, the date for the academy conversion had been revised to 1 November 2025.

Alternative options considered and rejected

Cabinet considered other property options as set out in the report but considered that agreeing to the request from the Diocese and freehold transfer would be the most reasonable solution to support the school.

RESOLVED:

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.

Reasons for decision

The Leader of the Council introduced the public preview report outlining items to be considered in private later in the meeting, with one additional private report tabled at short notice.

Alternative options considered and rejected

As set out in the public Cabinet report and also within the private report.

RESOLVED:

That:

a)    the tender from DSSL Group Ltd for the provision of the Door Entry, Access Control, Automated Doors, Barriers and Gates Service and Repair Contract to the London Borough of Hillingdon for a period of 3 years at a value of £166k per annum be accepted and;

b)   It be agreed that this includes the provision to extend the contract for a 2-year period (5 years in total), delegating approval of any extension to the Leader of the Council, in consultation with the Cabinet Member for Corporate Services & Property.

Reasons for decision

The Cabinet Member for Corporate Services & Property introduced a report and recommendations, which Cabinet agreed, to accept a tender for the provision of  Door Entry, Access Control, Automated Doors, Barriers and Gates Services for the Council, noting how this was all about ensuring safety for residents.

Alternative options considered/ risk management

None, due to the requirement to maintain door entry systems within all the Council’s assets for security of residents, visitors and staff.

RESOLVED:

That:

a)    John O'Conner (Grounds Maintenance) Ltd be appointed for the provision of Pest Control services to the London Borough of Hillingdon for a 4+2+1 period from 1st November 2025 to 31st October 2032 and at an annual cost of £301k (£216k to the HRA and a cost of £85k to the General Fund) for the period.

b)   decisions to extend beyond the initial 4 years be delegated to the Cabinet Member for Corporate Services & Property, in consultation with the Corporate Director of Residents Services.

Reasons for decision

The Cabinet Member for Corporate Services and Property introduced a report and recommendations, which Cabinet agreed, to award a pest control contract following competitive tender to maintain safe, habitable conditions across all residential and corporate properties.

The Leader of the Council remarked how this showed the breadth of council service provision supporting residents.

Alternative options considered / risk management

Cabinet could have considered alternative options such as operating the service in-house or case by case contracting but discounted these options due to the investment required and higher costs.

RESOLVED:

That:

Telecare Transition

1. the need to update the Council’s telecare and out-of-hours contracts to prepare for the national analogue-to-digital switchover by January 2027, be noted;

New Telecare Contract Award (Telecare Alarm Response Centre)

2. the award of a 12-month contract (from 1 January to 31 December 2026) to Appello Smart Living Solutions Ltd via a framework, valued at £235,364, be agreed, furthermore that this includes a one-off £34,500 setup fee funded by the Disabled Facilities Grant (DFG) as follows:
   • £19,500 to Appello for ~6,500 connections (£3 each)
   • £15,000 to BT for transferring phone line responsibilities from Anchor to the Council

an optional 1-year extension, with authority delegated to the Corporate Director of Adult Social Care & Health, allowing time for a full tender process, be approved.

Out-of-Hours Contact Centre

3. The Chief Operating Officer, in consultation with the Cabinet Member for Finance and Transformation, be given delegated authority to approve a new contract following market engagement and final proposals.

Extension of Current Anchor Contract

4. a single tender extension of the current contract with Anchor Hanover Group Ltd for both telecare and out-of-hours services from 4 September to 31 December 2025, with monthly extensions possible up to 31 March 2026, be approved, noting the estimated value: £91,620 to £160,545, depending on end date. Furthermore, delegate authority to the Corporate Director of Adult Social Care & Health, be approved, for any extensions as needed during the transition.

Equipment Purchasing Extensions

5. the current contracts for purchasing Technology Enabled Care (TEC) equipment be extended via framework until 31 December 2026, funded by DFG at £360,000 per year as follows:
   • LEGRAND ELECTRIC LTD – up to £50,000
   • CHIPTECH INTERNATIONAL – up to £270,000
   • APPELLO SMART LIVING SOLUTIONS LTD – up to £15,000
   • TUNSTALL HEALTHCARE (UK) LTD – up to £25,000

Furthermore, it should be noted that these extensions support the transition of the Alarm Response Centre, provide sufficient time for a competitive tender process, and reflect current operational requirements. They will be closely monitored to ensure they remain within budget, and that to ensure full transition takes place, authority be delegated for a further one-year extension, up to 31 December 2027, to the Corporate Director of Adult Social Care & Health, if needed, to complete the full tender process.

Reasons for decision

The Cabinet Member for Health and Social Care introduced a report and recommendations, which Cabinet agreed, on the various contractual decisions required to progress and future proof telecare monitoring and out-of-hours call answering services due to the expiry of the current contractual arrangements and the imperative to transition services in light of the national digital switchover by January 2027.

The Leader of the Council remarked how this would lead to exciting opportunities in supporting residents to live independent lives.

Alternative options considered and rejected

Cabinet considered a range of alternative contractual options as set out in the confidential report.

RESOLVED:

That:

1)    Black Horse Yard Waterloo Road Uxbridge UB8 2QX be declared surplus to requirements (the property as shown edged red on the plan at Appendix 1).

2)    the sale of the freehold interest of Black Horse Yard to the proposed purchaser on the terms and conditions as detailed in this report be approved.

3)    if the proposed purchaser does not complete on the purchase of the property within the agreed time, the Corporate Director of Residents Services be authorised to proceed to dispose of the property on the open market, in consultation with the Cabinet Member for Corporate Services and Property.

4)    all other necessary decisions regarding the disposal and sale be delegated to the Corporate Director of Residents Services, in consultation with the Cabinet Member for Corporate Services and Property.

Reasons for decision

The Cabinet Member for Corporate Services & Property introduced a report and recommendations, which Cabinet agreed, to proceed with the sale of the freehold interest of Black Horse Yard in Waterloo Road, Uxbridge comprising of 13 vacant garages in a poor condition to support the Council’s disposals target for 25/26. The Cabinet Member noted how the site was unsuitable for redevelopment on its own.

Alternative options considered /and rejected

Cabinet considered other options, such as renting or redeveloping the site, but discounted these for the reasons set out in the confidential report.

There were no further items. The meeting closed at 7.39pm