The Overview and Scrutiny Committee of Harrow Council met on Wednesday 18 February 2026 to discuss the Workforce Development Programme and Long-Term Agency Workforce Arrangements, the Corporate Plan and Flagship Actions for 2026/27, and the Final Revenue Budget for 2026/27 alongside the Medium-Term Financial Strategy to 2028/29. The committee noted reports on these matters and submitted comments to the Council for consideration.

Workforce Development Programme and Long-Term Agency Workforce Arrangements

The committee received a report detailing the Council's Workforce Development Programmes and an analysis of agency workers engaged for over twelve months. Discussions focused on the financial savings expected from reducing agency dependency, with an estimated £40,000 to £50,000 less spending on agency staff from November 2025. However, no fixed timeline was provided for transitioning agency staff to permanent positions, as this is determined by necessity on a case-by-case basis. The committee heard that the use of agency workers in critical services is largely driven by labour market constraints, particularly for specialist roles in social care and for lower-graded positions where agency hiring can be more cost-effective due to lower pension costs.

The report highlighted the Harnessing Ambition Programme (HAP), a management development initiative designed for up to 250 managers, which aims to enhance leadership skills and address managerial development gaps. While HAP is not an accredited programme, attendees receive a certificate upon completion and gain membership to Bayes Business School for continued support. Training is also available to other council staff, including apprentices, and a graduate scheme is in place.

Concerns were raised about some agency staff being contracted for three years or more, with an estimated weekly cost of £1 million to the Council. It was explained that premium rates are often commanded by agency workers, especially for senior roles (G7 and above), due to market-driven scarcity and the higher risk associated with interim roles. The Council is implementing measures to reduce agency costs, including requiring agreed business cases, limiting renewals, increasing temporary-to-permanent transitions, tightening controls, and challenging agency usage. Managers are also being asked to shorten assignment lengths, enforce stricter end dates, and justify extensions.

Corporate Plan and Flagship Actions 2026/27

The committee reviewed the proposed Corporate Plan and Flagship Actions for 2026/27, which will be presented to Cabinet for recommendation to the Council. All proposed actions were confirmed to be included within the budget. Queries were raised regarding the replacement of council-supplied food caddy bins, with an acknowledgement that while the bins are robust, bin collectors would be instructed to handle them more gently. The committee noted the positive impact of larger garbage bins in parks, leading to increased cleanliness.

Regular monitoring of flagship actions was assured, with Cabinet to be kept informed of any slippages or programmes that cannot be delivered. Communication of these actions to residents will be undertaken through social media, videos, and other channels, including the Harrow People magazine and the My Harrow newsletter. The committee was advised that a ward-by-ward assessment of flagship actions is not feasible as some actions transcend individual wards, such as road resurfacing, which is prioritised based on need.

The installation and maintenance of CCTV coverage were discussed, with the committee being informed that CCTV deployment is highly regulated and based on evidenced need, often driven by data on anti-social behaviour and crime. It was acknowledged that ward councillors should be informed when CCTV cameras are moved within their wards, although the final location decisions are based on officer assessments. The committee requested that inclusive play equipment be proactively considered in playground refurbishments. Regarding selective licensing, it was explained that while beneficial in certain wards, it is not appropriate for the entire borough, with Harrow's approach aiming to incentivise good landlords while discouraging unscrupulous ones.

Final Revenue Budget 2026/27 and Medium-Term Financial Strategy to 2028/29

The committee received a report on the Final Revenue Budget for 2026/27 and the Medium-Term Financial Strategy (MTFS) to 2028/29. The budget-setting process was significantly impacted by the Government's Fair Funding Review, which altered funding allocations across England. Harrow's approach to budget setting was detailed, highlighting the extensive information and modelling undertaken.

When the draft budget was set in December 2025, the Council faced budget gaps totalling £32.5 million across the three years of the MTFS, with a £17 million shortfall in 2026/27. This gap assumed a 4.99% Council Tax increase over all three years. The Final Finance Settlement, received on 9 February 2026, led to a reduction in the budget gaps, resulting in a revised gap of £10.161 million across the MTFS.

The 2026/27 budget was balanced using one-off funding, including £6.8 million from a voluntary Minimum Revenue Provision (MRP) over-provision and £544,000 drawn from the budget planning reserve. A significant announcement in the Final Finance Settlement concerned updates on Special Educational Needs and Disability (SEND) and Direct Stability Grant (DSG) deficits. Harrow's projected deficit for 2025/26 was £32 million, with the Council expecting to receive a High Needs Stability Grant covering 90% of this, leaving a residual deficit of £3.2 million.

The committee was informed that additional grants from the Better Care Fund had helped reduce the increase in costs for Children's and Adult's Services. Concerns were raised about the late receipt of residual waste data from the West London Waste Authority, which necessitated an adjustment of approximately £800,000 in reducing residual waste costs. The committee also noted the low response rate to the budget consultation, with discussions on the effectiveness of both online and traditional consultation methods.

The committee expressed gratitude to Sharon Daniels and her team for their work on the budget, acknowledging the significant effort involved in navigating the complexities and changes in funding information.

Harrow Safeguarding Children Partnership Report

The committee received the Harrow Safeguarding Children Partnership (HSCP) Annual Report 2024/25. The report detailed safeguarding activities, including the number of children subject to Child Protection Plans, Children in Care, and Local Authority Designated Officer (LADO) enquiries. It noted that while numbers of children subject to Child Protection Plans or in care were similar to the previous year, fewer children were made subject to Child Protection Plans overall. The report also outlined the findings and outcomes of regulatory activity, including the OFSTED Inspecting Local Authority Children's Services (ILACS) Inspection in January 2025. The committee commended the report's quality and noted the innovation of the newly introduced automated telephone system for signposting callers to various services. The report was noted by the committee.