The Overview and Scrutiny Committee of Harrow Council held a question and answer session with the Leader of the Council, Councillor Paul Osborn, and the Managing Director, Alex, to discuss the council's financial position, budget, and ongoing service delivery. Key topics included the council's financial health, plans to bridge a budget gap, the provision of special educational needs transport, the cost and use of the new council chamber, the effectiveness of the Red Route on Rayners Lane, and concerns regarding agency staff expenditure. Significant discussion also focused on the challenges and strategies related to housing, particularly temporary accommodation and the regeneration programme, as well as the ongoing improvements in children's services following an Ofsted inspection.

Financial Position and Budget Gap

The council is in a strong financial position compared to many other London boroughs, with a provisional financial settlement showing positive movement. Despite this, there remains a budget gap, which the council plans to bridge by containing growth in demand pressures within adult and children's services, as well as temporary accommodation. The council is also exploring opportunities to purchase properties for temporary accommodation and to secure more cost-effective, long-term arrangements rather than relying on nightly spot rates. The financial year 2027/2028 is anticipated to be the most challenging, but the council aims to achieve a £9 million saving over three years while enhancing services. A significant portion of the projected growth in the Medium Term Financial Strategy (£45 million) is attributed to housing and adult services, with complex demands stemming from the Children and Young Adults with Disabilities Service. The council is also considering purchasing care homes within the borough to better control costs for complex cases.

Special Educational Needs (SEN) Transport and New School

Harrow Council is not planning to introduce charges for Special Educational Needs (SEN) transport for individuals over 16, unlike some other councils. The council currently spends approximately £8 million annually on SEN transport and operates a shared service with Brent. The development of a new special needs school with a capacity of 292 places is underway, which is projected to save the council around £2 million per year on SEN transport costs alone. While the exact breakdown of Harrow children who will occupy these places is not yet finalised, the council anticipates that all 292 spaces will be utilised by Harrow children to meet the growing demand, potentially freeing up mainstream school places for other children.

Council Chamber and Rayners Lane Red Route

The new council chamber at the Ridgeway facility is intended to break even within three to four years, with initial interest shown for events such as weddings. Regarding the Red Route on Rayners Lane, the initial feedback has been positive, with a significant reduction in traffic issues, although problems like double parking have not been entirely eliminated. A traffic survey is planned to review loading bays and other aspects of the scheme, and enforcement capabilities have improved, making it more difficult for drivers to obstruct the road. Concerns were raised about parking spaces near the ambulance station and traffic lights on Imperial Drive, which are too small and have led to drivers receiving tickets. This issue is under review as part of the broader scheme assessment.

Agency Staff Expenditure and Sickness Absence

The council is spending approximately £1 million per week on agency staff, which has contributed to an overspend in environment services. While agency staff are acknowledged as necessary for covering sickness, holidays, and providing flexibility during transitions, the council is actively seeking to reduce these costs. Actions include reviewing staff numbers above establishment and implementing more robust sickness management policies. The aim is to reduce sickness absence, which currently averages 14 days per employee, by providing support to staff and, where necessary, making difficult decisions regarding long-term ill health. This is also intended to reduce the double cost of paying for both sick pay and agency cover.

Adult Social Care and CQC Inspection

Following a Care Quality Commission (CQC) inspection in 2024, which rated Adult Social Care as requires improvement, the council has made significant progress. Government intervention has ceased, and the most recent assessment was one mark away from a good rating. The directorate has undergone a leadership change, with a new strategic director and a largely new team in place, instilling confidence in achieving a good judgment at the next inspection.

Houses of Multiple Occupation (HMOs) and Enforcement

Concerns were raised about the proliferation of illegal Houses of Multiple Occupation (HMOs) in Headstone. The council acknowledges that monitoring these is complex and often relies on reports from residents and councillors. Fly-tipping, particularly residential waste, is identified as a potential indicator of illegal HMOs. The council is considering extending its selective licensing regime to more wards to ensure safety and adequate refuse facilities in rental properties. While some enforcement functions, such as fly-tipping, have been brought in-house, the council is looking to re-procure a provider for other enforcement services, as in-house provision has not always proven effective.

Regeneration and Housing Targets

The council's local plan aims to build 16,000 new properties over 20 years. However, the pace of development has been slower than anticipated, with developers facing significant challenges in terms of financial viability. Harrow lacks large development sites compared to other boroughs, and the current housing market in London is described as broken, making it difficult to build new homes profitably. The council is engaging with developers and exploring options for sites, including discussions with Tesco regarding their development. The viability of schemes is a major hurdle, and the council is seeking increased grant funding to support the delivery of affordable housing. The council's Housing Revenue Account (HRA) is in a strong financial position, which may allow for increased social housing development.

Children's Services and Care Leavers

The council is committed to improving its children's services following an inadequate Ofsted judgment, particularly concerning care leavers. The team has been expanded, a new care leaving service established, and a new Head of Corporate Parenting appointed. The previous judgment was partly due to cases of care leavers aged 18-21 being closed prematurely, contrary to statutory requirements. The council is implementing a robust care offer for care leavers, including mentoring and support with rent guarantees for those attending university. Discussions are ongoing with scrutiny committees to ensure effective oversight of improvement plans. The council is also learning from best practices in other London boroughs.

Pothole Pro Machine

The Pothole Pro machine, used for road repairs, has been leased by the council, not purchased.

Mental Health Services

The council's Medium Term Financial Strategy includes growth for mental health services, acknowledging rising demand. The council is working with health partners through the Health and Wellbeing Board (HSP) and investing in preventative and early intervention measures to manage these pressures. While the predominant growth is in services for children and young adults with disabilities, the council is committed to addressing mental health needs through integrated care and preventative strategies.