The Overview & Scrutiny Committee of Tower Hamlets Council met on Tuesday 22 September 2026 to discuss the Anti-Poverty Rapid Needs Assessment and the draft Strategic Plan 2026-2030. The committee also received updates on the Continuous Improvement Plan, the co-optee recruitment, and the work programme for the upcoming year.

Anti-Poverty Rapid Needs Assessment

The committee reviewed the Anti-Poverty Rapid Needs Assessment, a foundational document for the borough's new Anti-Poverty Strategy. The assessment highlighted that poverty remains a significant challenge in Tower Hamlets, with an estimated 117,000 to 130,000 residents living in poverty. Key drivers identified include high housing costs, low incomes, financial insecurity, and structural barriers such as limited English proficiency and digital exclusion. The assessment also noted that 84% of households in poverty are working households, indicating that employment alone is not a solution.

Members raised concerns about the dominance of housing costs as a driver of poverty and questioned why housing interventions were not presented as a higher priority in the emerging strategy. Discussions also touched upon the significant amount of unclaimed benefits (£187 million annually) and the council's strategy to help working-class people out of poverty. The council acknowledged that employment alone is not the solution and that a multifaceted approach is needed, involving the council's role as an employer, a convening authority, and an organisation that issues contracts. The importance of social value in procurement and regeneration schemes was also emphasised, with a call for greater robustness in ensuring suppliers and developers pay proper wages.

The committee welcomed the evidence-led approach of the assessment and the commitment to engage residents and partners in shaping the strategy. They stressed the importance of measurable outcomes, partnership, and accountability, ensuring that the lived experiences of residents most affected by poverty remain central to the process.

Strategic Plan 2026-2030 Adoption

The committee considered the draft Strategic Plan 2026-2030, which outlines the council's vision, priorities, and commitments for the next four years. The plan is themed around eight priorities and aims to build on the foundations of the previous four years, with a strong emphasis on inclusive growth and sharing wealth.

Key discussions revolved around the council's capacity, capability, and financial resilience to deliver these ambitious commitments. Members sought assurance that the plan reflects the borough's key challenges and opportunities, and that success will be measured effectively. Specific concerns were raised about the delivery of housing commitments, with the private sector's reliance on market sales to subsidise affordable housing identified as a risk due to reduced demand for private market units. The council's plans to minimise the housing crisis and tackle anti-social behaviour were also discussed, with officers highlighting ongoing investment in new council homes, improvements to existing stock, and enhanced community safety measures.

The committee also explored the potential economic benefits of decarbonising Tower Hamlets and creating well-paid jobs, and how this could be integrated into the strategic plan. The plan's commitment to children and young people was also a focus, with questions about the single biggest outcome expected for children by 2030 and how vulnerable children would benefit. The council's approach to financial sustainability and the protection of priorities in the face of potential financial detriments was also discussed.

The committee welcomed the ambition of the Strategic Plan and recognised its importance as the council's principal corporate plan. They noted the plan's focus on tackling poverty and inequality, delivering affordable housing, improving outcomes for children and young people, strengthening community safety, protecting the environment, and continuing the council's improvement journey. Assurance was sought that the plan's ambitions would be supported by clear delivery arrangements, measurable outcomes, and robust performance indicators, with transparent monitoring of progress.

Continuous Improvement Plan Quarterly Update

Jonathan Lloyd, Strategic Director for Change and Improvement, presented an update on the Council's Continuous Improvement Plan. The report highlighted progress made in strengthening governance, leadership, culture, workforce, and service delivery, in response to ministerial directions. Key achievements included progress in member development, staff engagement, historic audit recommendations, and partnership working, particularly in relation to anti-poverty initiatives.

However, the report also identified that several programmes remain off track but recoverable, with risks around organisational capacity, workforce stability, and the embedding of change. Members expressed concerns about the historical underinvestment in HR and workforce stability, and the need for more measurable changes in governance, workforce, and partnership working. The response times to member enquiries were also highlighted as an area requiring significant improvement.

The committee welcomed the progress reported and agreed that future updates should not only focus on the delivery of actions but also provide evidence of embedded, sustainable improvements leading to better governance and accountability for residents.

Other Business

The committee approved the appointment of co-opted members to the Overview and Scrutiny Committee and its sub-committees for the term 2026-2030. They agreed the Scrutiny Work Programme for 2026-27, subject to a few amendments, and noted the Overview and Scrutiny Annual Report for 2025-26, agreeing it for submission to Full Council. Scrutiny Leads provided updates on their respective portfolios, covering areas such as finance, community safety, environment and climate change, children's and education, health and adult services, and housing and regeneration. The committee also discussed upcoming site visits and workshops, including those focused on pre-decision scrutiny, leisure centres, community grants, and corporate improvement.