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 2026/27 and Medium-Term Financial Strategy to 2028/29. Key decisions included noting the report on workforce development and agency arrangements, recommending the Corporate Plan and Flagship Actions for 2026/27 to the Council for approval, and recommending the Final Revenue Budget and Medium-Term Financial Strategy for 2026/27 to 2028/29 to the Council for approval.

Workforce Development Programme and Long-Term Agency Workforce Arrangements

The committee received a report detailing the Council's Workforce Development Programmes, including the Harnessing Ambition Programme (HAP), designed to enhance management and leadership skills for up to 250 managers. The HAP programme, which launched in June 2025, offers a six-month mix of in-person and online learning, with four cohorts planned until March 2027. Other management development programmes focus on well-being, resilience, and confidence in key responsibilities, alongside a new six-month management induction programme.

The report also analysed agency workers engaged for over twelve months. It was noted that 447 agency workers had been with Harrow for more than 52 weeks. The committee was informed that agency spend was trending downwards, with estimated savings of £40,000 to £50,000 per month since November 2025. The use of agency staff is increasingly 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. However, for roles graded G7 and above, agency workers tend to cost more due to higher agency fees.

Discussions highlighted that while there is no fixed timeline for reducing agency dependency, it is a priority, with monthly monitoring by the Corporate Leadership Team. Initiatives include stricter controls, limiting renewals, and increasing temporary-to-permanent moves. The committee heard that while HAP is not an accredited programme, attendees receive a certificate and become members of Bayes Business School, with continued support and learning opportunities. Training is also available to other council staff, including apprentices, and a graduate scheme is in place.

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. The plan retains the three core priorities: A council that puts residents first, A borough that is clean and safe, and A place where those in need are supported.

All proposed actions were confirmed to be included within the budget. Discussions addressed the provision of council-supplied food caddy bins, with acknowledgement that while robust, bin collectors would be reminded to handle them more gently. The positive impact of larger bins in parks on cleanliness was noted.

Monitoring of flagship actions will be regular, with Cabinet informed of any slippages. The committee was assured that communication to residents would be comprehensive, utilising social media, videos, and the Harrow People magazine. It was clarified that actions are not ward-specific as some transcend individual wards, such as road resurfacing, which is prioritised based on need. CCTV installation is guided by evidenced need and regulated by national agencies, with ward councillors to be informed of camera movements. The proactive consideration of inclusive play equipment in playground designs was agreed. Regarding selective licensing, the committee heard it benefits specific wards and aims to incentivise good landlords while discouraging unscrupulous ones, with decisions driven by data.

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

The committee received a comprehensive report on the final revenue budget for 2026/27 and the Medium-Term Financial Strategy (MTFS) to 2028/29. This year's budget process was significantly impacted by the government's Fair Funding Review, which altered funding allocations.

The Council faced a projected budget gap of £32.5 million across the three years of the MTFS when the draft budget was set in December 2025. This gap was largely due to £35 million in growth for adult social care and temporary accommodation. However, the provisional and final finance settlements, received in December 2025 and February 2026 respectively, provided additional grant funding.

The final settlement significantly reduced the budget gap to £10.161 million across the MTFS. The 2026/27 budget was balanced using £6.8 million from a voluntary Minimum Revenue Provision (MRP) and £544,000 from the budget planning reserve.

A key announcement in the final settlement was the update on Special Educational Needs and Disability (SEND) and Direct Stability Grant (DSG) deficits. The government will provide a High Needs Stability Grant covering 90% of deficits accrued up to the end of 2025-26, which for Harrow is estimated at £32 million, meaning a grant of £29 million. This leaves a residual deficit of £3.2 million to be addressed after 2028-29.

The committee discussed changes in costs for Children's and Adult's Services, attributed to additional Better Care Fund grants. Adjustments to residual waste disposal fees from the West London Waste Authority were also explained, stemming from improved recycling rates and better information from the authority. Concerns were raised about the low response rate to the budget consultation, with a discussion on the effectiveness of both online and traditional methods.

The committee noted the report and submitted its comments to the Council for consideration.

Harrow Safeguarding Children Partnership Annual Report 2024/25

The committee received the Harrow Safeguarding Children Partnership (HSCP) Annual Report for 2024/25. The report detailed activity to safeguard children, including those subject to Child Protection Plans and Children in Care. Numbers in these categories were similar to the previous year, with a slight decrease in children made subject to Child Protection Plans. The profile of abuse types remained consistent. The report also covered findings from the OFSTED Inspecting Local Authority Children's Services (ILACS) Inspection in January 2025. Committee members commended the report's quality and noted the introduction of an automated telephone system for signposting services as a positive innovation. The report was noted by the committee.