Harrow’s latest HMI monitoring visit paints a picture of a service on the mend – but not yet out of intensive care. Inspectors found that the Leaving Care Service has made “significant progress” since January, with leaders showing honesty, determination, and a renewed focus on caring for their young people. Yet beneath the optimism lies a quieter reality: this is a service still in recovery, not yet in full health.
The council is under Department for Education Improvement Notice, following the Harrow’s children’s services being overall judged to be inadequate by Ofsted early this year.
The monitoring inspectors commended the council’s leadership for “reshaping the Leaving Care Service” and building a more caring culture. Personal Advisers (PAs) were praised for their passion and persistence, and care leavers themselves spoke warmly about feeling supported and safe – a marked improvement from the sense of neglect some described earlier in the year.
But the report’s tone – part celebration, part caution – suggests progress built on fragile foundations. The repeated emphasis on stability, permanent recruitment, and a unified strategic plan reveals a workforce still finding its footing. Many PAs are new, and while their enthusiasm is evident, inspectors warned they need time and space to go beyond minimum statutory duties and deliver the depth of care young people deserve.
Harrow Monitoring Group has consistently highlighted that Harrow’s children’s services need a shift in culture and ethos, rather than mere compliance, if they are to deliver genuinely sustainable, caring support. Likewise, councillors would benefit from clearer, more insightful briefings, not optimism, that enable them to make well-informed, confident decisions about the service’s direction.
Visiting inspectors report highlights “some good quality supervision” and “some nice recording,” but those qualifying words – some – hint at inconsistency. Strengths are emerging, but not yet systemic. Leadership oversight has improved, audits are sharper, and data is finally driving performance, yet the need to “enhance quality assurance” and “improve pathway planning” shows there’s still distance to travel before good practice becomes the norm.
What stands out most is the cultural shift: staff speaking with pride again, young people feeling seen, and relationships beginning to heal. That change in tone and trust matters – it’s the human foundation of recovery. But culture alone won’t sustain improvement. Without stable leadership, permanent posts, and joined-up planning, Harrow risks sliding back into the turbulence from which it’s only just emerging.
The inspectors’ message is clear, even if softly delivered: Harrow has turned a corner, but the journey isn’t over. Real recovery means embedding this new energy into systems that endure – not relying on short bursts of goodwill and resilience. The hard work isn’t finished; it’s only just begun.
The council is under Department for Education Improvement Notice, following the Harrow’s children’s services being overall judged to be inadequate by Ofsted early this year.
The monitoring inspectors commended the council’s leadership for “reshaping the Leaving Care Service” and building a more caring culture. Personal Advisers (PAs) were praised for their passion and persistence, and care leavers themselves spoke warmly about feeling supported and safe – a marked improvement from the sense of neglect some described earlier in the year.
But the report’s tone – part celebration, part caution – suggests progress built on fragile foundations. The repeated emphasis on stability, permanent recruitment, and a unified strategic plan reveals a workforce still finding its footing. Many PAs are new, and while their enthusiasm is evident, inspectors warned they need time and space to go beyond minimum statutory duties and deliver the depth of care young people deserve.
Harrow Monitoring Group has consistently highlighted that Harrow’s children’s services need a shift in culture and ethos, rather than mere compliance, if they are to deliver genuinely sustainable, caring support. Likewise, councillors would benefit from clearer, more insightful briefings, not optimism, that enable them to make well-informed, confident decisions about the service’s direction.
Visiting inspectors report highlights “some good quality supervision” and “some nice recording,” but those qualifying words – some – hint at inconsistency. Strengths are emerging, but not yet systemic. Leadership oversight has improved, audits are sharper, and data is finally driving performance, yet the need to “enhance quality assurance” and “improve pathway planning” shows there’s still distance to travel before good practice becomes the norm.
What stands out most is the cultural shift: staff speaking with pride again, young people feeling seen, and relationships beginning to heal. That change in tone and trust matters – it’s the human foundation of recovery. But culture alone won’t sustain improvement. Without stable leadership, permanent posts, and joined-up planning, Harrow risks sliding back into the turbulence from which it’s only just emerging.
The inspectors’ message is clear, even if softly delivered: Harrow has turned a corner, but the journey isn’t over. Real recovery means embedding this new energy into systems that endure – not relying on short bursts of goodwill and resilience. The hard work isn’t finished; it’s only just begun.
Harrow Monitoring Group 