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Agenda and draft minutes

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Contact: Philip Slawther, Principal Committee Co-ordinator 

No. Item



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Welcome and introductions pdf icon PDF 59 KB


The Chair welcomed members of the Board and attendees to the meeting.



To receive any apologies for absence.


Apologies for absence were received from Cllr Joseph Ejiofor, Dr Peter Christian, John Rohan, and Rachel Lissauer.



Urgent business

The Chair will consider the admission of any late items of urgent business. (Late items will be considered under the agenda item where they appear. New items will be dealt with at agenda item ).



There were no items of urgent business.



Declarations of interest

A member with a disclosable pecuniary interest or a prejudicial interest in a matter who attends a meeting of the authority at which the matter is considered:


(i) must disclose the interest at the start of the meeting or when the interest becomes apparent, and

(ii) may not participate in any discussion or vote on the matter and must withdraw from the meeting room.


A member who discloses at a meeting a disclosable pecuniary interest which is not registered in the Register of Members’ Interests or the subject of a pending notification must notify the Monitoring Officer of the interest within 28 days of the disclosure.


Disclosable pecuniary interests, personal interests and prejudicial interests are defined at Paragraphs 5-7 and Appendix A of the Members’ Code of Conduct.


No declarations of interest were made.


Questions, Deputations, Petitions

To consider any requests received in accordance with Part 4, Section B, Paragraph 29 of the Council’s Constitution.



There were no questions, deputations or petitions put forward to this meeting.



Young People at Risk Strategy pdf icon PDF 148 KB

Additional documents:


The Policy and Equalities Officer introduced this report and presentation on the Young People at Risk Strategy (YPRS), which set out the scale and nature of serious youth violence in Haringey, outlined a strategic model to address risk, set the direction and priorities for medium-term activity to tackle serious youth violence, and detailed a set of short-term actions. 

The YPRS reflected the Council’s overarching aim to reduce and prevent crime amongst young people. Haringey had seen improvements on its knife crime figures but it was accepted too many young people were affected by violent crime within the borough which this strategy sought to address. The YPRS set out how the Council would seek to address such violence and the outcomes it sought to be achieved over a 10-year period. The strategy had been informed by robust evidence, taking into account local and national data, as well as international learning.

The Council had commissioned the Godwin Lawson Foundation to do a piece of research which involved talking to 70 of the most vulnerable young people in Tottenham and getting their views on what they felt the Council could do to assist the problem. There had also been an analysis undertaken of prolific offenders within the Youth Justice System to find out their life experiences and previous dealings with services.

The Council’s vision was for young people to grow up in a safe environment, free from violence. The Council was looking to work collaboratively with its partners and the community to achieve this goal.

The Chair thanked Hugh Smith for the thorough presentation and invited questions and comments from the Board members. The following was noted:

  • Regarding the reduction in youth violence across the borough, the Head of Community Safety and Enforcement stated this was due to a range of actions the Council had taken, such as working closely with key partners across the community, including Tottenham Hotspur, and utilising available resources. Better statistics were available from across the borough which allowed the Council to better focus resources in targeted areas to have the greatest impact. Such efforts had seen a reduction in the number of stab victims under 25. Initiatives such as ‘Litter Sweeps’ saw the Council request communities inform it where they suspected young people were storing weapons and then clearing those areas of any weapons. There were projects in place at Northumberland Park that sought to tackle and assist the mental health of young people. The Council maintained a consistent and concise message of working collaboratively with partnered organisations to jointly facilitate the reduction in youth violence to have the furthest reach as possible. Young people were also being consulted on their views regarding matters such as what they felt the best type of intervention the Council was able to provide.
  • There was a degree of overlap between Local Area Co-ordinators and Community Safety Advocates, such as in Northumberland Park, but they worked closely together to find the most effective ways to help communities. Where possible, initiatives were joined  ...  view the full minutes text for item 43.


People based care work update pdf icon PDF 262 KB

Additional documents:


The Director of Adults and Health introduced this report which described progress made since December 2018 with developing Haringey’s approach to locality based care in North Tottenham. The report also set out the feedback received through the Collaborate ‘deep dive’ in North Tottenham, where the Council asked frontline staff for their views on how they could be supported to offer co-ordinated and preventative care.

The following was highlighted to the Board:

  • Significant progress had been made in the previous 6 months with a number of sign-ups from senior leaders in the Council, the Trust, and the CCG and more.
  • The Council had commissioned a piece of work from the Bridge Renewal Trust to conduct interviews and surveys with residents to ensure their voices were heard. Resident feedback noted areas in need of improvement, such as long waits for appointments, long waits for therapy services, lack of proper care for the elderly and vulnerable. The residents also felt the services were not working in an integrated way and were suffering as a result.
  • Officers were concerned that residents were not aware of the services that could be provided by the adults social service. Efforts were being made to redress this by exploring how the public could be better informed of this service, which included simplifying the technical terminology associated with it and ensured services were more accessible.
  • The Council had conducted ‘deep dive’ one on one interviews and focus groups with multi-agency staff within North Tottenham.
  • For the programme to succeed, it was accepted that there would need to be a structural change in how the multi-agencies operated together.
  • There was to be a more efficient joined-up governance of strategy and spend with the Council and NHS, so that they were jointly deploying available resources to achieve the most impact.
  • The Assistant Director of Commissioning informed that there had been a productive workshop with all partners represented at the Board regarding how the locality-based care in North Tottenham could be developed. There was a great deal of enthusiasm at the community level for this approach to locality-based care but it was important to get the balance right with making sure the governance structure worked and provided the right results.
  • Housing had been a proactive partner in workshops held by the Council, and it was noted Homes for Haringey managed approximately 5,000 tenancies and had developed wellbeing hubs. It was important that such initiatives and projects undertaken (which might previously have not been known to fellow organisations) were publicised to ensure their impact was widespread. This highlighted the need to join up resources to ensure there was no overlap between services and that available resources were being utilised to their fullest potential.  


The Chair next invited questions and comments from the Board members. The following was noted:

  • The Cabinet Member for Children, Education and Schools suggested changing at page 37 “Co-ordinate children’s services” to “Services for Children” as the former could be misconstrued to mean just the Council children’s services whereas this  ...  view the full minutes text for item 44.


People Priority update

Presentation at the meeting.


The Director of Adults and Health introduced this presentation on the Borough Plan – People Priority. The Board was informed the locality-based care plan discussed in the previous item and the Borough Plan complemented one another with many of the key principles that underpinned the Borough Plan linking with the strategic outcome sought from the locality-based care in North Tottenham. For example, a key principle of the borough plan was addressing fairness and inequalities to reduce the gap in outcomes for different residents and it was noted North Tottenham had been specifically chosen for the locality-based care due to the significant inequalities within that area. 

The following was highlighted to the Board:

  • The purpose of the locality-based care plan for North Tottenham was for this to form a prototype locality-based care approach that could be applied across the borough.
  • There had been work done on Key Performance Indicators (KPIs) and outcomes that the Council and its partners would like to be achieved from the Borough Plan.
  • There had been a partnership workshop in early January 2019. The Council had taken into account feedback provided on the need for more of a partnership based focus in outcomes identified, not just statutory KPIS. The Council needed to engage and listen more to children and residents.
  • The Council needed to be clear what was Council led initiatives and initiatives that were jointly led with partners.


The Cabinet Member for Children, Education and Families welcomed the report and the proposed governance structure. It was useful to have a clear distinction between what was Council led and what was to be jointly led. The Cabinet Member highlighted the Youth at Risk Strategy as demonstrating how valuable collaboration with partners was in achieving the best outcomes achievable. 



Integrated care systems :the NHS long term plan

Report to be tabled


The Chief Officer for Haringey Clinical Commissioning Group (CCG) introduced the presentation on the NHS Long-Term plan. The Board were informed of the background to the plan and an overview of its contents.

The following was highlighted to the Board:

  • The CCG was still processing the information contained within the NHS Long-Term Plan.
  • There was an emphasis on prevention and reducing health inequalities.
  • There was an emphasis on saving on costs. This included preventing duplication and working at scale to utilise and make better use of available resources.  
  • As a borough, the CCG was satisfied that Haringey had already been practicing a large volume of the work proposed within the NHS Long-Term Plan, such as a focus on prevention. There was no major surprises contained within the Plan.
  • Ambulance services were beginning to deliver a wider range of services to prevent the level of hospital admissions, where possible.
  • There needed to be a fully integrated care system in operation by 2021, with a non-executive independent chair. There had been a great deal of work between all partners on how to integrate existing services and this would continue.


The Chair next invited questions and comments from the Board members. The following was noted:


  • There was a lack of detail surrounding workforce arrangements. It was again raised that the Board could play a key role in removing barriers to ensure an efficient integrated system.
  • It was felt the NHS Long-Term Plan had a degree of flexibility for CCG’s to apply.
  • The Plan needed to be effectively communicated with the public so that they were aware of the direction services would be taking. If there was to be a change in how services were operated, then this needed to be relayed to the public so that their expectations of the proposed integrated system were managed before it became fully operational. The Board encouraged dialogue with the public.
  • The Board considered resources to be a key issue moving into an integrated system and ensuring that frontline staff had all they required to carry out their duties.
  • Ensuring that the budget was appropriately managed would be a key focus in enacting the NHS Long-Term Plan to ensure no money was wasted.
  • The Board questioned how the ICS might be developed and what role the local authority would play in its creation. The Chief Officer of the CCG confirmed there would be active engagement with all partners represented at the Board, including the local authority, otherwise the integrated system would fail.
  • The Board considered it appropriate to invite a member of the mental health trust to future meetings, given the topics covered would inevitably affect mental health issues (Action: Clerk).



Minutes pdf icon PDF 302 KB

To consider and agree the minutes of the meeting of the Board held on 24 July 2018.



The minutes of the 24th July 2018 Health and Wellbeing Board meeting was approved as a correct record.


New items of urgent business

To consider any new items of urgent business admitted at item 4 above.




Future agenda items and dates of future meetings

Members of the Board are invited to suggest future agenda items.


The dates of future meetings are as follows:




22nd May 2019 – 2pm

17th July 2019 – 2pm

30th October 2019 – 2pm

12th February 2020 – 2pm