Agenda and minutes

To receive any apologies for absence.

Apologies for absence were received from the following:

Chief Superintendent Dave Grant

Maria Kane                                                   

Councillor Claire Kober

Joanne McCartney

The Chair will consider the admission of any items of Urgent Business. (Late items of Urgent Business will be considered under the agenda item where they appear. New items of Urgent Business will be considered under Item 12 below). 

No items of Urgent Business were raised.

Members of the HSP should declare any personal/and or prejudicial interests with respect to agenda items and must not take part in any decision required with respect to those items.

No declarations of interest were made.

To confirm the minutes of the meeting held on 21 January 2010 as a correct record.

RESOLVED:

That the minutes of the meeting held on 21 January 2010 be confirmed as a correct record.

A presentation will be given.

A presentation was given looking at the Public Service offer in Haringey and the benefits of moving towards a ‘Total Place’ approach in terms of how the organisations included within the Partnership managed their assets.

Following the presentation the Board discussed the issues raised and it was noted that in addition to using the information gathered by IT systems such as Mosaic it was also essential to look at how services were accessed in reality. Local Ward Councillors and other community leaders, who had a good understanding of how services were accessed, would need to be involved if a Total Place approach was adopted.

The Board was advised that the scenarios provided within the presentation formed part of a desktop exercise to demonstrate how Mosaic could assist in mapping the services against the demographics of the Borough. It was recognised that if this piece of work was being carried out for the purposes of planning services there would need to be significant engagement with stakeholders. 

It was recognised that in order to tackle the restraints that would be placed on resources Public Sector organisations would need to work together more closely in planning and delivering services. It was contended that the overview of the Borough provided by Mosaic would form a useful tool in achieving this.

It was noted that NHS Haringey were using a similar system as part of phase two of the Joint Strategic Needs Assessment (JNSA). The ability to map the social economic composition of the Borough provided a useful additional ‘layer’ of intelligence and helped in the targeting of messages with respect to public health. 

The Board discussed the Total Place approach and it was noted that the future financial constraints that would be placed upon the Public Sector, balanced against the need to deliver high quality services, necessitated a more integrated approach. The HSP Performance Management Group (PMG) had used its last two sessions to consider how the partnership could achieve this and there had been agreement that developing a joint approach to asset management should be a key priority for the Partnership.

In response to concerns around the impact that this may have upon the Voluntary and Community Sector (VCS) the Board was advised that part of the work being proposed would look any areas of duplication. Therefore where this occurred, regardless of the organisation, there would need to be rationalisation.

The Council’s Chief Executive noted that there would need to be discussion with the new administration following the local elections in May as to the approac

A presentation will be given.

This item was deferred until the next meeting.

The Board received a report that proposed changes to the roles of the HSP and the HSP Performance Management Group (PMG).

At the Boards previous meeting it had been agreed that proposals should be formed with respect to revising the structure of the HSP with a view to the HSP becoming more strategic and policy focussed. This included the establishment of a Standing Leadership Conference (SLC) which would replace the HSP.

Other changes to the structure of the Partnership included the creation of an Executive body, which would replace the existing HSP PMG; this would be able to shape and direct resources and commission evidence based strategies that reflected the Partnership’s aspirations for the Borough.

The Board discussed the proposals and concern was raised with respect to the creation of a Business Group and it was contended that this would form an additional layer in terms of process that was not required. The Board was advised that the Business Group look at performance and engagement issues in more depth and act as a filter for the HSP Executive. This would allow the Executive to concentrate on more strategic issues.

It was noted that establishment of the Business Group was not intended to circumvent the Theme Boards or alter their role. It was acknowledged that the relationship between the Theme Board Chairs and the existing HSP PMG was not strong enough and there was agreement that better links were required.

It was clarified that under the current legislation Local Strategic Partnerships had no decision making powers; there was a reliance on consensus and each partner implementing the decisions made by the LSP within their organisation. Therefore the creation of an Executive did not remove any decision making powers from the LSP. The proposed structure was intended to enable the LSP to make better use of its time and the expertise of partners by allowing it look at strategic issues and to build consensus around these.

The proposals recognised that the structure of the Partnership had not always been conducive to maximising the potential of people involved. The establishment of the HSP Executive and Business Group would allow the SLC to focus on local needs and how these should be addressed by the Partnership.

There was a general consensus that, as their attendance was poor, the following places on the SLC should be deleted:

• Local MP’s x2
• Local Greater London Authority Representative x1

With regard to the membership of the SLC it was also noted that although the New Deal for Communities (NDC) would not exists in its present form after ? the Board of Trustees would still be in place and should be represented on the SLC.

After further discussion there was a general consensus that, subject to the points above being addressed, there was agreement that the proposals put forward should be implemented as set out in the report.

RESOLVED:

That the proposed Terms of Reference be agreed and these should come into effect as of 1 April 2010.  

The Board considered a report that set out proposals for revising the approach to performance management for the HSP.

The new arrangements were intended to set out more clearly roles and responsibilities to ensure accountability throughout the Partnership. The establishment of the HSP Business Group was integral to the new arrangements and would be responsible for routine performance monitoring. It would also look at performance in a more analytical way and

The Board received

The Board received a report

The Board

To consider any new items of Urgent Business admitted under Item 2 above.

No items of Urgent Business were admitted.

To raise any items of AOB.

No items of AOB were raised.

The confirmed dates of future HSP and Theme Board meetings will be circulated at the meeting (following confirmation by Council on 22 March).  

The dates of future meetings, as set out below, were noted.