Agenda item

This report delivered a strategic overview of collaborative commissioning efforts across North Central London (NCL) and Pan-London, with a particular emphasis on market management and placement sufficiency.

It highlighted key developments, emerging opportunities, and Haringey’s active role in regional initiatives aimed at improving outcomes for children in care and those with complex needs. Local authorities across London had faced mounting challenges due to rising demand, limited-service provision, and increasing costs. In response, both the NCL sub-region and the Pan-London network, coordinated through the London Innovation and Improvement Alliance (LIIA), led joint commissioning efforts to enhance placement availability, quality, and cost-effectiveness. Haringey had played a significant part in shaping and implementing these initiatives.

-       Concerns had been raised about the sudden surge in interest from individuals wanting to open children's homes in Harringay. It was stated that while there was enough residential capacity for children in need, the units were located in the wrong areas—primarily in the North, where property was cheaper—while most children requiring care were based in the South. This mismatch meant children had to be transported long distances. It was suggested that planning approvals should be restricted in the North and encouraged in the South to better align supply with demand. There was also a risk of oversaturating certain areas with residential units, potentially attracting the wrong individuals and creating unsafe environments. Efforts were being made to build early relationships with providers, ensure quality care, and negotiate placements for local children. Small, well-managed homes were seen as beneficial. The team emphasised the importance of supporting registered managers to deliver high-quality, non-exploitative services.

-       Questions had been raised about the rationale behind opening multiple four-bedded children's homes. Some wondered whether this approach was cost-effective or aligned with best practice, especially given the operational demands—each home required senior staff, strategic oversight, and substantial social work input. It was acknowledged that this was an important issue when placing young people in care, many of whom had experienced trauma. Matching residents carefully was essential to avoid overcrowding and conflicting needs. Smaller homes were considered a sensible strategy to better meet individual needs and prevent those needs from being overlooked in larger settings.

-       Concerns were raised about whether current initiatives—particularly those outlined in section 6.1.3—were sufficient to meet the needs of highly vulnerable children, especially those with complex mental health issues. It was acknowledged that these efforts were likely just a starting point, with only a small number of placements available, such as two beds for young people ready for hospital discharge. While this marked progress, it was clear that further development and collaboration across boroughs were needed. Health services had been actively involved, particularly in discussions around joint funding packages. Variations in contributions from different local authorities highlighted the need for a consistent protocol to ensure equitable funding. Ongoing meetings with health partners, including those related to ICB mergers and the North London Foundation Trust, were seen as a positive step toward integrated support.

RESOLVED:

Recommendations

3.1. That Members noted the contents of the report.

Reasons for decision

4.1 This report was for information only.

Alternative options considered

N/A