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Enfield Consumers of Care and Health Organisation (ECCHO) Board Meeting Community Interest Company no. 8484607 (ECCHO carries out the statutory duties of Healthwatch Enfield (EHW) and all items on this agenda relate to Healthwatch Enfield) Agenda Meeting no. 19: Thursday 15th September 2016 at 11.00am, to be held in public Location: Room 15, Community House, 311 Fore Street, Edmonton N9

0PZ MINUTES

1. Minutes of June’s Board meeting 2. Action points from previous meetings

PUBLIC QUESTIONS

3. Any questions from the public about items on the agenda for this meeting

ITEMS FOR DECISION

4. Appointment of an auditor

5. Review of Risk Management policy

6. Review of Risk Register

7. Review of lone worker policy

8. Defining position on conflict of interest

ITEMS FOR INPUT FROM THE BOARD

UPDATES AND OTHER ITEMS FOR INFORMATION

9. Chief Executive’s report

10. Finance report

11. Healthwatch Enfield’s Mental Health report update

12. Annual conference update - to be tabled at the meeting

13. Update on Key Issues from Engagement and Signposting Work

14. Update on communications and events activity

15. Update on volunteers, Enter & View and community engagement

16. Meetings Attended on behalf of Healthwatch Enfield (April 2016)

17. AOB CLOSE

Board Meeting: Minutes, 16th June 2016 Meeting no. 19: Thursday 16th June 2016 at 11:00am (held in Room 15, Community House, 311 Fore Street, London N9 0PZ) Healthwatch Enfield (EHW) is run by Enfield Consumers of Care and Health Organisation Community Interest Company (ECCHO) Present: Deborah Fowler, Chair Parin Bahl John James, Treasurer Audrey Lucas Noelle Skivington In attendance: Patricia Mecinska, Chief Executive MINUTES AND UPDATES

1. Welcome and apologies Deborah, as the Chair, opened the meeting and welcomed the Board members and Chief Executive. All Board Members were present so there were no apologies.

2. Minutes of Last Meeting Agreed as an accurate record. John provided clarification on the matter arising on an apparent underspend against governance costs, which had arisen as the result of allocating the National Insurance component against a different account. The issue has been addressed for the financial year 2016/2017.

3. Action Points from last meeting

The Board reviewed actions points and agreed:

§ Item 2 Meet with Cllr Ayfer Orhan re her role as Governor of Royal Free London NHS Foundation Trust is to be arranged by December 2016

§ Item 6 To develop an influencing strategy is to be re-classified as an ongoing work stream without a set deadline

§ Item 7 Review notes of the London Ambulance Service to consider sharing their template should be removed from the action list as no longer relevant

§ That deadline for completing work associated with Item 10 ‘Draft an outline approach to reviewing Healthwatch Enfield’s quality policy’ is to be moved to December, 15th 2016

§ Item 12 Discuss and ensure a systematic approach to prioritising follow-up work will be progressed and may take the form of developing and implementing principles which inform the approach to prioritising smaller pieces of work

§ That item 13 Clarify number of residents supported with regard to group engagement should be removed from the action list

§ That item 16 Liaise with staff on data presentation should be removed from the action list as no longer relevant

4. Questions from the Public

There were no questions from the public. ITEMS FOR DECISION The Board thanked the Chief Executive and Healhwatch Enfield’s team for a very clear set of Board papers.

5. Healthwarch Enfield’s Annual Conference The Board agreed recommendations outlined within the paper proposing: (1) that the Healthwatch Enfield Annual Conference takes place on October, 13th

2016 (2) to host Healthwatch Enfield’s annual conference at Green Towers Community

Centre as a cost effective solution, other venues having proved too expensive in their catering costs

(3) that the conference’s theme will be; Patients’ participation: making it meaningful

The structure of the day was agreed in principle however the Board requested that Healthwatch Enfield’s team consider: (1) identifying means to involve local hospital trusts on the day (2) creative approaches to facilitating workshop sessions To ensure accessibility, the team is also to investigate options for digital dictation. The Board noted that the focus in October would be on patients and therefore ‘health’ and did not include social care. The Board agreed that Social Care will form the theme of Healthwatch Enfield’s subsequent ‘public’ event, likely to be early in 2017.

6. Approval of draft Audited Accounts The Board approved the draft Audited Accounts and the Letter of Representation; both documents were signed by the Chair. The Board thanked Michelle Malwah for her bookkeeping that had contributed to the timely conclusion of the accounts.

Healthwatch Enfield’s Annual Report is currently being finalised and will be available by June, 30th 2016. Patricia thanked Deborah for Deborah’s support with finalising the content.

7. Finance report The Board agreed recommendations outlined within the paper proposing to introduce: (1) cost-centre accounting to enable Healthwatch Enfield to more closely monitor

expenditure against activities and to better ascertain unit costs across functions;

(2) Full Cost Recovery, in principle, to ensure that all costs are allocated against appropriate activities, as far as reasonably possible.

The Board noted the Income and Expenditure summary.

8. Enter & View, Volunteers & community engagement update The Board welcomed and reviewed the report. Consideration was given to the recommendation: (1) that Healthwatch Enfield no longer run generic “pop-up” stalls in supermarkets,

libraries and at the various summer festivals held in Enfield as these are considered to be: a. resource-heavy and time consuming b. of questionable benefit to the public and Healthwatch Enfield

The Board recognised that whilst it had not been possible to collect useful feedback from all pop-up stalls, very often good feedback had been collected from some. Even where there was limited feedback, the stalls did serve the purpose of making people aware about the role of Healthwatch. There were lessons to be learnt from sites that were successful and others that were not; it was agreed that there was no need to re-visit unsuccessful sites. The Board queried whether Healthwatch Enfield might adopt the approach of some other Healthwatch, which was to have pop-up stalls in a wide range of locations but with a clear theme to the stall, with a large back-drop clearly displaying a topical question on which they collected feedback. The question could attract people with an interest in that issue. Utilising lessons learnt, the Board decided to continue with a programme of “pop-up” stalls as part of raising awareness about Healthwatch Enfield whilst also strengthening our evidence base and reaching a broad range of people who may be less often found in health or care settings. Previous experience should be reviewed so that places with poor footfall were not revisited. The Board asked that consideration be given to having the pop-up stalls themselves more targeted, rather than the locations. ACTION: Patricia to consider with staff ways to ensure that “pop-up” stalls can generate useful feedback, that locations to date are mapped, and a programme of future stalls prepared.

9. Reporting arrangements and frequency of Board meetings

The Board agreed to pilot the recommendation outlined within the paper that proposed: (1) to move to quarterly reporting on Healthwatch Enfield’s performance against

activities, priority areas and finance, and also to hold Board meetings quarterly. The next Board meeting will take place on September, 15th 2016, as per the current schedule, prior to moving to quarterly meeting frequency for the formal Board meetings. The Board requested that informal meetings are introduced with the new quarterly meeting arrangements. The Board will be expecting the Chief Executive to provide a brief summary of relevant matters alongside providing Directors with the opportunity to helpfully challenge and support the Healthwatch Enfield’s team. ACTION: Dates for the formal Board meetings to be identified for 2017 ACTION: Dates for informal Board meetings to be identified

ITEMS FOR INPUT FROM THE BOARD

10. Healthwatch Enfield and Sustainability and Transformation Plans The Board welcomed and considered the paper. The Board questioned the need to establish a Special Purpose Vehicle however acknowledged the need to consider approaches to joint-working. It was agreed that Healthwatch Enfield will commit Chief Executive’s (and Chair’s) time to developing means of working together more closely across North Central London. The Board asked the Chief Executive to keep the Directors informed of any developments.

UPDATES AND OTHER ITEMS FOR INFORMATION

11. Chief Executive’s report The Board welcomed and reviewed the report. The Board observed that the requirement on NHS commissioners to advertise contracts publicly has been in place already however the threshold has been raised. Following a discussion about writing a joint letter (from Healthwatch Enfield, Healthwatch Barnet and Healthwatch Camden) to RFL, and the delays caused by trying to do things together, it was agreed that John, supported by Parin, will draft a document. The letter would be sent by Healthwatch Enfield and copied to the other local Healthwatch. ACTION: John to send a draft letter to Parin and Patricia.

In connection with resources sought to undertake website development work, the Board agreed: (1) that Patricia should further explore the opportunity and submit a funding

application subject to understanding ongoing maintenance costs and their impact on Healthwatch Enfield’s resources.

12. Implementing the strategic plan including RACI Matrix The Board welcomed and reviewed the report showing the organisation’s Strategic Objectives broken down by who was Responsible, Accountable, Consulted and Informed (RACI) for each component. The Board acknowledged the document’s clarity re individuals’ roles and its connection to the overall strategy. The Board was assured that completion dates, timescales and Key Performance Indicators are contained within staff work plans. The Chief Executive will routinely report to the Board if dates or targets are missed or likely to be missed.

13. Update on Key Issues from Engagement and Signposting Work

The Board reviewed the report and noted that data for month 1 is low relative to the same period the previous year and to the average for the previous year.

14. Update on communications and events activity

The Board welcomed and reviewed the report.

15. Meetings Attended on behalf of Healthwatch Enfield (April 2016) The Board welcomed and reviewed the report.

16. Any Other Business Deborah advised the Board that Patricia and Deborah attended Healthwatch England’s annual conference. Potential areas of interest arising from the event may include: (1) A structured way of using volunteers to review the effectiveness of public

consultations undertaken by statutory bodies (2) Working with universities on research projects (3) Using students for placements and targeting students as volunteers to be

‘Community Researchers’. Parin suggested that Patricia considers the National College for Digital Skills , which is being launched in Tottenham in September 2016. Feedback from the public suggests that the new system for booking blood tests at Chase Farm is working well. ACTION: Deborah to email the Royal Free London NHS Foundation Trust to welcome this positive feedback. John reported that he will be attending the North Middlesex University NHS Trust’s Annual General Meeting on June 30th. John also pointed out an event that the Trust is planning for July 1st around patients’ experience, which may be of interest to volunteers.

Board meeting Healthwatch Enfield (run by Enfield Consumers of Care and Health Organisation) Agenda item 2 – September 2016 Action points

Meeting date Item no. Action Who By when Status

14/04/2016

2 Meet with Cllr Ayfer Orhan PM / DF / NS

December 2016 On track

14/04/2016

6 To consider developing influencing strategy PM / DF Ongoing Ongoing

14/04/2016

6 Formal review of the risk register PM 15/09/2016 Completed

14/04/2016 7

Enter and View project group to consider tools for undertaking less resource-intensive, targeted engagement work with the target population

PM / LW 15/09/2016 Ongoing

14/04/2016

10 Draft an outline approach to reviewing Healthwatch Enfield’s quality PM 15/12/2016 On track

14/04/2016

12 Discuss and ensure a systematic approach to prioritising follow-up work PM Ongoing

16/06/2016

5 To identify means to involve local hospital trusts on the day PM Completed

16/06/2016

5 To consider creative approaches to facilitating workshop sessions PM On track

16/06/2016

5 To investigate options for digital dictation MM 15/09/2016 Completed

16/06/2016 8 To consider with staff ways to ensure that “pop-up” stalls can generate useful feedback, that locations to date are mapped, and a programme of future stalls prepared.

PM 15/09/2016

Board meeting Healthwatch Enfield (run by Enfield Consumers of Care and Health Organisation) Agenda item 2 – September 2016 Action points

Meeting date Item no. Action Who By when Status

16/06/2016

9 To identify dates for the formal Board meetings MM 15/09/2016 Completed

16/06/2016

9 To identify dates for the informal Board meetings MM 15/09/2016 Completed

16/06/2016

11 To draft a letter to the Royal Free London NHS Foundation Trust JJ / PB

16/06/2016 16 To email the Royal Free London NHS Foundation Trust to welcome the positive feedback on blood tests booking system DF Completed

PM – Patricia Mecinska, Chief Executive PB – Parin Bahl, Board member DF – Deborah Fowler, Chair LW – Lucy Whitman, Healthwatch Enfield staff member JJ – John James, Treasurer EF – Emma Fridden, Healthwatch Enfield staff member NS – Noelle Skivington, Board member MM – Michelle Malwah, Healthwatch Enfield staff member AL – Audrey Lucas, Board member JL – Joe Lee, Healthwatch Enfield staff member

Board Report Title Appointment of an auditor

Date and Agenda Item 15th September 2016, Agenda Item 4

Author Patricia Mecinska

Purpose (for information, decision or consultation) For decision

Key Recommendations (where applicable) To agree the appointment of Anthony Joseph & Co. Limited as Healthwatch Enfield auditors for the coming year

Attachments None

Anthony Joseph & Co. Limited of Business & Technology Centre, Bessemer Drive, Stevenage, Herts, SG1 2DX have been appointed to undertake the statutory independent audit of Healthwatch Enfield since the organisation was first registered. Our accounts for 2015-16 have been approved by the Board in June 2016 as no amendments were deemed to be necessary. To date, the service provided by our auditors has been excellent and their costs extremely competitive. Anthony Joseph and Co estimated audit fee for 2016/2017 is £1,680 including VAT, which constitutes no increase on the previous year’s charge. The Board are asked to agree:

(1) to re-appoint Anthony Joseph & Co. Limited as Healthwatch Enfield auditors for the coming year

Policies and procedures

Risk Management Policy

1. Policy Statement

Healthwatch Enfield recognises that risk is an inherent part of being in operation, and that the elimination of risk is neither a realistic nor a realisable aim. However, risk needs to be managed and the Organisation needs to avoid exposure to risks that can hinder its success. The Board will decide the Organisation’s attitude to risk appetite, bearing in mind that Healthwatch Enfield has a statutory purpose and responsibilities and is funded through the public purse. This policy explains Healthwatch Enfield’s approach to: risk management (including information risk management) the definition of risk and how it is assessed It documents the roles and responsibilities of the Board and Chief Executive and also outlines the risk management controlsd, and identifies the reporting procedures.

2. Definition of risk

Risk is the uncertainty surrounding events and their outcomes that may have a significant effect on Healthwatch Enfield's activities. All Healthwatch Enfield's activities carry some risk arising either from potential threats or the non-realisation of opportunities which may harm, prevent, hinder or interfere with the achievement of business objectives. We define risk as the threat or probability of damage, loss, liability, harm, injury or other negative occurrence, caused by external or internal vulnerabilities. Risk assessment is a qualitative or quantitative evaluation of the nature and magnitude of risk to Healthwatch Enfield’s objectives. The evaluation is based upon known or theoretical vulnerabilities and threats, as well as the likelihood of the threats being realized and the potential impact on Healthwatch Enfield. Risk management is the process of evaluating and responding to risks to Healthwatch Enfield's undertakings for the purpose of reducing those risks to acceptable levels. Risk management is inclusive of the risk assessment process, and uses the results of risk assessments to make decisions on the acceptance of risks or on taking action to reduce those risks.

3. Risk assessments

Healthwatch Enfield considers financial, strategic and operational risks and undertakes risk assessments for: any new activities or projects to be delivered by Healthwatch Enfield

or in partnership with other organisations all community engagement activities all events organised by or attended by Healthwatch Enfield staff,

volunteers and the Board

4. Approach to risk management

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HW E Risk management policy- Reviewed September 2015 due for review September 2016 Page 2

Risk can be minimised and may be neutralized or mitigated through pre-emptive action. We need to fully understand the specific risks we are exposed to, how they interact and the choices we face in order to manage them appropriately. Risk management is central to the strategic management of Healthwatch Enfield. It provides a systematic process for identifying risks attached to new and current business activities. This process involves the categorisation and evaluation of each risk and the application of management controls to mitigate the risk based on a judgement of the likely impact if no action is taken combined with an assessment of the likelihood of the risk re-occurring. As a small organisation, day-to-day risk issues are likely to be addressed in a relatively informal manner. However, weHealthwatch Enfield documents all risks where possible, as part of our its business planning process linked to a risk register. This helps to focus decision-making and demonstrate that the Chief Executive (CE) and the Board have approached risk management with the necessary care and diligence. We take financial, operational and strategic risks into account, and consider physical and reputational risks.

As part of its risk management approach, Healthwatch Enfield has the following risk control processes in place: • The CEChief Executive prepares financial reports for each Board meeting to ensure access to financial information in good time to make sound financial decisions and to identify and manage any risks to the achievement of financial and strategic objectives. • Business and strategic planning processes including preparing annual budgets, financial forecasts, and action plans with built in measureable objectives • Careful staff recruitment, training and individual performance appraisal and monitoring systems • Clearly defined roles, responsibilities and reporting mechanisms with responsibilities for specific risks assigned to named individuals • There is a formal consideration of the risks and any their implication in any new initiatives • We have policies dealing with Safeguarding and Child Protection, Health and Safety and Financial procedures • The Board annually identifies key risks that might impact on our ability to meet our objectives. • On-going reports to the Board explain the risks associated with each project objective as and when necessary • We maintain insurance cover for all risks where that is an appropriate method of ultimate mitigation or management of those risks. We will always try to do what we can to avoid ever having to make a claim on any insurance policy.

5. Risk reporting

All instances of risks are reported to the Chief Executive and escalated to the Board for risks exceeding medium tolerance level.






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6. Risk register The principle document facilitating the identification, recording and assessment of risks is the Risk Register, which details all significant risks that threaten Healthwatch Enfield. The Risk Register is reviewed by the Board on a regular basis; at least annually or each time new activities are considered.

Healthwatch Enfield’s Risk Register contains the following categories of information: • A description of the main risks facing the Organisation and their potential impact • The level of risk (high/medium/low) based on an assessment of the likelihood of the occurrence and the severity of the impact • A summary of the mitigating actions (that can be taken in advance to reduce the probability and/or impact of the event) and risk management - the planned response should the event occur • The person(s) responsible for monitoring and managing identified risk • A target date by which time any mitigating actions must be identified or taken, where relevant

7. Responsibilities

The Board is ultimately responsible for identifying and managing risks, in particular financial risks, so that Healthwatch Enfield maintains financial viability for the foreseeable future. Chief Executive has day-to-day responsibility for the identification and management of risks that threaten the achievement of Healthwatch Enfield’s business objectives; the post holder implements policies to support the process of internal control. The Board and Chief Executive decide how to manage medium to high level risks.

8. Information Risk Management Information risk relates to the loss, misuse or unauthorised disclosure, of sensitive personal data or confidential information that may cause damage or distress to any individual, threaten Healthwatch Enfield's business or damage its reputation. To support information risk management Healthwatch Enfield has established policies and procedures including information security, data protection and confidentiality.

As a small organisation, day-to-day risk issues are likely to be addressed in a relatively informal manner. However, we document risks where possible, as part of our business planning process linked to a risk register. This helps to focus decision-making and demonstrate that the Chief Executive (CE) and Board have approached risk management with the necessary care and diligence. We take financial,















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operational and strategic risks into account, and consider physical and reputational risks. The Board is responsible for identifying and managing risks, in particular financial risks, so that we maintain financial viability for the foreseeable future. The risk register will be reviewed by the Board on a regular basis. We will undertake a full review of the risk register annually in April and this will be an agenda item for the following Board meeting. The risk register will contain the following categories of information: • A description of the main risks facing the Organisation and their potential impact • The level of risk (high/medium/low) based on an assessment of the likelihood of the occurrence and the severity of the impact • A summary of the mitigating actions (that can be taken in advance to reduce the probability and/or impact of the event) and risk management - the planned response should the event occur • The person(s) responsible for monitoring and managing identified risk • A target date by which time any mitigating actions must be identified or taken, where relevant Board members need to be aware of the main organisational risks and contribute to monitoring the development of these risks and seek reassurance that the risks are being managed in an appropriate way by the management team. The CE or any Board member can propose new risk items and staff members are encouraged to let the CE know of anything they consider a risk to the organisation. The CE is the de facto chief risk officer, and seeks to encourage an appropriate sense of risk consciousness at all levels of the organisation. General Risk Control Mechanisms Healthwatch Enfield has the following risk control processes in place: • The CE prepares financial reports for each Board meeting to ensure access to financial information in good time to make sound financial decisions and to identify and manage any risks to the achievement of financial and strategic objectives. • Business and strategic planning processes including preparing annual budgets, financial forecasts, and action plans with built in measureable objectives • Careful staff recruitment, training and individual performance appraisal and monitoring systems • Clearly defined roles, responsibilities and reporting mechanisms with responsibilities for specific risks assigned to named individuals • There is a formal consideration of the risks and any implication in any new initiatives • We have policies dealing with Safeguarding and Child Protection, Health and Safety and Financial procedures • The Board annually identifies key risks that might impact on our ability to meet our objectives. • On-going reports to the Board explain the risks associated with each project objective as and when necessary • We maintain insurance cover for all risks where that is an appropriate method of ultimate mitigation or management of those risks. We will always try to do what we can to avoid ever having to make a claim on any insurance policy.


To create our Risk Register we assess the risks to our organisation from recognised risks in the sector and make plans to manage all medium and high level risks and monitor all low level ones. Risk Assessment Risks are broken down into financial risks, strategic risks and operational risks. We aim to understand how these risks interact with each other, how they impact on our organisation and how their combined effect may impact on our operations. Risk Assessment Methodology: • The Board considers each of the identified risks and assess whether the issue poses a risk to the organisation. We focus on realistic risks and on the underlying generic risk, rather than the particular form that risk might take. For example, ‘inability to access our premises’ would be the generic risk, whether the root cause was flooding or power outage. • If there is a risk, the board / CE should assess the level of risk as high, medium or low. This is done regularly based on the knowledge of the Organisation and the sector. Additionally, a risk scoring register is being used, to capture risk in a considered way in order to inform strategic priorities: The scoring method will capture both Impact and Probability. • The Chair will review the risk register at least annually. The Board and CE decide how to manage medium to high level risks.

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Risk Register is Healthwatch Enfield’s principle document facilitating the identification, recording and assessment of risks detailing all significant risks that threaten Healthwatch Enfield. KEY L – Likelihood =the chance that the risk may occur, with 1= remote 5= highly probable I – Impact = the impact or effect that will result if the risk occurs, with 1= insignificant 5= extreme / catastrophic Score: Likelihood X Impact All risks scores within this register have been RAG-rated, as per the following: Red - major or extreme/catastrophic risks Amber - moderate or major risks Blue or green - minor or insignificant risks

Impa

ct

Extreme / catastrophic 5 5 10 15 20 25 Major 4 4 8 12 16 20 Moderate 3 3 6 9 12 15 Minor 2 2 4 6 8 10 Insignificant 1 1 2 3 4 5

1 2 3 4 5 Remote Unlikely Possible Probable Highly probable

Likelihood Key Risk L I Score Control measures Steps to mitigate risk Date

1. Governance risk

1.1 Lack of Board members with the relevant skills/insufficient Board members

1 3 3

Stringent Board recruitment procedures are in place

Annual review of Board knowledge, skills and experience is carried out to inform recruitment approach

Board members have an agreed notice period to enable recruitment and handover

Ongoing process for Board members recruitment is in place

Healthwatch Enfield has a comprehensive induction process for new Board members

Board training programme is available

September 2017


Risk Register 2016/2017

Page | 2

Key Risk L I Score Control measures Steps to mitigate risk Date

1.2 Lack of strategy or forward planning 1 4 4

Strategic plan and strategic approach in place and agreed by the Board

Chief Executive and Chair meet on a regular basis to consider strategy and forward planning

Annual review of the strategy is undertaken to ensure the document is relevant and responsive to the changes in health and social care landscape

September 2017

1.3 Failure to comply with agreed policies 1 3 3

Policy implementation and adherence monitored by Chief Executive and Chair of the Board

Staff, volunteers and the Board receive a comprehensive induction to Healthwatch Enfield, which includes familiarisation with policies

Whistleblowing Policy is in place

Ongoing

1.4 Substandard reporting to the Board (accuracy, timeliness and relevance)

2 4 8

Regular Board meetings arranged

The Board agree agenda items for each financial year

Chief Executive and the team undertake annual review of the content for Board reporting

Content of all reports is reviewed by Chief Executive

The Board provide open feedback and challenges on papers presented to ensure the information within is accurate, timely and relevant

Ongoing

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1.5 External perception that Healthwatch is not having an impact

2 4 8

Public and stakeholders shape Healthwatch Enfield’s priorities

The Board decides on commitment of resources taking into account likelihood of impact

Healthwatch Enfield to consider and define its intended impact as part of strategic planning

Healthwatch Enfield to define and distribute its qualitative and quantitative impact measures to stakeholders

Healthwatch Enfield to produce an annual ‘Value we bring’ document to articulate our impact better

March 2017

2. Operational risk

2.1 Contract - liabilities for non-performance

1 5 5

Organisational Key Performance Indicators (KPIs) are aligned with contractual performance requirements

Any variation in performance is considered and discussed with commissioners

Healthwatch Enfield submits accurate monitoring and performance data

September 2017

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2.2 Decline in customer satisfaction 1 4 4

Communications Strategy is in place

Customer Charter is in place Complaints procedure is in

place and accessible to the public on our website

Healthwatch Enfield will communicate its Customer Charter to the public

Customer Charter commitments are implemented at all times

System for learning from complaints is in place and utilised to inform future approaches to providing great customer care

September 2017

2.3 Reputational risk- media misrepresentation 3 4 12

Communications Strategy in place advising staff how to communicate with the media.

All public communication is reviewed and signed off by Chief Executive

The Board sign-off content where Healthwatch Enfield’s publicity is deemed to cause issues or controversy

Healthwatch Enfield is clear about the remit of its scope, roles and responsibilities

Ongoing

2.4 Employment issues

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2.4.1 Health and Safety issues (accidents) 1 3 3

Health and Safety policy in place

Accident log and first aid kit are available at all times

Availability of trained First Aiders

Workstation assessments carried out for all staff

Building / venue risk assessments carried out and reviewed on a regular basis

Annual Health and Safety training programme is in place

System for reporting incidents and near misses is in place

September 2017

2.4.2 Loss of staff capacity (illness etc.) 2 3 6

Staff job descriptions are flexible enough to allow for cover

Availability of funding to employ temporary help

Numerous staff members have been trained to deliver core functions of Healthwatch Enfield

Healthwatch Enfield fosters a culture in which staff are flexible and willing to pick up additional tasks

Healthwatch Enfield offers flexible working arrangements to preserve staff wellbeing and to prevent long-term absence

Ongoing

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2.4.3 Loss of experienced staff 1 4 4

Staff have regular supervision meetings to ascertain any issues they may have

Clear outline of what is expected if leaving the organisation in the staff handbook

Healthwatch Enfield offers training and upskilling opportunities to all staff fostering a culture of continuous personal development

Healthwatch Enfield has an attractive employment offer for its staff

Succession planning is considered, where appropriate

Numerous staff members have been trained to deliver core functions of Healthwatch Enfield

Ongoing

2.5 Volunteers issues

2.5.1 Healthwatch Enfield does not have enough volunteers to carry out key tasks

2 4 8

Volunteer recruitment procedure in place, available on website to download for convenience

Volunteers skills review is carried out on an annual basis to identify any gaps

Healthwatch Enfield undertakes 6 monthly volunteer drive (EVA, Libraries & Schools)

Volunteers placement specifications are considered when developing new services / projects

Ongoing

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2.5.2 Volunteers are underutilised and leave 2 3 6

Volunteer policy is in place Programme of Enter and View

visits and community engagement activities is agreed at Board level

Volunteer policy includes celebration of volunteers’ work and provision for feedback from volunteers when leaving

Ongoing programme of Enter and View visits, surveys, audits and engagement events is in place

Healthwatch Enfield offers training and upskilling opportunities to its volunteers

Ongoing

2.5.3 Volunteers do not adhere to policies outlined in the induction pack (Equal Opportunities, Confidentiality, Health and Safety, Safeguarding)

2 4 8

All volunteers have induction training covering all aspects of volunteering

Those interested in Enter and View receive further training in this field including adult safeguarding

Procedures are in place to identify gaps in training, volunteers are also expected to sign a volunteering agreement and abide by the Nolan principles

Any issues of non-compliance or suspected non-compliance are addressed immediately and in line with Healthwatch Enfield’s policies

Ongoing

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2.5.4 Conflict of interest whilst volunteering arise e.g. Enter & View visits, surveys etc.

1 3 3

Volunteers register any conflicts of interest prior to Enter and View visits or any other public engagement

Declaration of any conflict of interest is requested from volunteers prior to Enter and View visits or any other public engagement

All declarations of interests are recorded; the Board is consulted appropriately

Ongoing

2.6 Information and Communication Technology (ICT) systems

2.6.1 Failure of ICT system(s) 2 4 8 Healthwatch Enfield has a

contract in place with Entrust –IT Ltd who provide ICT support

Hardware replacement policy is in place

Regular software and hardware maintenance schedule in in place

Healthwatch Enfield is considering moving to a cloud-based solution to limit its dependence on hardware

Ongoing

2.6.2 Loss of electronic data / records 2 5 10

All information in the shared directory is backed up to cloud storage

UPS (Uninterruptible Power Supplies) have been utilised to prevent data loss in case of emergency

All data / records is stored in the backed up directory

September 2017

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Key Risk L I Score Control measures Steps to mitigate risk Date 2.6.3 Healthwatch Enfield’s bespoke

software (CRM): fails to provide information

needed demonstrates errors with inputting

data is subject to accidental removal of

data

2 4 8 CRM data is backed up Appropriate user control levels

are in place

All staff receive an appropriate level of training

CRM guidelines exist

September 2017

2.7 Breaches of Data Protection laws 1 3 3

Data protection policy is in place

Board have ensured Healthwatch Enfield is in compliance with relevant legislation

Public liability insurance is in place

Staff, volunteers and the Board receive a comprehensive induction to Healthwatch Enfield, which includes familiarisation with policies

Access to Healthwatch Enfield systems is monitored and password-protected

Healthwatch Enfield seeks individual’s consent before sharing any personal data

Appropriate data access levels are in place

Ongoing

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2.8 Theft 1 4 4

Office and building is locked up nightly

Alarm system is in place Porters/ security are present

on site whenever the building is open

Contents insurance cover is in place

Office is locked when unattended

Staff, volunteers and the Board are advised to limit their personal belonging when attending events, visits etc.

Financial procedures are in place and adhered to for access to cash, cheques, debit cards and banking

Ongoing

3. Financial risk

3.1 Board lack sufficient financial information to be fully aware of financial status

1 5 5

Financial monitoring reports are prepared for each Board meeting to ensure access to financial information, in good time to make sound decisions

Treasurer receives a monthly report on reconciled accounts

Treasurer undertakes spot checks of paper records

Financial reports for the Board are reviewed by the Treasurer prior to distribution

Quarterly

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3.2 Unforeseen loss of income and inability to secure additional sources of income

3 4 12

Reserves policy is in place Business Continuity Policy is in

place

Appropriate contractual arrangements are in place requiring 6 months’ notice for any funding cuts

Healthwatch Enfield has good relationships with its main commissioners based on culture of transparency and openness

Healthwatch Enfield delivers against its Key Performance Indicators and provides appropriate monitoring information to its commissioners

September 2017

3.3 Dependency on income source 3 4 12 Sources of income are

monitored and considered by the Board

Healthwatch Enfield is considering diversifying its income streams through tendering and developing products

September 2017

3.4 Fraud and theft 1 5 5

Financial procedures are in place, which define access to monies

Adequate insurance cover is in place

DBS checks and risk assessments are completed for all relevant staff

Double authentication is in place for cheques

Double authentication systems are to be considered for online transactions

Treasurer monitors monthly income and expenditure accounts

September 2017

Page | 12


3.5 Money in account over the limit covered by Deposit Protection Limit 3 1 3 Second account opened at

different bank

Healthwatch Enfield moves funds between accounts, as appropriate


Lone Worker Policy

Healthwatch Enfield regards the safety of staff, Board and volunteers as paramount. The purpose of this policy is to alert staff to risks presented by lone working, to describe action which minimises such risks and to reassert our policy that volunteers are not normally expected to work alone. The intention is to provide staff, Board and volunteers with a framework for managing potentially risky situations and to avoid risks, wherever possible. Some staff work outside office hours and/or alone due to flexible working patterns and/or to undertake their job role. Healthwatch Enfield's principles for supporting lone workers include: a commitment to supporting staff in establishing and maintaining safe

working practices recognising and reducing risk a commitment to the provision of appropriate support for staff a clear understanding of responsibilities the priority placed on the safety of the individual over property a commitment to providing appropriate training for staff

Within this policy, ‘lone working’ refers to situations where staff in the course of their duties work alone or are physically isolated from colleagues and without access to immediate assistance. This last situation may also arise where there are other staff in the building but the nature of the building itself may essentially create isolated areas. Healthwatch Enfield assesses arrangements for lone working where no contact with the public is likely based on: the environment–location, security, access the context – nature of the task, any special circumstances the individual concerned – indicators of potential or actual risk including

known medical conditions history – any previous incidents in similar situations any other special circumstances

It is Healthwatch Enfield's policy not to agree lone working where contact with the public is likely or has been arranged. In these instances, staff members should facilitate to meet in public areas or with another staff member or volunteer present. For attendance at meetings, community engagement activities or other events, which finish outside of office hours, it is Healthwatch Enfield's policy for staff and volunteers, to check in with the Chief Executive by text once the scheduled session has finished. This applies in all instances, not only when lone working. Healthwatch Enfield does not expect its volunteers to undertake any lone working. For Staff Please make sure that if you are in the office on your own you do not let anyone in.


Formatted: List Paragraph, Bulleted +Level: 1 + Aligned at: 0.63 cm +Indent at: 1.27 cm


Formatted: List Paragraph, Bulleted +Level: 1 + Aligned at: 0.63 cm +Indent at: 1.27 cm







Healthwatch Enfield Risk Management Policy Reviewed September 2016

If you have made arrangements for a meeting in the building make sure you meet in a public place such as the staff canteen. If a member of the public wants to log an issue or concern with you face to face please meet in the lobby area or canteen, making sure to alert staff in the office and the porters of your whereabouts beforehand. Do not take risks For Volunteers Volunteers would not normally be expected to work alone Enter & View- all enter & view visits should be carried out as a group of 2 or 4 Community events- events such as pop-ups are usually covered by 2 staff/volunteers and are carried out in public places. If for any reason you are left on your own and feel uneasy please alert the organisers of the event or contact the office. If this isn’t possible and you are still concerned you should close the stall.The office mobile phone will always be available at the event.

Board Report Title Defining position on conflict of interest



Purpose (for information, decision or consultation) For decision

Key Recommendations (where applicable)

(1) To confirm that the Board are content that no conflict of interest arises from Enfield Consumers of Care and Health Organisation (ECCHO) leading or being involved in any bid regarding Outcomes 4 or 7, as defined by the voluntary sector recommissioning

Attachments None In April 2016, London Borough of Enfield has announced its commissioning intentions, which will be implemented from 1st April 2017 with key points including:

move to outcome-based commissioning against seven outcomes, which have been co-

produced through engagement with the voluntary and community sector providers move to only seven partnership contracts across the entire voluntary and community

sector in Enfield

Having considered the commissioning intentions, Enfield Consumers of Care and Health Organisation’s (ECCHO) defined activities align with:

Outcome 4 – Helping vulnerable adults to have a voice Outcome 7 – Increased and improved information provision

As Enfield Consumers of Care and Health Organisation’s (ECCHO) is pursuing options to establish or join partnerships to tender against the above mentioned outcomes, the Board are asked to consider any perceived conflict of interest Enfield Consumers of Care and Health Organisation (ECCHO) may have delivering its functions as Healthwatch Enfield.

Enfield Consumers of Care and Health Organisation’s (ECCHO) Community Interest statement prescribes the following remit of activities:

Gathering views of patients and the public in relation to local care services and

understanding their experiences of the services Making local people’ views in relation to local care services known for those

responsible for commissioning, providing, managing or scrutinising local care services, to Healthwatch England and to the Care Quality Commission

Providing information and signposting about access to local care services and support for local people to assist them with making informed choices in relation to local care services

Carrying out any other lawful activities in furtherance of its objectives including generating income

Healthwatch Enfield, for the purpose of this section, is considered as one of services provided by Enfield Consumers of Care and Health Organisation (ECCHO) with a statutory legislative remit (Section 221 of the Local Government and Public Involvement in Health Act 2007, amended by the Health and Social Care Act 2012) to carry out activities, which include:

(a) promoting, and supporting, the involvement of people in the commissioning, provision

and scrutiny of local care services; (b) enabling local people to monitor the standard of provision of local care services and

whether and how local care services could and ought to be improved; (c) obtaining the views of people about their needs for, and their experiences of, local care

services; (d) making reports and recommendations about how local care services could or ought to be

improved. These should be directed to commissioners and providers of care services, and people responsible for managing or scrutinising local care services and shared with Healthwatch England;

(e) providing advice and information about access to local care services and about choices that may be made with respect to aspects of those services;

(f) formulating views on the standard of provision and whether and how the local care services could and ought to be improved; and sharing these views with Healthwatch England;

(g) making recommendations to Healthwatch England to advise the Care Quality Commission to conduct special reviews or investigations (or, where the circumstances justify doing so, making such recommendations direct to the CQC); and to make recommendations to Healthwatch England to publish reports about particular issues;

(h) providing Healthwatch England with the intelligence and insight it needs to enable it to perform effectively

As the initial specification for the afore mentioned outcomes (4 and 7) does not require successful partnership to provide any care services, Enfield Consumers of Care and Health Organisation (ECCHO) providing Healthwatch legislative activities would not be in a conflict of interest to tender.

The Board are asked to: (1) to confirm that they are content that no conflict of interest arises from Enfield

Consumers of Care and Health Organisation (ECCHO) leading or being involved in any bid regarding Outcomes 4 or 7

Board Report Title Chief Executive’s report



Purpose (for information, decision or consultation) For information

Key Recommendations (where applicable) N/A

Attachments None

1. External Factors

1.1 National

1.1.1 Consultation on expanding CQC ratings to include independent healthcare providers The Department of Health has launched a consultation, which proposes to extend the types of provider registered with the Care Quality Commission (CQC) that it is able to rate following inspection. The Care Act 2014 requires the Care Quality Commission (CQC) to carry out performance assessments of providers of health and adult social care services however they are limited to NHS trusts and NHS foundation trusts, GP practices, adult social care providers and independent hospitals. The government would like the CQC to develop ratings for other sectors, which include:

cosmetic surgery providers independent community health service providers independent ambulance services independent dialysis units refractive eye surgery providers substance misuse centres termination of pregnancy services

The outcome of the consultation may necessitate changes to legislation and potential consideration by local Healthwatch bodies, reflecting the symbiotic relationship between Healthwatch and the Care Quality Commission. Healthwatch Enfield is likely to submit a response to the consultation.

1.1.2 Framework for multispecialty community providers (MCPs)

Features from 14 multispecialty community provider vanguards have been utilised to create a common framework, which is to be utilised by commissioners and providers to establish local MCPs as means of implementation of the Forward View. The MCPs are intended to move specialist care out of hospitals and into the community, removing divides between primary, community, mental health, social care and acute services to provide efficient, joined-up and preventative care. Learning from the vanguards sites has been utilised to define ten key elements to successfully establishing an MCP, which include:

building collaborative leadership around a shared local vision based on a new

https://www.england.nhs.uk/wp-content/uploads/2016/07/mcp-care-model-frmwrk.pdf

clinical model creating a dedicated ‘engine room’ to drive and manage the local transformation

programme establishing a transparent governance structure understanding the different needs of your diverse population developing and maintaining a clear and explicit description that explains how the

proposed transformations in care are intended to lead to the intended outcomes establishing the financial case for developing the MCP designing and documenting each component part of the care redesign systematically planning, scheduling and managing the implementation of the

changes learning and adapting quickly commissioning and contracting for the new model, so that organisational forms and

financial flows support your goals The first draft of MCP contract should be available by the end of September. Any potential introduction of MCPs in Enfield or across the North Central London Sustainability and Transformation Plan’s footprint will raise questions for Healthwatch organisations about the most effective ways of assessing their effectiveness for local population.

1.2 Local and regional developments

1.2.1 North Central London Sustainability and Transformation Plan

Following a joint intervention by Healthwatch organisations from Enfield, Barnet, Camden, Haringey and Islington we have been issued with an invitation to nominate a representative to sit on North Central London Sustainability and Transformation Plan’s Transformation Board. The representative has full rights meaning attendance at private meetings and access to confidential information. As defined by the Terms of Reference: “The Transformation Board is responsible for strategic oversight and delivery of the STP on behalf of all partner organisations. The Transformation Board manages cross organisational and programme level issues, risks and dependencies, oversees the development of the programme plan, its deliverables and ensures that appropriate links are made with other strategic programmes across North Central London.” Chief Executive of Healthwatch Enfield volunteered and was chosen as the nominated representative with the remit to ensure that public engagement and participation informs approaches to transformation of health and social care services. Healthwatch organisations across North Central London have also allocated representation for some of the Sustainability and Transformation Plan’s workstreams, as per the following:

Mental Health – Healthwatch Haringey supported by Healthwatch Enfield Urgent and Emergency Care – Healthwatch Camden Primary Care – Healthwatch Islington Workforce – Healthwatch Enfield Estates – Healthwatch Haringey

Feedback mechanisms will be established as Healthwatch involvement commences. As the nominated representative for the Transformation Board, Healthwatch Enfield has, to date, been acting as a coordinator for involvement and input from its counterparts. There has been no negative impact on ability to commit resources to Healthwatch Enfield’s local activities.

Chief Executive of Healthwatch Enfield is also committing time to providing input into Healthwatch England’s Sustainability and Transformation Oversight Group, which has been established to support information exchange and learning from local approaches to implementation. The Group provides feedback and representation for the NHS England’s National Sustainability and Transformation Plan Oversight Group. Healthwatch Islington continues to represent its North Central London counterparts at the Joint Co-Commissioning Committee where consideration of commissioning arrangements for primary care is given.

1.2.2 Royal Free London NHS Foundation Trust and groups of NHS providers NHS Improvement has accredited the Royal Free London NHS Foundation Trust to lead a group of NHS providers. It is anticipated that by linking together hospitals, the providers will improve their clinical and financial viability, creating better and more sustainable services for patients. The details and scope of the accreditation process are not available in the public domain and, to date, have not carried an element of public involvement. Royal Free London NHS Foundation Trust is in conversations with the North Middlesex University Hospital NHS Trust however information on the proposed group model has not yet been announced. The options considered range from buddying, partnerships and federations through to formal consolidation through mergers and acquisitions. As the Royal Free London NHS Foundation Trust group model is to commence implementation in 2016/2017, Healthwatch Enfield will need to consider the most effective way of ensuring local voices are represented before any decisions impacting Enfield’s residents are made and meaningfully take into account public views.

1.2.3 Enfield Clinical Commissioning Group placed under special measures In July 2016 Enfield Clinical Commissioning Group, as one of nine in the country has been newly placed into special measures by NHS England. As part of this new regime, Enfield Clinical Commissioning Group will be directed to produce and implement an Improvement and Financial Recovery Plan which will be approved and overseen by NHS England and to develop leadership for the CGG that is consistent with the shared management arrangements required to support implementation of the local Sustainability and Transformation Plan. The decision by NHS England does not signify a deterioration in the Enfield Clinical Commissioning Group’s performance; simply a transfer to the revised regime.

1.2.4 Care Quality Commission’s (CQC) ratings of local services in Enfield

Inadequate ratings There has been four providers in Enfield that have been rated as ‘inadequate’ by the CQC in Q1 and Q2 (to date) 2016-2017. These include: Hillgreen Care Limited 14 Colne Road (care home) - published 19 April High Street Lodge Limited (supported living) – published 7 May Avon Lodge (care home) – published 18 June Parkside Residential Home (care home) – published 25 August

North Middlesex University Hospital Trust The report for The North Middlesex University Hospital Trust was published on 6 July. The trust came out overall as ‘requires improvement’. The ‘Safe’, ‘Responsive’ and ‘Well-led’ domains ‘require improvement’ whereas ‘Effective’ and ‘Caring’ was rated as ‘Good’.

https://improvement.nhs.uk/news-alerts/high-performing-foundation-trusts-support-others-improving-patient-services/

https://improvement.nhs.uk/uploads/documents/Strengthening_financial_performance_and_accountability_in_2016-17_-_Final_2.pdf

http://www.cqc.org.uk/sites/default/files/new_reports/INS2-2508593360.pdf

http://www.cqc.org.uk/location/1-283945636



http://www.cqc.org.uk/location/RAPNM

The CQC are currently planning on re-inspecting The North Middlesex University Hospital Trust in September. The Royal Free London NHS Foundation Trust The report for The Royal Free London NHS Foundation Trust was published on 15 August. The trust came out overall as ‘Good’. The ‘Safe’ domain ‘requires improvement’ whereas ‘Effective’ and ‘Caring’ ‘Responsive’ and ‘Well-led’ was rated as ‘Good’. GP inspections There have been a total of seven published reports for GP practices in Enfield since April 2016. Four of these practices were rated as ‘good’ and three were rated as ‘requires improvement’. The total number of Enfield GP practices with a rating from the ‘new’ CQC inspection method is now 14 (29%).

2. Local relationships

2.1 North Middlesex University Hospital NHS Trust Following the most recent staffing changes at the Trust, I had a positive meeting with the new Chief Executive who is keen to utilise Healthwatch’s expertise and connections with the local people to drive improvements. Healthwatch Enfield and Healthwatch Haringey will be jointly meeting the new Director of Nursing in early September. As part of supporting the Trust with preparations for the Care Quality Commission inspection, the team at Healthwatch Enfield has been taking part in the Clinical walkabouts. Healthwatch Enfield is actively participating in the Programme Oversight Group meetings, and pressing for patient and public views to be heard and acted on.

2.2 Barnet Enfield and Haringey Mental Health NHS Trust (BEH)

I had positive meetings with Clinical Director for Enfield and the Trust’s Chief Executive. We are working with BEH on defining joint impact measures.

2.3 Enfield’s Clinical Commissioning Group (CCG) I continue to attend a number of meetings hosted by the Enfield’s Clinical Commissioning Group including the Voluntary Sector Stakeholders reference group and Clinical Quality and Risk Management Group. Healthwatch Enfield’s involvement with the North Central London Sustainability and Transformation Plan’s Transformation Board has helped to build a relationship with the Chief Officer at the Clinical Commissioning Group. Healthwatch Enfield is currently working with the commissioners on the development of its GP Guide.

2.4 London Borough of Enfield Healthwatch Enfield’s contract extension has not yet been finalised as we have been asked to consider outcomes as part of our strategic planning. Plans are being established to utilise Healthwatch Enfield’s annual conference and the Reference Group members to co-design appropriate approaches. I have attended a meeting of the Quality Checkers programme and I am actively pursuing the development of a joint project between Healthwatch Enfield and the Quality

http://www.cqc.org.uk/provider/RAL

Checkers. I met with the Leader of Enfield Council, Cllr Doug Taylor.

2.5 Local MPs I had insightful meetings with two local MPs: Joan Ryan, MP and David Burrowes, MP

2.6 Local Voluntary and Community Sector organisations I have with a number of local organisations to gather their feedback on Healthwatch Enfield and to consider working together as part of the voluntary and community sector recommissioning.

2.7 Healthwatch organisations across North and Central London

We continue to work closely with the neighbouring watchdogs and have introduced a monthly schedule of meetings to helps us coordinate our approach and responses for engaging with North Central London Sustainability and Transformation Plan’s development.

3. Use of our statutory powers

We undertook 3 Enter and View visits between 1st April and 31st August 2016 with one Enter and View follow-up also completed. We have alerted the Care Quality Commission of concerns about 1 local provider.

4. Escalations to Healthwatch England There were no matters, which we escalated to Healthwatch England

5. Workplan highlights and exception report Strategic objective RAG Narrative

Broaden Healthwatch Enfield’s reach around the borough as an accessible and well-known organisation

Healthwatch Enfield has been working on and considering its approaches to the adult social care component, as part of meeting the current’s year objective. To this extent we: have mapped all relevant services established an Adult Social Care project

group are reviewing our information and

publicity materials All activities are as per schedule

Promote patient and service user rights and choice in health and social care

Most of the annual operationalised objectives have already been achieved enabling relevant Healthwatch staff to consider and develop new approaches

Strategic objective RAG Narrative

Develop an evidence-based understanding of local people’s experiences of health and social care services

Due to staffing changes and staff unavailability operationalised deliverables for this objective are behind schedule. The review of Healthwatch Enfield’s Community Engagement Strategy has not been completed. As the team is currently operating at 90% of its capacity, we are hoping to bring this objective in line by mid-quarter 3.

Identify priority areas for major pieces of work and seek improvements in those services or aspects of services

Due to staffing changes and staff unavailability operationalised deliverables for this objective are slightly behind schedule however over the last 2 weeks we made significant efforts to progress the deliverables. We are aiming to bring the objective in line by the end of quarter 2.

Improve the opportunities for patients and service users to have their voices heard at the right time

All of the annual operationalised objectives continue to be met for relevant reporting periods.

Deal proactively with the changing health and social care landscape

The development of Healthwatch Enfield’s Influencing Strategy has been delayed due to capacity issues however informal approaches have been utilised against a number of deliverables. This delay is offset by the progress Healthwatch Enfield has made in strengthening working relationships with its counterparts across North Central London

Use and develop Healthwatch Enfield’s capacity to influence stakeholders

The development of Healthwatch Enfield’s Influencing Strategy has been delayed due to capacity issues however we are hoping to bring this objective in line by mid-quarter 3.

Ensure that Healthwatch Enfield is sustainable, efficient and well-run

Healthwatch Enfield’s team structure has been revised and is being implemented to ensure efficient utilisation of resources. It hardware operates at good capacity however further commitment of resources is required to ensure the CRM is fit for purposes and used effectively. An update on the CRM will be presented at the meeting. Healthwatch Enfield is actively pursuing options for its income diversification, outside of the current contract.

Board Report Title Finance report


Author Patricia Mecinska in consultation with John James



Attachments None

Healthwatch Enfield’s income and expenditure for Quarter 1 and July – August 2016 is in line with the anticipated spending trends. Where a variation in expenditure has been identified, a brief narrative is included for information.

Apr - Jun 16

Budget

£ Over Budget

% of Budget

Income

Fundraising 0.00

1,500.00

-1,500.00

0.0%

Interest income 7.32

39.00

-31.68

18.77%

London Borough of Enfield 58,335.00

58,335.00

0.00

100.0%

Total Income 58,342.32

59,874.00

-1,531.68

97.44%

Gross Profit 58,342.32

59,874.00

-1,531.68

97.44%

Expense

Accountancy, Payroll & Banking 0.00

375.00

-375.00

0.0% We have not received any invoice for payroll services this quarter

Annual Conference 0.00

799.98

-799.98

0.0% we are not likely to spend until August/September

Audit & Annual report

Annual Report Printing 0.00

225.00

-225.00

0.0%

Annual Returns & Bank Letters 118.40

24.99

93.41

473.79%

Auditors Fees 1,680.00

2,000.00

-320.00

84.0%

Audit & Annual report - Other 0.00

0.00

0.00

0.0%

Total Audit & Annual report 1,798.40

2,249.99

-451.59

79.93%

Consultancy Surveys & Reports 0.00

750.00

-750.00

0.0%

Contingency 0.00

150.00

-150.00

0.0%

Engagement, Outreach & Events 95.60

1,125.00

-1,029.40

8.5% We are utilising diffferent approaches to obtaining peoples views

Governance 3,333.87

3,750.00

-416.13

88.9%

Insurance 0.00

0.00

0.00

0.0%

Internet, Web, mobile & IT supp 1,380.92

1,249.98

130.94

110.48% replacement of network switch and upgrade of computer systems

Office Costs

Office Supplies 102.91

324.99

-222.08

31.67% moving to paperless approach

Postage 11.72

375.00

-363.28


Total Office Costs 114.63

699.99

-585.36

16.38%

Office Equipment 108.40

124.98

-16.58

86.73%

Printing & Publicity

Adverts & Publicity 0.00

724.98

-724.98

0.0% staffing changes

Leaflets & Posters inc anl conf 0.00

499.98

-499.98


Newsletters 0.00

150.00

-150.00


Reports 0.00

150.00

-150.00

0.0% staff unavailability

Printing & Publicity - Other 0.00

0.00

0.00

0.0%

Total Printing & Publicity 0.00

1,524.96

-1,524.96

0.0%

Recruitment 64.50

624.99

-560.49

10.32% more cost effective approach identified

Rent, Rate & Utilities 3,171.73

1,624.98

1,546.75

195.19% qtr 1 and 2 payments included

Staff training 0.00

249.99

-249.99

0.0%

Staff Costs

PAYE Tax & NI 9,891.03

13,249.80

-3,358.77

74.65% staff changes

Pensions 798.45

1,258.11

-459.66

63.46% issue with pension providers system

Wages 30,693.96

30,702.00

-8.04

99.97%

Total Staff Costs 41,383.44

45,209.91

-3,826.47

91.54%

Staff travel & expenses 518.42

375.00

143.42

138.25% Tfl use of oyster card for travel of CEO increase

Volunteer expenses

Subsistence 189.03

99.99

89.04

189.05% more active use of volunteers

Training 44.80

99.99

-55.19

44.8%

Travel 0.00

49.98

-49.98

0.0%

Volunteer expenses - Other 0.00

0.00

0.00

0.0%

Total Volunteer expenses 233.83

249.96

-16.13

93.55%

Total Expense 52,203.74

61,134.71

-8,930.97

85.39%

Surplus 6,138.58

-1,260.71

7,399.29

-486.92%

Table 1 Healthwatch Enfield’s Budget vs actual performance for quarter 1 (April – June)

Jul - Aug 16

Budget

£ Over Budget

% of Budget

Income

Fundraising 0.00

1,000.00

-1,000.00

0.0%

Interest income 2.38

26.00

-23.62

9.15%

London Borough of Enfield 0.00

38,890.00

-38,890.00

0.0% waiting for 2nd qtr payment to be processed

Total Income 2.38

39,916.00

-39,913.62

0.01%

Gross Profit 2.38

39,916.00

-39,913.62

0.01%

Expense

Accountancy, Payroll & Banking 0.00

250.00

-250.00

0.0% waiting for 2nd qtr payroll invoice to be sent

Annual Conference

Room Hire 410.00

Annual Conference - Other 0.00

533.32

-533.32

0.0%

Total Annual Conference 410.00

533.32

-123.32

76.88%

Audit & Annual report

Annual Report Printing 464.00

150.00

314.00

309.33% the cost is within the organisational budget of £900

Annual Returns & Bank Letters 0.00

16.66

-16.66

0.0%

Auditors Fees 0.00

0.00

0.00

0.0%

Audit & Annual report - Other 0.00

0.00

0.00

0.0%

Total Audit & Annual report 464.00

166.66

297.34

278.41%

Consultancy Surveys & Reports 61.75

500.00

-438.25

12.35% reports due later in the year

Contingency 0.00

100.00

-100.00

0.0%

Engagement, Outreach & Events 0.00

750.00

-750.00

0.0% Utilising different approaches to obtain views

Governance 2,137.39

2,500.00

-362.61

85.5%

Insurance 889.74

1,000.00

-110.26

88.97% insurance fee has decreased

Internet, Web, mobile & IT supp 775.39

833.32

-57.93

93.05%

Office Costs

Office Supplies 0.00

216.66

-216.66


Postage 165.97

250.00

-84.03

66.39%

Total Office Costs 165.97

466.66

-300.69

35.57%

Office Equipment 14.76

83.32

-68.56

17.72%

Printing & Publicity

Adverts & Publicity 360.00

483.32

-123.32

74.49%

Leaflets & Posters inc anl conf 0.00

333.32

-333.32


Newsletters 0.00

100.00

-100.00


Reports 480.00

100.00

380.00

480.0% Mental health report -graphics

Total Printing & Publicity 840.00 1,016.64 -176.64 82.63%

Recruitment 364.35

416.66

-52.31

87.45%

Rent, Rate & Utilities 150.00

1,083.32

-933.32

13.85%

Staff training 0.00

166.66

-166.66

0.0%

Staff Costs

PAYE Tax & NI 3,122.13

8,833.20

-5,711.07

35.35% staff changes

Pensions 140.86

838.74

-697.88

16.79% issues with pension providers system

Wages 16,210.85

20,468.00

-4,257.15

79.2% staff changes

Total Staff Costs 19,473.84

30,139.94

-10,666.10

64.61%

Staff travel & expenses 40.00

250.00

-210.00

16.0%

Volunteer expenses

Subsistence 6.87

66.66

-59.79

10.31%

Training 74.40

66.66

7.74

111.61%

Travel 0.00

33.32

-33.32

0.0%

Volunteer expenses - Other 10.56

0.00

10.56

100.0%

Total Volunteer expenses 91.83

166.64

-74.81

55.11%

Total Expense 25,879.02

40,423.14

-14,544.12

64.02%

Surplus -25,876.64

-507.14

-25,369.50

5,102.47%

Table 2 Healthwatch Enfield’s budget vs actual performance for July – August 2016

Board Report Title Healthwatch Enfield’s Mental Health report update



Purpose (for information, decision or consultation) For information and consideration


Attachments None “Listening to local voices on mental health”, a report by Healthwatch Enfield combining over two years of evidence base, has been launched in the week commencing 12th September 2016 and will be utilised as a pilot of our role within a local co-production model. The report is available to download via Healthwatch Enfield’s website with Executive Summary and recommendations being made available in print format to constrain the financial commitment and minimise the negative impact on the environment. As means of implementing the recommendations within the document are to be co-designed with the voluntary and statutory stakeholders, the following schedule of meetings will be implemented: Organisation Proposed representative Enfield Clinical Commissioning Group Patricia Mecinska and Deborah Fowler Enfield Council Patricia Mecinska Barnet, Enfield and Haringey Mental Health Trust Patricia Mecinska Enfield Carers Centre Audrey Lucas Enfield Clubhouse Parin Bahl Enfield Mental Health Users Group (EMU) Deborah Fowler and Rajinder Sunner Enfield Saheli Parin Bahl Mind in Enfield Audrey Lucas One Housing Group Audrey Lucas Over 50s Forum Patricia Mecinska Wellbeing Connect Services Parin Bahl To ensure consistency of approach, Healthwatch Enfield’s representatives will be provided with a briefing note, which will be piloted at the meeting with Enfield Clinical Commissioning Group on 27th September. Learning from the meetings will be utilised to inform the development of Healthwatch Enfield’s co-production offer.

Board Report Title Key issues from Engagement and Signposting work


Author Emma Friddin


Key Recommendations (where applicable) Not applicable

Attachments None Please note that ‘closed’ refers to the issues and comments in which Healthwatch Enfield has followed up through signposting, raising the issue/comment with other organisations or whereby no action is needed. ‘Open’ cases refer to the issues and comments that are in the progress of being addressed or are awaiting a response from another organisation Please note that the number of issues and comments raised with Healthwatch Enfield towards the end of Q1 and the beginning of Q2 2016-2017 has been less than 2015-2016 due to reduced staff capacity in running pop up stalls and engagement events to collect patient feedback. Key NMUH – North Middlesex University Hospital Trust BH – Barnet Hospital (Royal Free London NHS Foundation Trust) CFH – Chase Farm Hospital (Royal Free London NHS Foundation Trust) BEH CS – Barnet, Enfield and Haringey Mental Health Trust Community Services BEH MH – Barnet, Enfield and Haringey Mental Health Trust Mental Health Services ECCG – Enfield Clinical Commissioning Group GPs – GP practices LBE ASC – London Borough of Enfield Adult Social Care LBE PH – London Borough of Enfield Public Health Q1 – 1st April 2016 – 30th June 2016 Q2 – 1st July – 31st August 2016 (to date) Issues and Comments Update A total of 107 Enfield residents have raised an individual issue or comment with Healthwatch Enfield since 1st April 2016. Quarterly issues and comments by provider

*please note that Q2 2016-2017 and Q2 2015-2016 are to date, so include data from 1st July – 31st August.

NMUH BH CFH RFH BEH CS

BEH MH

ECCG GPs ASC LBE PH

Other Total

Q1 2016-2017 16 9 1 9 13 10 20 78 Q1 2015-2016 8 8 11 1 1 4 2 33 2 1 19 90 Q2* 2016-2017 7 2 3 1 10 4 2 29 Q2* 2015-2016 4 1 5 1 1 1 4 4 20 41 Total 23 2 12 1 10 23 14 22 107

0123456789

10111213141516171819202122232425

NMUH BH CFH RFH BEH CS BEH MH ECCG GPs ASC LBE PH Other

Quarterly issues and comments by provider 2016-2017

Q2 (to date)

Q1

0

5

10

15

20

25

30

35


Yearly quarterly comparison by provider

Q1 2016-2017

Q1 2015-2016

Q2 2016-2017(to date)

Q2 2015-2016

Year to date themes by provider 2016-2017 NMUH BH CFH RFH BEH

MH GPs ASC Other

A&E 5 Car Parking 1 Hospital Outpatient 2 2 6 1 3 Hospital inpatient 8 1 1 1 Maternity 1 Phelbotomy 2 2 Mental health 7 1 Social Care 1 12 1 GPs 1 23 1 12 Dental 1 Sensory disability 1 Learning disability 1 Other 4 1 1 3

0

5

10

15

20

25


Year to date themes by provider 2016-2017 Other

Pharmacy

Sensory disability

Dental

GPs

Social Care

CAMHS

Mental health

Patient transport

Phelbotomy

Maternity

Hospital inpatient

Hospital Outpatient

Carers

Car Parking

UCC

A&E

0

5

10

15

20

25

30

35

40

Year to date themes of issues and comments 2016-2017

0

10

20

30

40

50

60

Yearly year to date comparison by theme

2016-2017

2015-2016

0

5

10

15

20

25

Year to date method of contact 2016-2017

24

9

74

Year to date distribution of Issue/Concerns, Compliments and Comments

Comments

Compliment

Concern

84

23

Year to date progress of follow up

Closed

Open

Board Report Title Update on Communications Activity


Author Nnanna Uwakwe


Key Recommendations (where applicable) None

Attachments None Website Sessions % new visitors Average session

length Bounce rate

May 2015 1,179 80.7 00:01:44 66.24% May 2016 1,368 78.7 00:01:38 66.08% June 2015 1, 391 83.2 00:01:12 76.35% June 2016 1,177 78.1 00:01:06 70.01% July 2015 1,276 81.5 00:01:36 81.50% July 2016 1,282 75.5 00:02:03 61.70% August 2015 1,007 79.6 00:01:45 69.61% August 2016 1,050 75.8 00:01:36 63.71%

Most popular news items over the May – August time period (home page views removed) Name Views You can now book blood test appointments at Chase Farm Hospital 1145 North Middlesex appointed as the provider for Sexual Health in Enfield 589 You said, we did 411 News 297 Meet the team 229 Work for us 218 Chase Farm Hospital redevelopment map released 178 Tell us about 162 Enter & view 122

Social Media 52 new twitter followers (904 followers as of end of August) 40.3K impressions May – August Impressions are the amount of times a tweet actually appears on someone’s feed who is scrolling through twitter. This compares to the old system (reach), that counted the potential impressions of all tweets over the time period. New Facebook likes - Due to login issues with this channel there is no data for this period; a comprehensive breakdown will be provided in the next set of notes. Newsletters 8 new subscribers added in May 2016 – August 2016. 3406 emails sent in this period. In this

recent period: Name of newsletter recipients Open rate Click rate Total

opens Total clicks

May newsletter 561 33.2% 8.6% 599 89

Join our Twitter Q&A on GPs 557 28.9% 1.3% 468 10

June newsletter 557 37.1% 6.1% 816 54

July newsletter 557 34.1% 8.3% 933 76

Shape the future of Enfield's Paediatric Assessment Units (PAUs)

565 29.3% 1.1% 416 7

August newsletter 561 27.2% 6.6% 499 58

No print newsletter in this period, the aim is for one to be sent out by end of Q2. Press 1 press articles achieved in the period. Date Headline Media outlet June 2016 Information/Awareness article SENDIASS NEWS

Register with a local GP – It’s easy Enfield Council Website

Enfield’s only A&E faces closure after ‘extremely concerning’ lack of qualified staff revealed

Enfield Independent

North Middlesex hospital A&E faces closure on safety grounds

The Guardian

July 2016 Register With A GP Our Enfield

Healthwatch Enfield confirms 'commitment' to saving North Mid A&E

Enfield Independent

Nearly 5,000 people not registered with a GP Enfield Independent

Targets and notes I shall be undertaking an extensive audit of all our social media channels to determine what good practices to keep, where we need to improve and any gaps in our coverage/ potential opportunities. Produce 4 print newsletters per year, distributing at least 500 copies. None have currently been released. Produce 10 e-newsletters per year with a minimum reach of 500 per edition We have released 9 in 2016. Achieve a Twitter reach of 1 million per year (retweets and mentions) – Twitter now measures impressions instead of reach. There is a proposed target of 5,000 a month in the communications strategy. Achieve a Twitter and Facebook follower/like growth of 15% per quarter 52 followers added for the period May 2016– August 2016 (6.1%). Attract new subscribers to our e-newsletter at a growth rate of 30 per quarter We added 8 new subscribers in the period May 2016– August 2016. Achieve a website sessions per month growth of 10% per quarter This target has not been achieved; web sessions were markedly down on the previous period and even allowing for the change in personnel is a concern. A comprehensive website review will form part of the social media audit.

Maintain at least a 50% new visitor rate. This was 77.1% for the period May 2016 – August 2016. Maintain an average session length of at least 3 minutes, and a bounce rate of under 60% This was 1:37 and 65.37% for the period May 2016 – August 2016. Place at least 1 press story per month in a local paper We exceeded this target in June (4) and July (2). Achieve coverage in 3 BME outlets per year We have generated 2 stories to date.

Board Report Title Update on volunteers, Enter & View and community engagement for 1st July 2016 – 31st August 2016

Date and Agenda Item 15th September 2016, Agenda Item 15.2

Author Lucy Whitman



Attachments None

Staff changes Following the departure of Joe Lee our Communications Officer in early July, roles and responsibilities amongst the staff have been reconfigured. Lucy Whitman who formerly coordinated the three areas of volunteers, community engagement and Enter & View work will now focus on Enter & View work, with additional responsibility for training and capacity-building. New team member, Nnanna Uwakwe, who started at Healthwatch Enfield on 23 August is taking responsibility for volunteers and community engagement in addition to communications. Volunteer recruitment and training update Three new community outreach volunteers attended an induction session at the beginning of July. After the formal induction, new volunteers are given the chance to shadow more experienced volunteers in our outreach work, and all three new volunteers have now taken part in some of our activities, including helping at the pop up stall at the Boutagu summer festival and an engagement meeting with Turkish parents. Enter & View training is scheduled to take place in September. We are hoping to institute more regular (probably quarterly) training sessions for volunteers later this year. Our volunteers continue to support us in our outreach work and engagement events, and in our Enter & View programme. Their hard work and commitment is greatly appreciated. Enter & View update The management of Magnolia Unit have now submitted an excellent response to the draft report on our Enter & View visit. The final report is now in preparation. There have been delays in receiving responses and action plans from the management of Pymmes Zero Ward at NMUH and The Lime Trees Care Home, following the draft reports we sent to them earlier this summer. We are chasing up on their responses. After some delay, the final report on our re-visit to Suffolk Ward (BEH MHT) at Chase Farm is due to be published in the first week of September. Following the publication of our initial report on our visit to Capetown Ward (RFT) at Chase Farm, and their updated action plan published in July, we have now received a request from RFT management to assist in a project to improve patient information on admission to wards across the whole Trust, including information about discharge processes. This invitation is a direct result of engaging with the Trust during the Enter & View process, and shows how our Enter & View work can lead to further partnership work with providers, resulting in service improvements.

We have also received a copy of a recent comment made by the family carer of a patient in Cape Town ward, which appears to confirm that the new systems for discharge, put in place as a result of concerns we raised, are working well, and have led to an enhanced experience for patients and carers. Plans for forthcoming visits and follow-up activities will be agreed by the Enter & View Project Group, bearing in mind discussions and decisions made by the new Adult Social Care and Dementia project groups which are currently being set up. Once the new cohort of Enter & View volunteers have had their initial training, efforts will be made to integrate them into the Enter & View project group; they will be given the opportunity to take part in E & V visits, shadowing more experienced members of the group. Community Engagement update July and August have been quiet months for engagement, as staff changes, staff sickness and staff holidays all led to reduced capacity during these months. Our pop up stall at Origin Housing’s Health and Wellbeing Day proved fruitful. Most of the residents of this estate are health professionals who work at NMUH which is very close by. We have been invited to keep the residents informed of our activities. The two focus groups which were held in July as part of two parent education courses for Turkish parents (organised by one of our Turkish volunteers) were very valuable opportunities to engage with members of the Turkish community many of whom are not fluent in English. An interpreter was present throughout, and on both occasions we explained about Healthwatch and then asked for comments and views on local services. Most of the comments we heard were about problems in accessing satisfactory GP services, including difficulties in getting registered, refusal to book an interpreter, and in some cases errors in diagnosis and treatment (possibly due to miscommunication). Hardly anyone was aware that they could request an interpreter for medical appointments, and most participants said they routinely asked members of their families to interpret for them. Concerns were expressed about emergency services at NMUH, which were currently in the news; we took the opportunity to promote the Urgent Care Centre at Chase Farm which few of them knew about. We estimate that we engaged with about 22 people through our engagement meetings; in total we estimate that we have reached out to about 115 people in this period. Our new Communications and Community Engagement Officer, Nnanna Uwakwe, will now work on developing a programme of community outreach and engagement activities for the coming months.

POP UPs completed

Numbers

Subject

Location engaged

with Origin Housing health + w/being day 16/07/2016 Edmonton 50

Bountagu community festival 23/07/2016 Lower Edmonton 20

Chase Farm Hospital 17/08/2016 Chase Farm 25 Total

95

FOCUS GROUPS HELD from July to August 2016

Numbers

Subject/group

engaged

with Turkish parenting group Hadley Oasis Academy 13/07/2016 Ponders End 10 Turkish parenting group Churchfield Primary School 14/07/2016 Edmonton 6

Enfield Homes access to services group 08/08/2016 Edmonton Green 6

Total

22

Estimated total engaged with

117

Board Report Title Update on volunteers, Enter & View and community engagement for 1st April 2016 – 30th June 2016

Date and Agenda Item 15th September 2016, Agenda Item 15.1

Author Lucy Whitman



Attachments None

Volunteer recruitment and training update Three new community outreach volunteers have been recruited, bringing our current total to 20 volunteers in all. An induction session will take place at the beginning of July. Our volunteers continue to support us in our outreach work and engagement events, and in our Enter & View programme. Their hard work and commitment is greatly appreciated. We celebrated their contribution during Volunteers Week in June this year with an outing to Rowan’s Bowling Alley which was very enjoyable and was an opportunity for everyone to get to know each other better. Enter & View update Draft reports on our visits to Magnolia Unit, Pymmes Zero Ward at NMUH and The Lime Trees Care Home have all been completed and sent to the providers; we are awaiting their response. The Enter & View project group has produced a schedule showing how we are going to follow up on previous visits, and the follow-up process has now started, as follows: We wrote to the management of Capetown Ward to find out what progress has been made since the “early action plan” they sent us after our visit last December. We were pleased to see that all our recommendations are being implemented. We have published the updated action plan which we received from the RFT management. We also carried out a follow-up visit (jointly with Healthwatch Barnet) to Suffolk Ward at Chase Farm (BEH MHT), which we visited early in 2015. Our original report showed that we had many concerns about the quality of care in the ward, and made a number of recommendations for improvement. In response, BEH MHT drew up a detailed action plan. We were delighted to find that the action plan has been implemented, and many improvements have been made in response to our recommendations; patients we spoke to say they feel well-looked after on the ward. The report of this follow up visit has now been agreed and is about to be published. Community Engagement update In the first quarter of the year, we held up 5 pop up stalls, at Sainsbury’s Winchmore Hill, North Middlesex and Chase Farm Hospitals, the Over 50s Falls Awareness event, and at the Carers Centre carers’ activity day which is held at Community House. We estimate that we reached about 220 people through these pop ups. We also held focus groups/engagement events with the Patients’ Participation Group at Gillan House GP practice, Wellbeing Connect mental health service users group, a Jewish Care day centre in Southgate, two groups of elderly people who attend Age UK Enfield centres in Enfield Town and Freezywater, and a homeless drop in at Angel Corner. We found that many of the homeless people we met at the drop in (most of whom were Polish and had very limited English)

were not registered with a GP, because they were unable to provide proof of address. We informed them that they were all entitled to register with a GP even if they didn’t have a permanent address and distributed information about how to register and to book an interpreter. Almost all the elderly people we met through Age UK and Jewish Care were satisfied with the health and care services they receive. However service users at Wellbeing Connect (which serves predominantly BAME people) were less satisfied; there was a feeling that GPs do not have sufficient expertise to support people with mental health conditions, and the view was expressed that doctors tend to prescribe medication for black patients, rather than referring them to talking therapies. We estimate that we engaged with about 130 people through these engagement events; in total we estimate that we have reached out to about 330 people in this quarter.

POP UPs completed

Numbers

Subject

Location engaged

with Sainsburys Winchmore Hill 01/04/2016 Winchmore Hill 82 carers centres carers group at CH 05/05/2016 Edmonton 10

NMUH - Pop Up 10-12noon 15/05/2016 Upper Edmonton 25

Pop up at Chase Farm (Main reception) 12-2 18/05/2016 Chase Farm 24

over 50s form falls awareness day pop up 20/06/2016 Edmonton Green 80

Total

221

POP Ups scheduled from July - September 2016 Origin Housing health + w/being day 16/07/2016 Edmonton

Bountagu community festival 23/07/2016

Lower Edmonton

Chase Farm Hospital 17/08/2016 Chase Farm NMUH 14/09/2016 Edmonton Chase Farm Hospital 16/11/2016 Chase Farm NMUH 14/12/2016 Edmonton

FOCUS GROUPS HELD from April to June 2016

Numbers

Subject/group

engaged with

Gillan House PPG 21/04/2016 Palmers Green 10 Homeless drop-in at Angel Corner 12/05/2016 Edmonton 17 Wellbeing Connect BAME MH group

15

Jewish Care Southgate 07/06/2016 Southgate 20 Age UK Enfield Mount Carmel 09/06/2016 Enfield Town 40 Age UK Enfield Freezywater 10/06/2016 Freezywater 30

Total

132

Estimated total engaged with

353

External Meetings

Limit To Current User Is equal to No

Activity Date Between 1st April, 2016 and 30th June, 2016

Activity Type Is one of Event Attendance, Meeting

Include Case Activities Is equal to No

Target Contact Name Activity Type Subject Activity Date Activity Details

Type of meeting Options Other

Bahl, Parin Meeting Legal briefing for safeguarding Adults

4th April, 2016 10:32 AM

LB Enfield

Lucas, Audrey Meeting BEHMHT Board Meeting4th April, 2016 10:38 AM

Provider - Hospital Trusts

Lucas, AudreyEvent Attendance

Enfield Autism Friendly Conference

6th April, 2016 9:06 AM

Reith, Lorna; Kane, Maria Meeting meeting with Maria Kane & Ms Greensmith

6th April, 2016 10:44 AM


Skivington, Noelle Meeting Royal Free Trust Board meeting

6th April, 2016 1:00 PM


Reith, Lorna Meeting NCEL QSG Meeting7th April, 2016 10:55 AM

NHS England

Whitman, Lucy Meeting NMUH Patient Experience Group

7th April, 2016 10:59 AM


28th July, 2016 1:52 PM

https://enfield.healthwatchcrm.co.uk/civicrm/contact/view?reset=1&cid=5989

https://enfield.healthwatchcrm.co.uk/civicrm/activity?atype=1&action=view&reset=1&id=4445&cid=5989&context=report&searchContext=activity

















Lucas, Audrey Meeting LAS Patient Forum12th April, 2016 11:07 AM

Other

Reith, Lorna Meeting CCG Voluntary Stakeholders Group

12th April, 2016 11:10 AM

Enfield CCG

Lucas, Audrey Meeting Physical Disabilities Partnership Board- Special Mtg

18th April, 2016 9:09 AM

Partnership Board

Whitman, Lucy Meeting LDPB Health Sub Group Meeting

19th April, 2016 11:19 AM

Partnership Board

Skivington, Noelle Meeting Mental Health Partnership Board

19th April, 2016 2:00 PM

LB Enfield

James, John; Fowler, Deborah Meeting Meeting with Bindi Nagra20th April, 2016 9:00 AM

LB Enfield

Mecinska, Patricia Meeting Quality & Risk Subgroup Meeting

20th April, 2016 9:17 AM

Enfield CCG

Lucas, Audrey Meeting Carers Partnership Board20th April, 2016 11:21 AM

Partnership Board

Fowler, Deborah Meeting Audit & Risk Sub Committee

21st April, 2016 11:26 AM

NHS England

Fowler, Deborah Meeting Health & Wellbeing Board21st April, 2016 11:30 AM

LB Enfield
























Mecinska, Patricia; Sprosson, Michael; Lowman, Rosie

Meeting LBE Commissioning Meeting

25th April, 2016 9:11 AM

LB Enfield

Fowler, Deborah Meeting Local HW Advisory Meeting

26th April, 2016 10:39 AM

CQC

Skivington, Noelle Meeting RFH- Trust Board Meeting27th April, 2016 11:37 AM


Mecinska, Patricia; Lucas, Audrey

Meeting BEH MHT -Quality Summit

27th April, 2016 1:33 PM


Whitman, Lucy Meeting Membership Engagement Group

28th April, 2016 9:12 AM


Mecinska, Patricia; Davies, Lorraine

Meeting Meeting with Lorraine Davies (LBE)

4th May, 2016 9:53 AM

LB Enfield

Mecinska, Patricia; Whitman, Lucy

Meeting Enfield CCG Patient & Public Engagement Committee

5th May, 2016 9:55 AM

Enfield CCG

Lucas, Audrey Meeting Physical & Sensory Disabilities Partnership Board

9th May, 2016 9:58 AM

Partnership Board

Lucas, Audrey Meeting LAS Patient Forum9th May, 2016 9:59 AM

Other

Mecinska, Patricia Meeting NMUH Quality Accounts10th May, 2016 10:00 AM

































Malyon, Clare; Pottinger, Stafford; Edwards, Debra

Meeting PLACE Audit10th May, 2016 10:01 AM


Mecinska, Patricia Meeting BEH Enablement10th May, 2016 10:04 AM


Mecinska, Patricia; Kibria, Abul Meeting CQC - introductory meeting

11th May, 2016 10:05 AM

CQC

Fowler, Deborah Meeting Enfield CCG Governing Body

11th May, 2016 10:07 AM

Enfield CCG

Mecinska, Patricia; Fowler, Deborah; Carrier, John

Meeting Introductory Meeting13th May, 2016 10:08 AM


Mecinska, Patricia Meeting Radio Interview - Londynek Polish Radio

13th May, 2016 10:27 AM

Other

Whitman, Lucy Meeting Learning Disabilities Partnership Board

16th May, 2016 10:29 AM

Partnership Board

Mecinska, Patricia Meeting CQC & Heatlwatch North London Meeting

17th May, 2016 1:35 PM

Healthwatch meetings

Mecinska, Patricia Meeting London Healthwatch Network Workshop

18th May, 2016 10:32 AM


Whitman, Lucy Meeting EDS2 meeting19th May, 2016 10:34 AM

Enfield CCG






























Mecinska, Patricia Meeting Healthwatch Camden visit20th May, 2016 10:59 AM


Mecinska, Patricia Meeting HENCEL conference on Assessible Information standards

24th May, 2016 11:04 AM


Sunner, Rajinder Meeting BEH Patient Expereince Committee

25th May, 2016 11:06 AM


Bahl, Parin Meeting SAB sub group (Quality & Performance)

25th May, 2016 11:09 AM

LB Enfield

Skivington, Noelle Meeting Royal Free Trust Board meeting

25th May, 2016 11:22 AM


Mecinska, Patricia Meeting NHS Improvement Meeting

25th May, 2016 11:36 AM

NHS England

Mecinska, Patricia; Burgess, sharon; Diba, Georgina; Smith, Elspeth

Meeting Safeguarding Meeting26th May, 2016 11:37 AM

LB Enfield

Whitman, LucyEvent Attendance

Dementia , Equity & Rights Conference

26th May, 2016 11:40 AM

James, John Meeting NMUH Trust Board26th May, 2016 11:41 AM


Lucas, Audrey Meeting BEH MHT Trust Board31st May, 2016 11:42 AM






























Mecinska, Patricia; Fowler, Deborah; Abedi, Mo; Fairbairns, Aimee; McBeal, Deborah; Thompson, Sarah

Meeting Enfield CCG31st May, 2016 11:43 AM

Enfield CCG

Mecinska, Patricia; Suchi, Suchi Meeting BEH - MHT meeting31st May, 2016 1:37 PM


Whitman, Lucy Meeting NMUH Patient Experience Group

2nd June, 2016 11:46 AM


Mecinska, Patricia; Reeves, Paul Meeting Introductory Meeting7th June, 2016 11:49 AM


Fowler, Deborah; Mecinska, Patricia

Event Attendance

HW England Annual Conference

9th June, 2016 11:50 AM

Fowler, Deborah; Mecinska, Patricia

Event Attendance

HW England Annual Conference

10th June, 2016 11:51 AM

Lucas, Audrey Meeting LAS Patient Forum13th June, 2016 11:53 AM

Other

Mecinska, Patricia Meeting Health Sub Group - LD Partnership Board

14th June, 2016 11:55 AM

Partnership Board

Mecinska, Patricia Meeting BEH Mental Health & Long Term Conditions Steering Group

14th June, 2016 11:58 AM





































Mecinska, Patricia; O'Donnell, Kathryn

Meeting Introductory Meeting14th June, 2016 1:09 PM


James, John Meeting Health Improvement Partnership Board

16th June, 2016 1:12 PM

Partnership Board

Mecinska, Patricia; Meth, Monty; Giladi, Vivien

Meeting Introductory meeting21st June, 2016 1:13 PM

Other

Sunner, Rajinder Meeting BEH Patient Experience Committee

22nd June, 2016 1:14 PM


Mecinska, Patricia; Smith, Elspeth

Meeting Safeguarding Link Meeting

22nd June, 2016 1:16 PM

LB Enfield

Mecinska, Patricia Meeting NCL STP Transformation Board

22nd June, 2016 1:17 PM

NHS England

Mecinska, Patricia Meeting HENCEL Project Steering Group

23rd June, 2016 1:20 PM


Fowler, Deborah Meeting Audit & Risk Sub Committee

23rd June, 2016 1:21 PM


Mecinska, Patricia; Fonyonga, Krystle

Meeting Introductory Meeting24th June, 2016 1:22 PM

LB Enfield

Bahl, Parin Meeting NHS Improvements Programme Oversight Group NMUH

28th June, 2016 1:23 PM

NHS England































Skivington, Noelle Meeting Royal Free Trust Board Meeting

29th June, 2016 1:26 PM


Mecinska, Patricia; Gail Hawksworth

Meeting Indtroductory Meeting30th June, 2016 1:27 PM

Enfield CCG

Row(s) Listed 68







External Meetings

Limit To Current User Is equal to No

Activity Date Between 1st July, 2016 and 31st August, 2016

Activity Type Is one of Event Attendance, Meeting

Include Case Activities Is equal to No

Target Contact Name Activity Type Subject Activity Date Type of meeting Options Other

Mecinska, Patricia; Ryan, Joan

Meeting Introductory Meeting1st July, 2016 1:11 PM

Other

Mecinska, Patricia; Kane, Maria

Meeting Introductory Meeting6th July, 2016 10:05 AM


Whitman, Lucy Meeting Enfield CCG PPE Committee Committee

7th July, 2016 9:50 AM

Enfield CCG

Whitman, Lucy Meeting NMUH Patient Experience Group7th July, 2016 9:52 AM


Mecinska, Patricia; Smith, Elspeth

Meeting Healthwatch Enfield & Safeguarding Team Meeting

8th July, 2016 9:53 AM

LB Enfield

Lucas, Audrey Meeting LAS Patient Forum11th July, 2016 9:58 AM

Other

Fowler, Deborah Meeting Health & Wellbeing Board12th July, 2016 10:01 AM

LB Enfield

Mecinska, Patricia Meeting Voluntary Sector Stakeholders Group

12th July, 2016 10:04 AM

Enfield CCG

Mecinska, Patricia; Mrs Elizabeth McManus



Lucas, Audrey Meeting Carers Partnership Board13th July, 2016 10:13 AM

Partnership Board

Fowler, Deborah Meeting Governing Body Meeting13th July, 2016 10:16 AM

Enfield CCG

8th September, 2016 9:25 AM































Fowler, Deborah Meeting Intelligence & Information Management Advisory Group

14th July, 2016 10:21 AM


Mecinska, Patricia Meeting The Best Practice Forum14th July, 2016 10:23 AM

LB Enfield

Enfield Council Adult Social Care

Event Attendance

The Best Practice Forum14th July, 2016 2:00 PM

Bahl, Parin Meeting Programme Oversight Group- NMUH

15th July, 2016 10:24 AM

NHS England

Mecinska, Patricia; Burrowes MP, David


Other

Mecinska, Patricia Meeting Comissioning Outcome 7- increase & improve information provision

19th July, 2016 10:30 AM

LB Enfield

Fowler, Deborah; Obi, Keezia; Mecinska, Patricia


LB Enfield

Whitman, Lucy Meeting CCG PPE Meeting20th July, 2016 10:33 AM

Enfield CCG

Mecinska, Patricia Meeting NCL CEO's Meeting20th July, 2016 10:46 AM


Bahl, Parin Meeting Safeguarding Sub- Group20th July, 2016 10:47 AM

LB Enfield

Skivington, Noelle Meeting Royal Free Annual Members Meeting

20th July, 2016 11:16 AM


Whitman, Lucy Meeting Equal Access Group - Chase Farm21st July, 2016 11:18 AM


Mecinska, Patricia Meeting NCL CEO meeting with David Stout- STP

21st July, 2016 11:19 AM


Mecinska, Patricia Meeting Commissioning Outcome 4- Helping Vulnerable Adults

21st July, 2016 11:22 AM

LB Enfield




































Fowler, Deborah Meeting Audit & Risk Sub Committee Meeting

21st July, 2016 11:26 AM


Bahl, Parin Meeting Dementia Strategy Steering Group- NMUH

22nd July, 2016 11:27 AM


Lucas, Audrey Meeting BEH MHT Board Meeting25th July, 2016 11:29 AM


Fowler, Deborah Meeting London RQSG25th July, 2016 11:38 AM


Whitman, Lucy Meeting NMUH- Safer, faster, Better Update

27th July, 2016 1:32 PM


Fowler, Deborah Meeting F&GP Sub Committee28th July, 2016 1:34 PM


Mecinska, Patricia; Burke, Pamela

Meeting Meeting to Discuss LBE commisisoing Outcomes

2nd August, 2016 1:47 PM

Other

Mecinska, Patricia; Taylor, Doug

Meeting Introductory meeting3rd August, 2016 1:50 PM

LB Enfield

Whitman, Lucy Meeting NMUH- Patient Experience Group4th August, 2016 1:51 PM


Bahl, Parin Meeting Programme Oversight Group- NMUH

12th August, 2016 1:52 PM

NHS England

Mecinska, Patricia Meeting NCL CEO's Meeting18th August, 2016 1:56 PM


Mecinska, PatriciaEvent Attendance

STP Workforce Event19th August, 2016 1:57 PM

Mecinska, Patricia Meeting Dignity in Care Panel Meeting22nd August, 2016 1:58 PM

LB Enfield

Whitman, LucyEvent Attendance

Age UK Enfield Housewarming24th August, 2016 11:24 AM




































Mecinska, Patricia Meeting Labour MP's Public Meeting24th August, 2016 1:29 PM

Other

Mecinska, Patricia Meeting NCL STP Transformation Board24th August, 2016 1:43 PM


Mecinska, Patricia; McBeal, Deborah; Thompson, Sarah

Meeting Meeting- GP Guide24th August, 2016 1:59 PM

Enfield CCG

Mecinska, Patricia; Jabuni, Ben

Meeting Introductory Meeting30th August, 2016 2:02 PM

Other

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enfield consumers of care and health organisation … · enfield consumers of care and health...

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