review of management and delivery of sheltered and ... · yvonne denny, nelly tackie, viv sharma,...

Summary - RSP Review Sheltered and Supported Housing

1

Review of Management and

Delivery of Sheltered and

Supported Housing –

Summary Report

Campbell Court Focus Group - photo by Yvonne Denny


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Report completed by Resident Scrutiny Panel June 2017

Yvonne Denny, Nelly Tackie, Viv Sharma, David Hinds, Lucy

Madigan, Anne Gibson, Bridget Lane, Sagal Kullane, Gail

Stean, Helen Sewanyana, Stephan Safro, and Ricardo Wilson

This summary report investigates whether operational policies and

expectations of Homes for Haringey (HfH), the Council and residents

are being met and putting forward recommendations to meet the

expectations and aspirations of residents living in sheltered and

supported housing including good neighborhood schemes. This review

has investigated and delivers an over view of the service to inform the

current strategic review being undertaken by HFH and the Council.

Focus has been on:

The effectiveness of processes and procedures to deliver a resident

focused service

Monitoring and reporting mechanisms to inform officers, board

members and residents

Effectiveness of the current sheltered and supported housing

management structure, provision of homes, and future proofing of

the service to meet changing needs within the Borough.

Resident satisfaction with the service

Opportunities for residents to be more involved with determining

service delivery and engagement opportunities

The Sheltered and supported Housing service was selected for review

because:

This service was transferred to HFH and has not previously been

scrutinized in detail by the RSP

This is a service that is important to residents that need a home that

provides an opportunity to maintain independence within a safe

and secure environment

The RSP wanted to provide feedback into the internal review by

officers of Homes for Haringey (HfH), adding a resident perspective

to the business appraisal.

The review commenced in March 2017 and was completed June 2017

The review followed the standard scrutiny review process including:

Scoping the review and seeking approval

Briefing by the Director of Operations

A desktop review of relevant documentation and performance

information


3

Face to face interviews with officers, residents, and councilors

Focus Groups

Benchmarking and research into best practice

Resident survey/questionnaire

Site visits

Mystery shopping

The findings indicate that this is a service highly valued by residents but

there are opportunities to improve the resident experience and the

way that this service is managed and delivered. We are confident that

changes proposed offer a good opportunity to move away from the

concept of one size fits all, and offer choice to meet the changing

needs of the older population.

The key findings indicate that:

A bespoke service is required that meets the differing levels of care

and support needs of an increasing ageing population

The service must continue to offer value for money, and be

affordable to those moving from general needs housing

A council owned service is considered preferable by residents to a

private sector run service

The current service is ready for change and future proofing and the

RSP support the new model being implemented by HFH

Residents are not consistently consulted and the last survey was in

2010, but the Council’s consultant has gathered some feedback

but feels that the questions used did not deliver the feedback

required used by the Resident Engagement team

More rigor on quality and consistency of services is required as

significant variations were experienced through this review

There is a need for improved partnership working with other service

providers delivering care within schemes, which will assist service

delivery

There are issues around employing the right staff and improving

management to combat differing quality of services and resident

experience

Management and operational staff must be made accountable for

performance of all services delivered to schemes and this may be

achieved through a robust review of job roles and reporting

mechanisms

Operating procedures, technology and equipment are out of date

resulting in high levels of staff frustration and ultimately a service that

needs improvement

Validation of service delivery is not robust and feedback from the

front line is different from the image portrayed by management, so

a more visual approach is recommended.

Some schemes are very tired and cleaning and grounds

maintenance not to an acceptable standard across all schemes


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and this may be helped by developing a standard charter with

residents that is adopted and enforced at all schemes

Failure to promote and maximize the use of assistive technology

consistently to meet the changing needs of residents

Provision of activities for residents very limited and non-existent in

some schemes, and communal facilities not consistently accessible,

although consultation has commenced with scheme managers but

little or none interaction with residents

Security and health and safety issues not being addressed to give

assurance to residents and compliance with fire regulations, a more

rigorous enforcement must be adopted despite individual resident

objections.

Service Level agreement and monitoring is not ensuring that a

quality service is provided considering operating costs are higher

than for those in the private sector.

The scheme titles sheltered and supported housing, good neighbor

schemes are confusing and outdated.

Repairs and planned improvements cause concern to residents due

to work not being completed, fittings that do not meet resident

needs and difficulty accessing the service

Sheltered residents consider that the Sheltered Conference is only

open to handpicked residents and there is no feedback as

promised after the event which is frustrating

Have clear eligibility selection criteria for residents offered a home

so that communities are housing the right people based on need

Residents in all schemes were welcoming and readily participated with

the RSP. Overall they value the home they have, feel part of the local

community and consider that the service does offer value for money

for the rent paid. In contrast there is a perception that they can be at

times forgotten and that isolation and lack of purpose is a real issue

that makes their lives feel under-valued. Many feel that with more

support they could still be contributing to support each other and other

people in their local community. They welcome more guidance and

facilitation offered by those delivering engagement services.

It is clear that now is the right time for change and the RSP are

confident that this report will help identify from a resident perspective

the challenges and opportunities to bring the service up to a high

standard that meets the needs of residents. With us all living longer

there is a need to focus on a more bespoke service rather than the

historical approach that ‘one size fits all”.


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Recommendations:

The RSP would like to propose a number of recommendations for

consideration:

Category Recommendation Priority to

Residents

Priority

to

business

Service delivery There was an inconsistent

approach to service

delivery identified through

this review.

Recommendations

include:

Updating of all policies

and procedures

Being clear in leaflets

and the website about

what service is actually

offered to residents in

schemes

Closer monitoring of

service delivery on the

front line by

management

Identifying who is

responsible for what

parts of the service

and ensuring that

managers take a

broader view of

service delivery to

maximize resident

experience and

support scheme

managers

Develop a Service

Charter

Make it clear to

resident’s standard

services open to all.

Offer opportunity for

residents to purchase

add on services

Update job

descriptions

Scheme managers to

be involved and have

H

H

M

H

H

H

H

M

M

H

H

M


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access to all

information including,

voids, rents, repairs and

planned maintenance

Training to keep

scheme managers’

skills and knowledge

up to date.

Use resident skills to

provide community

activities

Annual visit by welfare

advisor to schemes

H

Communal

facilities

Look to providing

access out of hours

to residents to all

communal facilities

Update facilities

that require an

upgrade so that

there is a consistent

standard across all

schemes

Consult residents on

laundry facilities

and access as this

was identified as

being too restrictive

and not offering

adequate access

Consider having a

policy regards

individuals having

laundry facilities in

flats

Move from key

access to coded

door access to

communal facilities

Set up sinking fund

from service

charges collected

to fund

replacement

equipment

H

H

H

H

H

L

M

M

H

M

H


7

Inspect all

communal facilities

for condition,

cleanliness and

decoration and

measure against

standards

developed with

residents

M

M

Grounds

maintenance

Review the grounds

maintenance

contract and

enforce

compliance

Remove fly tipping

from gardens

Establish more

gardening clubs for

residents because

where residents

participate grounds

maintenance was

to a higher

standard

Sweeping of path

areas to be

reviewed

Encourage local

residents to help

sheltered residents

with gardening

Work with local

retailers to access

plants and seeds

Look at weed

control for flower

beds and grass

areas

Instigate annual

sheltered

inspections based

on the estate

inspection model

Ensure shrubs do not

impede paths and

seating areas

H

M

H

M

H

H

H

H

H

M

M

H

M

M


8

Engagement

opportunities

It is noted that

consultation is now taking

place regards activities in

schemes with scheme

managers.

Need to consult

with residents to

understand their

activity preferences

Make sure that

publicity around

activities is

accurate and kept

up to date

Residents that

attended the

sheltered

conference

reported that they

have not received

feedback from the

event as promised,

ensure that

feedback is a

priority.

Older persons’

forum work not

known to all

residents, with

concerns that

minutes are not

reflective of

decisions made.

Ensure that minutes

are approved by

residents attending

and are made

accessible to all

residents

Invitations to the

sheltered annual

conference to be

open to all, ensuring

that the same

residents don’t

attend every time

H

H

H

H

M

L

H

H

M

M

L

M


9

Look at corporate

volunteering and

sponsorship for

resident activities

Gather feedback

from events and

provide annual

impact assessment

report

Consider covering

activities through a

service charge

payment

Encourage external

elderly residents to

events and charge

a fee to help sustain

activities

Set up activities

residents working

group

Maintain dedicated

resident

engagement officer

input

M

M

M

H

M

H

L

M

M

L

Staff resources Residents feel that

not all staff delivers

the same support to

residents in all

schemes. There

needs to be a

review of job roles

and monitoring as

part of the

appraisal process

compliance

Residents would like

to be invited to be

part of the

recruitment process

and perhaps

representatives from

the Older Persons

Forum could be

trained to assist

Use of locum staff

for long periods

M

H

L

H

M

M


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should be reduced

because they have

job insecurity and

this leads to a less

effective service

Managers need to

be more visible and

supporting scheme

managers and

there should be a

commitment that

every scheme has a

visit at least every 6

months.

Ask residents for

their feedback on

staff resources and

performance.

Include as part of

the appraisal

process

Be proactive

regards staff

sickness levels so

that use of locum

and staff covering

additional schemes

is minimized

L

H

L

H

M

H

Feedback from

residents

Gather regular

feedback from

residents, annual

survey

Provide regular

updates, newsletter

Introduce

suggestion boxes

Dedicated

sheltered newsletter

H

H

M

H

H

M

L

L

Management

and supervision

Review job roles so

that managers are

more visible,

responsive and

provide adequate

supervision and

management to all

scheme managers

L

H

H


11

Visit schemes 6

monthly and meet

residents and staff

and report back on

findings

Ensure training is

timely and

maintains skills and

knowledge of

scheme managers

Look at ways to be

more responsive to

staff requests for

advice and support

Ensure that

managers are

responsible not just

for staff but ensuring

that rent collection,

voids and condition

of schemes is to a

high standard

Respond to emails

and telephone

calls- prevent crisis

management

H

H

H

H

Repairs Reporting repairs is

difficult for many

residents and look

to scheme

managers being

the route to report

repairs so that work

can be properly

monitored and

timelier. Try a 3-

month pilot of

scheme managers

reporting repairs to

understand impact

on work levels and

effectiveness and

resident satisfaction

Provide an

enhanced service

for those in

sheltered and

H

H

L

H


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supported housing

as timescales are

causing distress to

residents.

Managers should

have a weekly

report indicating all

repairs reported

and be able to

identify ones

incomplete and

follow up.

Promote the handy-

man service

Advise residents on

the OAP

painting/decorating

service

H

H

H

L

Planned

improvements

Review how the

new doors fitted

could have assisted

opening for those

with mobility issues

Ensure that residents

are consulted and

part of the process

for all planned

improvements

Provide clear

feedback to

residents and

families

Ensure that spy

holes are at the

right height and

correct where they

are preventing

residents in wheel

chairs to use

Keep residents

involved and give

feedback

H

H

H

H

H

H

H

M

M

M


13

Health and

safety /fire

regulations

Compliance

Ensure that

enforcement is

timely and that

individual residents

don’t compromise

the safety of others.

Managers to visit

sites where scheme

managers are

experiencing

problems.

Look at the issue of

wooden stairs in

some schemes as

this was raised as a

concern by

residents at Stokley

Court

Where mobility

scooters are being

left in hall ways look

to find a solution by

installing ramps so

that they can go

into flats

Ensure that residents

have written

information about

fire safety

H

H

H

H

H

H

H

H

Performance

monitoring and

indicators

Make sure that

performance

information is

shared with Scheme

Managers and

included at team

meetings

Provide more

context around

Data – no

commentary to

explain

performance

L

L

H

H


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information so that

it is clear what is

being measured.

Evaluate whether

the performance

indicators are

adding value to

management and

what other

indicators might be

more helpful, what

matters to residents

Survey staff and

residents and

capture satisfaction

levels

Survey say 2

schemes per month

so that collecting

feedback is

planned and

continuous

Set up a focus

group of residents

to develop survey

questions

Use 12 month

indicators so that

there is a

comparison

Set up performance

indicators for

managers, number

of visits to schemes

with a target of 2

per month, plus one

unplanned visit so

that experience is

not set up to just see

the good things

Monthly report on

repairs, jobs

ordered and

completed, and

incomplete

L

M

M

L

M

L

L

L

H

M

M

M

L

M

H

M

H


15

Set annual staff

appraisal target

100%

Staff Appraisals Set a target of 100%

for completion of

appraisals and

report this to the

Board

Look to widening

input into appraisals

adopting a 360-

degree approach

and perhaps

feedback from

residents receiving

the service

Make sure that

there is feedback to

scheme managers

on solutions to

remedy the feeling

that there is no

purpose to an

appraisal

Provide training for

those delivering

and receiving

appraisals

Develop work plans

as a result of the

appraisal

H

M

H

H

H

Office facilities Audit and agree a

standard for

equipment for each

scheme

Confirm disposal

policy for obsolete

equipment

Move to laptops

Check and improve

Wi-Fi in all schemes

Allocate each

scheme a budget

for office

equipment and

supplies

H

H

M

H

H


16

Policies and

procedures

These are out of

date and not

updated to reflect

current service

provided, so

develop new

procedures working

with residents.

Ensure that policies

and procedures

reflect what is

required and are

reviewed in line with

the corporate

review standard

Have a single

directory of all

policies and

procedures that is

accessible by all

scheme managers

Provide training on

all procedures

Monitor that

procedures are

being consistently

followed

Check clarity on

hospital discharge

policy and

feedback to

residents

H

H

H

H

H

H

H

Support plans These are outdated,

too long and need

changing so that

they are easy to

complete and use.

Look at frequency

for updating

support plans from

annual to 6 months

Make sure that

support plans cover

nutritional welfare

and accessibility

issues

L

H

M

H

H

M

H


17

Set a target time for

support plans to be

updated from the

time that new

information is

received.

Website Update information

provided

Provide information

under easy to follow

headings

Use case studies

Use interesting

photographs and

graphics

Be clear what is on

offer

Provide resident

feedback

Say what activities are

available that are

accurate

There is mention of an

interactive website but

this is definitely not

there yet

Completely look at the

quality, accuracy and

usefulness of

information provided

Mystery shopping

identified that there is

a lack of information

provided on the

website that even the

Call Centre could not

help with basic

enquiries

Ask the Older Persons

Panel to help with

shaping the content

and style of the

website

Update the community

alarm brochure

H

H

M

H

H

H

H

H

H

M

H

H

L

H

H

M

H

H

H

H

H

H

Assistive

technology

There is a lack of

knowledge with

H

M


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both scheme

managers and

residents about

options for assistive

technology-

provide leaflets in all

schemes

Residents not aware

that if the scheme

manager orders a

personal alarm that

is free. Offer this to

all residents at time

of sign up and at

support plan

reviews

Mystery shopping

indicated that staff

are not aware of

assistive technology

to support residents

and no advice or

information was

provided. Make

sure that awareness

is improved by

covering this at staff

inductions;

appraisals and

training for call

handlers.

H

L

H

Rent arrears Financial inclusion

and welfare training

required for all

scheme managers

so that they can

support residents

who prefer to talk to

their scheme

manager

More narrative

required to explain

rent arrear data

detailed in

performance

reports

H H

H


19

Voids Review the issues

around ‘step down’

flats void times and

look at impact on

schemes and

residents as a whole

to determine a long

term approach to

provision of this

service within

schemes

Allow scheme

managers to have

void progress

reports and access

to the property

when it is being

repaired

Provide a narrative

on the performance

reports indicating

which flats are step

down

Have a named

voids contact within

sheltered

management team

H

M

L

L

H

H

H

H

Communication Make better use of

notice boards,

make notices

attractive and

inviting to read

Ensure that minutes

from the Older

Persons panel are

made accessible to

all residents

Look at resident

‘news hounds’ to

pick up stories for

the sheltered

newsletter and

website

Provide a sheltered

newsletter that can

be viewed on the

computer and hard

H

H

H

H

L

L

M

L


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copies in communal

lounges, but keep

the cost low and

seek sponsorship

maybe from

organizations

providing assistive

technology

Facilities in flats Look longer term to

have fully

accessible

bathrooms for all

Check thermostats

on radiators are

working

Ensure that windows

open properly

Make sure flats can

accommodate

mobility scooters

Have fitted

microwaves in all

kitchens

H

H

H

M

M

M

H

M

M

L

Activities Have a list of

standard activities

for all schemes

Have bespoke

activities at specific

locations where

wish or desire

identified

Where new

schemes are

developed look at

the opportunity for

franchises to set up

stores, coffee shops

etc.

Have a named

person to seek

grants and

sponsorship for

sheltered activities

Annual impact

assessment all

activities

H

H

M

H

M

H

L

M

H

H

H

L


21

Encourage family

members to support

and participate

Security and

safety

Fire alarms to be

tested regularly

Make sure fire doors

are closed and not

wedged open

Give reassurance to

residents on

timescale that fire

doors will hold back

a fire

Remove obstacles

in communal

corridors

Check external

lights are working as

part of the estate

inspection process

Extend new door

entry system to all

schemes

H

H

H

H

H

H

H

H

H

H

H

H

Service charges Be clear with

communal service

charges the

amount calculated

for communal areas

being accessible

and maintained

Consider

mandatory

contribution for

extra

services/activities as

part of the service

charge

H

M

L

L

Daily checks All daily checks to

be completed in

the morning

Consider

centralizing daily

calls

Develop an app for

residents to call in

H

L

M

M

L

L


22

Occupational

health

Feedback to the

occupational

health team that

residents and

scheme managers

are frustrated about

the long delays for

assessments and

aids and

adaptations being

fitted

Check on the

recycling of aids not

in use and

guidance provided

to scheme

managers

Obtain an

agreement with all

pharmacies to

deliver prescription

aids to schemes

H H

H

H

Council review Continue to

promote affordable

quality sheltered

housing

Support HFH to offer

a bespoke service

so there are options

for those with

changing needs

Continue to

maintain an

overview of

sheltered services in

the longer term so

that it does not lose

the high priority it

deserves

Clear eligibility

criteria for

applicants a priority

H

L

L

H

H

H

H

H

HFH review-

external

researcher

Understand that

service delivery has

changed but

resident feedback is

positive

H

H

M


23

Make resident

feedback

accessible to

external groups

There is a balance

between quality

and cost and

residents consider

their rent offers

value for money

L

H

H

IT facilities for

residents

Digital champions in

sheltered is a great

idea but they are

hindered by

broadband not

working in all

schemes, it appears

it has been installed

but not switched on

Digital champions

have reported that

they are not given

contacts for

residents requesting

help. Make sure

that this happens

within a month of a

request being

requested.

Audit Wi-Fi

connections and

network

Develop a

structured plan for

training

Empower digital

championships to

lead and control

training and

workshops for

residents

Do not lock up

computers out of

office hours

Investigate printer

options

H

M

H

H

H

H

M


24

IT facilities for

scheme

managers

Invest in a bespoke

sheltered

management

system

Provide appropriate

equipment e.g.

laptops to facilitate

a timely and

effective service.

H

H

Scheme

managers

There is

considerable

concern about the

lack of support by

senior management

so review

relationships and

accountability

Increase

opportunities for

communication –

face to face

Listen to feedback

H

H

H

Training Identify training

needs through

appraisals

Ensure training is

open to all

Provide refresher

training

Develop annual

training plan

H

H

H

H

Residents

Survey

Complete surveys

on a regular basis to

gather feedback

Overall resident

satisfaction is high

and this must be

maintained

H

H

Conclusion

This review has demonstrated that overall residents are very happy

with their home and services received. There are operational

challenges but there is opportunity to get things right. There are

management issues that need addressing and this can only

positively influence the concerns raised by scheme managers,


25

There are changes taking place and these will see a more bespoke

service offering choice for residents and an opportunity to achieve

a consistent level of service across all schemes.

We have identified a number of recommendations and we look

forward to working with you to help deliver the vision and services

that will make the service even better and meet the changing

needs of the community.

What has happened following the completion of this report?

The service has welcomed this report and has now prepared a

service improvement plan addressing these recommendations. The

Scrutiny Panel will continue to monitor progress and receive

updates on progress.

review of management and delivery of sheltered and ... · yvonne denny, nelly tackie, viv sharma,...

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