Agenda item

To receive an update on the status of the Care Home Improvement Programme (CHIP).

6.1       Kevin Gormley (Category Manager – Residential and Nursing Care Block Contracts) and Sophie Waters (Supplier Relationship Manager – Adult Social Care Commissioning, Innovation and Insight) provided the Committee with an update on the status of the Care Home Improvement Programme (CHIP). It was explained that following concerns raised over care home provision within Westminster, Adult Social Care and Health had set a strategic target to improve all care home CQC quality ratings in Westminster to ‘Good’ or ‘Better’. Two independent organisations identified as specialists in supporting care home improvement were jointly commissioned to deliver a two-phase programme over an 18-month period. The organisation, My Home Life, developed the skills and capability of the Registered Managers and their Deputies within a care home. Whilst the second organisation, Ladder to the Moon, worked with the whole staff team to create a creative and innovative working environment to enhance the quality of life for care home residents and the quality of working life for staff.

6.2       Fran Sexton and Jude Sweeting (Ladder to the Moon) were invited to join the meeting and provided the Committee with an overview of the nature of the programme, the work they had undertaken and what Phase 2 of the programme would focus on.

6.3       In response to a question the Committee was informed that the progress of the programme would be measured through various methods. Key Performance Indicators (KPIs) would be used and in terms of staff engagement, it would be expected that levels of staff sickness would decrease along with improved staff retention rates. As for residents, individual wellbeing was not measured due to resource issues but a more overall holistic approach was taken. Resident satisfaction surveys were also distributed twice a year, which proved useful over a longer period of time in measuring resident wellbeing.

6.4       The Committee was interested to learn about the care plans in place for those residents receiving respite care. Members noted that all residents would have a thorough pre-admission assessment when entering a care home. The care plans for residents receiving respite care would be lighter; however, they would capture all the residents’ essential needs. The Committee was pleased to note that in terms of medication every resident received a robust care plan.

6.5       The Committee noted that levels of staff turnover at Westminster’s care homes was quite high and queried if this would have any long-term effects on the programme. Members were informed that the low salaries of care home workers and the cost of commuting into central London were all barriers to staff retention. However, efforts to ensure there was senior leadership buy-in into the programme and that cultural changes were embedded at each level of the organisation were being promoted to ensure its long-term effectiveness. KPIs would also be used to measure the programmes outcomes in conjunction with the residents’ surveys and through contract monitoring. The Committee requested benchmarking information comparing the ratings of Westminster’s care homes with those of other London boroughs.

6.6       The Committee acknowledged the significant efforts which had been made in delivering the Care Home Improvement Plan. It was pleased to note the various initiatives undertaken to improve the quality of life for residents and the quality of work life for employees. As the programme was due to finish in June 2019 however, concern was expressed over ensuring its long-term effectiveness. The Sub-Committee therefore requested that it receive a future update on the progress of the programme along with the outcome of the Integrated Better Care Fund funding settlement once known.