Audit of Residential Facilities, Final report - Division for Social Policy ...

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Board, management and staff, and transfer of skills from established organisations toemerging organisations. A few homes have started „twinning‟ with sub-economichomes in their areas but others have felt that they do not want to appear as imposingtheir help onto homes that need it. Instead they believe that the Department shouldfacilitate this process through their own needs assessment of a home and introducethe home that will assist, so that it is seen as a formal agreement and as part of theircapacity building programme.Government must look at supporting black people who apply to white homes andcannot afford to pay with the pension and government subsidy. There could be asliding scale developed to accommodate different categories of older persons in needof subsidised accommodation.While there is clearly difficulty in finding suitable, skilled individuals, a more stringentpolicy should be put in place targeted at Management levels with the primary aim ofmonitoring the recruitment of management and senior level staff as well as thestructure of the „mother bodies‟4. The challenge remains intersectoral collaboration amongst government departmentswhich could in turn promote optimum utilisation of resources. The shortage of nursing staff could be addressed with the Department of Health toexplore the possibility of these posts being subsidised or co-funded as the medicalcomponent forms the core of services provided to older persons. For many homes, transport is problematic especially when residents need to go tohospital. DSD should facilitate discussion between homes, the Department of Healthand Hospitals in an attempt to find a solution.5. In terms of governance boards need to be trained in order to understand their role inrelation to good governance. In addition, they need to distinguish their role from that ofmanagement The Board should develop a policy of rotation and changing Board members within aspecified time period In addition there must be a succession plan for Board members who leave and thosewho might be interested in joining.8 | D S D A u d i t o f R e s i d e n t i a l F a c i l i t i e s
6. With regard to management capacity, a management training programme must bedeveloped for all home managers that focuses on the management of people,performance management, as well as aspects such as conflict management, building acohesive team, and understanding diversity management which is crucial for realtransformation There must be a properly implemented performance management system in placewith regular assessments of staff undertaken Caring management is important in this environment as it impacts on the ability ofstaff to do their jobs effectively and with pride. Staff management conflicts need to beaddressed. Staff retention policies and procedures need to be developed which can includecounselling and stress management support The staff and management in all the homes must be familiarised with the norms andstandards as well as the rights of older persons7. Staff capacity: There is a problem of the shortage of staff, that needs to be addressedbut this has financial implications There is a need to build the capacity of staff through regular training programmes.This would allow staff to be updated with the most recent practices in the care forolder persons A capacity building programme should also look at issues such as assertivenesstraining, diversity awareness, self-esteem and other life skills8. Funding policies should be re-addressed as many of the less affluent homes arestruggling to maintain health care standards. At the same time funding programmes such as an outreach programme, etc needs tobe seriously considered as opposed to funding people At the same time the Department could assist home managers and fund-raisers inexploring a sustainability strategy that addresses various options that include not onlyfinancial sustainability but also human resources and skills transfer Implementing some of the norms and standards requires funding which theDepartment must consider, particularly in the homes that are less resourced andunder-developed.9 | D S D A u d i t o f R e s i d e n t i a l F a c i l i t i e s
Page 1 and 2: Final ReportAudit of Residential Fa
Page 3 and 4: 4.5 Sustainability / Funding ......
Page 5 and 6: towards their conditions of employm
Page 7: The M&E role of the Department (whe
Page 11 and 12: 14. Sharing, Learning and Networkin
Page 13 and 14: Director-General means the Director
Page 15 and 16: office-bearers except as reasonable
Page 17 and 18: 1.3 Process FollowedA number of oth
Page 19 and 20: This was recorded and submitted to
Page 21 and 22: The Population Reference Bureau est
Page 23 and 24: 2.4.2 Proportion of women versus me
Page 25 and 26: Africans comprise 67, 7% of the pop
Page 27 and 28: Where homes are situatedFormer Whit
Page 29 and 30: While the guideline for frail care
Page 31 and 32: The breakdown of these homes is as
Page 33 and 34: Just over a half (51%) of homes off
Page 35 and 36: that “…The Department of Health
Page 37 and 38: Cultural and recreational activitie
Page 39 and 40: one bed should be set aside for sho
Page 41 and 42: a. Although there were a few homes
Page 43 and 44: 100%90%80%70%60%50%40%30%20%10%0%81
Page 45 and 46: While in the majority of homes (62%
Page 47 and 48: The graph indicates that staff for
Page 49 and 50: The norms and standards indicate th
Page 51 and 52: Are there staff records and Perform
Page 53 and 54: In 92% of the homes the residents d
Page 55 and 56: ooIn addition, emergency exits were
Page 57: v. In some provinces, the coordinat
Page 60 and 61:
egards to the Mangers carrying out
Page 62 and 63:
some senior staff that were black.
Page 64 and 65:
4.6 Intersectoral CollaborationThe
Page 66 and 67:
In terms of the Transformation Char
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from Alzheimer‟s disease, dementi
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the home as very poor, Umhlaba sugg
Page 72 and 73:
Home Requiring InterventionHome Con
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Free StateFree State ResultsPoor /
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Vosloorus Society Care of the AgedL
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Beaconvale Poor YesFairHome for the
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Where a more positive relationship
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The shortage of nursing staff could
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major breakages and faulty equipmen
Page 86 and 87:
. Meetings / Interviews with:1. Dor
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