Inspection checklist

What should a board member watch out for in readiness for inspection?

  • Have you been briefed by senior staff on the projected star rating and improvement plan for every KLOE? How robust is the assessment? Where is the evidence? Is it based on an independent review or peer review by qualified people? Did you hear directly from the horse’s mouth of the reviewers?
  • Have all the recommendations from previous inspection reports been completed? Can you prove it?
  • Have you been briefed on all the key PIs for satisfaction, income collection, lettings and repairs? Is the data accurate? How does performance compare with the top 25% of other organisations? Are there performance variations within your organisation – if so, why? Is the improvement plan robust? Are figures getting better month-on-month?
  • Is the golden thread working? Are there robust and integrated strategies and plans to turn the board’s wishes into reality? Do all plans have SMART targets? Is the evidence base reliable (eg, stock condition survey)? Are strategies and plans being executed to deliver the right results?
  • Do you have a firm grip on key performance and cost data? Do you leave board meetings with a thorough understanding of how well the organisation is doing and what will happen next?
  • Are the finances well stewarded? How do you know? Are you completely confident that you understand the financial position and risks at your organisation?
  • It’s called the TSA for a reason. Do you understand the make-up of the current and projected resident base? What is being done to meet the needs of the elderly, the disabled or any relevant ethnic group? Are services tailored to individuals? How do you know?
  • What do tenants and leaseholders say they want through surveys, feedback, letters, complaints (formal and informal) and meetings? How well does the organisation respond?
  • Do you have the right calibre of staff, in the right numbers, at the right locations and on the right pay and conditions? Where is the evidence?
  • Are you on top of the big risks like gas safety, legionella bacteria and asbestos across all of the stock? Can you prove it?
  • Do you take tough decisions? How well do you prioritise and match money to objectives? What tough decisions have you taken as a board? Did you carry residents and staff with you? Did the plans work out as expected?
  • Is the board driving value for money (VfM)? Can you prove that costs are lower with higher standards than others? If not, what are you doing about it? Did you get big purchasing decisions right on, eg, IT and maintenance contractors?
  • What examples can you give of board decisions that improved performance and delivered VfM? Show the timeline of the transformation – inspectors want to see a clear link between board decisions and outcomes. Claiming credit for accidental success will not wash
  • Is the board demonstrating exemplary probity? What are the arrangements around conflicts of interest? Are you satisfied that relationships with contractors and consultants are appropriate? Why are some favoured more than others? Are you partnering with contractors as equals or surrendering to them?
  • Do ALMOs strike the right balance between acting in the best interests of the organisation and its residents and meeting the objectives of the local authority owner? What comes first – going for three stars, or sharing council overheads?
  • Is there a plan B? What happens next if a planned association merger crumbles? What if homes for sale stay on the shelf during the credit crunch? What happens if the ALMO fails to get the star rating to qualify for funding?
  • Is there too much wet paint? Can you set out a solid track record of improvement going back three years?
  • Are you living for today? What are the plans for the next five to ten years? What evidence supports these? Where is the money coming from? What do existing tenants and leaseholders think of the plans – it’s not a ‘new customers only’ policy, is it?
  • How well prepared for inspection do you feel? Is it time to ask the executives for a briefing?