The professionals

The decision to replace our wardens with staff in more professional-style roles was a response to staff and customer concerns but also to compelling external pressures as we move into Supporting People. It was not a cost-saving exercise; it came out of a review of care and support services, done after New Leaf was set up, in 1999, as part of the restructure of the Places for People Group.

We began by asking customers and staff how we could improve the 5000-unit sheltered and supported housing service we had taken over.

One thing customers made very clear was that they didn't need a live-in warden. What they really wanted was someone who would make sure they received the services they needed and that these services were of a high and consistent standard, but who would be able to come at any time of the day or night if they needed help. They wanted to be able to use the service when they needed it, but, to many, having a live-in warden undermined their independence. Although some customers thought that the warden should be on call 24 hours, most thought that it wasn't sensible to call someone out at night and then have them come into work the next day.

Our wardens also had clear views. Lack of privacy was a major issue, and there was concern about recruitment. Most staff wanted to be able to live off-site, to have a more professional role, to be more involved in marketing and performance monitoring and not to be on-call after hours.

This all fitted with our picture of the external pressures on the sector. Supporting People forces providers to look closely at what tasks are done by staff, particularly by wardens at sheltered schemes. Customers need to know what their support costs them and to be able to assess value for money.

Also, with an ageing population, there is clearly a need to look at the future housing and care needs of this age group; if we are to support people living in their own homes and caring for them in their own homes, then sheltered housing must be equipped in both its physical facilities and support services to meet changing demands. We feel that breaking down the walls that separate supported housing from the wider community will encourage customers to use resources outside the sheltered scheme.

We have replaced the wardens with service support officers who work office hours, five days a week, backed up by a 24-hour, seven-day mobile response service. They earn £14,500- £17,500 a year, depending on location, which is an increase on the wardens' wage. We also have relief officers who cover when staff are away.

The service support officer serves as a link to services provided by other agencies: social services, GPs and other primary care services, meals on wheels, leisure activities. They also prepare individual support plans for all residents, monitor the performance and quality of service provided to residents, carry out risk assessments and other health and safety monitoring and help residents to arrange social activities that might include people in the wider community.

More than half our existing wardens were transferred into the new roles. Most of those who transferred chose to move out of their on-site accommodation, showing the strength of concern about maintaining professional boundaries – in contrast, the majority of those who took severance rather than being recruited to the new posts chose to stay in their old homes.

Of the new recruits, it's interesting that the proportion of men has increased from 5% to 16%. We have also benefited from a number of people making a career change, feeling their work will have a direct impact on the quality of life for older people.

Staff have been very flexible in settling the new arrangements into place and they are particularly enthusiastic about meeting the needs of older people with resources from outside the schemes and working with diversity. For example, at one of our sheltered schemes in Preston, Lancashire, the service support officer has forged links with a local college. As a result, the college brings computers to the scheme, which has opened up a whole new world for some residents.

A mobile shop also visits, which is ideal for those who find it difficult getting about.

Julie Turner used to be a warden at Ravensthorpe sheltered housing scheme in Chorley, Lancashire, and is now a service support officer. She says: "I wasn't sure at the outset whether the change was needed, but I now understand. I am giving a more professional service, liaising with outside agencies and trying to engage the wider community. The best thing for me is that I have more time to spend with the residents and their families and I now live off-site which means that at the end of the day I can go home and switch off."

In spite of their loyalty to the old wardens, customers have been pleased with the enthusiasm and presence of the service support officers – they no longer have to worry about whether the person is on duty or whether they are bothering them in their own home. Sheltered housing resident Elsie May Ashworth says: "I've lived here for 18 years and felt that some changes were necessary. Everything was explained clearly through meetings and letters. Living here is much better now, there is always someone on hand to give help if you need it."

As far as New Leaf is concerned, this is really just the beginning of the changes.

We see our sheltered housing as a critical element in our range of choice and services for older people – from registered care homes and extra care to people living independently in the community.

Services should provide opportunities for life-long learning, promote independence, encourage community safety and social inclusion. Making these changes means that balanced sheltered communities are a real and sustainable choice for the future.