Project Closure Policy
Document Type
Project Closure Policy
Author
Director of Operations
Owner (Dept)
Operations
Date of Review
January 2015
List of Contents
Page No
1.
Policy Statement ........................................................................................................................ 3
2.
Policy Objectives ........................................................................................................................ 4
3.
Why a Project will close ............................................................................................................. 4
4.
The Mungo Foundation’s Responsibilities:............................................................................... 5
5.
Project Closure Plan ................................................................................................................... 6
6.
Support for People who use The Mungo Foundation’s Services ......................................... 6
7.
Personal Transfer Plan ................................................................................................................ 8
8.
Involvement of Family and/or Representatives in Project Closures .................................... 8
9.
Support for Staff when a Project Closes .................................................................................. 9
10.
Stakeholder Involvement..................................................................................................... 11
11.
Physically Closing a Project ................................................................................................. 11
12.
Links to other The Mungo Foundation’s Policies: .............................................................. 13
13.
Legislative Links: .................................................................................................................... 13
Appendix 1 ....................................................................................................................................... 14
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1. Policy Statement
People who receive support from The Mungo Foundation live in a variety of project
types and locations. As providers of services, The Mungo Foundation is committed
to ensuring the quality of support remains high throughout the life of a project and
endeavours to provide consistency and continuity in the support we provide. The
Mungo Foundation works closely in partnership with Local Authorities and regulators
such as Social Care & Social Work Improvement Scotland (formerly the Care
Commission) to ensure standards are maintained.
Unfortunately, there will be occasions when projects will be required to close
despite the best efforts and good work of everyone involved. This can be a
traumatic time for both the people who use the service and staff who work there
and The Mungo Foundation will seek to support everyone through these difficult
times. How the organisation does this will be outlined in this policy.
This policy should be read in conjunction with The Mungo Foundation’s
Organisational Change Policy and Procedure. This policy sets out the
organisation’s approach to all change which affects The Mungo Foundation
including project closures. One of the aims of the Organisational Change Policy is
to ensure The Mungo Foundation deals sensitively and appropriately with everyone
affected and also that the organisation adheres to all legislative requirements.
The Project Closure Policy will detail:

The objectives of the policy;

Reasons why a service may close;

The scope and responsibilities of The Mungo Foundation;

Project Closure Plans;

Support for people who use The Mungo Foundation’s services;

Personal Transfer Plans;

How to involve families and/or representatives of people who use The
Mungo Foundation’s services;

Support for staff when a service closes;

Stakeholder involvement;

Physically closing a project;

Legislative links;
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
Links to other The Mungo Foundation’s policies.
2. Policy Objectives
The policy that has been devised has the intention of serving as a thorough guide
to the planned closure of a The Mungo Foundation service. This policy though does
not cover the emergency closure of a project due to unforeseen circumstances.
The Mungo Foundation understands that research demonstrates that the relocation
of vulnerable people can be very traumatic and potentially detrimental to the
wellbeing of individuals. With that in mind it is essential that the closure process is as
personalised, well planned and sensitive to the wishes of each individual as
possible.
This policy will aim to:

Promote best practice in all areas of project closures;

Clarify the role and responsibility of The Mungo Foundation in managing
the closure of a project;

Identify how partner agencies/stakeholders are involved in the closure
process;

Ensure the rights of people who use The Mungo Foundation are
respected throughout the closure process;

Ensure people who use the service and their families/representatives
remain fully involved and informed throughout all stages of the closure
process;

Ensure staff remain fully informed and involved throughout the closure
process; and

Ensure the closure of a service is completed within the legal framework
set out in the Regulation of Care (Scotland) Act 2001 and any other
supporting regulations/legislation.
3. Why a Project will close
There are a number of reasons why a project will be required to close:

Financial: The project may no longer be economically viable. In the
current world economic situation this is a situation that may increasingly
occur. Continual annual deficits in project budgets will put more
financial pressure on a project.
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
Building does not meet regulatory standards: This is more likely to occur
with care homes that do not meet Social Care & Social Work
Improvement Scotland’s standards for single rooms, en-suite facilities etc.

Changes in social care thinking i.e. the move from Care Home to
Housing Support model of care; move away from building-based day
care for people etc.

Lack of referrals: Projects’ not receiving sufficient local authority referrals
and not operating at or near 100% occupancy will potentially be
vulnerable to closure.

Demographic changes: If the make-up of a local population changes
there may no longer be the need for a project in that area.

Poor quality service: If a project is consistently receiving poor reports
from Social Care & Social Work Improvement Scotland and/or local
authority Contracts Monitoring Team it will be vulnerable to enforced
closure.
4. The Mungo Foundation’s Responsibilities:

To successfully manage the closure of a project within the timescale set
by the local authority;

To meet with people who use the project, their families/representatives
and staff team and inform them of the closure of a project as soon as is
practicable after the decision has been made;

To meet regularly with and involve all relevant parties throughout the
closure process to ensure everyone is informed and up-to-date;

To ensure Service Manager and Project Manager devise a Project
Closure Plan;

To ensure the people who use the project and their family/representative
are fully involved throughout the closure process;

The Mungo Foundation will ensure all relevant support mechanisms e.g.
advocates; trade unions are available if required;

The Mungo Foundation will work with local authority social work services
to support people to move on to other services either within The Mungo
Foundation or with another care provider;
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
The Mungo Foundation will work with staff and trade unions to support
people to move on from the closed project;

Project staff will facilitate people’s moves to new services and ensure the
transition is as smooth and seamless as possible by working closely with
staff from the new projects; and

Once the closure is completed the Service Manager will produce a
Closure Evaluation Report.
5. Project Closure Plan
Once it has been agreed that a project has to close the Service Manager and
Project Manager will meet to devise a Project Closure Plan. This plan will be flexible
and will be expected to evolve and change as the project moves through the
stages of its closure process. Everyone affected by the closure should receive a
copy of the plan. The plan will include:

A named lead person, normally the Project Manager, who will coordinate the closure process;

A realistic closure timeline, with all relevant stages identified;

Details of the individual wishes/needs of each person who uses the
project;

A clear, realistic communication section, detailing meeting dates with
people who use the project, their families/representatives and staff team;

How to deal with any strategic issues e.g. media attention, political
involvement if closure is opposed etc; and

A comprehensive list of all stakeholders who it is necessary to keep
updated throughout the closure process and how we aim to inform
them.
6. Support for People who use The Mungo Foundation’s Services
Throughout the closure process it is imperative that the people who use the project
remain central to any decision making and future planning. It is the responsibility of
The Mungo Foundation’s staff to support each person through what is potentially a
traumatic experience and ensure the closure is inclusive and well planned thus
minimising risk, disruption and anxiety as much as is practicable. The Mungo
Foundation recognises this will also be a stressful time for the staff team but is
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confident in the abilities and values of our staff that they will continue to work to
ensure all people who use the project are fully supported at this difficult time.
People involved in the closure of a The Mungo Foundation project can expect the
following support:

Notice of a closure to be given no less than 2 months before the planned
closing date both verbally and in writing. This may not always be
possible, as circumstances sometimes dictate a quick closure of a
project;

All communication to be in a format that can be understood by the
people using the project. This will mean, minimising (or eliminating) the
use of jargon, using methods of communication that people understand
and are familiar with e.g. pictorial, Braille etc;

Individual meetings with the Project Manager, Key Worker etc… to be
held at least once and more regularly if required or requested by the
individual;

Full information on all the potential alternatives open to them i.e.
accommodation, location of potential new homes, facilities in new
locations etc;

Full information on how their move will be facilitated e.g. visits to new
project/accommodation, inspection reports, how belongings will be
stored in the event of a temporary move following the closure etc;

The appointment of an independent advocate should it be requested or
assessed as appropriate for any individual;

Full staff support during the local authority assessment process and
completion of assessment/referral documentation;

Staff support to visit any potential new accommodation and ensure the
person is fully aware they will not be forced to move into a specific
accommodation. People must be aware though that declining to move
will not mean their current project will remain open; and

Staff will support each person to devise their Personal Transfer Plan which
will cover all aspects of their move to a new project.
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7. Personal Transfer Plan
A Personal Transfer Plan will include:

Proposed transfer timeline;

All relevant contact information including next of kin, care manager etc;

Inventory of personal belongings including what the person is taking with
them and a record of any items they wish to leave behind; and

Information that will be required immediately when the person moves
such as a pen picture including likes, dislikes, routines etc; medication
information including name of G.P., care manager etc.
8. Involvement of Family and/or Representatives in Project Closures
The Mungo Foundation is committed to including family/friends/representatives of
people who use our services as much as possible; including in the closure of a
project. The Mungo Foundation recognises this can be as traumatic a time for
families etc…as it can be for the people who are moving.
Families have often been told their relatives’ current location was a “home for life”,
that they “would never need to move” and the project may be located near the
family home. Consequently, to be told that a project is closing may bring
concerns/worries about:

Where there relative will end up;

Will they be able to easily visit the new location;

Who they will be living with;

What staff will be supporting them; and

If the person is moving to a new provider they may be concerned about
the quality of the organisation.
All the above concerns are legitimate and may be alleviated to an extent if The
Mungo Foundation ensures families etc…are included and fully informed
throughout the closure process. This can be achieved by:

Informing families that the project is closing as soon as is practicable after
the decision has been reached both verbally and in writing;

Holding regular family meeting to update everyone on how the process is
progressing. Service Managers and/or Director of Services and
Development should attend these meetings;
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
One-to-one meetings between families, Project Manager, Key Worker
and if necessary the Service Manager to be held at least once and more
regularly if required or requested;

Ensuring all families etc…have a copy of the Project Closure Plan;

Involving families in compiling an individual’s Personal Transfer Plan; and

Ensuring families visit any proposed new project with the person and/or
by themselves and also ensure they have access to Social Care & Social
Work Improvement Scotland’s Inspection Reports etc.
Even when we follow all of the above guidance the process is still likely to be
stressful for families but at least they will be confident and reassured that The
Mungo Foundation has done all they can to support them and their relative/friend
to move on as smoothly as possible.
9. Support for Staff when a Project Closes
As previously stated The Mungo Foundation understands that the closure of a
project not only affects the people who live there but also those who work in the
project. This is potentially an extremely unsettling, stressful and traumatic time for
staff and The Mungo Foundation is committed to supporting staff through this
process. It is recognised staff will be anxious about their jobs and also may
experience feelings of loss due to the ending of long-term relationships with people
who use the project, families and work colleagues.
The Service Manager, Project Manager and Human Resources Department will
work alongside trade unions to identify individual and collective issues and support
people to successfully work through them. The Mungo Foundation will, wherever
possible, attempt to avoid job losses and trade unions can play a vital role is
supporting the organisation to find alternative employment for all staff affected by
a closure.
When a project is earmarked for closure The Mungo Foundation will:

Ensure all staff are informed of the proposed closure both verbally and in
writing, where possible, at least 2 months prior to the due closure date;

Ensure UNISON, The Mungo Foundation’s recognised trade union, are fully
informed of any project closure and consulted on how to support staff
through the process;
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
A set timescale for the consultation process will be communicated to all
staff, although the process may take longer due to many logistical
reasons such as sickness, holidays etc;

All staff will be met individually by the Service Manager and a Human
Resources staff member to discuss the options available to each staff
member. Everyone has the right to be accompanied to this meeting by
a trade union representative if they wish. More than one consultation
may occur if requested or required;

A signed written record of this meeting will be taken;

Staff will be updated regularly throughout the process by general
meetings, letter etc;

All The Mungo Foundation’s vacancies will be frozen during a
consultation process and the posts ring-fenced for staff from the closing
project;

Staff will be offered alternative positions within The Mungo Foundation,
interviews for these positions may be required before someone can take
up a post;

Where TUPE is involved The Mungo Foundation will adhere to all
regulations surrounding this;

Staff will be offered emotional and professional support via the Employee
Counselling Service;

Staff will be encouraged to be fully involved in the closure process as a
means to help them “work through” any issues they may have and as a
supportive measure to help them recognise the vital role they play in
supporting the people who use the project;

Throughout a closure process staff worry what will happen to the people
they support once they move on. Ensuring their full involvement in the
moving on process i.e. visiting potential new projects with people
etc…will help alleviate this; and

Offering staff the opportunity to say goodbye is also important in helping
reduce feelings of anxiety.
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10. Stakeholder Involvement
In addition to families, staff etc…other stakeholders are involved to a greater or
lesser extent in the closure of a project, these include Care Managers, Social Care
& Social Work Improvement Scotland etc…and all have a different role to play.
Care Manager’s are essential to the closure process; they have the responsibility
for:

Completing assessments;

Sourcing alternative accommodation;

Ensuring any required physio/OT assessments, equipment etc…is in place;

Ensuring local authority finance is in place for all moves to be completed
successfully;

Facilitating the final move to new accommodation; and

Ensuring, where necessary, information is transferred to new area teams,
new local authorities etc.
Social Care & Social Work Improvement Scotland are also important players in
closing a project. The Project Manager or Registered Manager in a branch must
ensure they contact Social Care & Social Work Improvement Scotland to officially
cancel the project’s registration. The cancellation will specify:

Date of proposed closure, this should not be less than 3 months prior to
the closing date unless circumstances dictate;

Reasons for closure;

Details of arrangements in place for people who were using the project;

Whether notice has been given to all relevant parties; and

If this has not happened, the reasons why.
11. Physically Closing a Project
Once all of the above has been gone through there is the potentially traumatic
work of actually closing the project.
Prior to physically closing the project all the people who are moving on must be
supported to leave. This can be upsetting for people and must be managed
sensitively; the following guidance may help:

Where possible, avoid moving several people on at the one time. For the
people involved, their families and staff moving one person at a time
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offers a more personalised service, that will better meet people’s needs
and may prevent them feeling they are simply being discarded; although
it is recognised this may not always be possible;

Although if more than one person is moving to the same new project,
having them move in together could be invaluable in helping them settle
into their new home;

Everyone must also be sensitive to those “left behind” as people move
on. Feelings of anxiety, isolation etc…can develop and obvious signs of
packing, furniture removal can increase such feelings. These signs are
unavoidable but involving the people remaining in their own packing or
packing of project furniture etc…can be beneficial in helping people
accept what is happening;

Maintaining familiar routines, staff, staffing levels etc…is vital in reducing
stress and anxiety in people;

If people are moving to temporary accommodation, storage must be
obtained for all their additional possessions;

Prior to leaving an individual’s personal contribution to their care and
support must be paid in full; and

The Mungo Foundation’s Finance Department must be informed as each
person leaves the project for the last time.
Once everyone has left, the final part of the process is clearing the building(s), the
following steps must be followed:

An inventory of all furniture, equipment, stationery etc…must be taken;

The Finance Director must be informed of all computers a project has
and he will authorise how they are disposed of/given to another project
etc;

All projects within The Mungo Foundation should be contacted, given a
list of what is available and asked if they wish to take any of the furniture,
equipment etc…for use at their project;

Final gas, electricity readings, telephone bills are to be taken and passed
onto the Finance Department for paying and to ensure any further use
once everyone has move out is not billed to The Mungo Foundation;

If required, storage for furniture, equipment etc…must be arranged;
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
When a project closes The Mungo Foundation’s Project
Closure/Relocation Form (PRC-01) must be completed and returned to
the Finance Department (see Appendix 1). The form is also available on
our website in the Finance Section;

On leaving the building for the final time it must be secured and the keys
handed back to the landlord; and

If The Mungo Foundation remains responsible for the building,
arrangements must be put in place for regular security checks to ensure
the building remains safe and secure.
12. Links to other The Mungo Foundation’s Policies:

User/Carer Involvement Policy;

Stakeholder Involvement Policy;

Organisational Change Policy and Procedure;

Financial Standing Instructions.
13. Legislative Links:

Regulation of Care (Scotland) Act 2001;

Transfer of Undertakings (Protection of Employment) Regulations 1981.
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Appendix 1
Project Name:
Code:
Existing Location
New Location if applicable
Full Postal Address
Date Leaving or Entering
Landlord Name and
Address
Date Landlord informed
Notice period if any
Date Lease starts or terminates
Rent due on departure/entry
Date Rates / Council Tax informed
Rates etc due departure/entry
Utilities
Supplier
Electricty
Clos Reading
Date
Supplier
Op Reading
Date
Meter 1
Meter 2
Gas
Meter 1
Meter 2
NB PLEASE MAKE SURE UTILITY COMPANIES ARE INFORMED ASAP THAT THESE ARE FINAL READINGS
Supplier
Telephones & Broadband
Lines Canx
Date Notified
Supplier
Yes / No
Lines Ordered
Date Notified
Yes / No
Property
Insurance
Notify Mary McHugh
Contracts
Supplier
Yes / No
Lease/Owned
Notify Mary McHugh
Date Notified
Supplier
Yes / No
Lease/Owned
Date Notified
Lease/Owned
Date Notified
Burglar Alarm / Security system
Fire safety equipment
Sanitary equipment
Photocopiers
Vehicle
Registration Number
Supplier
Lease/Owned
Date Notified
Supplier
Completed By
Date
Print Name
Position: Project / Service Manager
Received By Finance
Date
A downloadable version of this form is available on The Mungo Foundation’s website Finance Section
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