DFG Workshop 22/3/11 Objectives of the day Who’s been involved Funding Audit and Assurance The role of the steering group Who’s in the project team

How to slash your costs and still have your service sizzle

The country’s in trouble We have to save 83 billion And cut 480,000 jobs If only they told us how

Simple idea saves the public sector Only do the work that creates value for customers

How to cut costs and have sizzling service Capacity = Work – Waste Opportunity cost doesn’t really count

Removing wasteful activity How it works in repairs Slashing costs and sizzling service by

Referral sent from CSC to practice supervisor who sorts into highest risk and allocates to an OT Make contact with the customer and arrange the home visit Carry out assessment 20% of the time OT has to explain to customer that wrong info given Make referrals to HIA and to the grants officer Joint visits very rarely done, so no means testing or sketches done at this point in the process Letter received by grants officer. 60% of time insufficient detail in the letter 10% of time letter recommends something that doesn’t fit the criteria Send out and receive forms for preliminary means test At this stage 1/3 to ½ drop out. Of remaining 50% means tested customers should have gone through passported benefits Form is processed to calculate customers contribution, then contact customer with decision and go to inspect. Produce work schedule and covering letter to client for formal means test. 90% of time there are errors when pack is received and 50% of time quotes wrong. Analyse quotes, calculate the level of the grant, get approval notice and covering letter, send forms back with invoice, do inspection.

How to start saving 1.Better service starts by getting knowledge of how the system works today

How to start saving 2. Next set your purpose from the customer’s perspective.

How to start saving 3. Get the true picture of how it works today

4. Get out and look at the work How to start saving

5. Act on the system

The New System

What does the new system look like-four simple steps SB Referral to ASC Joint Visit OT and Case worker Joint visit technical officer and contractor Work undertaken and completed

Insert photo of throughput board and VMB SB

Main changes All new referrals fed into the team (one point) Redesign the scripting of the CSC Financial eligibility assessed prior to the OT visit Joint visit with OT and Caseworker if necessary Contractor allocated to customer at first visit Appointment made for tech officer and contractor at first visit Joint visit with tech officer and contractor to agree specification and price Single design specification across the districts Schedule of rates and approved contractor list SB

Results Old system time to do a adaptation – In excess of one year New system – 45 days Happier customers Happy staff Happy contractors SB

Redesign Point

DFG Workshop Breakout Sessions

Final Business Plan Timeline Business plan at end of March Chief Executives April Run pilot till end of May and review Run as team for one year and during the year… Roll in other grants and additional council stock adaptations Establish and approved contractors list Work to open book Work towards single Lincolnshire delivery model PG

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