Agenda item - Disabled Facilities Grants - Lean Management Process Report

Agenda item

Disabled Facilities Grants - Lean Management Process Report

Minutes:

The Strategic Housing Manager gave detailed background information and explained that his team had been chosen as a pilot to apply the Lean Management Process to a review of the Council’s involvement in approving applications and monitoring the progress of adaptations under the Disabled Facilities Grants (DFGs) scheme.  However, from June 2010 the new Home Improvement Agency (HIA) for Worcestershire would come into force, dealing with all DFGs irrespective of whether it was a council tenancy (in the case of Redditch), Bromsgrove District Housing Trust (BDHT) or private sector dwellings.  The Review Team had been involved in setting up the new HIA, which aimed to ensure consistent policies and procedures across the county and to include some of the savings identified in the review.

 

The Strategic Housing Manager advised that last year performance had improved in terms of the element of the process that had been done in house and effectively, all the budget had been committed by December. This meant that high priority cases received after that date could not be processed and potentially the Team was in danger of allocating less needy cases grants earlier in the year.  The Strategic Housing Manager advised that it would be beneficial if the budget could be divided up over 12 months and allocated on a monthly basis and that this phased process was being put in place. 

 

The Strategic Housing Manager gave information on, and Members discussed, the following issues arising from the report:

 

  • The allocation of funding in the future, particularly in light of the ageing population.  The Government had allocated the same level as the previous year, £310,000 despite a higher bid being put forward. 
  • The reasons for formulating the countywide HIA; this provided a stronger voice to argue for housing resources into housing and grants and also attracted additional money for supporting people in respect of fast hospital discharge scheme and handyman services.
  • The Kick Start funding bid, which was primarily an equity release scheme for owner occupiers to improve their homes, but could be used to top up DFGs where a current DFG was capped at £30,000 if the works needed were above that. 
  • One of the aims was increased customer satisfaction. In view of the timescale for DFGs to be completed it was difficult to increase satisfaction.  The aim was to make their experience as painless and the services as seamless, as possible. Often it was highlighted that other services could be brought in, for example home safety, trips and falls advice.  The service could be improved, although it may not impact on how quickly people received adaptations.
  • Redundant equipment that is in a private house.  A 3 year service agreement was included within the grant for some equipment, for example on a stair lift, after that the person was responsible for its maintenance and when redundant it was often of limited value.  However, BDHT was currently working on a recycling scheme and tried to re-use at least straight stair lifts wherever possible.
  • The Lean Management Process and how this could be used in other areas of the Council.  The Director of Policy, Performance and Partnerships confirmed that this was currently being considered and gave further details on the process.
  • A contract framework was in place appointing a number of contractors with a set price for specific types of work.  This would also be included in the specification for the new HIA and they have been encouraged to develop this further.
  • Data collection from Human Resources.  The Strategic Housing Manager explained that it had been difficult to calculate the on costs for savings and a broader understanding of Lean management processes across the Council would possibly assist any further review work.

 

The Strategic Housing Manager advised that during the review process a new finance system had been implemented, which initially had had a negative impact on the DFG process.  However, Review Team had worked with Finance to find a solution.  This had been very successful and they now had the benefits of the new system without a further delay to the process.  Members were concerned that other departments could continue to be affected by the new finance system.

 

The Board asked if specific funding was available for injured Armed Forces personnel returning from a warzone.  The Strategic Housing Manager advised that charitable organisations would be contacted, particularly if a top up of a grant was needed, to assist in such a case.  This was a good example of why it was more appropriate to divide the budget over a 12 month period in future.

 

RESOLVED that the decision to divide the budget over a 12 month period be supported.

 

RECOMMENDED that all departments are made aware of the Lean Systems Process and that it is used as part of the three year transformation programme.

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