DFG Workshop 22/3/11DFG 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 troubleThe 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 sectorSimple idea saves the public sector

Only do the work that creates value for customers

How to cut costs and How to cut costs and have sizzling servicehave sizzling service

• Capacity = Work – Waste

• Opportunity cost doesn’t really count

• Removing wasteful activity

• How it works in repairs

Slashing costs and sizzling service bySlashing 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 How to start saving

1. Better service starts by getting knowledge of how the system works today

How to start saving How to start saving

2. Next set your purpose from the customer’s perspective.

How to start savingHow 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 How to start saving

How to start saving How to start saving

5. Act on the system

The New SystemThe New System

What does the new system look like-four simple steps What does the new system look like-four simple steps

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Insert photo of throughput board Insert photo of throughput board and VMBand VMB

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Main changesMain 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

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ResultsResults

• Old system time to do a adaptation – In excess of one year

• New system – 45 days

• Happier customers

• Happy staff

• Happy contractors

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Redesign Point

DFG WorkshopDFG Workshop

Breakout Sessions

Final Business Plan Timeline 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

Useful LinkUseful Link