Download - DFG Workshop 22/3/11
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
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Useful LinkUseful Link