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DFG Workshop - Middlesbrough Driving Change Shirley Janes Housing Improvement Manager

DFG Workshop - Middlesbrough Driving Change Shirley Janes Housing Improvement Manager. County Durham. 6 th largest geographical area nationally 185,000 private sector housing 51% of private stock is coalfield housing 510,000 population (4 th largest nationally) 22% registered disabled.

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DFG Workshop - Middlesbrough Driving Change Shirley Janes Housing Improvement Manager

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  1. DFG Workshop - Middlesbrough Driving Change Shirley Janes Housing Improvement Manager

  2. County Durham • 6th largest geographical area nationally • 185,000 private sector housing • 51% of private stock is coalfield housing • 510,000 population (4th largest nationally) • 22% registered disabled

  3. Background • Pre 2009 two-tier authority • 7 District Councils and 1 County Council • 5 OT Teams sat within the County Council • 5 HIA’s cover the county - 2 x in-house - 3 x Care & Repair

  4. 1st April 2009 – Unitary Authority • Housing work-stream identified DFG as a priority area for change • Identified a Lead Officer to carry out options appraisal • Options appraisal recommended one central system for the county • Lead Officer tasked to implement by the end of May 2009

  5. Challenges • Intensive work with District Council Officers, OT’s and HIA’s • Different systems and ways of working • Different relationships between professionals • Different understandings of legislation • 2 HIA’s had large waiting lists • Difference in level of HIA fees • Staff movement

  6. Central System • Asked for expression of interest from District Council Officers • Seconded 2 Officers part time to co-ordinate information from Councils and HIA’s • Meetings with HIA Managers and OT’s to agreement interim arrangements • Central system commenced on 15th May 2009

  7. Perceived Obstacles • Waiting lists in Sedgefield and Derwentside • Initially only CLG funding (Council budgets weren’t approved until October 2009) • Uncertainty and resistance to change • Many complaints, mainly from Members • HIA contracts due to end • Paediatric assessments contracted out to Health

  8. Developing an Efficient System • Time Limited Project Team established - Consultant Project Manager - Housing Lead Officer - Senior Managers from Adult and Children Services, (Operational and Commissioning) - Senior Managers from Legal, Finance, HR, Procurement and Audit • Regional Loans Scheme Project Manager • Relevant sub-groups included HIA Managers

  9. Project Outcomes • Amalgamated 2 in-house HIA’s and established Central Improvement Team within existing budget envelope • A single business model for HIA’s to provide consistency in service delivery • A single written procedure for staff from clients first contact with Council to works complete • A single process for complaints across services • £10k charge on extensions over £15k

  10. Project Outcomes • A single OT process plus priority criteria and risk assessment process • 12% HIA fee • Outline procurement policy • Set up Mapping Demand & monitoring Caseload group • Continue cultural change programme – client centred ethos

  11. Benefits • Clear procedure for staff teams • Momentum in DFG continued • Waiting lists addressed • Same level of service to clients across the county • Single reporting mechanism • Interim arrangements drive change

  12. What questions do you have so far?

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