12.10_Room6_Willmott_2015
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This document discusses Staffordshire County Council's efforts to increase extra care housing. It began with 10 open extra care schemes in 2010 and has increased that number to 14 open schemes and 5 more under construction by 2013 through various procurement methods. The county council then partnered with SCAPE and Wilmott Dixon to bid for funding from the Care and Support Specialised Housing Fund, but missed out on funding. It has now identified 10 priority areas for extra care housing, set up frameworks with registered providers, and is ready to bid for new HCA funding anticipated in 2015. The document outlines the SCAPE framework process and how the partnership provides value through market knowledge, advice on viability, and identifying additional sites.
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More from Paul Smith
Presentation re covid 19 essex well homes group
This document summarizes the key points discussed in an HIA Network Meeting on May 27th. The agenda covered an Essex overview, general principles for conducting surveys and assessments during COVID-19, arrangements for remote and on-site work, and pricing and tendering. Health and safety precautions like risk assessments, communication, social distancing, hygiene controls and PPE were emphasized when working in clients' homes during the pandemic.
Trustmark Hubs
This document discusses a new model for Home Improvement Agencies (HIAs) to become framework providers that can register contractors with TrustMark. As a framework provider, the HIA can charge contractors an annual fee and offer registration services to other HIAs and local authorities. This generates revenue for the HIA while giving contractors marketing benefits from TrustMark registration. It also benefits consumers by promoting contractors that meet high standards for consumer protection. Representatives from Foundations and TrustMark are available to discuss the hub model in more detail via online meetings.
Trustmark GHQS requirements
The document discusses the requirements and guidelines for businesses participating in the UK's Green Homes Grant Voucher Scheme (GHGVS), including:
1) Work under the GHGVS must primarily be completed according to PAS 2030:2017 standards for energy efficiency measures, though installers certified to PAS 2035/2030:2019 may choose to follow those higher standards.
2) Installers certified to PAS 2030:2019 can have work recognized under the older PAS 2030:2017 standard until March 2021 to allow participation in the GHGVS.
3) Higher risk installations like those in park homes, historic buildings, or high rises require assessment and installation according to PAS 2035 standards to properly address risks.
Hoarding project
The document summarizes the findings of a research project on best practices for addressing hoarding. It investigated hoarding and related services through housing policies, surveys, interviews and research. The conclusion recommends that effective hoarding services include a dedicated caseworker and coordinator, funding for decluttering services, aftercare like CBT or group therapy, referral networks, and cooperation across agencies. Additional desirable elements are social inclusion programs, gradual decluttering methods, self-help resources, and assistance with repairs, cleaning and legal/financial issues. Strategies for individual cases include explaining implications, donating valued items, accepting third sector help, and gradual decluttering in small teams.
Dementia and the DFG
This document summarizes the results of surveys of housing authorities and occupational therapists (OTs) regarding dementia-related housing adaptations.
The main findings were that few districts had dementia-specific housing policies, OTs believed different adaptations were most important than what housing authorities prioritized, and most housing authorities had not consulted people with dementia in developing their policies.
The insights highlighted the importance of early and easy access to adaptations, recognizing small changes can help, and including customer input and feedback throughout the process. Recommendations included more dementia-focused policies and training, earlier interventions, and a more individualized and inclusive approach.
Contractor Procurement
The document discusses how to effectively procure quality specialist contractors. It notes that procuring contractors has always been challenging and that the team's caseload doubled in 2019, requiring more contractors. Contractors are currently procured through recommendations, applications including checks, and tendering through a procurement portal. Common issues include poor workmanship, communication problems, delays, contractors taking on too much work, and unnecessary costs. To address this, the organization uses a contractor code of conduct, tests new contractors on smaller jobs first, monitors contractor performance, conducts pre-contract meetings, site checks, and partnering agreements to set expectations and mitigate poor performance when procuring contractors.
LGA - High Impact Change Model
The document summarizes the refresh of the High Impact Change Model (HICM) for managing transfers of care. Key points include: feedback from over 550 professionals supported the model; the model was refreshed to better focus on the individual and home first policy; and nine changes were outlined with the addition of a new change on housing and related services. The refresh was informed by literature reviews and COVID-19 learning.
Happy Energy
This document provides information about Happy Energy Solutions, an installer of heating, insulation, and renewable energy systems. It discusses Happy Energy's work delivering affordable warmth programs in London and southeast England through partnerships with local authorities and organizations. The document also outlines the types of upgrades Happy Energy provides, the process for clients, potential sources of grant funding, and examples of projects installed for vulnerable clients.
DLF Trusted Assessor Training
This document provides information about new and updated trusted assessor training courses. It describes a new online course for assessing minor home adaptations, including interactive modules, webinars, and assignments. It provides prices for the minor adaptations course ranging from £250 to £300 depending on organization size. A new blended learning course for assessing major adaptations like ramps and stairlifts is also described, along with prices ranging from £360 to £370. Additionally, it outlines an advanced five-day training for home adaptation professionals, to be taken as individual day-long modules, and provides the topics and dates and a price of £210 per module. A new online course for assessing telecare solutions is also mentioned.
MNDA Act to Adapt Feb 2021
This document discusses challenges with accessing accessible housing for people living with motor neurone disease (MND) in the UK. It summarizes a survey that found the top challenges were cost of home adaptations, lack of financial assistance, and lengthy timeframes. It also outlines issues with the Disabled Facilities Grant (DFG) program, including lengthy wait times that do not reflect how quickly MND progresses. Recommendations include fast-tracking applications for people with terminal illnesses, increasing funding, and improving information and support systems at local and national levels.
Lambeth - HIA Changes Feb 2021
The document outlines Lambeth Home Improvement Agency's plans to move their home adaptation service in-house in order to have more control over the process and improve the customer experience. Key changes include surveyors and occupational therapists jointly assessing clients, case officers maintaining sole responsibility for a client's case, and using dedicated in-house contractors. This new Direct Labour Organisation model aims to streamline the process, reduce delays, and provide a seamless service with one point of contact for clients. The changes are expected to launch in phases starting in April 2021.
Redbridge DPS Presentation
The document discusses a Dynamic Purchasing System (DPS) for home adaptations managed by Independence Community Interest Company (INCIC). It aims to improve the delivery of Disabled Facilities Grants by offering pre-qualified contractors through an online platform. Contractors are vetted and divided into categories. The council would pay a 1% fee to access INCIC's system and manage the entire process of procuring adaptation works through online tendering. While it provides benefits like time savings and contractor monitoring, there is still room for improving contractor availability and expanding price schedules.
Analysis of Contractor Issues
The document analyzes issues of contractor competence in home improvement projects funded by Disabled Facilities Grants. It examines 27 complaints made to the Local Government Ombudsman where contractor competence was a stated reason. The data showed that complaints more commonly involved district councils and certain types of common adaptations like stairlifts. Issues tended not to be solely about competence but also approval and completion times. Recommendations included keeping contractors engaged, monitoring projects, exploring contractor registration, and improving data systems.
Questra DPS Presentation
To set up a case using the Dynamic Purchasing System (DPS), log into the home screen and select Questra in the menu bar. Complete the case form, add relevant documents and templates, select matching suppliers, and send invitation messages. Key steps include adding a case description, choosing the DPS job and lot, uploading files and templates, setting response dates, and sending invitations to qualified contractors to bid on the project.
202003 dfg champions share
The document discusses improving the delivery of Disabled Facilities Grants (DFGs) through various strategies presented by DFG Champions. It outlines 10 strategies such as smoothing completion rates, using target dates, triaging systems, assessment checklists, public guides, case management databases, and pre-start meetings. The final sections promote Foundations Case Manager software and the Healthy Housing Awards for recognition of DFG services.
Stannah - DFG Roadshows
Stannah is a UK manufacturer of stairlifts based in Andover, Hampshire. They have 45 years of experience manufacturing straight and curved stairlifts. Stannah subjects all new and current stairlift models to rigorous testing to ensure reliability, sustainability, and reduced whole life costs. As a true manufacturer, Stannah pays close attention to detail and individually tests every stairlift before it leaves the factory.
DFG Roadshow - Birmingham CC
This document summarizes a presentation by Timsey Deb and Shantina Morgan on changes to the disabled facilities grant (DFG) provision in Birmingham. It outlines that the population is growing and aging, which will increase demand for adaptations. It describes how the DFG service was previously run in-house but struggled with backlogs and inefficiencies. In 2017, the service was rebranded as the Occupational Therapy DFG team and a new design-build contract model was implemented. This streamlined processes, reduced waiting times, and improved oversight of contractors. The future plans include further digitization and a new housing assistance policy to help more citizens live independently.
White rose hia
The document describes a "Signposted DFG" program between two local authorities that aims to speed up the process for simple home adaptations like installing wet floor showers. Through a phone assessment, an occupational therapist can refer clients who have non-complex needs directly to the program rather than a full home visit. So far the program has completed 5 showers with an average reduction in the client journey of 4-6 months. Based on success so far, the program aims to expand eligibility and roll out across more of the county.
Ncc home improvemetn team presentation
The Norwich City Council Home Improvement Team saw significant achievements in 2018/19, including approving 48% more grants than the previous year and increasing spending by 78% to £1.3 million. On average, disabled facility grants were completed within 109 days from initial contact to work completion. The caseworker-led approach streamlined the process by assigning a single point of contact for clients and freeing up occupational therapists' and technical officers' time. Benefits included increased timescales, capacity that is now double previous levels, improved client communication, and eliminated crossed wires.
Macmillan dfg roadshows presentation
This document provides information about Macmillan Cancer Support and how they can support healthcare professionals, patients, and the public. It outlines 3 groups of cancer patients based on survival rates and needs. It also discusses the challenges cancer survivors face with ongoing health issues and disabilities. Macmillan offers various services including grants, educational resources, helplines, and local support groups to aid those impacted by cancer.
More from Paul Smith (20)
12.10_Room6_Willmott_2015
- 2. SCAPE THE EFFECTIVE AND SUSTAINABLE ROUTE TO PROCUREMENT FOR LOCAL AUTHORITIES PAUL SMITH STAFFORDSHIRE COUNTY COUNCIL
- 3. SCAPE GETTING MORE EXTRA CARE HOUSING THE EASY WAY PAUL SMITH STAFFORDSHIRE COUNTY COUNCIL
- 4. BACKGROUND • Profile of Staffordshire: • 1 County Council • 8 District / Borough Councils • Population 849,600 • Mostly rural with market towns Leek Stone Alrewas Codsall Brewood Cheadle Rugeley Cannock Biddulph Tamworth Stafford Kidsgrove Burntwood Wombourne Penkridge Lichfield Uttoxeter Eccleshall Burton Upon Trent Newcastle Under Lyme
- 5. EXTRA CARE IN 2010 • 10 open schemes / 4 on site • Published our strategy – including needs analysis • Completed a property review – identifying potential sites • Set-up a development framework • Ready to start procurement…
- 7. EXTRA CARE IN 2013 • 14 open schemes / 5 more on site • Various procurement methods • Care and Support Specialised Housing Fund announced • Opportunity to work with SCAPE and Wilmott Dixon to bid for funding…
- 8. SCAPE FRAMEWORK • OJEU Compliant • Single Provider – Wilmott Dixon • Simple to sign-up with no commitment • Four separate stages: • FREE consultation • FREE appraisal / feasibility • Planning • Contract and build
- 10. EXTRA CARE IN 2014 • Missed out on CSSH Funding – just! • New HCA funding likely in 2015 • Filling in the gaps • 3 mile catchment areas • Domiciliary care hot-spots • 10 priority areas identified
- 11. READY FOR 2015 • Revisited the Business Case for Extra Care • Meetings with HCA • Shortlisted potential sites • Some in County Council ownership, others not • Set up Build, Manage & Care Framework • 4 Registered Providers with Preferred Partner status
- 12. POTENTIAL SITE • Location assessed • Red line location plan • Outline Brief
- 13. WD APPRAISAL • Free • Site layout • Capacity • Identifies issues
- 15. EASY EXTRA CARE
- 16. ADDED VALUE • Market Knowledge • Providers • HCA • Advice on commercial viability • Knowledge and experience • Identify other sites that may be available
- 18. CASE STUDY
Editor's Notes
- http://www.bpf.org.uk/en/files/bpf_documents/planning/22190_BPF_Flowchart_Landscape_AW.pdf