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.
This document provides an overview of the latter stages of the neighbourhood planning process, including submission of the plan, examination, and referendum. It discusses the basic conditions that plans must meet, the examination process conducted by an independent examiner, and timelines which typically include around 20-25 weeks from submission to adoption. Resources and support available to communities developing plans are also outlined.
1) Implementing CIL in Sheffield took over 4 years and required extensive evidence gathering, viability studies, consultation, and examination.
2) Key lessons learned included allowing sufficient time and budget, thoroughly studying regulations, ensuring robust evidence on viability, and keeping senior officials informed.
3) CIL generates significantly more funding than Section 106 and provides a fairer, faster, and more transparent system while giving developers certainty.
Integration (Joint (Public Bodies) Bill presentation slides - oct 2013 - tr...scottread
Scottish Governments presentation around the integration agenda and the Joint (Public Bodies) Bill and who it may possibly impact on transitions in Scotland.
On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l
Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management.
Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available.
The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed
Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey.
On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type.
One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change.
Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate.
Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.
2019 February Brent Handyperson JourneyFoundations
Brent's handyperson services have expanded to better serve the community. The services now include:
1. A general handyperson service operated by Elder's Voice, a voluntary organization, to assist those on qualifying benefits with odd jobs and minor repairs from 9am-5pm on weekdays.
2. A hospital discharge assistance service, operated in partnership with local NHS teams, to help with home repairs and cleaning for those being discharged, with projects up to £7,000.
3. An acute handyperson service for those at high risk of hospitalization, with in-home support free of charges. All services have seamless links to grants and each other for maximum assistance.
4. Out
This document provides an overview of investing in cemeteries through the Heritage Lottery Fund (HLF) from the perspective of an HLF assessing officer. It discusses the application process, including the project enquiry stage, filling out the application form, and tips for conveying a clear vision and robust budget. It notes that £111 million has been spent on parks and cemeteries in London through HLF from 1995-2013. The document uses Brompton Cemetery as a case study, outlining its successful application process and £3.7 million award in December 2013. Key challenges for cemeteries seeking funds are also summarized.
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.
This document provides an overview of the latter stages of the neighbourhood planning process, including submission of the plan, examination, and referendum. It discusses the basic conditions that plans must meet, the examination process conducted by an independent examiner, and timelines which typically include around 20-25 weeks from submission to adoption. Resources and support available to communities developing plans are also outlined.
1) Implementing CIL in Sheffield took over 4 years and required extensive evidence gathering, viability studies, consultation, and examination.
2) Key lessons learned included allowing sufficient time and budget, thoroughly studying regulations, ensuring robust evidence on viability, and keeping senior officials informed.
3) CIL generates significantly more funding than Section 106 and provides a fairer, faster, and more transparent system while giving developers certainty.
Integration (Joint (Public Bodies) Bill presentation slides - oct 2013 - tr...scottread
Scottish Governments presentation around the integration agenda and the Joint (Public Bodies) Bill and who it may possibly impact on transitions in Scotland.
On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l
Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management.
Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available.
The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed
Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey.
On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type.
One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change.
Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate.
Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.
2019 February Brent Handyperson JourneyFoundations
Brent's handyperson services have expanded to better serve the community. The services now include:
1. A general handyperson service operated by Elder's Voice, a voluntary organization, to assist those on qualifying benefits with odd jobs and minor repairs from 9am-5pm on weekdays.
2. A hospital discharge assistance service, operated in partnership with local NHS teams, to help with home repairs and cleaning for those being discharged, with projects up to £7,000.
3. An acute handyperson service for those at high risk of hospitalization, with in-home support free of charges. All services have seamless links to grants and each other for maximum assistance.
4. Out
This document provides an overview of investing in cemeteries through the Heritage Lottery Fund (HLF) from the perspective of an HLF assessing officer. It discusses the application process, including the project enquiry stage, filling out the application form, and tips for conveying a clear vision and robust budget. It notes that £111 million has been spent on parks and cemeteries in London through HLF from 1995-2013. The document uses Brompton Cemetery as a case study, outlining its successful application process and £3.7 million award in December 2013. Key challenges for cemeteries seeking funds are also summarized.
Jane Stancliffe HLF cemeteries presentation 17 June 2014HLFpresentations
This document provides an overview of investing in cemeteries through the Heritage Lottery Fund (HLF) from the perspective of an HLF assessing officer. It discusses the application process, including the project enquiry stage, filling out the application form, and tips for conveying a clear vision and robust budget. It notes that £111 million has been spent on parks and cemeteries in London through HLF from 1995-2013. The document also outlines the timeline and assessment process for Brompton Cemetery's successful application for £3.77 million from HLF in December 2013 to fund conservation and activities. Challenges for cemeteries seeking funding are also briefly discussed.
This document summarizes discussions from a November 2022 workshop on the UK's strengthened biodiversity duty and new reporting requirements. It provides an overview of the key aspects of the strengthened duty and upcoming biodiversity reports that local authorities must publish. It then outlines the agenda and discussion questions that were used to get feedback from workshop participants on the draft guidance and reporting template. The document closes by anonymously polling participants on how much effort and impact they believe their local councils will make in complying with the new biodiversity requirements.
Planning involves identifying issues, gathering information, and making decisions to achieve goals in an orderly manner. It is needed at locations with conflicting river uses, like industrial and recreational, where many groups would want input into management. Under the Resource Management Act, territorial authorities are responsible for land use effects and resource consent approvals, while regional councils oversee environmental discharges. The Auckland Council model has a governing body that makes region-wide strategic decisions and local boards that represent community interests in local issues.
A1 language interpretation and translation servicesocasiconference
The document summarizes changes to language interpretation and translation services (LITS) in Ontario's settlement sector. It outlines recommendations from a 2009 LITS study to professionalize services. Key points include: drawing boundaries for interpreter scope within settlement vs. other sectors; adopting national interpretation standards and adding a settlement-specific annex; and requiring interpreters have completed an approved 80-hour training program, plus an additional 8-hour settlement module. Next steps are to develop the module, update standards, amend funding agreements, and inform agencies of changes. Input on impacts is sought.
Wyre Forest DC - Neighbourhood Planning Examination and ReferendumPAS_Team
This document discusses the neighbourhood planning process in the UK, specifically the examination and referendum stages. It provides an overview of the examination purpose and process, including appointing an examiner, the examiner's report, and decision statement. It then outlines the referendum arrangements and requirements, including who is eligible to vote. Specific examples from Wyre Forest District Council and the Chaddesley Corbett Neighbourhood Plan are used to illustrate key points. Concluding remarks emphasize maintaining relationships, early examination planning, and promoting referendum importance.
DFG Quality Standard - DFG Champions Roadshow BristolFoundations HIA
Local authorities aim to provide value for money home adaptations through regular review of specifications, efficient procurement, engagement with suppliers, and management of contractors. Disabled people will receive housing options advice and support to move if desired, and can access assistance for adaptations regardless of tenure. Local authorities have assistance policies addressing high-cost works, means testing, appeals processes, and minimal bureaucracy. Timescales for adaptations are published, monitored, and prioritized if needed. Staff are deployed efficiently, with single points of contact, co-location, and inclusion of disabled staff. Services are combined holistically, including equipment, repairs, and post-hospital support. Disabled people know where to access information through public campaigns involving health workers. Disabled people help
Local authorities aim to provide value for money home adaptations through regular review of specifications, efficient procurement, engagement with suppliers, and management of contractors. Disabled people will receive housing options advice and support to move if desired, and can access assistance for adaptations regardless of tenure. Local authorities have assistance policies addressing high-cost works, means testing, appeals processes, and minimal bureaucracy. Timescales for adaptations are published, monitored, and prioritized if needed. Staff are deployed efficiently, with single points of contact, co-location, and inclusion of disabled staff. Services are combined holistically, including equipment, repairs, and post-hospital support. Disabled people know where to access information through public campaigns involving health workers. Co-production involves
The Canada Energy Regulator (CER) is responsible for regulating energy infrastructure and markets in Canada. It oversees pipelines, power lines, energy development and trade. The CER has over 500 specialists from various fields and decades of experience regulating the energy industry. Recent changes to the CER include a new governance structure, greater focus on safety, Indigenous participation, public participation, and timely decision making.
This document summarizes a roadshow event held in Bristol on improving the delivery of Disabled Facilities Grants (DFGs). It discusses findings that many local authorities do not use recommended repair and renovation (RRO) policies or customized application forms for adaptations. The event addressed barriers to change, different types of activists, and training on becoming a "trusted assessor." It also included a question and answer session on funding breakdowns for common adaptations. Finally, attendees participated in a workshop on 10 proposed quality statements for DFG services, covering areas like public information, co-production, staffing, and commissioning.
The document discusses the approach of the Adaptations and Renewal Agency to Disabled Facilities Grants (DFGs) in four areas:
1. They have merged the teams managing public and private sector adaptations to increase efficiency and allow officers to specialize. This has increased opportunities for recycling equipment like stairlifts.
2. There is a balance to be found between standardization, which can speed up processes but risk overlooking individual client needs, and being client-centered.
3. The agency utilizes government powers flexibly to provide additional funding for adaptations in some cases and minor works without means testing.
4. Disability housing advisors jointly funded by occupational therapy and housing help match disabled people and
Presentation by Paul Selby, Planning and Environment Manager at the Planning Inspectorate, given at the Planning Inspectorate Wales conference on 30 September 2015
The document summarizes the new optional technical housing standards for planning authorities in England, which aim to simplify existing standards. It outlines that local authorities now have the option to require higher accessibility standards (M4 categories 1-3) and water efficiency standards through their local plans. It also introduces a new nationally described space standard that can be applied as a planning requirement. Local authorities are advised to gather evidence on local need and viability when considering adopting any of these optional standards in their plans or as planning conditions.
IANA Stewardship Transition Report by Izumi Okutani [APRICOT 2015]APNIC
The IANA Stewardship Transition Process is currently underway following an announcement from NTIA in 2014. The numbers and protocols communities have submitted transition proposals, while the names community discussions are still ongoing. Regional Internet registries like APNIC have been consolidating input into a global proposal for the numbers role. Next steps include the RIRs developing a service level agreement text for the numbers function based on the community proposal, in consultation with ICANN and taking community input. Future discussions will aim to confirm flexibilities around the proposal while maintaining stability, accountability and transparency throughout the transition process.
Jeni Jackson, Woking BC: CIL – a local authority perspectivePAS_Team
Woking Borough Council implemented a Community Infrastructure Levy (CIL) to help fund infrastructure projects needed to support new development. The CIL charges residential and retail developments varying rates depending on their location within the borough. An Infrastructure Working Group was established with council and county representatives to prioritize infrastructure projects and ensure funding is allocated according to the Core Strategy and Infrastructure Delivery Plan. Going forward, the council will focus on identifying sites to allocate for development beyond the current plan period and securing additional funding sources to support growth.
This document provides guidance on designing development projects. It explains that a project aims to address a specific development issue and contribute to achieving a longer-term goal. It should have a clear purpose, 3-5 objectives defined by reversing negative situations, and activities to achieve each objective. A project also requires defined inputs like manpower, equipment and a budget. The timeline should include implementation and follow-up phases to help establish sustainable systems. Effective project design follows the logical flow from defining the goal to outlining objectives, activities, inputs and budget.
The National Landlords Association is running a campaign to increase awareness of Disabled Facilities Grants among private landlords and local authorities. The grants can fund home adaptations for disabled tenants, but currently only seven percent go to private renters. The campaign aims to address barriers through research, guidance, and pilots. It seeks to change perceptions of landlords' role in housing vulnerable groups and help more disabled people access suitable private rented accommodation. The presentation provides updates on workshops held, initial survey findings on landlord knowledge and willingness to undertake adaptations, and next steps including stakeholder engagement and local authority partnerships.
This document provides an agenda and information for a meeting of the London HIA Network on July 24th, 2019. The agenda includes discussions on outcomes and evaluation, measuring outcomes in Essex, HACT's Social Value Tool, adaptations in the private rented sector, and an update from Foundations. Additional information is provided on requirements for Better Care Fund planning, the UK government's Prevention Green Paper, upcoming events from Foundations including a DFG roadshow and training courses, and the National Healthy Homes Awards ceremony.
More Related Content
Similar to Norwich City Council Home Improvement Team - A caseworker led approach
Jane Stancliffe HLF cemeteries presentation 17 June 2014HLFpresentations
This document provides an overview of investing in cemeteries through the Heritage Lottery Fund (HLF) from the perspective of an HLF assessing officer. It discusses the application process, including the project enquiry stage, filling out the application form, and tips for conveying a clear vision and robust budget. It notes that £111 million has been spent on parks and cemeteries in London through HLF from 1995-2013. The document also outlines the timeline and assessment process for Brompton Cemetery's successful application for £3.77 million from HLF in December 2013 to fund conservation and activities. Challenges for cemeteries seeking funding are also briefly discussed.
This document summarizes discussions from a November 2022 workshop on the UK's strengthened biodiversity duty and new reporting requirements. It provides an overview of the key aspects of the strengthened duty and upcoming biodiversity reports that local authorities must publish. It then outlines the agenda and discussion questions that were used to get feedback from workshop participants on the draft guidance and reporting template. The document closes by anonymously polling participants on how much effort and impact they believe their local councils will make in complying with the new biodiversity requirements.
Planning involves identifying issues, gathering information, and making decisions to achieve goals in an orderly manner. It is needed at locations with conflicting river uses, like industrial and recreational, where many groups would want input into management. Under the Resource Management Act, territorial authorities are responsible for land use effects and resource consent approvals, while regional councils oversee environmental discharges. The Auckland Council model has a governing body that makes region-wide strategic decisions and local boards that represent community interests in local issues.
A1 language interpretation and translation servicesocasiconference
The document summarizes changes to language interpretation and translation services (LITS) in Ontario's settlement sector. It outlines recommendations from a 2009 LITS study to professionalize services. Key points include: drawing boundaries for interpreter scope within settlement vs. other sectors; adopting national interpretation standards and adding a settlement-specific annex; and requiring interpreters have completed an approved 80-hour training program, plus an additional 8-hour settlement module. Next steps are to develop the module, update standards, amend funding agreements, and inform agencies of changes. Input on impacts is sought.
Wyre Forest DC - Neighbourhood Planning Examination and ReferendumPAS_Team
This document discusses the neighbourhood planning process in the UK, specifically the examination and referendum stages. It provides an overview of the examination purpose and process, including appointing an examiner, the examiner's report, and decision statement. It then outlines the referendum arrangements and requirements, including who is eligible to vote. Specific examples from Wyre Forest District Council and the Chaddesley Corbett Neighbourhood Plan are used to illustrate key points. Concluding remarks emphasize maintaining relationships, early examination planning, and promoting referendum importance.
DFG Quality Standard - DFG Champions Roadshow BristolFoundations HIA
Local authorities aim to provide value for money home adaptations through regular review of specifications, efficient procurement, engagement with suppliers, and management of contractors. Disabled people will receive housing options advice and support to move if desired, and can access assistance for adaptations regardless of tenure. Local authorities have assistance policies addressing high-cost works, means testing, appeals processes, and minimal bureaucracy. Timescales for adaptations are published, monitored, and prioritized if needed. Staff are deployed efficiently, with single points of contact, co-location, and inclusion of disabled staff. Services are combined holistically, including equipment, repairs, and post-hospital support. Disabled people know where to access information through public campaigns involving health workers. Disabled people help
Local authorities aim to provide value for money home adaptations through regular review of specifications, efficient procurement, engagement with suppliers, and management of contractors. Disabled people will receive housing options advice and support to move if desired, and can access assistance for adaptations regardless of tenure. Local authorities have assistance policies addressing high-cost works, means testing, appeals processes, and minimal bureaucracy. Timescales for adaptations are published, monitored, and prioritized if needed. Staff are deployed efficiently, with single points of contact, co-location, and inclusion of disabled staff. Services are combined holistically, including equipment, repairs, and post-hospital support. Disabled people know where to access information through public campaigns involving health workers. Co-production involves
The Canada Energy Regulator (CER) is responsible for regulating energy infrastructure and markets in Canada. It oversees pipelines, power lines, energy development and trade. The CER has over 500 specialists from various fields and decades of experience regulating the energy industry. Recent changes to the CER include a new governance structure, greater focus on safety, Indigenous participation, public participation, and timely decision making.
This document summarizes a roadshow event held in Bristol on improving the delivery of Disabled Facilities Grants (DFGs). It discusses findings that many local authorities do not use recommended repair and renovation (RRO) policies or customized application forms for adaptations. The event addressed barriers to change, different types of activists, and training on becoming a "trusted assessor." It also included a question and answer session on funding breakdowns for common adaptations. Finally, attendees participated in a workshop on 10 proposed quality statements for DFG services, covering areas like public information, co-production, staffing, and commissioning.
The document discusses the approach of the Adaptations and Renewal Agency to Disabled Facilities Grants (DFGs) in four areas:
1. They have merged the teams managing public and private sector adaptations to increase efficiency and allow officers to specialize. This has increased opportunities for recycling equipment like stairlifts.
2. There is a balance to be found between standardization, which can speed up processes but risk overlooking individual client needs, and being client-centered.
3. The agency utilizes government powers flexibly to provide additional funding for adaptations in some cases and minor works without means testing.
4. Disability housing advisors jointly funded by occupational therapy and housing help match disabled people and
Presentation by Paul Selby, Planning and Environment Manager at the Planning Inspectorate, given at the Planning Inspectorate Wales conference on 30 September 2015
The document summarizes the new optional technical housing standards for planning authorities in England, which aim to simplify existing standards. It outlines that local authorities now have the option to require higher accessibility standards (M4 categories 1-3) and water efficiency standards through their local plans. It also introduces a new nationally described space standard that can be applied as a planning requirement. Local authorities are advised to gather evidence on local need and viability when considering adopting any of these optional standards in their plans or as planning conditions.
IANA Stewardship Transition Report by Izumi Okutani [APRICOT 2015]APNIC
The IANA Stewardship Transition Process is currently underway following an announcement from NTIA in 2014. The numbers and protocols communities have submitted transition proposals, while the names community discussions are still ongoing. Regional Internet registries like APNIC have been consolidating input into a global proposal for the numbers role. Next steps include the RIRs developing a service level agreement text for the numbers function based on the community proposal, in consultation with ICANN and taking community input. Future discussions will aim to confirm flexibilities around the proposal while maintaining stability, accountability and transparency throughout the transition process.
Jeni Jackson, Woking BC: CIL – a local authority perspectivePAS_Team
Woking Borough Council implemented a Community Infrastructure Levy (CIL) to help fund infrastructure projects needed to support new development. The CIL charges residential and retail developments varying rates depending on their location within the borough. An Infrastructure Working Group was established with council and county representatives to prioritize infrastructure projects and ensure funding is allocated according to the Core Strategy and Infrastructure Delivery Plan. Going forward, the council will focus on identifying sites to allocate for development beyond the current plan period and securing additional funding sources to support growth.
This document provides guidance on designing development projects. It explains that a project aims to address a specific development issue and contribute to achieving a longer-term goal. It should have a clear purpose, 3-5 objectives defined by reversing negative situations, and activities to achieve each objective. A project also requires defined inputs like manpower, equipment and a budget. The timeline should include implementation and follow-up phases to help establish sustainable systems. Effective project design follows the logical flow from defining the goal to outlining objectives, activities, inputs and budget.
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This document provides an agenda and information for a meeting of the London HIA Network on July 24th, 2019. The agenda includes discussions on outcomes and evaluation, measuring outcomes in Essex, HACT's Social Value Tool, adaptations in the private rented sector, and an update from Foundations. Additional information is provided on requirements for Better Care Fund planning, the UK government's Prevention Green Paper, upcoming events from Foundations including a DFG roadshow and training courses, and the National Healthy Homes Awards ceremony.
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- It shows correlations between wellbeing and health metrics in different areas.
- Guidance is provided on how to value mental health outcomes from aids and adaptations using a wellbeing scale.
This document discusses the importance of evaluating outcomes and measuring the impact of home improvement services funded by Disabled Facilities Grants (DFGs). It outlines why measuring outcomes is important, including to identify cost savings, demonstrate value for money, and quality of life improvements. It also notes the need to justify increased DFG funding and demonstrate how these services support prevention and integration agendas. The document provides examples of what some local authorities measure, such as user satisfaction, admissions avoidance, and falls prevention. It also lists potential areas to measure, such as money savings, efficiency, and impact on social care needs. Resources for measuring outcomes are also referenced.
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The London Borough of Hounslow introduced a Grant for Residents with Dementia during the 2017/18 financial year following a dementia seminar in February 2017. The grant provides funding for minor home modifications like ramps, grab rails, and improved lighting to help residents with dementia live safely and independently. A GPS tracking device monitored by a community alarm service was also issued to some grant recipients. The grant was capped initially at £1,000 but later increased to £2,500 under a new policy.
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Disabled Facilities Grant and Other Adaptations: External Review 2018Foundations
Sheila Mackintosh from the University of West England presents some of the key recommendations from the DFG Review at the DFG Champions Roadshows 2018.
WE Care Home Improvements provides home adaptations and repairs to help people live independently. With demand outpacing available subsidies, WE shifted to a strategic focus on self-funded bathroom adaptations. Research showed 10-32% of those needing adaptations could self-fund, and 95% of homeowners could finance through home equity. WE designed an integrated "wet room" model with assessment, estimates, project management, and installation. Initial results showed a cultural shift is required for self-funding to succeed, revenue does not equal profit, customer expectations are high, and partnerships will be needed to sustain the mission.
Contributi dei parlamentari del PD - Contributi L. 3/2019Partito democratico
DI SEGUITO SONO PUBBLICATI, AI SENSI DELL'ART. 11 DELLA LEGGE N. 3/2019, GLI IMPORTI RICEVUTI DALL'ENTRATA IN VIGORE DELLA SUDDETTA NORMA (31/01/2019) E FINO AL MESE SOLARE ANTECEDENTE QUELLO DELLA PUBBLICAZIONE SUL PRESENTE SITO
This report explores the significance of border towns and spaces for strengthening responses to young people on the move. In particular it explores the linkages of young people to local service centres with the aim of further developing service, protection, and support strategies for migrant children in border areas across the region. The report is based on a small-scale fieldwork study in the border towns of Chipata and Katete in Zambia conducted in July 2023. Border towns and spaces provide a rich source of information about issues related to the informal or irregular movement of young people across borders, including smuggling and trafficking. They can help build a picture of the nature and scope of the type of movement young migrants undertake and also the forms of protection available to them. Border towns and spaces also provide a lens through which we can better understand the vulnerabilities of young people on the move and, critically, the strategies they use to navigate challenges and access support.
The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
Indira awas yojana housing scheme renamed as PMAYnarinav14
Indira Awas Yojana (IAY) played a significant role in addressing rural housing needs in India. It emerged as a comprehensive program for affordable housing solutions in rural areas, predating the government’s broader focus on mass housing initiatives.
karnataka housing board schemes . all schemesnarinav14
The Karnataka government, along with the central government’s Pradhan Mantri Awas Yojana (PMAY), offers various housing schemes to cater to the diverse needs of citizens across the state. This article provides a comprehensive overview of the major housing schemes available in the Karnataka housing board for both urban and rural areas in 2024.
2. Background
•The Norwich City Council area covers an area of
approximately 40.55 km2 with a population density of
around 3,614 persons per km2. This compares to an
England population density of 407 persons per km2
(falls to 353 if London is excluded from the national
figure).
•2 tier authority (County Council and City Council)
4. Background
• Had an arms length HIA delivered By Orbit Housing Association for many 14 years
• Contract due to expire in July 2013
• Members made the decision in February 2013 to bring the service back in-house
(Contrary to officer recommendation)
• At the same time Norwich was due to adopt the Integrated Housing Adaptation Team
(IHAT) model that had been trialled at other district councils within Norwich
• Capital budget of circa £1m per annum (but a history of underspend)
• RRO policy covering small works grants and home improvement loans
5. IHAT
• IHAT is a joint team based in lower tiers (district councils) delivering disabled adaptations.
• They comprise of district staff involved in DFGs
• And an Occupational Therapist and Assistant Practitioner (Or OT assistant)
• Supposed to remove barriers and fences caused from the geographical and
organisational split between adult social care staff and housing staff
6. A new opportunity?
• It was agreed that the IHAT would be launched in Norwich on the same date that the
Home improvement agency transferred in-house
• Short timescale to set up agency early February to July 1st
• TUPE meant that a focus on available resources was paramount:
• 1 FTE Caseworker Team Leader
• 1.5 FTE Caseworkers
• 2 FTE Technical Officers
• 1 FTE Administration
• 1 FTE OT
• 1 FTE OTa
7. Caseworker Led approach
• Quickly identified that caseworker could be better used to the benefit of staff and
customers
• Caseworkers triage all incoming referrals
• At triage a caseworker is appointed as a Single Point of Contact (SPOC) for client
• Joint visit with OT arranged if necessary
• Caseworker draws on technical officers as required
• Contract for any work required is with the council so Caseworker continual remains
SPOC
8. Caseworker Led approach
•Contractor call off/pre works meeting held between client, contractor and caseworker (no
technical staff)
•Everything goes through the caseworker
•Follow customer satisfaction sent after 3 months – any issues will be followed up by
caseworker
9. What are the benefits?
• OT’s and TO’s time is freed up (there are no bottlenecks)
• Timescales significantly increased (last 2 quarters seen average time of less than 100
days for an adaptation from first point of contact to practical completion)
• Significant increase in capacity (we’re currently providing well in excess of double the
amount of grants than we were 5 years ago)
• Clients know who to speak to and are kept fully up to date with everything
• No crossed wires or miscommunication (everything goes through the caseworker)