Part 1
____________________________________________________________
REPORT OF THE STRATEGIC DIRECTOR FOR
SUSTAINABLE REGENERATION
______________________________________________________________
TO THE LEAD MEMBER FOR HOUSING
ON
FOR INFORMAL ON 2ND DECEMBER 2008
FOR FORMAL ON 16TH DECEMBER 2008
______________________________________________________________
TITLE:The Salford Home Improvement Agency (HIA) proposed Enquiry
Waiting List Management and Priority Points Policy
______________________________________________________________
RECOMMENDATIONS:
That Lead Member for Housing:
1. Notes the content of this revised Report
2. Approves the revised Home Improvement Agency proposed Enquiry
Waiting List Management and Priority Points Policy
______________________________________________________________
EXECUTIVE SUMMARY:
The Home Improvement Agency has been in operation in Salford since April
2001. The Home Improvement Agency remit within Commissioning &
Projects Team, Sustainable Regeneration Directorate is to enable
older/disabled and vulnerable residents of Salford to remain living
independently in the home of their choice, improving their quality of life.
There has been a high demand for the service, which has resulted in a waiting
list of enquiries from vulnerable residents who are home-owners or private
tenants that require repairs/adaptations or improvement works to be carried
out to their property. The type of financial assistance that was available
through Salford City Council was by way of the previous Home Repairs
Assistance. These enquiries were received prior to the adoption of Salford
City Council Private Sector Housing Assistance Policy in January 2006
(Amended).
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This report seeks Lead Member approval to integrate the proposed Enquiry
Waiting List Management & Priority Points Policy (see attached Annex B and
C) into the HIA, Home Improvement Assistance Process, previously approved
by Salford City Council Audit department on 20 th July 2007. This will ensure
a robust and transparent process when the Home Improvement Agency is
dealing with enquiries for assistance
______________________________________________________________
BACKGROUND DOCUMENTS:
Supporting People Strategy 2005-2010
Salford Housing Strategy
Salford Affordable Warmth Strategy
Private Sector Housing Assistance Policy 2006 (Amended)
Regulatory Reform (Housing Assistance) (England & Wales) Order 2002
Audit Report
______________________________________________________________
ASSESSMENT OF RISK:
Low – The HIA in line with the Private Sector Housing Assistance Policy
currently offers advice on financial assistance to private sector residents
(home-owners and private tenants) and has experience in this area of the
delivery of HIA services.
The service is highly valued by residents and colleagues, which can create an
increased demand for the service.
By approving the proposed Enquiry Waiting List Management Process will
enable the HIA to ensure that management of the enquiries is legally
compliant in line with the Private Sector Housing Assistance policy 2006
(Amended). An Equality Impact Assessment has been carried out on this new
process. (Annex D).
The consequence of not adopting this process would be that priority cases
where there is an impact on health would result in the HIA being heavily
criticised.
______________________________________________________________
SOURCE OF FUNDING:
Housing Capital Programme – Private Sector
Community Health & Social Care
Supporting People
______________________________________________________________
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______________________________________________________________
LEGAL IMPLICATIONS:
The HIA is monitored through a Service Level Agreement with Supporting
People and complies with the requirements of the Supporting People
programme.
Contact details: Nicky Smith 0161 793 3083
____________________________________________________________
FINANCIAL IMPLICATIONS:
The HIA is responsible for the delivery of a total capital budget of £400k in the
current financial year.
The HIA proposed Enquiry Waiting List Management Process seeks to
maximise use of the existing resources available through the Housing Capital
Programme and does not require any additional resources.
Contact details: Nigel Dickens 0161 793 2585
______________________________________________________________
COMMUNICATION IMPLICATIONS:
Following Lead Member approval this report and appendices will be published
on the Home Improvement Agency web site and a communications plan will
be put in place to inform potential customers of the enquiry process.
VALUE FOR MONEY IMPLICATIONS:
There are benefits for Clients, Salford City Council and Partners (Statutory &
Voluntary) as the HIA will be able to respond in a timely manner to all
enquiries avoiding admission into care and delaying hospital discharge.
CLIENT IMPLICATIONS:
Not Applicable as service is directly provided by Salford City Council.
PROPERTY:
Not Applicable.
______________________________________________________________
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______________________________________________________________
HUMAN RESOURCES:
The work of the HIA in delivering its responsibilities is fully reflected in both
team and individual work plans that are actively managed in line with the
performance management framework.
______________________________________________________________
CONTACT OFFICER:
Sandra Mardell – Principal Officer, (HIA) Commissioning & Projects Team,
Sustainable Regeneration - 0161 793 2898.
___________________________________________________________
WARD(S) TO WHICH REPORT RELATE(S):
All Wards.
____________________________________________________________
KEY COUNCIL POLICIES:
The work of the Home Improvement Agency (Commissioning & Projects
Team) cuts across key Council Policies, including the Housing Strategy, WellBeing Strategy, Supporting People Strategy, Crime and Disorder Strategy,
Human Resources Strategy, Affordable Warmth Strategy, Private Sector
Housing Assistance Policy, Community Health and Social Care, Housing for
People as they Grow Older and Partners in Agreement, Equality & Diversity.
______________________________________________________________
DETAILS:
1. Background
1.1 Salford City Council’s HIA was established in April 2001 to enable
residents of Salford to remain living independently in the home and
community of their choice, improving their quality of life.
1.2 The aims and objectives of the HIA are to ensure resident’s properties
are safe, dry, warm, have improved home security & safety, potential health
risks and risk of hospital readmission are reduced. Maximising income and
improved energy efficiency make cost savings to client.
1.3 The HIA has the ability to access funding to pay for
repairs/adaptations/improvements from charitable organisations, serviceman’s
charities, current/past employment charities and health related charities as
well as through Salford City Council Private Sector Housing Assistance
Policy.
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1.4 The HIA administers £400k from the Housing Capital Fund to deliver
financial assistance in line with the 2006 (Amended) Private Sector Housing
Assistance Policy.
1.5 As there has been a high demand for the service, there is a need to
prioritise the workload of the agency to enable the HIA to deliver an
immediate responsive service.
2.
Current Situation
2.1 The HIA currently has a “historic” waiting list for financial assistance for
repairs/adaptations or improvements to their property which is being
addressed by the newly appointed Project Officer (Assessor/Caseworker).
2.2 In addition the HIA receives annually 200+ enquiries for financial
assistance and advice for repairs/adaptations and improvements. With
current staffing resources it is envisaged that by reducing the “historic” waiting
list, will increase demand for the current financial options that are available.
2.3 The HIA has a written, audited, process for delivery of the Private Sector
Housing Assistance policy (Home Improvement Assistance) but requires the
addition of a robust and transparent process for managing the potential
demand for the service.
2.4 Analysis was carried out to identify reasons why there is such a high
demand for the service, concluding that, due to an ageing population there is
the inability to carry out repairs, fixed weekly incomes and reducing savings or
no savings.
2.5 The preferred option for managing the demand for the service was to
establish a priority points system. (Annex A).
2.6 The process for managing the demand is set out in the document
attached, which outlines the “timescales, rules including points system,
emergencies and exceptions”. (Annex B).
2.7 Where the enquiry/referrals are over and above the resources for the HIA
to deal with, the prioritisation criteria will be used to enable a robust and
transparent process for managing the workload. (Annex C).
2.8 Following the Lead Member informal briefing in September 08 the waiting
list, priority policy has been amended to take into account that the policy
should be clearer and easier to understand for our customers. An information
sheet has also been included which will be given out to all the HIA customers.
2.9 An Equality Impact Assessment has been carried out on this process
(Annex D) and the system was tested on 10 cases (Annex E).
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3.
Conclusion
3.1 Salford HIA provides an important service against a national agenda,
delivering local outcomes for the most vulnerable/disabled and hard to reach
residents within our community.
3.2 The proposed process reflects best practice in enquiry list management.
It will ensure that the Home Improvement Agency service targets the Home
Improvement Assistance to the most vulnerable groups, addressing needs to
enable them to remain in their home with greater dignity, safe, warm, dry and
secure in their community.
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Annex A
Option 1
Description:
Write to all people on the current waiting list who has enquired for assistance
in the past seven years stating that the Home Improvement Agency is
closing the list and they will have to write in and re-apply.
How could it work?
This would completely remove the historic waiting list enabling the Home
Improvement Agency to have a new start with all enquiries.
The
Officer/Assessor could visit all new enquiries.
Disadvantages:




Not good
customer service
Complaints could
increase
Inadequate staff
resources to deal
with all the phone
calls that this
would generate
Negative publicity
Advantages:



No waiting list
No longer fire
fighting
Meet
Supporting
People funding
and customer
service
standards
targets on first
enquiry to first
visit
This option can be
improved by:

Contact people on
waiting list by
phone instead of
writing to explain
situation which
would improve
customer service
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8/27
Annex A
Option 2
Description:
Develop a bespoke priority points system for Salford City Council Home
Improvement Agency to cover all older/vulnerable/disabled people taking
into account types of repairs that may be a health and safety issue.
How could it work?
This would ensure a fair and transparent option for delivery of a quality
service.
Disadvantages:


Points allocation
may not be
correct
May not reduce
complaints
initially
Advantages:









Treat everyone
fairly
Improve service
delivery
Reduce number
of complaints
Reach targets
for funders
Transparent
system
Good customer
service
Good use of
resources,
revenue and
capital
Meets strategic
priorities
Agency can
work on being
proactive
instead of
reactive
This option can be
improved by:

Regular
consultation and
evaluation
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Annex A
Option 3
Description:
Adopt a priority points system that has been drawn up by another Local
Authority Grants Department specifically for the different types of grant
assistance that they offer.
How could it work?
It could possibly work as it has already been tried and tested and avoids “ reinventing the wheel”.
Disadvantages:





Not Salford City
Council priorities
Exclude some
groups
Not be fair and
equal and in line
with Salford City
Council Equality &
Diversity policy
Does not meet
Salford local
needs
Does not include
all work areas
Advantages:
This option can be
improved by:




Don’t have to
re-invent the
wheel
Quick and
easy to
implement
Has been
tried and
tested
Could amend to
include all groups
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Annex A
After working through the four stages for all three Options as identified above
it appeared that Option 2 would be the best option to take forward. To enable
a decision to be made a matrix was completed to determine which option
would best solve the problem.
Decision Matrix
Criteria
Fair and
Transparent
Meets
Targets
Good
Customer
Service
Reduction in
Complaints
Address
Decent
Homes &
Target
Resources
Includes all
groups
Total:
Weighting
Option 11
Option 22
Option 33
40%
40%
40%
20%
5%
5%
5%
5%
10%
0%
10%
10%
10%
1%
8%
8%
15%
0%
15%
15%
20%
20%
20%
20%
100%
66%
98%
78%
The criteria and weighting I have used in the decision matrix is in order of
importance when looking at solving the problem of the waiting list. This is in
line with Salford City Council’s: Equality & Diversity policy )
 Supporting People
)
 Housing Strategy
)
 Customer Charter
)
The results highlight that Option 2 has the highest score and is the preferred
option.
1
To write to all people who are on the waiting list, who have enquired for assistance in the past seven years, that
they will have to re-apply
2 Develop a priority points system to cover all groups taking into account types of repairs that may be a health and
safety issue
3 Adopt a priority points system that has been drawn up by another Local Authority or Home Improvement Agency
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Annex B
SALFORD HOME IMPROVEMENT AGENCY
WAITING LIST MANAGEMENT
And
PRIORITY POINTS POLICY
NOVEMBER 2008
12/27
Annex B
WAITING LIST MANAGEMENT
There are times of the year when the response to enquiries/referrals may not
be as quick as other times of the year, e.g. when a member of staff is on
annual leave or a member of staff is not well or there is an increase in the
number of enquiries being received. In these cases it is important that a full
explanation is given to the customer.
It is also possible there will be times when there is a demand for the Project
Officer/Technical Service or a Project Officer/Caseworker visit or Project
Officer/Caseworker attention that exceeds what can reasonably be done
within the normal timescales with the staff resources available. In these
circumstances a waiting list will be set up to ensure a fair and equal system is
operated.
1. Timescales
1.1
The normal timescale from receiving an enquiry for the service and a
first visit by the Assessor is twelve weeks from first contact with the
Home Improvement Agency; this is in line with the Home Improvement
Agency Customer Service Standards.
1.2
The Priority Points Policy is to be used to prioritise high priority cases
to ensure they are dealt with promptly, where demand exceeds
resources using these principles.
2. Waiting List Rules
2.1
All enquirers must be advised at the time of enquiry if there is a waiting
list and an approximate time of when they can expect to receive the
Home Improvement Agency service.
2.2
All enquirers for the service will receive an acknowledgement letter
detailing their enquiry reference number within 7 working days of the
date of enquiry. The acknowledgement letter will also confirm the
timescale for receiving the service.
2.3
All enquirers will be advised in the acknowledgement letter that should
their circumstances4 change or Salford City Council circumstances5
change enquirers will be encouraged to notify the Home Improvement
Agency of these changes.
4
Client circumstances could be related to their health, financial or living conditions
Salford City Council circumstances could be related to the types of financial assistance that
may be available, changes to policy or changes to the service offered by the Home
Improvement Agency
5
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Annex B
2.4
All enquirers will be advised in the acknowledgement letter that if they
have been entered on the waiting list they will receive correspondence
on a quarterly basis advising of the current situation.
2.5
All enquirers for the Home Improvement Agency service will be
recorded in date order on Foundations database and cases will be
allocated to the Assessor to arrange an initial visit in date order,
however, there may be exceptions, these exceptions are detailed
below.
3. Exceptions
3.1
In some circumstances with regard to 1.1, it may be appropriate to
allocate a case direct to the Caseworker following the home visit initial
assessment by the Assessor. Requests to advance enquiries will only
be done following re-calculation of the Points as detailed below in the
Priority Points Policy, because of the individual’s circumstances.
PRIORITY POINTS POLICY
Where the Home Improvement Agency enquiries for assistance is over and
above the resources for the Home Improvement Agency to deal with and to
ensure the process is fair and equitable, we will set up a waiting list and
allocate points to determine the applicant’s position.
The Health & Safety, wellbeing and the needs of the enquirer, including any
dependents, will be taken into account together with the length of time since
the initial enquiry was taken.
The number of points will then be categorised as red, amber or green, red
being high priority. The category will be noted on the enquiry with additional
points being automatically added monthly to the total whilst the enquiry
remains on the list. This means that even an enquiry that was originally
designated as low priority (green), will over a period of time rise to the top of
the list.
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Annex B
For the purpose of the waiting list we will allocate the following points (only
one set of points can be allocated per category) to determine the enquirer’s
position from one, more than one, or all of the following criteria:1) Health Criteria
1:1
1.2:
1.3:
Delayed Hospital Discharge
(where property required attention e.g. heating/
repair works to prevent re-admission to hospital OR
if heating/repair works are not carried out would have
direct affect on health, delaying discharge from
hospital
Palliative Care
Dependent with Health Issues
2) Work Criteria
2.1:
2.2:
2.3:
2.4:
2.5:
2.6:
2.7:
Points Awarded
150
150
150
Points Awarded
Property that is unfit for human habitation lacks
basic amenities and affects the health, safety and
wellbeing of the occupants
(e.g. wiring, gas, no heating, no hot water)
250
Property where occupant is at risk from doorstep
crime, burglary
(e.g. seriously defective doors/and windows)
100
Disrepair, not dangerous but directly
impacts on the health, comfort, safety & wellbeing
of the occupants
(e.g. dampness, timber rot and infestation)
100
Disrepair affecting the health, safety and
wellbeing of the occupants
(e.g. roof repairs)
80
Disrepair to the external structure of the
property, not dangerous but not directly
affecting the occupants health, safety and
well being
(e.g. structural problems, boundary walls)
60
Minor disrepair work not directly affecting occupants
(e.g. door/window replacement)
20
Non-essential desirable work
(e.g. cosmetic, modernisation)
0
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Annex B
3) Age Criteria
Points Awarded
Adults
85 +
75 – 84
60 – 74
Under 60
100
80
60
30
Children 0 – 10 years (youngest child)
0 – 12 months
1-3
3–6
6 – 10
4) Income Criteria
4.1:
4.2:
4.3:
4.4:
4.5:
4.6:
4.7:
Disability Living Allowance/Attendance Allowance
Incapacity Benefit
Income Support
Pension Credit
Working Families Tax Credit
Council Tax Benefit or Local Housing Allowance
Child Tax Credit
5) Other Factors
100
80
50
30
Points Awarded
100
100
100
80
40
20
20
up to 150
(Following Case Conference with Principal Officer and
2 Project Officers)
Please explain why you are awarding extra points
_______________________________________________
_______________________________________________
_______________________________________________
_______________________________________________
_______________________________________________
16/27
Annex B
6) Length of time on Waiting List
For each month since completion of original enquiry
(this will be reviewed on a 3 monthly basis).
Points Awarded
1
Points Awarded
1: Health
2: Work
3: Age
4: Income
5: Other
6: Time on Waiting List
Total Points
7) Categories
RED – over 500 points
If you receive 500 points or over, this means that you are high priority and will
receive a visit from the first available Project Officer within 3 working days
(working days are Monday to Friday) from the date of your enquiry.
AMBER - 300-500 points
If you receive between 300 to 499 points, this means that you are medium
priority and will receive a visit by the Project Officer/Assessor within 12 weeks
from your date of enquiry.
GREEN - up to 300 points
If you receive up to 299 points, this means that you are low priority and will be
advised at the time of enquiry that it is unlikely that you will receive a visit
within the normal timescale of twelve weeks.
You will be advised in writing that should your circumstances6 change or
Salford City Council circumstances7 change that either party will be informed
and that you will receive correspondence on a three monthly basis advising of
the current situation.
6
Client circumstances could be related to their health, financial or living conditions
Salford City Council circumstances could be related to the types of financial assistance that
may be available, changes to policy or changes to the service offered by the Home
Improvement Agency
7
17/27
Annex B
8) Summary
This process provides our enquirers with:-
-
upon initial enquiry to the Home Improvement Agency they are within a
moving process not just included on a stagnant list
-
a system that is auditable, transparent, easily understandable and
completely fair
-
the length of time they are required to wait for assistance in relation to
other enquiries on the list, is specific to their individual needs
-
the system can be tailored to meet local priorities
-
a system that will review all enquiries on a quarterly basis
18/27
Annex C
SALFORD HOME IMPROVEMENT AGENCY (HIA)
CUSTOMER ENQUIRY INFORMATION LEAFLET
When you contact the HIA you will be advised at the time of enquiry if there is
a waiting list and an approximate time when you can expect to receive the
HIA service. This will be confirmed in writing detailing your enquiry reference
number within 7 working days of the date of your enquiry and will also confirm
the timescale for receiving the service.
The normal timescale from receiving an enquiry for the service and a first visit
by the Assessor is twelve weeks from first contact with the HIA
There are times of the year when the response to your enquiry may not be as
quick as other times of the year, e.g. when a member of staff is on annual
leave, a member of staff is not well or there is an increase in the number of
enquiries being received.
If you do not receive a visit within the normal timescale of 12 weeks you will
receive correspondence advising you of the current situation. This could
mean that if the HIA receives a sudden increase of high priority cases this
may affect your position. Also if your own circumstances change, if you
contact the HIA we will review your position.
Where the HIA enquiries for assistance is over and above the resources for
the HIA to deal with and to ensure the process is fair and equitable, we will set
up a waiting list and allocate points to determine the applicant’s position.
This process ensures that from your initial enquiry to the HIA you are within a
moving process not just included on a stagnant list. It is a system that is
auditable, transparent, easily understandable and completely fair and that all
enquiries will be reviewed on a quarterly basis
You can obtain a full copy of the HIA Waiting List Management and Priority
Points Policy from the HIA team. Contact details:Telephone: 0161 793 2896
E:mail:
home-improvement.agency@salford.gov.uk
19/27
Annex D
EIA Proforma
People
responsible
assessment
for
the Rhys Wynne
Sandra Mardell
Housing and Planning
Directorate
Name of service, strategy, policy to
be assessed
Date of assessment
Please provide a brief description of
the service, strategy, policy or the
proposed change to the service,
strategy, policy
Enquiry/ Referral Priority Points System
Aug 08
To provide a transparent system detailing how enquiries will
be dealt with if the waiting list is over and above the
resources for the Home Improvement Agency to deal
with.
Priority ratings will be given in line with this to ensure
an objective and fair prioritisation system.
What
factors,
forces
could
contribute or detract from the
outcome e.g. change in legislation,
resources
What are the aims of the service, To ensure that the most vulnerable people are given
strategy, policy
priority to access to the Home Improvement Agency
service.
Please list the main stakeholders, Stakeholders
beneficiaries in terms of the
recipients of the policy, strategy or Customers of the HIA
the target group of the policy e.g. Home Improvement Agency
tenants, partner agencies
Salford Council ( C,H&SC, Housing and Planning and
Environment )
PCT
Beneficiaries
Home Improvement Agency customers will benefit
from agreed and transparent criteria with which to
decide priority for assistance, and will benefit from a
reduced waiting time before their problem is
addressed.
Home Improvement Agency will benefit from a tool that
clearly prioritises the waiting list.
The targeting of resources toward the upkeep and
adaptation of the homes of vulnerable people could
also benefit the following groups: The customers would
20/27
benefit from an increased ability to remain in their
homes in the community for longer.
Residents of the City would benefit from the increase
in the availability of decent homes and a contribution to
a robust housing market.
The PCT would benefit from the reduction of
admissions due to "slips, trips and falls" and the
Community, Health and Social Care Department
would benefit from an increased ability to enable the
discharge of patients ,when they are ready, to
appropriately repaired or adapted properties.
Stage 1 Data analysis
Please list any baseline, monitoring Census Data
data you have e.g. census data, HIA Monitoring Data for people accessing the service
local ward data, tenant profiles
prior to the implementation of the policy
Do you have equality monitoring Policy is new and has not been implemented as yet so this
data on access to services related to information is unavailable at this time.
the policy, strategy? If no, please go
to STAGE 2 EIA
Please list any relevant access to
services data you have
When comparing the baseline data
with your access to services data
are there any groups that are over or
under represented? Please list.
Do you have equality monitoring
data on outcomes for different
groups – this will link with the aims
of your strategy, service, policy. If
no, please go to STAGE 2 EIA
Please list any relevant outcomes
data you have
When comparing the baseline data
with your outcomes data are there
any groups that are over or under
represented? Please list.
Have you identified any adverse
impact from the data analysis for
any group(s)
Can this adverse impact be
justified? e.g. having a women’s
refuge for victims of domestic abuse
may be justified
21/27
Stage 1 Action plan
Please list any differential or un justified adverse impact identified and actions to rectify impact
e.g. targeted consultation with groups under represented
Issue identified Action
Lead
Time
Outcome
Annex D
Stage 2 EIA – targeted consultation
Please list all targeted consultation Panel of Service Users
groups
Older People
People
with
Disabilities/Learning
Difficulties
People from LGBT community ( feedback
due in September 08 )
What
reasons
has
your
consultation identified for any
differential impact (e.g. under
representation when accessing
services) Please list all e.g. lack of
information is community languages
What
reasons
has
your
consultation identified for any
adverse impact (e.g. in terms of
outcomes for different groups)
Please list all
Is there a possibility that the
strategy, policy may be damaging
relations
between
different
groups?
Consultation with the above groups has
not identified any problems as yet.
However feedback from other groups
awaited and policy will be monitored and
reviewed after six month and consulted
upon again following this.
Please see previous answer
Nothing has been identified, however this
policy will be monitored and reviewed
after 6 months to direct consultation.
Stage 2 Action Plan
Please list issues identified from targeted consultation and actions to rectify
differential and adverse impact
Issue identified Action
Lead
Time
Outcome
Baseline
Monitor for six Rhys
Feb 09 Identify
any
information
months
Wynne
adverse
impact
unavailable as
caused by the
policy
not
policy
through
implemented as
comparison with
yet
existing
service
user info.
22/27
Please ensure you have provided as much evidence as possible to support the
responses you have given
Additional comments
Three focus groups of service users were initially formed and their feedback was
used to inform the prioritisation process.
With regards to equality impact due to lack of baseline monitoring information as
policy has not been implemented as yet, we plan to monitor policies effect for six
months, and then review the data comparing with monitoring information we have
for service users prior to policy implementation .
Following on from the analysis of this comparison, we would use this to identify
any adverse impact and would consult with targeted groups representing any
adversely effected diversity strand.
Signed: Rhys Wynne
(Completing officers)
Signed: S. Mardell
(Lead officer)
Date: 28th August 2008
Publishing your completed EIA
Once complete you must publish the results of your EIA, it is also important to share
any best practice identified and to celebrate positive changes in strategy or service
delivery that have occurred because of the EIA process. To publish your EIA please
send a copy to the performance team Andrew.binnie@salford.gov.uk . They will
ensure your EIA is published on the intranet and the internet.
23/27
Annex E
SUMMARY OF TEST CASES
Salford Home Improvement Agency was tested on 10 actual cases, results are:Test Case 1
The property has no heating; the occupants have no health problems, ages 75-84
and in receipt of Council Tax Benefit
Points Criteria
Health
Work
Age
Income
Other
Length of time on waiting list
TOTAL
Points
0
150
80
20
0
1
251
Category Colour
Green
As this property had no heating a case conference was held resulting in increasing
the work criteria 2:1 to 250 points which would put the enquiry into the Amber
category and would receive a visit from the Assessor. From the visit, additional
points could be awarded which would take the enquiry into the Red category
Test Case 2
This property has a heating system that is working but intermittently, occupants are
under 60, disabled and in receipt of incapacity benefit
Points Criteria
Health
Work
Age
Income
Other
Length of time on waiting list
TOTAL
Points
0
100
30
100
0
1
231
Category Colour
Green
As the heating is working a referral would be made to Warm Front for a grant towards
installing a new central heating boiler. At the time of enquiry the occupant would be
told that if the boiler completely stopped working to contact the office and the points
would be re-calculated which would result in a visit by the Assessor
24/27
Annex E
Test Case 3
Property required new windows, occupants had a dependent with health issues, age
60-74 and in receipt of Attendance Allowance
Points Criteria
Health
Work
Age
Income
Other
Length of time on waiting list
TOTAL
Points
150
20
60
100
0
0
331
Category Colour
Amber
This enquiry would receive a visit from the Assessor but may be advised that they
would be put on a waiting list, but given a timescale for when their enquiry would be
progressed
Test Case 4
Minor disrepair to property, occupants have a child under 3, no health problems or
benefits
Points Criteria
Health
Work
Age
Income
Other
Length of time on waiting list
TOTAL
Points
8
20
80
0
0
0
100
Category Colour
Green
This enquiry would not receive a visit and would be advised that they would be put on
a waiting list, but given a timescale for when their enquiry would be progressed
Test Case 5
Property has no heating or hot water, occupant is terminally ill, under 60 with a
prognosis of 12 months
Points Criteria
Health
Work
Age
Income
Other
Length of time on waiting list
TOTAL
Points
150
250
30
100
150
0
530
Category Colour
Red
25/27
This enquiry would be passed directly to the Project Officer (Caseworker) for
immediate action
Annex E
Test Case 6
Property has no heating, occupant has a dependent with health issues, a child 6-10
yrs and in receipt of Disability Living Allowance
Points Criteria
Health
Work
Age
Income
Other
Length of time on waiting list
TOTAL
Points
150
250
30
100
0
0
530
Category Colour
Red
This enquiry would be passed directly to the Project Officer (Caseworker) for
immediate action
Test Case 7
Property has oil fired heating system and occupant unable to afford the fuel so would
like the system changing to gas, occupant has dependent with health issues, age 85
+, in receipt of Attendance Allowance
Points Criteria
Health
Work
Age
Income
Other
Length of time on waiting list
TOTAL
Points
150
0
100
100
0
60
410
Category Colour
Amber
Points awarded, prior to the visit by the Assessor was 410. Following the visit and
case conference, the points were re-calculated on fuel poverty ground also the
occupant had mobility problems, therefore, the maximum 150 points were awarded in
the “Other Factors”
Test Case 8
This enquiry was because the main roof to the property was leaking, the occupant
has a terminal illness, age 60-74 in receipt of Attendance Allowance
Points Criteria
Health
Work
Age
Income
Other
Points
150
80
60
100
0
Category Colour
26/27
Length of time on waiting list
TOTAL
0
390
Amber
Annex E
This enquiry would receive a visit by the Assessor, followed by case conference and
awarding the maximum “Other Factors” points of 150, would move into Red, passing
to Project Officer, Caseworker, for immediate action
Test Case 9
There is no heating or electric to this property, the occupants have no health issues,
ages 60-74.
Points Criteria
Health
Work
Age
Income
Other
Length of time on waiting list
TOTAL
Points
0
250
60
0
0
0
310
Category Colour
Amber
This enquiry would receive a visit by the Assessor, where part of the assessment
would be to look at benefits. This occupant was not in receipt of the correct benefits
but after a successful application would be awarded 150 points for income
Test Case 10
New windows/doors required, occupants had dependent with health issues, ages 6074 in receipt of Attendance Allowance
Points Criteria
Health
Work
Age
Income
Other
Length of time on waiting list
TOTAL
Points
150
100
60
100
0
0
410
Category Colour
Amber
This enquiry would receive a visit by the Assessor, however, dependent on the
assessment the occupant would be advised that they would be put on a waiting list,
but given a timescale for when their enquiry would be progressed
27/27