Wiltshire’s disabled parking service has been redesigned using the ‘lean’ approach. This has led to reduced assessment times and efficiency savings.

In February 2007, following the appointment of a new Director of Resources, Wiltshire decided to use its disabled parking (blue badge) service as a pilot for redesigning services using the ‘lean’ approach. This is a process management technique that involves mapping current service delivery processes, identifying any waste of resources, and reconfiguring the service accordingly. The aim was to improve the blue badge service for users without raising costs to the Council.

The investigatory stage of the approach revealed some valuable insights. Wiltshire’s existing application process was centred on reducing fraud, despite there being relatively few cases of this. Moreover, revised government guidance meant that it was no longer necessary to ask GPs to confirm that applicants are disabled. Wiltshire also consulted users of the service who indicated a preference for telephone applications.

The council re-defined the purpose of the service as ‘providing a Blue Badge to those who are entitled, or to say no, as quickly as possible’. They now encourage users to make applications using a new direct phone number or redesigned application forms. Staff have been trained to make assessments of need and are often able to make an immediate judgement on eligibility. Support on decision making and appeals is provided through the Council’s Occupational Therapy service, with referrals to a GP made only when necessary.

Critical to the redesign was the support of an expert in the lean technique, who worked at a local district council. Once changes to the service were agreed the risks to successful delivery were identified and actively managed. In particular the team trialled changes to the application forms with small groups of users before implementing them more widely.

The main benefit for users of the blue badge service is the dramatic reduction in turnaround times for applications. There has been a reduction in the average time taken to deal with a new application from 20 days, with some taking as long as 55, to 1.1 days. Removing automatic referral to doctors from the process will save the local PCT £56,000 per year and reduce Wiltshire’s internal costs by £120,000. There are currently the same proportion of refusals, 3 per cent, under the new system as the previous one.