Why It's Time to Rethink How DFG Services Are Commissioned

The way Disabled Facilities Grants are delivered is often shaped more by habit than by purpose. A person needs a stairlift or a level access shower. They apply. The case is assessed. Quotes are requested. Deadlines drift. Somewhere down the line, the work is done. But too often, this process delays help, frustrates the applicant and drains energy from staff.

A recent draft factsheet, Fixing the plumbing and wiring of social care, looks at how adult social care is commissioned and procured. Although written with care services in mind, it carries strong lessons for home adaptations. It challenges councils to stop seeing procurement as a tick-box exercise, and start seeing it as a way to deliver real public benefit. That mindset shift can transform how DFGs are delivered.

Instead of starting with procurement rules, start with the purpose. The Care Act already provides a clear foundation: to promote independence, wellbeing and prevention. That should guide every part of the DFG process. For example, when a local builder is trusted and the price is fair, avoid holding up work just to meet an arbitrary three-quote requirement. Use discretion. Keep things proportionate.

Instead of planning services behind closed doors, involve people who understand what good looks like. That means listening to residents, occupational therapists, caseworkers and installers. Set up a small local group to help review specifications and guidance notes. Run feedback sessions with those who’ve been through the process. Let people shape what happens next.

Instead of chasing the cheapest price, shift the focus to long-term value. Choose contractors based on reliability, customer satisfaction and speed of delivery. Use products that are proven to last. For minor works, build a list of approved installers who meet local standards and can be called on quickly, rather than starting from scratch every time.

Instead of defaulting to contracts, consider when grants are more suitable. If a local home improvement agency is offering advice, hand-holding and early-stage support, fund them through a grant. That gives flexibility and cuts down on paperwork, without losing accountability. Reserve contracts for services that are tied directly to a legal duty.

Instead of renewing services on short-term cycles, offer longer agreements that give providers space to plan, improve and train staff. A five-year contract with built-in review points allows for innovation and builds trust. It also gives residents more confidence in the service.

Instead of relying solely on large contractors, create space for smaller, local providers. They often have quicker response times and better customer service. Use the Home Adaptations Installer Network to support this, and build in lighter checks for low-risk, low-value works.

These are all small, practical changes. But taken together, they make the system more responsive, more personal and more effective. They strip away some of the layers that slow things down. And they bring commissioning back to what it’s supposed to be about—making life better for the people who need support to live safely at home.

The DFG process does not need a complete overhaul. It needs clearer priorities and smarter decisions. The lessons from social care commissioning provide a strong starting point.