Voids Management - update

NBC Legacy Process of Managing voids (handed down from NBC) historically difficult High number of void properties with several teams all immersed in the process (none making the decision) Lack of ownership and accountability Inspection January 2017 highlighted gaps Void management process was not supported by clear policies and procedures making it difficult to hold anyone accountable

Outcome NPH committed to resolving the identified gaps/issues Lack of clarity on performance – current measures were ‘standard’ let times only. Consideration for a designated team to solely manage whole process Ability to hold all teams accountable for their part in the process Better performance culture Review of the process in its entirety

Before and After

Action - Properties PROPERTIES August 2016 Total voids – 245 November 2016 Total Voids – 220 March 2017 Total Voids – 196 May 2017 Total Voids – 109 June 2017 Total voids - 89

Action - Process Key to key – Notice to terminate property to letting the property. The property actually becomes void and starts counting when the keys are returned. The notice period allows us time to consider and plan our actions. August 2016 – average days to let 89 November 2016 – average days to let 59 March 2017 – average days to let 185 – long term lets equated to over 17000 days May 2017 – average days to let 44

Action – Policies & Procedures New Policy required New Procedure required Roles and responsibilities defined Time frames for each part of the process to be created Supporting Policies to be created – Abandonment, Recharge, Removal of goods Clarity of the Voids function across the business Long term voids to be given a Pathway & Strategic plan

Action Performance

Action - Performance Clarification of new transparent Key Performance Indicators Report on Minor (standard works), Major works, and Total Void time Current performance MAY JUNE Minors – 32 days 28 - days Majors – 68 46 - days Total – 47 35 - days Benchmarking with other organisations to establish better ways of working Implement scrutiny checks at each key stage of the process Provide clear timelines for each stage

Costs saving The figures currently stand at £10,238 as opposed to £20,715 this time last year.

Aspirations Clear roles and responsibilities – ownership/accountability, communicating with our staff and customers Currently have 89 properties void (as of 03/07/2017) Value for Money considerations Working with ICT to streamline the process Operational reports shared with EMT/Operations Committee Better satisfaction for our customers

Any Questions?