1. Voids Management - update

2. 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

3. 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

4. Before and After

5. 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

6. 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 days
May 2017 – average days to let 44

7. 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

8. Action Performance

9. 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 days
Majors – days
Total – 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

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

11. 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

12. Any Questions?