My Place - Voids Improvement Plan.
VOIDS – Key Updates Planning & Monitoring stage • Workshops • Improvement Plan developed -Customer/Compliance/Performance • Pilot June • Weekly Task Meetings – Scrutiny and challenge • Daily 10 @10 Performance & Delivery • Review & refresh current voids reports • Agreed Task Team • Using existing resources and secondment opportunities
Overview Improvement Plan THEME 01 A NEW KIND OF COUNCIL LANDLORD,CUSTOMER & COMMERCIAL SERVICES & PUBLIC REALM Landlord Services Void Improvement Plan Public Realm Audit spend, budget and management arrangements. Benchmark fees/charges for 2020/21,separate trade from domestic waste collection Sales, Leasing and Commercial Services Low cost high Review and Redesign Consultation, Calculations ,Collections ,Commercial ,Billing , Procurement ,Reserves, Right to Buy & Sales Performance current operating model satisfaction, reduced Indicators,Projects Business Development and Improvement demand Planned programme for Service Improvement Reviews & refocus Admin team based on service priorities Property Management and Capital Delivery - Asset Management Carry out an Options Appraisal for all Council owned assets. Contract Management, Compliance and Quality. Protocol for Contract Monitoring, clarify the clienting function, technical expertise. Future Council Housing Standards (post decent homes) to inform SIP from 2020/21, Review sheltered/adapted stock, energy , waste sustainability ambitions THEME 02 EMPOWERING PEOPLE Engagement meetings High performing Focus groups & identify positive staff for Change Agents, Sign-up and brief Change Agents (inclu. Intro session with ComSol Culture Change engaged workforce Change agents), Internal Comms in My Place , Review Manager compliance, My Place Re-Induction THEME 03 INCLUSIVE GROWTH Landlord, Customer & Commercial Services & Reside & Public Realm Place shaper & influencer, Remodel the Housing Management Offer & Reside offer, modern cost-effective approach (self-serve) to act as a blue print for Management Compliance Relentlessly reliable the future. Performance targets & raise professional skills through training & update all Manuals, Policies & Procedures services THEME 04 CITIZENSHIP & PARTICIPATION Related HR BAU activities Strong partnerships Culture Change Temperature Check survey, Leadership Development Programme, Re-induction Manual, TU Facilities Management Agreement
Overview My Place Improvement Plan Void Improvement Plan 2019/2020 Aims: Improve Customer Satisfaction Reduce + Turnaround Time + Void Loss Key Benefits to Workstreams Ref Deliverables Improving these areas Jun July Aug Sep Oct Nov Dec Jan Feb A1 LSO own process (appointments,schedule,sign ups,tenancy agreements,payments @sign up ) A2 Carry out survey during 4 week notice of termination period - instal a key box A3 Notify letting of upcoming voids at termination stage A4 Hand deliver letter setting out the process pre handover of keys..'countdown' A5 Clear instructions at start-before keys passed to voids on handling of aids & adaptations A6 Flag on computer for all PRE-VOID properties Reduce void turnaround A Pre-Void Period A7 Offer incentive to return property in good condition and allow viewings time A8 Advertise the properties for letting during termination period Increased income A9 Carry out viewings during termination period Improved Lettings A10 Give BDMS notice to allow them to visit and put sufficient resource in place performance A11 BDMS to carry out Asbestos check during termination period and draw up a draft scope of works Improved Customer A12 BDMS Check Assets database to establish properties that have asbestos & Decent Home standard journey Improved LBBD Business Lead >> TBA 10 knowledge of assets LSO own process (appointments,schedule,check void at finish) electrical surveyor to take electrical B1 metere reading at the start B2 Recharge tenants for disrepair or items left in property B3 Introduce a key safe outside front door of void to allow easy access of keys B4 BDMS to reduce turnaround Asbesto checks during void period to 1 day B5 Flag on computer for all VOID properties B Void Period Transparent void process- Live Tracker - LSO or Electrical surveyor to take metre readings at the end of Reduce void turnaround B6 Phase 2 time Increased B7 Penalty for those who don’t leave property in good condition Income B8 Produce VFM recommendations & design Fewer Customer B9 Basic adaptations training for LSO & LSM Complaints B10 Reduce void turnaround time to 21 days Contractual 10 LBBD Business Lead >> TBA Compliance C1 LSO own process (appointments,schedule,sign ups,tenancy agreements,payments @sign up C2 Review current void 'as is' process C3 Carry out workshop with all involved areas of the business/ BDMS C4 Assess lost income by void C5 360 degree video on letting website for residents to view C Letting Period C6 Introduce any day tenancies C7 review of voids & allocations - combined/streamline process on Capita C8 Monthly perfomance meettings to review A,B & C stages C9 Beam energy /Robin Hood energy suppliers to ensure new gas & electric metres fitted-BDMS/Myplace C10 Implemetnation of Accuserve job mangement systemn to capture the void workflow LBBD Business Lead >> TBA 10 0
Overview My Place Improvement Plan Void Improvement Plan 2019/2020 D1 Agree void 'to be' process D2 Clear instructions at start-before keys passed to voids e.g. aids & adaptations D3 Daily 10@ 10- Weekly meetings between My Place, BDMS, Com Sol, Business Development team D4 Explore possibility of co-location with VOIDs & LS & Repairs IT & D5 Change reporting - Capital Works D Communications D6 IT processagreed by all users Process D7 Produce VFM recommendations & design D8 Update website D9 Involve key customers and seek feedback D10 Recharge tenants for disrepair or items left in property Increased Income 10 LBBD Business Lead >> TBA Time and cost savings E1 Produce Benchmarking data from other LAS & HA s to compare performance (Housemark) E2 Best practice guidance form top quartile performaning LAS &Has E3 Introduce performance targets for LSO - Phase 1,2 & 3 E4 Introduce performance targets for LSM - Phase 1,2 & 3 Increased Income E5 Introduce performance targets for BDMS & WeFix - Phase 1,2 & 3 Time & Cost Savings E6 Introduce performance targets for COMS SOL - Phase 1,2 & 3 E Performance Fewer Customer E7 Introduce performance targets for ?? - Phase 1,2 & 3 Complaints E8 Design regular reconciliation reports for improved data Increased Customer E9 Stock condition data on system Satisfaction E10 Reduce void turnaround time to 21 days Contractual & Regulatory 10 LBBD Business Lead >> tba Compliance F1 Differentiate between major & minor voids F2 Further workshop to review progress and amend as necessary Policy & F3 Update Policy & procedure to reflect new ways of workign (A-E above) F Procedure F4 Ensure aids & Adaptations process is clear (appointed contact) F5 Carry out training to all areas of the business involved in Voids & Lettings Contractual & Regulatory 5 LBBD Business Lead >> tba Compliance TOTAL 55 0 0 0 0 0 0 0 0 0
VOIDS Improvement Plan 2019/20 New Ways of Working Q3 – Code Amber-Green Q2- Code Red/Amber Q1- Code Red Improved performance in key areas Feedback used to influence future changes Workshops & Pilot • Bi-weekly meetings to monitor all voids & lettings • All teams briefed, ready for rollout of new ways of working • Workshops with BDMS, Landlord Services, ComSol, Service improvement ,IT • Introduce any day tenancies • Weekly Meetings to monitor all voids/lettings • Daily 10@10 & Weekly meetings with task team • Differentiate between major/minor voids • Void turnaround reduced by 25% in Phase 2 • Voids & lettings to be process mapped • Void turnaround time reduced to • Pre-void period fully exploited • Changes reflected in new IT system Capita Open system - 23 days Oct , 22 days Nov , 21 days Dec for go live in Sep • Voids & Allocations Policies & procedure updated • • Quicker resolution to roadblocks and challenges Detailed 50 point action plan developed and signed off • Develop separate action plan for Sheltered/extra care • Outcomes, lessons learnt to refresh and inform Q2 and • Recognition for job well done with support/development • Well trained, supported colleagues working collaboratively move to Code amber (if void turnaround time under 28 across teams days • Void loss tracked and reducing • Develop new Performance Dashboard (include pre-void) • Clear targets with performance management and reports • Satisfaction survey carried out July – September 2019 June 2019 October 2019- December 2019
VOIDS – Next Steps Performance & Delivery • Review year end performance • Benchmark exercise with similar LAs Q4 January – March 2020 • Move to Business as usual Satisfaction • Use outcomes of satisfaction survey to inform and influence service delivery for 2020/21
Feedback Seeking your feedback and input into our approach
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