My Place - Voids Improvement Plan. VOIDS Key Updates Planning - - PowerPoint PPT Presentation
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
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 Review and Redesign Consultation, Calculations ,Collections ,Commercial ,Billing , Procurement ,Reserves, Right to Buy & Sales current operating model Business Development and Improvement 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 Engagement meetings High performing engaged workforce Culture Change Focus groups & identify positive staff for Change Agents, Sign-up and brief Change Agents (inclu. Intro session with ComSol Change agents), Internal Comms in My Place , Review Manager compliance, My Place Re-Induction Landlord, Customer & Commercial Services & Reside & Public Realm Place shaper & influencer, Relentlessly reliable services Management Compliance Remodel the Housing Management Offer & Reside offer, modern cost-effective approach (self-serve) to act as a blue print for the future. Performance targets & raise professional skills through training & update all Manuals, Policies & Procedures Related HR BAU activities Strong partnerships Culture Change Temperature Check survey, Leadership Development Programme, Re-induction Manual, TU Facilities Management Agreement THEME 04 CITIZENSHIP & PARTICIPATION THEME 03 INCLUSIVE GROWTH Low cost high satisfaction, reduced demand Performance Indicators,Projects THEME 01 A NEW KIND OF COUNCIL THEME 02 EMPOWERING PEOPLE
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 A7 Offer incentive to return property in good condition and allow viewings A8 Advertise the properties for letting during termination period A9 Carry out viewings during termination period A10 Give BDMS notice to allow them to visit and put sufficient resource in place A11 BDMS to carry out Asbestos check during termination period and draw up a draft scope of works A12 BDMS Check Assets database to establish properties that have asbestos & Decent Home standard 10 LBBD Business Lead >> TBA B1 LSO own process (appointments,schedule,check void at finish) electrical surveyor to take electrical 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 B6 Transparent void process- Live Tracker - LSO or Electrical surveyor to take metre readings at the end of Phase 2 B7 Penalty for those who don’t leave property in good condition B8 Produce VFM recommendations & design B9 Basic adaptations training for LSO & LSM B10 Reduce void turnaround time to 21 days 10 LBBD Business Lead >> TBA 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 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 10 LBBD Business Lead >> TBA
Key Benefits to Improving these areas
C Letting Period B Void Period Reduce void turnaround time Increased Income Fewer Customer Complaints Contractual Compliance A Pre-Void Period Reduce void turnaround time Increased income Improved Lettings performance Improved Customer journey Improved knowledge of assets
Void Improvement Plan 2019/2020
Workstreams Ref Deliverables
Aims: Improve Customer Satisfaction Reduce + Turnaround Time + Void Loss
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 D5 Change reporting - Capital Works D6 IT processagreed by all users 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 10 LBBD Business Lead >> TBA 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 E5 Introduce performance targets for BDMS & WeFix - Phase 1,2 & 3 E6 Introduce performance targets for COMS SOL - Phase 1,2 & 3 E7 Introduce performance targets for ?? - Phase 1,2 & 3 E8 Design regular reconciliation reports for improved data E9 Stock condition data on system E10 Reduce void turnaround time to 21 days 10 LBBD Business Lead >> tba F1 Differentiate between major & minor voids F2 Further workshop to review progress and amend as necessary F3 Update Policy & procedure to reflect new ways of workign (A-E above) F4 Ensure aids & Adaptations process is clear (appointed contact) F5 Carry out training to all areas of the business involved in Voids & Lettings 5 LBBD Business Lead >> tba TOTAL 55 Contractual & Regulatory Compliance Policy & Procedure Increased Income Time & Cost Savings Fewer Customer Complaints Increased Customer Satisfaction Contractual & Regulatory Compliance
Void Improvement Plan 2019/2020
D IT & Communications Process Increased Income Time and cost savings F E Performance
Q1- Code Red
Workshops & Pilot
Service improvement ,IT
move to Code amber (if void turnaround time under 28 days
Q2- Code Red/Amber
Feedback used to influence future changes
for go live in Sep
across teams
Q3 – Code Amber-Green
Improved performance in key areas
June 2019 July – September 2019 October 2019- December 2019