Letting It All Blow

If you do the Twitter thing, follow me at @HousingITguy
or LinkedIn here https://uk.linkedin.com/in/tonysmiththathousingitguy



I was at a conference a few weeks ago, where the conversation with a group of very repairs orientated people, turned to repairs encountered within the first few weeks of a new tenant moving in to a new home.

In socialhousing speak, this would be after a 'void' and its associated stages, inspection and repairs. Why we use technical and opaque language such as 'void' escapes me. Many reading this might have listened to Barry Marlow & I railing against such a thing, at various events & conference.

Most registered social landlords recognise a certain 'lettable standard' and pretty much have a stage or a status of the empty property, of 'available to let', after achieving the former.

Typically this ensures that the property is safe, and meets the 'Decent Homes' standard. Asset managers will be very familiar with this. To the general public, it ensures that where practical, components are reasonably modern, not in poor condition, there is a good level of thermal comfort and there are no risks or hazards. Google this on line if interested to read further.

In theory if a new resident is adequately informed about heating and other controls, importance of adequate ventilation etc, after a property is repaired to the 'lettable standard' (your landlord may provide info on this, via their website), early repairs should be minimal.

So often I see reporting and measurement of voids effectiveness, as related around the days taken to 'turn them around' and reduce void loss. Surely, putting ourselves in the tenants shoes, effective new let's are ones where no initial additional repairs are required?

Extractor fans, a common fault to be logged
post void, lack of them or noisy ones

Return repair visits are costly and inconvenience the new resident. How many landlords monitor how many repairs are logged in the first months of new lets and of what type they are? How many are actually ones that should be covered by the inspection after the previous tenant leaves and the new one comes in?

Analyse and tackle that and I would guess that new resident satisfaction would go up and reactive repair costs would come down. Part of that analysis should also be around us anticipating issues with the new resident on sign up and making them aware of what the local 'lettable standard' looks like and what is considered a reasonable repair to expect the socialhousing landlord to attend to.

During discussions, anecdotally, it was mentioned that they had noticed a recent generational shift in expectations, between younger & more mature new residents. Users of social housing need to fully understand the lower cost homes that are provided, what that offer and 'contract' is and where limitations need to be understood.

Related Post: Why are handovers from application solution sale, to implementation is like crossing a border into a third world country? 

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Dazz Band - Let it all blow.
(c) Tony Smith, Acutance Consulting www.acutanceconsulting.co.uk 07854-655009


Access a quick list of our Social Housing ICT blog posts here

Could we help you or your organisation? Our contact details are here , get in touch we will be pleased to chat about your problems and help with your organisation issues.
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One Chain

If you do the Twitter thing, follow me at @hotpixUK
or LinkedIn here http://uk.linkedin.com/in/tonysmiththathousingitguy

Communication, isn't that one thing that can let our housing systems and processes down? Like we expect the letters in a stick or rock to still read 'Jaywick' from one end to the other, do changes in our operational systems always seamlessly get translated to our reporting teams?

An experience I had this week made me think on this, regarding some repair information. An end user manager had noticed that her void repair spend for last month was just a fraction of what it was that month last year. maybe some great improvements had worked through the organisation, and who wouldn't want that? The reality, as is often the case was much more mundane.

Where before only a single priority for void repairs was in use, ('Voids 20 days' or similar), now there were multiple, aiming for 5, 10,15,20 day void turnaround. We all need to drive faster voids turnaround, in the difficult environment we work in. Voids have an analysed Job type too. The extra priority codes had been added via the ICT team, following the protocol in place.

Resulting standard reports just included the (old coded) 20 day void priorities and had ignored the new ones. Now regarding computers & software, "stupid is as stupid does", usually as they are told stupid things to do, and they do it! Interestingly, the reports used a hand-picked list of priority codes, not the overall void job type in order to generate the data. An easy issue to fix, the data was looking more familiar and accurate by the following morning.

This brings up a couple of areas that are worth considering. Firstly, what is the chain like regarding how coding changes feed back into reporting, in your organisation? If these are controlled by managers, executed by ICT, then used by another team, like Performance, Business Improvement, Quality (or whatever other exciting names you have for them), have you a solid chain of how the changes go in? As we are always told, a chain is only as strong as its weakest link. What's yours in your organisation in this respect?

Secondly, our systems generally come with possible multiple levels of analysis coding, available for use. Like in this example, the priority coding of voids, is really a sub-set of the voids Job type. If reports were driven from the void job type, they would work correctly however how many new void priorities were added. These codes can also be involved in financial, payroll, HR or other system postings etc and of course these should be considered too, when making changes.

Often organisations over complicate coding or replicate it at lower levels. Property coding is one that I see a lot, and managers are often wary of sorting it out, if it's working at the moment. This can create many problems and hassle for KPI reporting teams. A structure like Owning Body (RP1, RP2 etc) > Area (Bath, Trowbridge, Westbury etc) > Scheme > Needs Type (e.g. general Needs, C&S, Shared Owners etc) if used correctly will only have codes at the right coding level.

In a structure like the above, we could create an area code called 'Bath C&S'. If we did that, we create ambiguities for reporting. do we build reports on Area to pull out C&S (care and support), Needs Type of the property, or a bit of both? What happens if our property coding across these codes get somewhat out of whack? You can see the dilemma can't you?
Have a look at the way your major entities, like properties, rent accounts, repairs etc are coded and catagorised. Are you doing it in the most joined up manner?

Related Post: Why exactly are voids not handled in housing systems that well?

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You can link with me on LinkedIn here - http://uk.linkedin.com/in/tonysmiththathousingitguy It would be great to connect !

Santana - The Chain.
(c) Tony Smith, Acutance Consulting www.acutanceconsulting.co.uk 07854-655009

PS As usual, if there are subjects you might like me to tackle on this blog, or you could benefit from any of our services please get in touch and let me know!

You can access a quick list of blog posts here
Could we help you or your organisation? Our contact details are here , get in touch we will be pleased to chat about your problems or issue.
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Love In A Void

If you do the Twitter thing, follow me at @hotpixUK
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Like death, taxes and divorce, voids are pretty much a fact of life in housing. If I had £50 (or around €63 in southern Ireland) for everyone who has ever told me voids were 'black magic' or a 'nightmare', I would have a fair contribution to my self invested personal pension by now.  But, why is it such a mystery and why does IT systems not sort it all out for us?

I have worked with many organisations over the years to review, set up, implement better use of ICT for void management, including recently improved void KPI reporting.

The issue is that a lot of the people flogging void systems out there are providing fragmented or needing to be configured solutions. So it's not an "Out of the box" type job. Still, let's look at it all from a John Seddon type perspective. what are we really looking to do?

Looking at what happens in reality, most tenants give 28 days (or similar period of) notice of vacating your property. Some abscond or they may be forced out by an executed NTQ however. The first point of call is generally a voids inspection. Most systems support this and very small organisations (200 properties or less), may even track this on a whiteboard in the office. If you manage 1,000 units or more and your voids/repairs team are using one, I would pop down to ask that team, why a system is not being used. Without a system, KPI reporting is problematic and time consuming, also prone to being detached from true elemental data.

Key dates are crucial. When notice was provided/abscond occurred, where pre-inspection picked up, void inspection completion, request of works, repair completion, available for letting date, match & offer date, tenancy start date. If you are using your internal workflow and tasking properly, tasking tray should rattle when (or just before) needed, in your users email inboxes.

Total void duration generates an asset charges void loss. IE a real loss of rental income. Systems that reduces this loss are always a good thing. Opportunities to carry out the void inspection as close to the resident giving notice can really assist here. In fact, many organisations I have worked with offer incentives, for residents to allow non disruptive void works in advance of leaving. £200 may be a great investment to halve void loss.

A decent use of asset management systems will detect those 'structural changes' that might have occurred throughout the tenancy. Now that might be a randomly fitted shower, a missing wall or a cannabis farm in the loft. Happily, regardless of what the Daily Mail suggests, the latter is pretty rare in social housing. Is your organisation practically capable of doing those kind of checks? A great idea I have seen some organisations utilise, is a short void video, maybe only 30 seconds or so, can show much about a property. A useful tool for easing Choice Based Letting & CHR take-ups, also for comparison when that tenant vacates. Hopefully, your tenants will have been informed on sign-up of what's permissible. IE curtain rails = good, removing supporting walls = bad, and that charges could be levied. Your asset management module may also track condition of white goods, meter readings etc.

This might now be an opportunity to complete any previously refused planned works, such as full rewire, kitchen, bathrooms etc. While this may extend the void period and necessitate recoding as a major void, it could increase desirability or rental income, if reclassified as a different type of let. Structured assessment of costs is an important element of this. It's possible that the void might be more valuable to us sold. Many RSLs set a threshold cost on voids and may consider sale if exceeded. Voids may well feed into any 'Living Will' planning. More details on that here - http://tonysmiththathousingitguy.blogspot.co.uk/2014/05/living-wills-in-box.html

If you are lucky enough to have an internal contractor team and 20% VAT savings are available, be sure to measure that properly against local or national contractors, for accurate benchmarking. Be sure to use appropriate scheduling and mobile software to correctly sequence void works, thus further giving the potential for best use of trade operatives and other resources. It always amazes me, that a number of DLO's are afraid to measure performance/costs accurately. That is very prone to a board challenge, without facts, it is extremely difficult to challenge. I have always found facts my friends, opinions are for down the pub. More on DLO Contractor software here - http://tonysmiththathousingitguy.blogspot.co.uk/2012/01/model-dlo-workers.html

Have you enough reporting to identify outlying voids. IE Ones taking more than 10 weeks. it's not enough just to report and document them. What are the reasons for these, is anyone responsible to turn these around faster or reduce numbers of these in the future? 

After repair works are completed, how do you monitor what factors determine "Available for letting"? Can your system assist you in this task? If a new repair is logged after start of the new tenancy, related to works in the void, how easy is it to track those failures? E.G. faulty ventilation.

So, how well does your housing applications and systems assist and support your voids team in turning them around within your target KPI time and communicating status changes to others in the organisation? While in most HMS systems, set up of void monitoring takes far longer than writing the address and some dates on a whiteboard, it does promote visibility for the wider organisation. getting your voids team to think of the big picture, rather than in their silo, will generate better performance for all.

Who knows, maybe rather than voids being a problem area, you can learn to love your voids! 

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You can link with me on LinkedIn here - http://uk.linkedin.com/in/tonysmiththathousingitguy It would be great to connect !

Read on to, the Twitter RSLs just doing 9-to-5... :

http://tonysmiththathousingitguy.blogspot.com/2014/05/not-24-hour-party-people.html

Siouxsie and the banshees - Live In A Void.
(c) Tony Smith, Acutance Consulting www.acutanceconsulting.co.uk 07854-655009

PS As usual, if there are subjects you might like me to tackle on this blog, please get in touch and let me know!

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