Allocation and Void Management Best Value Review

The completed Best Value review of Allocations and Void Management included:

the production of interim and final reports; and
action plans and reviews by an independent review panel.

Service Managers are now implementing the Action Plan.

Review work has involved working closely with two other local authorities to share and exchange data. The Housing Service was also the lead authority in the Scottish Housing Best Value Network Group. This group comprised of 15 local authorities who met regularly to compare and benchmark performance indicators and working practices, with regard to all aspects of Housing Management.

We (the Housing Service) set up formal benchmarking agreements with all authorities involved. We repeatedly tried to create benchmarking partners in the private sector. However, despite a concentrated effort, we were unable to set up a formal benchmarking information-sharing network. The private sector's lack of interest and inability to grasp the concept were the main reasons for this.

We employed external consultants to carry out a Customer Consultation Survey. We met regularly with the local Tenants and Residents Federation, which was supported by a member of the Tenants Information Service.

These meetings showed that there was a high level of satisfaction, but they also brought to light areas where the service could be improved. Effective communication was an important issue for our customers.
Since the review was completed, we have made good progress in carrying out the action plan improvements identified. Details of this can be found below.

Improvements to date

We are now reviewing the Schedule of Rates, as part of the Service Improvements Contract (Repairs). This contract is being negotiated between Housing and Property Services. It will be ready for Scottish Executive approval by April 2001.
A regular monitoring meeting is now in place with Property Contracts. This will develop a process to allow us to reduce duplicate inspections on void properties.
We have developed and tested a database in one Area Team. This will be extended to all teams after an evaluation of its success.
Teams are receiving a checklist of the work completed by Property Contracts, to allow officers to monitor budgets more effectively with regard to electrical safety checks.
We have improved communications to allow more effective budget monitoring of Works orders.
We have shaped procedures to improve efficiency in ordering multi-task jobs.
We are now giving Property Contracts a Void Houses Printout to assist in their performance monitoring.
A Task Team has now been set up to study improvements to the Anite (Bull) System which will include making a pilot of a hand-held system to automate and streamline the process of checking and reporting repairs.
The Void Task Team has been given orders to set clear targets for the full void process.
The development of automated offer letters on the Anite System is saving oficers' time.
A sign-up checklist has been established for new tenancies. This process is now consistent across teams.
We have overhauled staff training and development procedures. Appropriate training sessions have been carried out. A rolling programme is now in place to ensure new staff are fully trained in policy and practice, and existing staff are updated on a regular basis.
We have made substantial improvements in information to tenants on allocations. This was a key issue stressed in the customers survey. The Tenants and Residents Association worked closely with housing personnel to produce leaflets and this information will be included in the Council’s website.
We have finished a review of the Settling-in Visit Checklist form. This takes account of changes of information required by the service, and to assist our customers with general advice and information.
We have developed and launched a procedure to enable allocations to be independently checked for consistency of approach and accuracy.

The issues singled out in the action plan that have been addressed to date have led to an improved Allocations and Void Management Service.

Results

We have increased customer satisfaction by making information more easily available.
We have improved working relationships with the Tenants and Residents Federation.
Benchmarking has helped towards a more disciplined approach by our Housing Service in checking statistical performance. This is shown in our quarterly performance reports which have shown a downward trend in the letting period of a void over the last year.

Overall, service delivery has been improved by these improvements and developments.