Vale of Aylesbury logo

Void time savings at Vale of Aylesbury Housing Trust

Ad Esse Housing icon

Housing

Share this page
Share on facebook
Share on twitter
Share on linkedin
Share on email
Share on whatsapp
Share on pinterest

Results & ROI

  • Within four months void turnaround dropped from 31 at redesign stage to 15.5 when implemented
  • Cost per void at lowest level for 5 years
  • More than £80k rental income increase pa

The client

Vale of Aylesbury Housing Trust (VAHT) is a not-for-profit Registered Social Landlord formed in 2006, with a portfolio of 7,400 tenanted properties and 600 leaseholder properties as well as commercial properties for let. We were approached to run a proof of concept end-to-end review of the voids and lettings process.

The challenge

Many improvements had already been made to the process but VAHT felt that what was lacking was a complete end-to-end, co-ordinated approach.   Everyone was working hard to improve but in a fragmented way. A team was established from Voids, Lettings, Supported Housing, Major Works, Rents, Investment, ICT and Business Improvement. The objectives of the review were to:

  • Reduce the overall re-let time and therefore reduce rent loss
  • Improve the customer experience
  • Provide a proof of concept to demonstrate that Lean principles would fit with the culture and vision of VAHT

The approach

The end-to-end process was value stream mapped and data collected using a variety of tools. This revealed that the process was basically sound, but showed an mean average turnaround time of 37 days for minor voids, and a median of 21 days. Data analysis showed that figures were affected by a handful of very long turnarounds in properties where death or eviction had occurred. It was agreed that the main process did not need any real redesign, but a special process was required for death or eviction. One of the few changes identified for the core process was a change to the order in which works took place. The process moved to a demand-led approach, where properties were worked on if a potential tenant had been identified.

The benefits

Despite not being a classic review, numerous benefits were realised:

  • A standardised process for deaths and evictions
  • Paperwork reconciliation across teams, removing duplication and creating standard templates
  • Completing work with the tenant in situ, giving them more choice
  • Streamlined management of property amendments
  • An Information Centre and Voids Tracking board to focus on performance improvement and problem solving
  • A new set of KPIs to encourage end-to-end working
  • Reliability of move-in date for tenants