Void Policy
HM-POL-05
Version Number: 1.0
Date: June 2013
Review Period: 3 years
Review Date: June 2016
Instruction Developed By: Housing & Facilities Manager
Instruction Owned By: Chief Operating Officer
Instruction Authorised By: CMT
Introduction
Empty property (void) management is one of the most important areas of housing
management and will be one of Action’s highest priorities. Action aims to have
the lowest possible number of empty properties in its stock and to re-let empty
properties as quickly as possible through proper application of its letting policy.
Action believes that the quality of its void management is of great importance, not
only to ensure the satisfaction of new tenants but also to protect the value of its
housing stock and other properties.
Policy Statement
Action is committed to achieving high standards in its management of empty
properties and will strive to meet the performance standard expected for empty
property management.
The aims of the void management policy are:

to identify void properties swiftly and minimise the time that they are
empty

to minimise the time taken to complete repairs to void properties, so
that rent loss is minimised and homes are available to relet as quickly
as possible

to ensure that properties are brought to an agreed lettable standard
that ensures that new tenants can move into clean, modern homes
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
to minimise any adverse affects on neighbouring properties and the
wider community.
Every day that a property is empty means that prospective tenants may be
homeless or living in unsuitable accommodation for longer than is necessary. It
also means that no rent can be charged and this is money permanently lost to
Action. It is therefore the duty of every staff member involved with void
management and Action's designated contractors to minimise the void period for
every property.
Action will strive to achieve the following levels of performance for their housing:

Rent losses arising from voids and bad debts (but excluding rent
losses from voids not available for letting) should not be more than 3
per cent from total rent receivable.

The proportion of homes that are vacant but available for letting
(including those needing minor repairs) should not be more than 2 per
cent of total housing in management.

The average time taken to relet homes vacant but available for letting
(including those needing minor repairs) should not be more than 6
weeks (30 working days).
In addition, Action will benchmark its performance in this area against other
Registered Providers (RPs), and aim over time to continuously improve
performance and eventually achieve performance in the top quartile of similar
RPs.
Statement of intent
Action will continue to meet housing needs and will maximise rental income by
giving high priority to repairing and letting empty properties to a high standard
and to strict target timescales. At the same time, AH&S is committed to offering
choice to tenants through choice based lettings schemes, and recognises that
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this can have an impact on void turnaround times. Action will aim to balance
these sometimes conflicting priorities, and achieve a high standard in both areas.
Action has developed a ‘lettable standard' to ensure that the condition of homes
available for letting meets the aspirations of residents as far as possible. The
lettable standard will continue to be reviewed by measuring tenants' satisfaction
with the standard of their new home.
Approach
AH&S will implement procedures which will incorporate:

Prompt identification of void properties

Pre-inspection of the property when the current tenant advises that
they intend to vacate the property

Ensuring the tenancy is legally terminated and possession lawfully
recovered when a property is vacated or abandoned

Prompt issue of repair orders for works required to bring the premises
up to the Action lettable standard before the property is relet.

The pre-allocation of properties, where possible. This means
identifying and signing up a new tenant for a property before the void
works are carried out.

Where practicable, undertaking non-urgent repairs after the new
tenant has moved in.

Introducing incentives to tenants who ‘clear and clean' their properties
when they leave and return their keys.

Recharging repairs to the outgoing tenant (where damage / waste has
occurred).

Introducing redecoration vouchers, where appropriate.

Training staff in void procedures and being clear about responsibilities
for actions involved in the void management process.
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
Keeping accurate and up to date information on systems to provide
operational, management and performance data, when required.

Preventing squatting.

Establishing a procedure for hard to let properties including
monitoring reasons for refusal

Providing accompanied viewing

Measuring tenant satisfaction with the standard of their new home
Responsibility
The Chief Operating Officer will be responsible for the planning, implementation
and monitoring of Action’s void management processes and for monitoring the
performance of both Action and any external contractors engaged by them.
The Chief Operating Officer will be responsible for all void management services
including the monitoring of effective void management mechanisms .
Action will ensure that designated members of staff are given clear responsibility
for its void management processes.
Consultation
The annual report to tenants will include details of void performance achieved.
Consultations for any revisions to the void policy will be carried out in accordance
with the Action Policy Review Structure.
Action will make arrangements for consulting tenants, resident organisations,
local voluntary and statutory agencies, and for benchmarking services with other
registered providers in the region.
Review
The voids policy will be reviewed by Action, taking into consideration the views of
all consulted. The review will seek to ensure that the objectives and targets are
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being achieved in accordance with the required standards, quality, effectiveness
and achievement of target timescales and value for money.
Performance Monitoring
Action will provide ‘high level' performance information in this service area for
monitoring purposes by the Board.
Headline performance information will be reported to tenants on a regular basis,
through a variety of means. More detailed performance information will be
available upon request and as required.
Any review of this policy will take account of legislative changes and the
development of best practice initiatives internally or externally so that
improvements in performance can continue to be made.
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