Conclusion of Single Voids Team Pilot
Renfrewshire Council · 19 May 2026
Back to Communities and Housing Policy Board — 19 May 2026 and its agenda
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PUBLIC ___________________________________________________________________ To: Communities and Housing Policy Board On: 19 May 2026 ___________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Conclusion of Single Voids Team Pilot ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to provide the Policy Board with a final report on the work of the Single Voids Team, which was implementing a series of specific improvement measures. This builds on the interim updates provided to the Policy Board at its meetings of 29 October 2024 and 19 August 2025. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Note the impact of the Single Voids Team pilot in reducing void numbers, void rent loss and Average Re-let Times. 2.2 Note the targets that have been set for 2026–2027. 2.3 Note the actions taken to make the working practices developed during the pilot “business-as-usual”. _________________________________________________________ 3. Background 3.1 During the pandemic the number of void properties increased significantly as a result of the restrictions in place at the time which effectively stopped repair works and the letting of homes. The resulting challenges were exacerbated by a shortage of resources across the construction sector and difficulties in dealing with utilities suppliers.
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PUBLIC 3.2 The Council carried out an end-to-end review of void processes and officers have since been working to implement a series of specific measures to improve void performance, through the establishment of a Single Voids Team pilot, bringing together officers from both Housing Services and Building Services. 3.3 Key actions and outcomes from the work of the Single Voids Team included: earlier selection of new tenants based on estimated completion dates for void works; the introduction of 360o virtual tours of void properties, so that potential tenants can accept or refuse them more quickly; and a review of the ready-to- let standard including reducing the extent of decoration work and the provision of décor packs to incoming tenants to enhance tenant choice in relation to home décor. 3.4 A series of performance measures were established for: The numbers of voids; Void rent loss; and Average Re-let Time. Performance is set out in section 4 of this report. 3.5 It was previously agreed that the pilot should continue throughout 2024–2025 and 2025–2026. This report provides an update on void property performance at the conclusion of the pilot period and sets out how the working practices developed during the pilot will now be embedded in “business as usual.” 4. Performance Measures 4.1 Specific metrics were established and progress was measured on a weekly basis. They were as follows: 4.1.1 The number of voids At 2 April 2024 we had 517 void properties and the outcome at the end of the second year was 301. As can be seen from Graph 1 below, there was a significant reduction in the number of Management voids in the first sixth months of the pilot and a significant reduction in Operational voids in the second sixth months, allowing an aggregate reduction of 183 in the first year alone. The reduction in void numbers continued in the second year but was more modest, at 33. This may be because we have returned to a more normal level of void numbers. It should be noted, however, that the reduction in average re-let time – which was the main objective of the Single Voids Team pilot – was even more marked in the second year than in the first (see 4.1.3 below). 4.1.2 Void rent loss In 2023–2024 the void rent loss was 4.45%. and the outcome at the end of the second year was 2.89%. The long-term planning assumption for 2025–2026 allows for combined void rent loss of 3.35%, reducing to 3.00% in 2026–2027, and current performance indicates that the service remains on track to deliver within the assumptions agreed through the long-term HRA budget and business-planning process.
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PUBLIC As can be seen from Graph 2 below, reductions in void rent loss on a week-to- week basis mirror the reduction in void numbers. The year-to-date figure reduced steadily throughout the first year and in the second year it has remained below 3.00%. The figure for void rent loss reported to the Scottish Housing Regulator – which is related to (but not identical to) the figure for Operational voids – was 1.30% for the first year and 0.87% for the second year. 4.1.3 Average re-let time Our average re-let time as reported to the Scottish Housing Regulator last year and in each of the previous five financial years is shown below: Year Average re-let time (calendar days) 2020–2021 85.7 2021–2022 66.0 2022–2023 60.6 2023–2024 50.4 2024–2025 37.3 2025–2026 28.6 There were improvements each year from 2020 to 2024 as we emerged from the pandemic. In both years of the Single Voids Team pilot there have been further significant improvements in the turnaround time to 37.3 and 28.6 days respectively, the best performance achieved by Renfrewshire since the current reporting regime was introduced. 4.2 We have now set specific targets for 2026–2027. The table below compares figures achieved in 2023–2024 (prior to the Single Voids Team pilot), 2024– 2025 and 2025–2026 with the targets for the end of 2026–2027: Metric 31.03.24 actual 31.03.25 actual 31.03.26 actual 31.03.27 target Number of voids 517 334 301 288 Void rent loss 4.45% 3.48% 2.89% 2.70% Average re-let time (days) 50.4 37.3 28.6 35.0 4.2.1 The number of voids – we aim to reduce overall void numbers to a maximum of 2.50% of lettable units by the end of the year, which based on current numbers is 288. This aligns with the target for void rent loss. 4.2.2 Void rent loss – the target is a maximum of 2.70% for the whole year. This is 10% more ambitious than the Business Plan, which allows for 3.00%. 4.2.3 Average re-let time – the target is 35.0 calendar days. In the coming year, with the emphasis on Management voids (see below), it is likely that many properties will be re-let after a very long void period. While welcome, this drives up the turnaround time as these periods are only counted when the property is let, not while it remains void. Consequently, the figure of 28.6 calendar days achieved in 2025–2026 will be difficult to achieve in the coming year.
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PUBLIC Graph 1 – void numbers 0 100 200 300 400 500 600 02/04/2024 16/04/2024 30/04/2024 14/05/2024 28/05/2024 11/06/2024 25/06/2024 09/07/2024 23/07/2024 06/08/2024 20/08/2024 03/09/2024 17/09/2024 01/10/2024 15/10/2024 29/10/2024 12/11/2024 26/11/2024 10/12/2024 24/12/2024 07/01/2025 21/01/2025 04/02/2025 18/02/2025 04/03/2025 18/03/2025 01/04/2025 15/04/2025 29/04/2025 13/05/2025 27/05/2025 10/06/2025 24/06/2025 08/07/2025 22/07/2025 05/08/2025 19/08/2025 02/09/2025 16/09/2025 30/09/2025 14/10/2025 28/10/2025 11/11/2025 25/11/2025 09/12/2025 23/12/2025 06/01/2026 20/01/2026 03/02/2026 17/02/2026 03/03/2026 17/03/2026 31/03/2026 Operational Management Total
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PUBLIC Graph 2 – void rent loss -£10,000 £0 £10,000 £20,000 £30,000 £40,000 £50,000 £60,000 08/04/2024 22/04/2024 06/05/2024 20/05/2024 03/06/2024 17/06/2024 01/07/2024 15/07/2024 29/07/2024 12/08/2024 26/08/2024 09/09/2024 23/09/2024 07/10/2024 21/10/2024 04/11/2024 18/11/2024 02/12/2024 16/12/2024 30/12/2024 13/01/2025 27/01/2025 10/02/2025 24/02/2025 10/03/2025 24/03/2025 07/04/2025 21/04/2025 05/05/2025 19/05/2025 02/06/2025 16/06/2025 30/06/2025 14/07/2025 28/07/2025 11/08/2025 25/08/2025 08/09/2025 22/09/2025 06/10/2025 20/10/2025 03/11/2025 17/11/2025 01/12/2025 15/12/2025 29/12/2025 12/01/2026 26/01/2026 09/02/2026 23/02/2026 09/03/2026 23/03/2026 Actual rent lost (Operational, not including Homeless Persons' Unit voids) Actual rent lost (Management voids)
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PUBLIC 5. Next steps 5.1 The pilot has been successful in reducing void numbers, void rent loss and (crucially) Average Re-let Time. Arrangements are now being made to embed the model within the staffing establishment to ensure performance improvements are maintained and to continue to drive further efficiencies in the void process. A new post of Empty Homes Team Manager will lead the team and will develop and implement a new action plan to drive continued improvements across the void property process. 5.2 A key area of focus for future improvements is that of Management voids – those that cannot immediately be made ready-to-let. The number of management voids was reduced from 328 on 16 April 2024 to 224 at the end of the pilot. In order to reduce overall void numbers as planned, it will be necessary to make further inroads. Officers will finalise and implement an action plan to drive down the number, including specifically carrying out a value-for- money exercise in respect of voids in closes which have an unusual configuration, have structural problems, are in a poor state of repair and/or are low demand. This exercise will be led by the Empty Homes Team Manager. 5.3 Updates on void property performance will continue to be provided to the Policy Board each year. __________________________________________________________________ Implications of the Report 1. Financial – the creation of an Empty Homes Team represents additional staffing costs within the Housing Revenue Account. For 2026–2027, it is proposed that these costs are managed through realignment of the existing void repairs budget, recognising that this may create pressure if offsetting savings are not fully realised. As part of the 2027–2028 HRA Business Plan refresh, the ongoing revenue impact of these posts, alongside the benefits delivered through improved void performance and reduced rent loss, will be fully assessed to inform longer-term funding arrangements and ensure alignment with HRA sustainability. 2. HR & Organisational Development – a Scheme of Delegation has been approved and new posts advertised and by the time of the Board meeting candidates will have been interviewed. 3. Community/Council Planning – • Working together to improve outcomes – the Single Voids Team brings together and co-locates key personnel from Housing Services and Building Services so that they can work closely together to improve performance on void rent loss, void numbers and void turnaround time. 4. Legal – none. 5. Property/Assets – none.
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PUBLIC 6. Information Technology – none. 7. Equality & Human Rights – the Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – none. 9. Procurement – all procurements including the proposed contract to carry out works to bring houses to the Scottish Housing Quality Standard and the use of the Scotland Excel Framework for Construction Materials “Sub-Lot 4.3 – Paint & Paint Sundries ONLY – Paint Voucher Scheme and Paint Disposal” Reference 1422 for the supply of “Décor Packs” to new tenants have been done in conjunction with Procurement colleagues. The appointments of a supplier of 360o virtual tours were for amounts not exceeding £25,000 were carried out by the Single Voids Team following a competitive process. In all cases officers have ensured that the Council meets its statutory requirements, its Standing Orders Relating to Contracts 1 January 2024, The Procurement (Scotland) Regulations 2016, The Public Contracts (Scotland) Regulation 2015 and the Council’s Financial Regulations. 10. Risk – none. 11. Privacy Impact – none. 12. Climate Risk – not applicable. 13. Children’s Rights – not applicable. 14. Cosla Policy Position – not applicable. _______________________________________________________ List of Background Papers Background Paper 1 – Service Update Report to the Communities and Housing Policy Board of 16 January 2024. Background Paper 2 – Single Voids Team Update Report to the Communities and Housing Policy Board of 29 October 2024. Background Paper 3 – Single Voids Team Update Report to the Communities and Housing Policy Board pf 19 August 2025.
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PUBLIC The foregoing background papers will be retained within the Housing Service for inspection by the public for the prescribed period of four years from the date of the meeting. The contact officer within the service is Ray Walkinshaw, Housing Regeneration and Development Manager, telephone 0141-487 2189 or 07483 146814 and e-mail ray.walkinshaw@renfrewshire.gov.uk. ___________________________________________________________________ Author: Ray Walkinshaw ray.walkinshaw@renfrewshire.gov.uk