6. Update on Single Voids Team Pilot, Year 1 - Report
Renfrewshire Council · 19 August 2025
Back to Communities and Housing Policy Board — 19 August 2025 and its agenda
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___________________________________________________________________ To: Communities and Housing Policy Board On: 19 August 2025 ___________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Update on Single Voids Team, Year 1 ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to provide the Policy Board with a one-year update on the progress of the work of the Single Voids Team, which is implementing a series of recommendations made by Savills following their appointment to carry out an end-to-end review of void processes. This builds on the interim update provided to the Policy Board at its meeting of 29 October 2024. ___________________________________________________________________ 2. Recommendations It is recommended that the Communities and Housing Policy Board: 2.1 Note the improvement in Void Rent Loss and Average Re-let Time targets. 2.2 Note the targets that have been set for 2025–2026. _________________________________________________________ 3. Background 3.1 As a result of the restrictions that had to be put in place during Covid-19 (effectively stopping void repair works and the re-letting of homes), the number of voids held by RSLs and local authorities including Renfrewshire Council increased significantly. The challenges in driving down this backlog were exacerbated by other factors including a shortage of resources across the construction sector and difficulties in dealing with utilities suppliers. 3.2 As part of its response to reducing the backlog the Council appointed Savills to carry out an end-to-end review of void processes, who subsequently made a series of specific recommendations which officers have since been working to implement.
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3.3 The single most significant recommendation was the establishment of a Single Voids Team under the leadership of a Single Voids Team Manager, bringing together officers from both Housing Services and Building Services. A pilot started on 1 April 2024. 3.4 An interim report on progress was presented to the Policy Board at its meeting on 29 October 2024. At that time good progress had already been made: By Monday 23 September 2024 we had reduced void rent loss on a week-to-week basis to our target of 3.75% and by Monday 9 September 2024 we had reduced it on a year-to-date basis to our target of 4.50%; The number of voids had been reduced from 518 to 383 at the end of September 2024; and Our average re-let time had been reduced from 50.4 calendar days in 2023–2024 to 38.7 in July and August 2024 (against a target of 53.0). 3.5 The pilot has streamlined void property management processes. The team are concentrating on reducing the numbers of voids, thereby directly reducing void rent loss and indirectly ensuring that re-let times will reduce. As shown below we have seen improvements in all of these areas and will continue to focus on driving further improvement, especially on reducing the number of “management voids.” These are void properties which cannot immediately be made ready-to-let because of – for example – major repairs (including fire damage reinstatement, heating installation, rot works and SHQS works), utilities issues or use as decant accommodation. The number of these was reduced from 320 on 26 March 2024 to 235 on 1 April 2025. 3.6 It was previously agreed that the Single Voids Team pilot should continue throughout the financial year 2024–2025. It has now been agreed to continue until 31 March 2026 and a further report will be brought to the Policy Board meeting of 19 May 2026. 4. Performance Measures 4.1 We set specific targets for a number of metrics and measured progress towards our achieving these on a weekly basis. They were as follows. 4.1.1 Void rent loss As explained in the report to the Policy Board of 29 October 2024 the target was by 31 March 2025 to reduce void rent loss to a maximum of 4.50%.
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Graph 1 – void rent loss By Monday 9 September 2024 we had already achieved our target of reducing void rent loss to 4.50% and by the end of the year the figure was 3.97%. Excluding Homeless Persons’ Unit void rent loss, the figure was 3.60%. The figure for void rent loss reported via the Annual Return on the Charter to the Scottish Housing Regulator – which is related to but not identical to the figure for Operational voids – was 1.30%. 4.1.2 The number of voids As explained in the report to the Policy Board of 29 October 2024 the target was to reduce the number to no more than 306 by 31 March 2025. The graph below shows progress against this target, with 334 voids at the end of the year. 0.00% 1.00% 2.00% 3.00% 4.00% 5.00% 6.00% Void rent loss (Homeless Persons' Unit voids) Void rent loss (Management voids) Void rent loss (Operational, not including Homeless Persons' Unit voids) Target void rent loss - 4.50% Percentage of rent lost (as reported to the Scottish Housing Regulator)
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Graph 2 – void numbers As can be seen from the graph, until as late as 11 February 2025 it appeared likely that the target would be met. In the event it was only exceeded by 28 voids and the number of voids was nonetheless significantly reduced. 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 four financial years is shown in the table below. Our target for 2024–2025 was 53 days. 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 The figure for 2020–2021 was distorted by Covid-19 restrictions and there was significant and steady improvement in the three subsequent years, culminating in the 2023–2024 figure of 50.4 calendar days. 0 100 200 300 400 500 600 26/03/2024 02/04/2024 09/04/2024 16/04/2024 23/04/2024 30/04/2024 07/05/2024 14/05/2024 21/05/2024 28/05/2024 04/06/2024 11/06/2024 18/06/2024 25/06/2024 02/07/2024 09/07/2024 16/07/2024 23/07/2024 30/07/2024 06/08/2024 13/08/2024 20/08/2024 27/08/2024 03/09/2024 10/09/2024 17/09/2024 24/09/2024 01/10/2024 08/10/2024 15/10/2024 22/10/2024 29/10/2024 05/11/2024 12/11/2024 19/11/2024 26/11/2024 03/12/2024 10/12/2024 17/12/2024 24/12/2024 31/12/2024 07/01/2025 14/01/2025 21/01/2025 28/01/2025 04/02/2025 11/02/2025 18/02/2025 25/02/2025 04/03/2025 11/03/2025 18/03/2025 25/03/2025 01/04/2025 Operational Management Total Target
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We have significantly outperformed against the target, reducing the turnaround time to 37.3 days. This is the best performance that the Council has achieved since the current reporting regime was introduced. 4.2 Summary of Performance Measures and 2025-2026 Performance Targets The table below summarises performance figures achieved at the end of 2023–2024 and at the end of 2024–2025 and sets out the targets for the end of 2025–2026: Metric 31.03.24 actual 31.03.25 actual 31.03.26 target (max) Void rent loss (excluding HPU) 4.47% 3.60% 2.75% Number of voids 518 334 227 Average re-let time (calendar days) 50.4 37.3 45.0 4.2.1 Void rent loss –the target for 2025-2026 is a maximum of 2.75%, which now excludes Homeless Persons’ Unit void rent loss. 4.2.2 The number of voids – we aim to reduce overall Operational and Management void numbers to a maximum of 2.00% of lettable units, which based on current numbers is 227. This aligns with the target for void rent loss. 4.2.3 Average re-let time – the target for the figure reported to the Scottish Housing Regulator is 45.0 calendar days. In the current year, with the emphasis on reducing the number of Management voids, it is likely that a significant number of properties will be re-let after a void period of several months or in some cases years. While this is to be welcomed it does have the effect of driving up the turnaround time as these periods are only counted when the property is let, not while it remains void. Consequently, the figure of 37.3 calendar days achieved in 2024–2025 will be difficult to match. The Scottish local authority average for the period was 77.5 days, more than double our figure. _____________________________________________________________ Implications of the Report 1. Financial – additional costs associated with the development of the Single Voids Team are being managed within the overall Housing Revenue Account budget. 2. HR & Organisational Development – the position of Single Voids Team Manager has been filled on a temporary basis by an existing third-tier manager and his duties have been backfilled as described above by his direct reports’ taking on additional responsibility. Two other Interim positions were created and filled (following the submission of expressions of interest and a competitive process) by existing members of staff – the posts of Interim Facilities Manager (Voids) and Interim Single Voids Team Officer.
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The former has now been superseded by the appointment of the officer concerned as one of a number of Senior Facilities Managers, but with his still being dedicated to void work. 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. 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, namely the extension of the appointments of temporary staff through an employment agency, the ongoing procurement of a Preferred Utility Provider, the extension of City Gate Construction (Scotland) Ltd’s contract to carry out works to bring houses to the Scottish Housing Quality Standard and the use of a Scotland Excel Framework for the supply of “Décor Packs” to new tenants have all been done in conjunction with Procurement colleagues. The appointment of a supplier of 360o virtual tours was for an amount not exceeding £25,000 and was 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.
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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. 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 (and Single Voids Team Manager), telephone 0141-487 2189 or 07483 146814 and e-mail ray.walkinshaw@renfrewshire.gov.uk. ___________________________________________________________________ Author: Ray Walkinshaw ray.walkinshaw@renfrewshire.gov.uk