Agenda item

The Committee welcomed Dave Richmond, to the meeting and raised the following questions:-

• Members asked what improvements were expected t in relation to reducing the number of voids and the re-letting of properties in a timely manner. They also asked which of the strategies undertaken were likely to have the most immediate impact. In response, it was reported that there was not one solution for improvements but a number of mechanisms for tackling existing problems in terms of voids to enable those improvements to be made. A number of examples were shared with members including improvements on the turnaround time for void properties. It was acknowledged that in terms of turnaround, an improvement in reducing the number of voids may have a detrimental impact on other associated indicators. However, further gradual improvements on performance in this area were expected in the future.

• With regard to void rent loss, it had been stated that Doncaster compared well with similar authorities, it was asked what effective measures were being taken to achieve this.. In responding, it was reported that St Leger were not where they wanted to be in terms of voids. However, the service keep a close eye on the industry and benchmark regularly with neighbouring authorities. It was acknowledged that these issues are not just isolated to Doncaster, everyone was experiencing similar problems. There was significant pressure on staff in trying to hone down and address  the causation factors.. It was stated that Doncaster’s target was set at 20 days which is ambitious and the service would try its best to achieve that target.

• In relation to processes for effectively reducing voids, Members were advised that the two key issues;  were turnaround and re-letting . In response to this, it was stated that the lettings team were now back in the office and working closer with the voids team. This closer working arrangement had improved liaison and co-ordination and it was expected to bring about a greater improvement. It was also noted that the Chief Executive had regular fortnightly meetings with managers to monitor the situation.

• A question was raised with regard to the increasing trend of properties being handed back in a poor state of repair and whether re-chargeable repairs were adequately enforced.  The Committee heard that often the state of the property is not known until the time at which the tenant vacates and this may be the point at which significant repairs are required. The Committee was informed that verification visits were to be introduced on a scheduled basis, rather than in response to a request which would provide early information on the current state of repair and in some cases enable less costly repairs to be undertaken early. Furthermore, this pro-active approach would also provide an opportunity to check on the welfare of tenants and potentially identify early intervention or additional support enabling some to maintain their tenancy before they reached crisis point.

The Committee recognised that scheduling visits across 20,000 properties was challenging and would require prioritisation. However, it wished to record its support for this initiative and requested further consideration be given to how SLHD and its partners could assist this process by feeding back relevant information during other visits to properties for example when carrying out routine repairs and annual gas testing checks..   

• Further discussion took place with regard to the back log of repairs. It was reported that there were still some ongoing issues that were Covid related such as supply chain issues resulting in delay in receiving materials. Whilst the team had ordered supplies in advance there was no guarantee supplies would be available on schedule. In terms of quality assurance, it was asked whether there were known percentages of the properties that the team would have to return to in terms of repairs. It was advised that this data was not available but if repairs are identified they are e added to the scheduling service.

A question was raised with regard to support for tenants particularly those that were recovering from addiction and whether they are supported by St Leger staff to maintain their tenancies. Members were advised that there was a range of support and assistance from other agencies and services such as Complex Lives Team. However, St Leger has its own in-house support team where tenants are supported on issues such as rent management for up to six months. However, there were case-loads that extended to 2 years. It was advised that the staff covered a range of issues including mental health problems.

In addition, it was reported that a lot of work had been undertaken to bring agencies together to provide a wrap- around support service shared across a number of agencies, the Council and SLHD. It was acknowledged that there needed to be a more joined up approach and as well as linking the Complex Lives Alliance, the service needed to bring together community advice agencies and provide services such as a digital offer to ensure people are aware about what they need to do at an early stage. Officers acknowledged there was still further work to do in this area.

            RESOLVED that:-

(1)        the progress of SLHD performance outcomes and the contributions             it makes to supporting Doncaster          Council’s strategic priorities be      noted;

(2)        the appropriate Panel be asked to look at the process for       recharging of repairs for those properties that have been left in a            poor state by tenants; and

(3)        the Committee support the process for the re-introduction of verification visits and requested further consideration be given to      how SLHD and its partners could assist this process by     feeding back relevant information during other visits to properties.