Agenda item

This report provides an update on progress against the internal audit plan and summarises the results of our work.

The purpose of this report was to provide details of the audit work during the period 1 December 2022 to 20 January 2023, advise on progress of the 2022/23 plan and raise any other matters that may be relevant to the Governance & Audit Committee role.  Since the last update report presented to the Governance & Audit Committee in December 2022, the Auditors completed the following audits:

Programme Management

Housing Voids

The Chief Finance Officer clarified that in the absence of the Assurance Lincolnshire Auditors, the report was to be deferred to the next meeting if Members were in agreement.  As Housing Management staff were present, it was considered appropriate that their comments on the report findings be heard.

It was proposed, seconded, and AGREED that the Internal Audit Progress Report be heard at the 15 March meeting.

The Acting Director for Housing confirmed that the overall assurance finding of ‘limited’ was disappointing and down to a number of extenuating factors, including staffing levels, contracts and resources experienced over the last 8/9 months.  The new Housing Management system, scheduled to be implemented in April 2023 was a positive way forward.

Action 1 referred to loss of revenue around delays in turnaround times for void properties.  Not all Voids had been inspected within two days of vacancy.  Pre-inspection determined some of these were found to be major works properties.  Some properties were prioritised over others having been identified as quick turnaround properties under 20 days.  The Housing Management System had an extensive live reporting facility that enabled a more efficient and responsive process.

Action 2 referred to the ineffective management of empty properties.  Data-led processes were to enhance the information recorded such as asbestos reports, to streamline the process.

Action 3 referred to post-inspections and the insufficient use of data, expected to improve under the new management system.  A Voids Contract Manager was a new post to monitor the data reports and reduce turnaround times.

Action 4 referred to accuracies within data reporting and maintaining KPIs.  Service planning was to commence in early February 2023 to identify benchmarking and best practice processes.  Better performance reporting commentary was found to be required and the Council was committed to this as part of the continuation of improvement.

Action 5 referred to the instalment of regular monthly void meetings and review of housing risk registers.  A number of risks had been identified as staffing, contractor resources and supply chain issues.  Service planning was to monitor these risks.

During discussion, Members raised the following points:

·       The current 60-day turnaround target for completion of Void properties did not seem challenging enough and it was considered disappointing that the target was not currently being met.

·       Was the Housing Management confident that with the new staff structure in place, the situation would improve?

·       The hard work of the staff, in difficult circumstances were acknowledged.  The Acting Housing Director was thanked for overseeing the completion of the lift repairs at Meadow Court in Bourne.

·       What effect would the new Housing Management System have on the Voids process?

·       How was the aim to reduce potential revenue losses to be measured?

The Acting Director of Housing informed Members that internal resource issues impacted the last year substantially.  There was now a dedicated Voids team in place which provided resilience.  The target of 60 days had been met but supply and staffing issues contributed to the current levels.  The Housing Management System was to give effective timescales for each part of the process and was to allocate an officer to provide ownership and efficiency.  The Officer stated the ultimate aim was for a sub-20 day target but nationwide issues were impacting all local authorities.  A delay of up to 6 weeks had been experienced when awaiting delivery of kitchen parts, for example. 

Rent loss figures were to be included within the KPI reports going forward.  The team were currently experiencing a 4.8 out of 5 satisfaction rate from tenants and post re-let repairs were significantly reduced.

The Head of Housing Technical Services added that although the findings were disappointing, staff had worked exceptionally hard to improve the service.