Final delivery plan 2010

1

Delivery Plan2010/11

2 3

Contents

Page

Foreword from Steve Murphy, Chair of Your Homes Newcastle 4

1. Introduction 6

2. What we do

• Mission statement 7

• Strategic objectives 7

• Core Values 8

• Business strategy 8

• Links with Newcastle City Council 8

• Governance 10

3. How we do it (resources, fi nance and performance)

• Our staff 13

• Workforce planning 13

• Our services 13

• Business and fi nancial planning 14

• Managing performance 15

• Performance targets 16

• New housing regulation 16

• Financial management 17

• Service Improvement Programme 18

4. Key Themes

• Customer service 23

• Value for money 24

• Partnership working 25

• Equality and diversity 26

• Risk Management 28

• Organisational Development 28

• Information technology 29

• Environmental Sustainability 30

Page

5. Looking back: what we achieved in 2009/10

• Top 20 Targets 2009/10 31

• Strategic objective achievements 34

• Investment and Modern Homes 39

6. Looking forward: what we aim to achieve in 2010/11

• Our Top 20 targets for 2010/11 41

• How the Top 20 targets were set 42

• Wider Management Team targets 2010/11 43

• Investment and Modern Homes 52

• Future business 52

Appendices

Appendix 1:

Business and fi nancial

planning diagram 54

Appendix 2:

Your Homes Newcastle Service

Plan 2010/11 56

Glossary 126

Appendix 3:

Housing Revenue Account/Your

Homes Newcastle Budgets for

2009/10 and 2010/11 129

Appendix 4:

Modern Homes Programme

2010/11 131

Rent 这是有关您的租金账户的信息。如果您需要此信息的普通话版本或其它语言版本，请致电 0191 278 8633 索取。

Repairs 这是有关要求维修您的住房的信息。如果您需要此信息的普通话版本或其它语言版本，请致电 0191 278 8633 索取。

Right to Buy 这是有关租客有权购买他们的市政房屋的信息。如果您需要此信息的普通话版本或其它语言版本，请致

电 0191 278 8633 索取。 Tenancy 这是有关您作为纽卡斯尔市政租客所需要承担的责任的信息。如果您需要此信息的普通话版本或其它语

言版本，请致电 0191 278 8633 索取。 YCH 这是有关我们的出租服务的信息。如果您需要此信息的普通话版本或其它语言版本，请致电 0191 278

8633 索取。 YHN general / Homes + People

这是有关代表纽卡斯尔市政府（Newcastle City Council）负责管理市政房屋的 Your Homes Newcastle（您的纽卡斯尔住房）组织的信息，内容解释了我们是如何运作。如果您需要此信息的普通话版本或其

它语言版本，请致电 0191 278 8633 索取。

- Chinese Simplifi ed普通话／国语Rent 這是關於您的租金賬戶的信息。如果您需要此信息的廣東話版本或其它語言版本，請致電 0191 278

8633 索取。 Repairs 這是關於如何要求維修您住房的信息。如果您需要此信息的廣東話版本或其它語言版本，請致電 0191

278 8633 索取。 Right to Buy 這是關於租客有權購買他們的市政房屋的信息。如果您需要此信息的廣東話版本或其它語言版本，請致

電 0191 278 8633 索取。 Tenancy 這是關於您作為紐卡素市政府租客所需要承擔的責任的信息。如果您需要此信息的廣東話版本或其它語

言版本，請致電 0191 278 8633 索取。 YCH 這是關於我們的出租服務的信息。如果您需要此信息的廣東話版本或其它語言版本，請致電 0191 278

8633 索取。 YHN general / Homes + People

這是關於 Your Homes Newcastle（您的紐卡素住房）機構的信息，內容解釋了我們代表紐卡素市政府

（Newcastle City Council）負責管理市政房屋以及如何運作。如果您需要此信息的廣東話版本或其它

語言版本，請致電 0191 278 8633 索取。

- Chinese Traditional廣東話／粵語

0191 278 8633 †dvb K‡i Avcwb GKwU wjwLZ Abyev‡ì Rb¨ ej‡Z cv‡ib| Newcastle Furniture service

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Rent GB Z_¨ nj Avcbvi †i›U GKvD›U (fvovi wnmve wbKvm) m¤̂‡Ü| GB Z_¨ hw` <evsjvq> A_ev Ab¨ †Kvb fvlvq cÖ‡qvRb nq Zvn‡j GB bv¤^v‡i †dvb Ki“b- 0191 278 8633

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Right to Buy GB Z_¨ nj †Ubv›U‡ì KvDwÝ‡ji Ni evox †Kbvi AwaKvi m¤̂‡Ü| GB Z_¨ hw` <evsjvq> A_ev Ab¨ †Kvb fvlvq cÖ‡qvRb nq Zvn‡j GB bv¤^v‡i †dvb Ki“b- 0191 278 8633

Tenancy GB Z_¨ nj wbDKvm¨vj KvDwÝ‡ji †Ubv›U wnmv‡e Avcbvi `vq `vwqZ¡ m¤̂‡Ü| GB Z_¨ hw` <evsjvq> A_ev Ab¨ †Kvb fvlvq cÖ‡qvRb nq Zvn‡j GB bv¤^v‡i †dvb Ki“b- 0191 278 8633

YCH GB Z_¨ nj Avgv‡ì †jwUs mvwf©m( fvov welqK) m¤̂‡Ü| GB Z_¨ hw` <evsjvq> A_ev Ab¨ †Kvb fvlvq cÖ‡qvRb nq Zvn‡j GB bv¤^v‡i †dvb Ki“b- 0191 278 8633

YHN general/Homes + People

GB Z_¨ nj BDi †nvgm wbDK¨vmj mg‡Ü| Ges Avgiv wKfv‡e `vwqZ¡ cvjb KiwQ †m mg‡Ü| BDi †nvgm wbDK¨vmj, wbDK¨vmj wmwU KvDwÝ‡ji c‡¶ KvDwÝ‡ji Ni evox eë¯’vcbvi `vwqZ¡cÖvß| GB Z_¨ hw` <evsjvq> A_ev Ab¨ †Kvb fvlvq cÖ‡qvRb nq Zvn‡j GB bv¤^v‡i †dvb Ki“b- 0191 278 8633

- Bengali

YHN general / Homes + People

اسل ، نيوك شهردارى از سوى اين سازمان. عملكرد آن است و » شما در نیوکاسل هاى خانه«درباره سازمان اين اطالعات مسئوليت اداره خانه هاى دولتى را به عهده دارد. در صورت نياز به اين اطالعات به زبان فارسى يا زبان هاى ديگر با شماره تلفن

٠١٩١٢٧٨٨۶٣٣ تماس بگيريد.

- Farsi

téléphoner au 0191 278 8633 pour obtenir une traduction écrite.

Newcastle Furniture service

Ces informations concernent le service « mobilier » de Your Homes Newcastle, qui fournit du mobilier aux locataires pour les aider à s’installer dans leur logement. Si vous avez besoin de ces informations en français ou dans une autre langue, téléphonez au : 0191 278 8633.

Rent Ces informations concernent votre loyer. Si vous avez besoin de ces informations en français ou dans une autre langue, téléphonez au : 0191 278 8633.

Repairs Ces informations concernent les demandes de travaux pour votre logement. Si vous avez besoin de ces informations en français ou dans une autre langue, téléphonez au : 0191 278 8633.

Right to Buy Ces informations concernent les droits des locataires relatifs à l’acquisition de leur logement social. Si vous avez besoin de ces informations en français ou dans une autre langue, téléphonez au : 0191 278 8633.

Tenancy Ces informations concernent vos responsabilités en tant que locataire de la municipalité de Newcastle. Si vous avez besoin de ces informations en français ou dans une autre langue, téléphonez au : 0191 278 8633.

YCH Ces informations concernent notre service de location. Si vous avez besoin de ces informations en français ou dans une autre langue, téléphonez au : 0191 278 8633.


Ces informations concernent Your Homes Newcastle : qui est chargé de gérer les logements sociaux au nom de la municipalité de Newcastle et comment nous procédons. Si vous avez besoin de ces informations en français ou dans une autre langue, téléphonez au : 0191 278 8633.

Français - FrenchRepairs

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@ðäüÑïÝm@òŠbàˆ@ói@óîóè@óÙî†@ðÙ—äbàŒ@Šóè@bî@ñ†ŠíØ@ðäbàŒ0191 278 8633ç‹i@ñ‡äòí—q@N

Right to Buy òŠb’@ñaŠü’@ðäbØòìíäb‚@î‹Ø@üi@çbåï“å–‹Ø@Àbà@ói@pòŠbió@óäbîŠbïäaŒ@ãó÷@N@ói@óäbîŠbïäaŒ@ãó÷@m‹ Šòì@óÜ@çbmŒóyŠó ó÷

@óîóè@óÙî†@ðÙ—äbàŒ@Šóè@bî@ñ†ŠíØ@ðäbàŒ@ðäüÑïÝm@òŠbàˆ@ói0191 278 8633ç‹i@ñ‡äòí—q@N

Tenancyóîa‡Ý—bØüïä@óÜ@Šb’@ñaŠü’@ðÙ—åï“å–‹Ø@íØòì@òí—÷@ðäbØóïmóîb‹qŠói@ói@pòŠbió@óäbîŠbïäaŒ@ãó÷@N@m‹ Šòì@óÜ@çbmŒóyŠó ó÷

@ðäüÑïÝm@òŠbàˆ@ói@óîóè@óÙî†@ðÙ—äbàŒ@Šóè@bî@ñ†ŠíØ@ðäbàŒ@ói@óäbîŠbïäaŒ@ãó÷0191 278 8633q@ç‹i@ñ‡äòí—N

YCHóîóá—÷@ð–‹Ø@ðäbØómóà‚@ ói@pòŠbió@ óäbîŠbïäaŒ@ ãó÷@ N@Šóè@ bî@ñ†ŠíØ@ðäbàŒ@ ói@ óäbîŠbïäaŒ@ ãó÷@m‹ Šòì@ óÜ@çbmŒóyŠó ó÷

@ðäüÑïÝm@òŠbàˆ@ói@óîóè@óÙî†@ðÙ—äbàŒ0191 278 8633ç‹i@ñ‡äòí—q@N


@ói@pòŠbió@óäbîŠbïäaŒ@ãó÷Your Homes Newcastle@òìóÝ—bØüïä@ñŠb’@ñaŠü’@çóîý@óÜ@óØ@óîóØóä†‹ØŠbØ@ðmóïäüš@ì@

pbÙi@ðmóîaŠóiòí–Šói@Šb’@ñaŠü’@ðäbØòìíäb‚@óØ@òìaŠ‡—q@ñòìó÷@ðØŠó÷@N@ðäbàŒ@ói@óäbîŠbïäaŒ@ãó÷@m‹ Šòì@óÜ@çbmŒóyŠó ó÷

@ðäüÑïÝm@òŠbàˆ@ói@óîóè@óÙî†@ðÙ—äbàŒ@Šóè@bî@ñ†ŠíØ0191 278 8633i@ñ‡äòí—q@ç‹N

- Kurdish<português> ou noutra língua, queira ligar para o 0191 278 8633.

Rent Esta informação refere-se à sua renda. Se precisar desta informação em <português> ou noutra língua, queira ligar para o 0191 278 8633.

Repairs Esta informação refere-se ao pedido de reparações em sua casa. Se precisar desta informação em <português> ou noutra língua, queira ligar para o 0191 278 8633.

Right to Buy Esta informação refere-se ao direito que os inquilinos têm de comprar a sua habitação social. Se precisar desta informação em <português> ou noutra língua, queira ligar para o 0191 278 8633.

Tenancy Esta informação refere-se às suas responsabilidades como inquilino social em Newcastle. Se precisar desta informação em <português> ou noutra língua, queira ligar para o 0191 278 8633.

YCH Esta informação refere-se ao serviço de arrendamento. Se precisar desta informação em <português> ou noutra língua, queira ligar para o 0191 278 8633.


Esta informação refere-se à Your Homes Newcastle, a organização responsável pela gestão da habitação social em nome do Município de Newcastle, e a nossa situação actual. Se precisar desta informação em <português> ou noutra língua, queira ligar para o 0191 278 8633.

Português - Portuguese

idioma, llame al 0191 278 8633. Repairs Ésta es información sobre cómo pedir que se realicen reparaciones en su casa. Si necesita esta

información en español o en otro idioma, llame al 0191 278 8633. Right to Buy Ésta es información sobre los derechos de los inquilinos a comprar su vivienda municipal. Si necesita

esta información en español o en otro idioma, llame al 0191 278 8633. Tenancy Ésta es información sobre sus responsabilidades como inquilino municipal de Newcastle. Si necesita

esta información en español o en otro idioma, llame al 0191 278 8633. YCH Ésta es información sobre nuestro servicio de adjudicación. Si necesita esta información en español

o en otro idioma, llame al 0191 278 8633. YHN general / Homes + People

Ésta es información sobre Your Homes de Newcastle, que es la responsable de gestionar las viviendas municipales en nombre del Ayuntamiento de Newcastle, y sobre nuestra manera de hacerlo. Si necesita esta información en español o en otro idioma, llame al 0191 278 8633.

Español - Spanish

переводчика или Вы можете обратиться за предоставлением письменного перевода по тел. 0191 278 8633 .

Newcastle Furniture service

Информация о службе по обеспечению мебелью Your Homes Newcastle, которая поставляет мебель квартиросъемщикам с целью их обоснования в домах. Если Вы нуждаетесь в этой информации <на русском> или другом языке звоните по тел. 0191 278 8633.

Rent Информация о Вашем арендном счете. Если Вы нуждаетесь в этой информации <на русском> или другом языке звоните по тел. 0191 278 8633.

Repairs Информация о предоставлении помощи с ремонтными работами в Вашем доме. Если Вы нуждаетесь в этой информации <на русском> или другом языке звоните по тел. 0191 278 8633.

Right to Buy Информация о правах квартиросъемщиков на приобретение их муниципального жилья. Если Вы нуждаетесь в этой информации <на русском> или другом языке звоните по тел. 0191 278 8633.

Tenancy Информация о Ваших обязательствах в качестве муниципального квартиросъемщика в г. Ньюкасле. Если Вы нуждаетесь в этой информации <на русском> или другом языке звоните по тел. 0191 278 8633.

YCH Информация о наших услугах сдачи жилья в наем. Если Вы нуждаетесь в этой информации <на русском> или другом языке звоните по тел. 0191 278 8633.


Информация о Your Homes Newcastle, которая отвечает за управление делами муниципального жилья от имени Муниципалитета г. Ньюкасла и об общем состоянии дел.

- Russian

This information is about Your Homes Newcastle, who are responsible for managing council homes on behalf of Newcastle City Council, and how we are doing. If you need this in your language or a different language phone 0191 278 8633. This information is also available in easy read, large print, Braille and audio tape. We can also arrange for you to see a British Sign Language interpreter.

4 5

Foreword

This is my second foreword as Chair since my appointment in September 2008. I have very much enjoyed working with the YHN Board and with staff across the organisation so far, and I am looking forward to 2010/11 when we will be continuing to ensure that we provide and develop excellent services.

Since 2004, YHN has made great strides towards achieving its mission to become the best housing provider in the north east. This progress was given a great boost in 2008 through the Audit Commission inspection in which YHN was awarded three star status, both in terms of current service provision and prospects for the future. The publishing of our Business Plan for 2009/14, called ‘Stepping Up: Improving on Excellence in Challenging Times’ in September 2009, following full consultation, will help give us further impetus and direction for the next four years.

2009/10 has been another busy year, and there have been many achievements we are proud of. We have introduced a set of core values, which will be at the heart of what we do in the future, and will influence the way we work and behave. Six of our services have been awarded ‘Customer Service Excellence’ (CSE) accreditation. CSE has replaced Charter Mark as the government’s main customer service award, so this achievement reflects our ongoing drive towards providing excellent services. During 2010/11 we plan to submit a CSE application for the whole organisation to build on our achievements so far, and to gain greater recognition for the level of service we believe we provide.

We have received recognition during 2009/10 through various other awards and accreditations. To mention just a few, we received a ‘Better Health at Work’ award in December 2009 from

NHS Public Health NE, and ‘Employer of the Year’, from Newcastle City Learning. We were also finalists in three categories of the prestigious UK Housing Awards run by the Chartered Institute of Housing, which was more than any other housing organisation.

In September 2009 we were delighted to hear that our application to be included in the Tenant Services Authority’s (TSA) ‘Service Offer’ pilot scheme had been successful. Since then, we have been working with the TSA to develop a scheme offering additional services to all city council sheltered housing tenants. This should help in preparing us for the new inspection regime due to be introduced by the TSA for social housing landlords, which we will be preparing for during the early part of 2010.

We have also been busy this year in developing services that we provide around the ‘worklessness’ agenda. We increasingly recognise the role we have to play in supporting tenants of the city council and other customers, and in providing a wider range of services to promote wellbeing. In September 2009 we published our ‘Skills to Work’ strategy, aimed at helping our customers to get back into work and training. This has led, for example, to the creation of a new Employability Co-ordinator post and work with Newcastle Futures to introduce ‘surgeries’ in housing offices.

Last year in my foreword I was able to outline our first home building initiative. During 2009 we have established Leazes Homes as a charitable subsidiary to

build new homes for sale and rent. We have built 34 bungalows on three sites across Newcastle, and have started a further 65 affordable homes for rent and 45 homes for private sale on a number of sites, in an ambitious programme of building which includes both family accommodation and a range of properties for vulnerable people who need support. This work on new development is in addition to all of the Modern Homes work we continue to carry out to council properties, refurbishing and improving homes to ensure that people have high quality places to live in Newcastle.

These are just a few of our achievements during 2009 and some of the things that will be happening during 2010, which will be another challenging and exciting year for YHN. I know that through the efforts of many people we will continue to embrace challenges and strive to be the best housing provider in the North East. I would like to thank my colleagues on the Board and Committees, our tenants and leaseholders, our partners at the city council, all YHN staff, and others that work with us for their help during 2009/10. I know this support will continue in 2010/11, and I very much look forward to reporting further progress to you in the future.

by Steve Murphy, Chair of Your Homes Newcastle

Steve Murphy, Chair of Your Homes Newcastle

I am very pleased to introduce Your Homes Newcastle’s Delivery Plan for 2010/11. It provides information about our services and how we deliver them. It also sets out our relationship with Newcastle City Council, and identifies what we are aiming to achieve during the next year.

6 7

Introduction1

2What we do

Your Homes Newcastle (YHN) is an Arms Length Management Organisation (ALMO). We were set up in 2004 to manage council properties, to improve housing in order to meet the Government’s Decent Homes standard, and to provide various other services for Newcastle City Council (NCC). Currently we manage around 29,300 tenanted and 1450 leasehold homes.

The services that we provide and

the way that we do this are covered

by a management agreement with

the council. The current agreement

runs until 2014 when it is due to be

reviewed. Through this agreement, we

have to produce an annual delivery plan

which explains how we provide services.

The delivery plan is an opportunity for

us to say what we have achieved over

the previous year, what we intend to

achieve during the current year, and

how we contribute to meeting our own

strategic objectives and those of the city

council.

This year’s delivery plan tells you about:

• What our strategic objectives and core values are;

• How we work with the city council and others;

• What services we provide and how these are paid for;

• How we manage performance;

• Key themes that guide the work we do;

• What we achieved during 2009/10; and

• What we intend to achieve during 2010/11.

The delivery plan also includes our

service plan for 2010/11 as an appendix.

The service plan gives more detailed

information about what our individual

teams and services aim to achieve

during the coming year, and how

they contribute towards our strategic

objectives.

The delivery plan has been produced

every year since 2004. It is a continually

evolving document. Last year we

changed the appearance, content and

structure of the plan. This year we

have included information about our

business plan, ‘Stepping Up: Improving

on Excellence in Challenging Times’, and

about our new core values. There is also

a section about how we have started

to address the new Tenant Services

Authority (TSA) requirements for

managing housing. We hope that the

new delivery plan clearly shows what

YHN is all about.

We think that the three star

rating we received after our Audit

Commission inspection in April

2008 showed that we have come

a long way. Since then we have

continued developing and improving

the services we provide in order to

achieve our mission.

Strategic Objectives

We will achieve our mission by

investing in:

• Support and care to communities

• Three star excellent services

• A quality workforce

• Refurbishing and building homes

These are our four strategic

objectives.

These objectives were revised

in January 2007 to give focus to

our work. They determine how

priorities for YHN are set, and

how performance throughout the

organisation is measured. All of

our performance targets contribute

to achieving one or more of the

strategic objectives.

Our mission statement is:Your Homes Newcastle intends to be the best housing provider in the North East.

8 9

Core Values

In November 2009, following

consultation with staff, Board and

customers, our new core values were

agreed. They are:

Accountability – acting openly and

taking responsibility

Integrity – acting fairly and honestly

Passion – working positively with

enthusiasm

Respect – treating everyone with care

and professionalism

Forward thinking – proactively

seeking improvements and solutions

Our core values are at the heart of

the business, and are the principles

and standards that infl uence the way

we work and behave. They make a

difference by giving us a sense of pride

and belonging at work, and show we

care and are committed to people and

the work we do.

During 2010/11 we will be making sure

that all our staff understand these

values and that they become central to

what we do.

Business Strategy

During 2009 we produced our fi rst

business strategy entitled ‘Stepping up:

Improving on Excellence in Challenging

Times’. The strategy gives a high level

overview of the direction we will take

for the next fi ve years, how we plan to

achieve our strategic objectives, and

what this will mean for our customers.

The business strategy sets out our

aspirations, and provides a framework

for all of our other key documents

such as the annual delivery and service

plans. The strategy explains where we

want to be in 2014, and identifi es key

actions to achieve each of our four

strategic objectives. The delivery and

service plans say what we are doing

on an annual basis towards achieving

our longer term aims and objectives.

The ‘looking back’ section in this year’s

delivery plan is more specifi c about

what we have achieved in relation

to business strategy actions, and the

‘looking forward’ section says how we

will be developing milestone targets

to help us keep on track in achieving

longer term strategic goals.

Links with Newcastle City Council

NCC set up YHN as a limited company,

and the council is our one and only

shareholder. Our management

agreement with NCC explains the

services that we set up to provide on

behalf of the council and also describes

the working relationship between us.

The agreement says that NCC and YHN:

‘intend to work within a spirit of

partnership in order to continuously

improve the services and the way in

which they are delivered’.

This spirit of partnership underpins the

work that we do and the services we

provide. Ways in which this happens are

explained further in section four of this

plan.

NCC contributes to the Newcastle

Partnership, which brings together

at a strategic level, a range of public,

private, community and voluntary sector

groups in order to promote effective

working and improved services. The

Sustainable Community Strategy (SCS)

sets out the partnership’s vision, aims

and priority objectives for Newcastle.

The Local Area Agreement (LAA)

identifi es improvement targets and

priorities agreed with the Government

to help the partnership to achieve its

aims and objectives over a three year

period (2008-11).

Some of our work is featured in

the SCS, and we have an important

contribution to make towards meeting

the challenges within all of the themes

identifi ed, which are:

• better economy (strengthening the economy);

• better health (wellbeing, health and independence);

• better environment (managing environmental impact);

• better places to live (creating and sustaining quality places to live);

• safe, strong communities (creating safe, inclusive, cohesive and empowered communities); and

• more for young people (improving outcomes for children and young people)

We contribute directly to some of the

targets identifi ed within the LAA,

particularly the following within the

theme of ‘creating and sustaining

quality places to live’:

• offering the homes that people want;

• delivering more affordable homes;

• delivering quality homes; and

• providing homes for older people, people with disabilities, vulnerable people and people with support needs

NCC has developed a number of other strategies and plans which contribute towards the SCS, such as the Regeneration Strategy and the Housing Strategy. The 15 year housing strategy, ‘Homes for a sustainable future’ sets out a clear vision of what the council wants to achieve before 2021.

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10 11

It recognises the important role we have in offering high quality services to tenants and leaseholders, and contributing to creating a good quality of life for residents.

Our staff work in close co-operation with staff from the council and other partner agencies to help meet the aims and objectives of these strategies and plans. This relationship operates at a number of different levels, and continues to develop. The diagram on page 12 shows the relationship between the different plans and strategies that

have an impact on the work of YHN.

Governance

YHN is a company limited by guarantee

and has legal and statutory duties under

the Companies Act. We have a Company

Secretary who is responsible for making

sure that our business is conducted

in accordance with the law and for

arranging the governance of our

business. Our governance framework

has been developed around the

Good Governance Standard for Public

Services. The standard comprises six

core principles of good governance, one

of which is to promote values for the

whole organisation and to demonstrate

good governance through conduct and

behaviour. We have adopted codes of

conduct for staff and board members

which facilitate the promotion,

communication and embedding of

proper standards of behaviour across

the organisation.

Corporate governance arrangements

are set out in the Governance

Handbook, a copy of which is issued

to all board members and which is

available on the organisation’s website.

The Board and its Committees

The Board has overall responsibility for

the management of the organisation

and its primary responsibility is to set

the organisation’s overall strategy and

to oversee the effective implementation

of that strategy. There is a risk

management strategy in place that

underlies its key decisions.

The Board meets every six weeks and

a forward plan of matters that are

to be considered is in place and is

reviewed regularly. Meetings are open

to the public except when personal or

confidential matters are discussed. The

Chair meets regularly with the Chief

Executive and other informal meetings

and discussions take place with board

members as appropriate.

In 2009, the Board reviewed its

committee structure following which

four committees were set. These are:

Audit; Customer and Service Delivery;

Finance and Resources; Performance;

and Remuneration. Terms of Reference

for these committees are on our website

and copies can be obtained from the

Company Administrator. Each of the

three groups of board members is

represented on the committees.

During 2009 the Board also set up a

Time Limited Committee to review the

previous Area Board structure. The

review concluded that area boards

should be replaced by neighbourhood

themed meetings. A programme of

meetings has been implemented to

meet the needs of local communities

and to complement existing mechanisms

for involvement.

Board Membership

The Board has a membership of 19

made up of:

• A Chair;

• Six tenant members;

• Six independent members; and

• Six city council nominees

The Chair is appointed after open

recruitment and the appointment is

approved by board and NCC. The Chair

is appointed for a three year term.

Board members can serve a maximum of

three terms (a maximum of nine years)

and there is a rotational requirement

for tenant and independent board

members to stand down each year at

the Annual General Meeting.

Tenant members, two from each of

the three areas across the city, are

nominated by other tenants. One

of the tenant positions can be held

by a leaseholder, though at present

there are no leaseholders on the

board. Following interview, tenant

appointments are recommended to the

board for approval. Where there is more

than one successful candidate for an

area, a ballot of tenants in that area will

be held.

Independent members are selected for

the additional skills, knowledge and

experience they bring to the Board and

are appointed by the Board following

open recruitment. Appointment of

new independent members is

confirmed by NCC; the Board approves

re-appointments.

NCC nominees are appointed each

year by the city council at their Annual

General Meeting.

There is an induction programme for

new board members and a Board

Learning and Development Plan that

is reviewed and updated each year to

meet the needs of board members.

The Executive Management Team

The Executive Management Team is

the Chief Executive; Assistant Chief

Executive and Director of Business;

Director of Finance and Resources; and

Director of Tenancy Services.

The day to day running of the

organisation is delegated to the

Chief Executive and his Executive

Management Team through our Scheme

of Delegations.

The Chief Executive and Executive

Management Team are not members of

the YHN Board.

12 13

Newcastle City Council Corporate Plan 2009/12

This sets out the council’s strategic direction.

Housing Strategy This City Council strategy shows how housing of all tenures will contribute to the

Newcastle Plan and the Regeneration Strategy.

YHN Business Strategy 2009/14This strategy gives a high

level overview of our strategic direction for the next fi ve years.

YHN Delivery PlanThis plan sets out our objectives,

targets and achievements.

Service PlanThis contains team action plans

developed to achieve our four strategic objectives. It is included as an appendix

to the Delivery Plan.

YHN Service Improvement Programme This is where Prince 2 methodology is used to project manage service

improvements are. This is also included in the Delivery Plan.

Tenant Participation Strategy

This strategy sets out how NCC and YHN will work together

to put tenant and leaseholder

involvement at the heart of our housing

services.

YHN Corporate Equality Plan

This covers the six strands of equality

and diversity.

Procurement PlanThis details how we will review Service Level Agreements

(SLA’s) and our own services and how we will buy work, goods and services to ensure value for

money.

YHN Medium Term PlanThis is our key fi nancial plan – growth

and effi ciencies are set out here.

Modern Homes ProgrammeThis details the work we will carry out to improve and maintain Council housing.

Local Area Agreement This is a three year

action plan to deliver the Sustainable Community

Strategy.

Regeneration Strategy This City Council

strategy ties together all regeneration plans across

the city.

3Resources, fi nance and performanceSustainable Community Strategy

This sets out a long term vision for the City, and sets priorities to achieve this.

Our staff

We are a large organisation, with an

establishment of over 900 posts. About

300 of our staff are based at our head

offi ce, YHN House. The rest work from

a number of locations across the city

such as community housing offi ces,

the Your Choice Homes (YCH) Property

Shop, concierge lodges and sheltered

housing schemes.

Workforce planning

So that we can accurately anticipate

our future staffi ng needs it is essential

that we keep abreast of our workforce

profi le which includes numbers of staff

employed, turnover, demographics

and skill levels. We also need to have a

fi rm understanding of the challenges

and issues we are likely to face over

the coming years through workforce

planning. Doing so enables us to

effectively plan ahead and ensure that

we have the right people, in the right

jobs at the right time.

Workforce planning is a key theme

within the People Strategy we began

developing during 2009/10. We have

started to formalise workforce planning

and as part of our action plan we will

be including this in our annual business

and fi nancial planning process (see

below).

Our services

To provide services, we are split

into three directorates and a Chief

Executive’s Offi ce. The directorates are:

• Business

• Finance and Resources

• Tenancy Services

The Business Directorate is responsible

for delivering the Modern Homes

Programme, managing assets, staff

development, customer involvement

and business strategy.

Finance and Resources is made up

mostly of central teams which provide

support to the organisation, including

fi nance, human resources, information

technology and administration.

Tenancy Services is made up of customer

facing teams. This includes Housing

Management, Property Maintenance,

Customer Service, Care and Support

Services and Citywide Services.

Our Chief Executive’s Offi ce has

responsibility for equality and

diversity issues, communications, and

governance.

Further information about all of our

staff, and more detailed information

about the directorates and the services

that they provide are available on our

website, and in the service plan.

15

Managing performance

It is essential that we manage and

report on our performance to ensure

that we are continuing to provide

excellent services. We need to be able

to demonstrate this to our customers,

including the city council. We also

need to show that we are continually

trying to improve and that we are

working towards achieving our strategic

objectives.

We have a performance management

framework in place which ensures that

our strategic objectives are threaded

though all levels of the organisation

to frontline staff. It is designed to

translate vision into action and to

demonstrate the extent to which

this occurs. The framework is used to

drive improvement in services and is

regularly improved to reflect customer

focus, tenant priorities and local

circumstances.

The principles behind managing

performance are that we:

• Ensure all targets are SMART (Specific, Measurable, Achievable, Realistic, Time-bound) and are outcome focused where possible;

• Benchmark our performance with others and look at trends to help us understand the issues;

• Produce ‘traffic light’ reports so that stakeholders can get a snapshot picture of our performance;

• Keep all stakeholders involved and informed about performance issues;

• Focus on action for recovery in areas of under-performance; and

• Operate a consistent approach to supervision, workplans and appraisals.

During 2009/10 we have continued to

improve the ways in which we gather

and report on performance information.

Monitoring performance is aligned

with targets and actions in the service

plan, which has increasingly become

embedded across the organisation

as a basis for directing action and

resources. There is also a strengthening

link between monitoring performance,

appraisals, and workplan meetings

within teams. Targets in the service plan

are cascaded through the organisation

so that all staff feel part of the process

of achieving the overall strategic aims

of the organisation.

We will continue to develop the

way we ‘mainstream’ performance

monitoring and management across

the organisation during 2010/11 so that

all staff feel involved in this process,

and have clear targets and actions for

which they are responsible, or to which

they contribute. Through our new

Performance Committee, in operation

since September 2009, we are also

further developing the ways in which

performance information is scrutinised

and poor performance addressed, in

order to continually improve services for

our customers.

Business and financial planning

We use a business and financial planning process to prepare our delivery and service plans, to help plan our budgets, and to help produce learning and development plans for our staff. We introduced this in 2005 to help join up service planning and financial planning, which had previously been separate exercises. We also wanted customers, managers, staff and partners to all have a say in what goes into the plans.

The process involves consultation throughout the year with managers, customers, staff and stakeholders. We ask managers and staff about resources, performance, customer service, equalities and other important issues. During 2009/10 for the first time we took the opportunity to ask about worklessness and financial inclusion, and how we can contribute as an organisation in these areas. We ask tenants and leaseholders about what

issues they think are important, and how we should be spending their rent and service charges. We then produce draft plans based on the comments, suggestions and ideas that have been put forward. These draft plans are then circulated for further discussion before the final version of the delivery plan is put forward to the YHN Board and the city council for agreement.

Performance targets and actions that are agreed through the business and financial planning process become the basis for managing and reporting performance for the following year.

Further information about business and financial planning is available on our website. This includes a diagram showing the cycle of events which make up the planning process, which normally runs from May until the following March. This diagram is attached as an appendix to the delivery plan for information (Appendix 1).

14

16 17

Performance targets

Our last delivery plan explained a

change in the way we set and monitor

targets. From April 2008, following

consultation, we introduced a new set

of ‘Top 20’ and ‘Wider Management

Team’ targets, which are explained

below. The intention of this was to

provide more relevant information

to our board and customers about

‘business critical’, targets, and to ensure

that senior managers concentrate

attention on ‘headline’ targets for

each service. We are continuing with

this approach as we believe that this

combines the best aspects of our

previous arrangements with a more

focussed approach that is easier for

customers, board members, the city

council and staff to understand. We

now have the following performance

targets:

• Our ‘Top 20’ targets. These are 20 key targets that provide an overview of how we are doing across all of our services. Performance against these targets is reported to our Performance Committee on a quarterly basis, and is reported to NCC and to our customers. If any targets are not hit, an action plan is developed to ensure an improvement in performance.

• Our ‘Wider Management Team’ targets. This is an additional set of 34 targets identified by managers to represent overall service performance and key service actions. Performance against these and the ‘Top 20’ targets is discussed by the team at regular meetings, and any action required where targets are not being met is agreed. Wider Management Team is made up of all senior managers within YHN.

• Team Targets. This is a larger set of targets for each team within YHN which forms our service plan, attached to this delivery plan (Appendix 2). These targets are used as a basis for monitoring performance within teams, and link with team workplans, staff supervision, and annual staff appraisals.

More information about performance

against these targets for 2009/10, and

targets set for 2010/11 is provided in

sections five and six of this plan, and in

the introduction to the service plan.

New housing regulation

During 2009/10 the Tenant Services

Authority (TSA) announced their

new regulatory framework for social

landlords. The framework is based on

a set of national and local standards

across a range of service areas.

In July 2009 we submitted an

application to be part of a TSA local

standard pilot scheme. Our application

was around providing a ‘service offer’

to sheltered housing tenants, offering

a range of new services to help current

and future sheltered housing tenants.

We were successful with our

application, and have had discussions

with the TSA, who are enthusiastic

about our pilot scheme, which runs

from April to October 2010. After that

the pilot will be evaluated, and if it

has been successful we will consider

possibilities to extend it to other

vulnerable customers.

During early 2010 we started

considering the implications of

proposed new regulation, which could

have a big impact on the way we

currently measure our performance,

and on all our service standards.

During 2010/11 we will find out more

about what we need to do, and will

make whatever changes we need to in

order to meet new requirements. We

believe that the positive links we have

established with the TSA so far, and our

pilot scheme, will stand us in good stead

for future changes.

Financial management

The services that we provide are paid

for through a management fee from

the Housing Revenue Account (HRA),

which we manage on behalf of the

city council. The HRA and YHN budgets

set out what services will be provided

during each year and how they will be

funded. The budgets are monitored

and reported to Finance and Resources

Committee and to the city council

at Section 151 meetings. These are

meetings held every month to discuss

the YHN Management Fee and other

important financial issues. Significant

amendments to budgets are highlighted

for approval by Finance and Resources

Committee and the Board. The Board

receives quarterly updates on the latest

budget and Medium Term Plan position.

18 19

Regular meetings are held between

finance staff and service managers

to discuss budgets and spending, so

that any cost increases or new areas

of spending can be built into budget

planning and efficiencies can be

recorded. A finance manager is part

of the business and financial planning

steering group, and financial planning

links closely with business planning.

Our HRA and YHN budgets for 2009/10

and the budget set for 2010/11 are

attached to the Delivery Plan (Appendix

3). Further information about these

budgets, including details of variations

between the two years, was included in

a report to the YHN Board in January

2010 entitled ‘YHN and HRA Budgets

and Medium Term Plan update’. YHN

Board reports are available on our

website.

We produce a medium term plan which

identifies projected budgets for a five

year period. The medium term plan is

reported to our Finance and Resources

Committee on a quarterly basis so that

any projected deficit or surplus can be

discussed and required action agreed.

Service Improvement Programme: ‘Improving on Excellence’

To assist us in delivering our Business

Strategy and to enable us to continue to

deliver three star excellent services, we

have developed a Service Improvement

Programme named ‘Improving on

Excellence’. This is based on the ‘Prince

2’ project management method.

The aim of the service improvement

programme is to ‘get better at what we

do’. In order to do this, the programme

ensures that a five year timetable of

service reviews is carried out and all

actions from strategies are delivered.

This allows us to ensure that we

continuously improve our services.

The Programme is made up of three

Project Executive Boards each of which

consists of a number of projects. Each

Project Executive Board is headed

by a Director of Service. The project

executives report monthly on progress

to a Programme Board which is chaired

by the Chief Executive.

Projects are normally led by a service

manager and include a small group

of staff from across YHN and other

partnering organisations, often chosen

for their specialist knowledge in a

particular field. Project leaders are

expected to provide regular update

reports on their ‘key deliverables and

milestones’ (specific tasks) they are

working on.

We employ an external specialist with

industry knowledge and experience to

fulfil the role of Programme Assurance.

This role forms part of Programme

Board and is there to provide advice

and guidance on best practice and to

assist us in ensuring our key deliverables

are ‘fit for purpose’.

The current make up of the Programme

is shown on pages 20 and 21. The

programme has recently been reviewed

and was re-launched in January 2010 to

complement our key business priorities.

The Programme has Project Executive

Boards that reflect our three

directorates. These are:

• Tenancy Services;

• Finance and Resources; and

• Business Development

20 21

ProgrammeAssurance

ProgrammeAssurance

Programme Manager

Programme Manager

Programme Board

Programme Board

ProgrammeOffi ce

ProgrammeOffi ce

Tenancy ServicesNeil Scott

Tenancy ServicesNeil Scott

TS Service Reviews

COMMUNITY CAREALARM SERVICE

Alyson Bell

INFORMATION TECHOLOGYGeof Ellingham

LEASEHOLDJeanette Johnson

HOUSING, ANTI-SOCIAL BEHAVIOUR AND

ENFORCEMENT TEAMNick Dodgeon

FINANCE STRATEGYLisa Forrest

ASSET MANAGEMENTDavid Langhorne

FR Service Reviews

BD Service Reviews

TS Strategies

FR Strategies

BD Strategies

Finance and ResourcesRoss Atkinson

Finance and ResourcesRoss Atkinson

Business DevelopmentSheila Breslin

Business DevelopmentSheila Breslin

ASYLUM SEEKERS UNITVin Totten

INCOME MANAGEMENTAnne Crute

TENANT AND LEASEHOLDERLouise Dixon

HOUSING MANAGEMENTAllison Hodgson

PEOPLES STRATEGYSandra Archbold/Sandie Dickson

RISK MANAGEMENTKeith Mcdonald

CUSTOMER SERVICEWilf Keilty

EFFICIENCYLisa Forrest

COMMUNICATIONSDaniel McGuinness

YOUNG PERSONSKim McMaster

INFORMATION TECHOLOGYGeof Ellingham

CORPORATE EQUALITIES PLANSimone Doyle

REPAIRS AND MAINTENANCEIan Gallagher

PROCUREMENTChris Nicholson

ORGANISATIONAL DEVELOPMENT

Sandra Archbold

SKILLS TO WORKMartyn Burn

HUMAN RESOURCESSandie Dickson

SERVICE REVIEWS

SERVICE REVIEWSACTION PLAN

STRATEGIES

FINANCIAL INCLUSIONSuzanne Halliwell

LETTINGSJohn Urwin

ENVIRONMENTAL SUSTAINABILITY

Ian Gallagher

CONCIERGEHelen Garbutt

KEY

Service Improvement Programme Structure

22 23

4Key Themes

Customer service

To achieve our mission to be the best

housing provider in the North East, we

need to consistently provide excellent

customer services. We are committed to

increasing opportunities to access our

services in ways that suit the diverse

requirements of our customers and

that equip us for the future whilst

maintaining high levels of customer

care.

During 2008 we produced our Customer

Service Strategy called ‘Every Customer

Matters’. The strategy sets out our

vision for the future development of

customer services for the following

three years and outlines improvements

that we need to make to ensure

the ongoing delivery of three star

excellent services. The strategy was

developed around customers’ needs

and aspirations, gathered through

consultation with them and our own

staff, and additionally takes account

of the rigorous Customer Service

Excellence (CSE) standard.

Our vision for customer services, as

explained in ‘Every Customer Matters’, is

that:

“Our customers will be able to access

our services at whatever time they

want in a way that best suits their

needs. Every time a customer comes

in contact with our organisation they

will receive excellent and consistent

customer services, delivered by a

quality workforce that is enabled by

technology. Your Homes Newcastle

will be recognised as a responsive,

accessible, inclusive and above all an

organisation that delivers excellent

customer services”

During 2010/11 our priorities are:

• “To get better at what we do” through implementation of products and services in accordance with the YHN Service Improvement Programme plans and timescales;

• To produce and publish a YHN Customer Service Charter to reflect our commitment to delivering services in keeping with the CSE Standard and YHN’s core values of Accountability, Integrity, Passion, Respect and Forward Thinking;

• To maintain our existing CSE and Charter Mark recognitions for YHN services and achieve an organisation wide CSE recognition for YHN; and

• To continue to positively engage with our complaints and compliments processes in order to “get things right and right any wrongs”.

Performance against our standards

and plans is regularly monitored and

reported to a number of key forums

including the YHN Service Improvement

Programme Board, YHN Performance

Committee, YHN Customer and

Service Delivery Committee and where

necessary the main YHN Board.

24 25

Value for money

Value for money is a central

requirement for any successful

organisation. Efficiency savings can be

reinvested to provide better services

for customers, provide more choice,

and ensure that needs and priorities

are met. Efficiency is not about service

reductions, but about doing more for

the same or less by raising productivity,

increasing effectiveness and getting

better value for money.

Our approach and key processes for

achieving value for money are set out

in our YHN Efficiency Strategy. They

include:-

• Benchmarking ourselves against others through the HouseMark Performance Improvement Club to identify inefficiency;

• Making sure all staff are involved in identifying savings and efficiencies through our business and financial planning process, Team Brief process and Wider Management Team meetings;

• Undertaking regular analysis of all our suppliers to identify ways to reduce costs;

• Carrying out regular service reviews of internal services;

• Reviewing all Service Level Agreements with NCC; and

• Consulting with our customers to ensure efficiency savings are reinvested in services that they want.

During 2009/10 we have:

• Generated capital savings of over £7,680,000 on our Modern Homes Investment Programme;

• Achieved savings of over £814,000 from procurements; and

• Improved processes and working practices resulting in savings of over £370,000.

Partnership working

Partnership working is essential in

providing our services and deciding

our strategic priorities. We have close

ties with NCC for reasons explained

in section two of this plan, and this

relationship is formalised in a number

of ways:

• Newcastle Partnership: our Chief Executive contributes to the Local Strategic Partnership, working with NCC and other local agencies to deliver the Sustainable Community Strategy and the Local Area Agreement;

• The Management Agreement: this is the formal agreement that sets out the context within which the Council has delegated its responsibilities to us;

• The Delivery Plan: this contains some of the key interfaces between the two organisations, including delivery plan monitoring, officer liaison meetings, and Section 151 reporting meetings about our management of the HRA on behalf of the council; and

• Service Level Agreements: these explain the services that we purchase from the council and the regular monitoring and liaison required to manage the delivery of these services.

At an operational level we also

work closely with NCC staff across all

Directorates to assist with providing

‘joined-up’ services to customers.

As well as links with NCC, we also work

in partnership with a large number

of other organisations at a local and

citywide level.

Key partners include:

• Newcastle Tenants’ Federation – which represents 85 affiliated tenants’ groups across the city;

• Northumbria Police – working together at a local and strategic level;

• The Voluntary Sector – a wide range of contacts, supporting communities, providing advice, support and other services to local people; and

• Specialist partners such as the Groundwork Trust who are an environmental regeneration charity.

We are also part of a wide range of

diverse and extensive partnerships,

including the city’s housing, health

and community safety partnerships,

to name but three. These reflect the

size and importance of council housing

within the city and the scale of the

interdependencies that exist between

social housing and so many other

aspects of communities’ lives.

26 27

Equality and diversity

We recognise that the people who

live in council homes have diverse

backgrounds, circumstances and needs.

They are all ages, disabled and non-

disabled, of different races and ethnic

backgrounds, heterosexual, lesbian, gay

and bisexual, and from faith and non-

faith backgrounds.

Our Equality Policy and Corporate

Equality Plan (CEP) outlines our vision,

aims and targets and how we are

meeting our responsibilities:

• As an employer;

• Providing services to our customers;

• Working with other organisations;

• Involving communities; and

• As a procurer of services and contracts.

Our commitment to equality goes

beyond our legal duties and our policy

outlines the need to address equality

of opportunity through avoiding direct

and indirect discrimination, making

sure that all areas of YHN are involved

in meeting this objective. To make this

happen, responsibility for equality and

diversity rests with our board, and our

Chief Executive acts as our corporate

champion in ensuring proper systems

are in place to put our policy into

practice.

We need to make sure that treating

everyone fairly and justly and with

respect becomes a natural part of the

way we do things. This involves staff at

all levels thinking about whether we are

being fair and respectful to different

types of people during normal work

activities. This includes when we are:

• Delivering existing services;

• Developing new services;

• Reviewing existing policies and procedures;

• Arranging consultation events and questionnaires;

• Procuring goods and services;

• Undertaking service reviews; and

• Dealing with comments and complaints.

To ensure this happens equality and

diversity targets are built into our

delivery plan and actions which will

support our equality and diversity

objectives are included in individual

service plans.

To help us include equality and diversity

into everything we do, we carry out

Equality Impact and Needs Assessments

(EINAs) against all areas of our business

including existing policies, procedures

and services with regard to race, gender,

disability, faith, sexual orientation

and age to identify where there

may be unmet needs or potentially

discriminatory outcomes.

When conducting EINAs we look at all

the information we have on individual

services to see if:

• We need to make any special arrangements for different groups of people, such as disabled people, or older people;

• Anything we do disadvantages these groups; and

• We can identify any unmet needs for example providing hearing loops and signers, for people with sensory disability at consultation events.

We need to be sure that the information is good enough to answer these questions and if not, we work out ways of collecting or improving it. The agreed improvements, objectives and targets are added to our service plans.

Communication within YHN around diversity and equality is also being reviewed to ensure that important information and policy or legislative changes are passed on to all staff.

We have a CEP Project within our Service Improvement Programme, with a number of projects to ensure that Top Twenty equality and diversity targets are achieved.

Following a review of our governance structure, progress on equality and diversity activities undertaken is reported directly to our board, and where it is necessary to scrutinise and challenge information we hold Board

Equality and Diversity workshops.

During 2009/10 we have:

• Included a separate section within our service plan for the Equality and Diversity Team, which identifies corporate responsibilities;

• Revised and strengthened our CEP. The plan identifies key diversity issues and explains the importance of addressing equality and diversity issues;

• Revised our EINA process to reflect the regulations and good practice developments that have occurred across the equality and diversity field;

• Conducted a review of Our Strategic Independent Advisory Group (SIAG). The review resulted in an agreed way forward and a developed workplan that will assist us achieve our equality and diversity objectives; and

• Made good progress in our migration to the revised Equalities Framework for Local Government and towards achieving Level 2 of the new framework.

• Achieved a place within the top 100 employers in the Stonewall Equality Workplace Index.

• Established a Lesbian Gay Bisexual Transgender (LGBT) employee network which is open to any member of staff who identifies as lesbian, gay, bisexual and transgender (LGBT). The network provides opportunities for members to talk about issues affecting them, speak safely about any difficulties faced at work because of discrimination or homophobia and provide input into YHN’s development of LGBT-friendly policies for staff and customers.

28 29

• Co-ordinated Adult Learners’ Week giving staff opportunities to share their expertise and learn new skills;

• Were recognised ‘2009 Employer of the Year’ by Newcastle City Learning for our commitment to staff development;

• Implemented the Customer Service Learning Framework enabling staff and customers to be involved in designing and delivering customer service related training;

• Introduced new programmes to raise awareness about our customers and improve our understanding of their needs such as Introductory British Sign Language, and Health and Housing;

• Co-ordinated the Investors in People re-assessment; and

• Continued to deliver competence based core business training.

During 2010/11 we will

• Develop an OD webpage to encourage staff to share learning resources and best practice with colleagues;

• Work in partnership with HR to implement YHN’s People Strategy, and the YHN Employee Capability Policy and Procedure;

• Action recommendations from the OD / HR service review;

• Implement the YHN Competence Framework for all staff; and

• Work towards achieving the North East Better Health at Work ‘Silver’ Award.

Information Technology (IT)

The mission of our IT service is to

provide secure, reliable and efficient

IT systems and services that support

productivity and excellent customer

service, and to get the right information

to the right people in the right way.

Over the next three years, we intend

to continue replacing out of date

and stand-alone IT systems with a

more integrated approach. We will

complete the replacement of our old

stock condition database with a more

modern Asset Management System this

year, and will also be improving our

reporting system. This will help us to

ensure that a full and consistent view

of our customers and procedures is

available to all staff when it’s needed.

We will continue to help our customers

to meet their needs through online

services delivered through our website,

though we recognise that the majority

of our customers do not yet have access

to the internet. We are providing

internet access and basic desktop PCs in

all sheltered housing schemes, and will

look for ways to help get other YHN

customers online.

We will respond to the increasing

popularity of mobile phones amongst

our customers by making much more

use of text messaging services. We

will also be launching a YHN Digital

TV service in 2010 through “Looking

Local”, and hope to use this service

in future to allow customers to view

properties, and bid for them, on their

TVs.

Risk management

YHN has a Risk Management Strategy in

place that sets out:

• Our commitment to implement an effective risk management framework;

• Our approach to risk management and how, as an organisation, we intend to embed risk management;

• Clear roles and responsibilities in the process of risk management; and

• Clear monitoring procedures at a strategic, divisional and service level.

YHN’s risk management framework

uses a top down approach starting with

the identification of risks at a strategic

level by Board Members and YHN

Management Team. When we identify

risks we assess their relative probability

and impact. This enables us to score

and prioritise the risks we face. We also

identify and assess what controls are in

place or may be required.

The above process is then repeated at

divisional and team levels throughout

the organisation. This approach

provides us with a comprehensive log of

strategic and operational risks.

Risks identified at a strategic level are

monitored and reviewed by board

members, YHN Management Team and

Audit Committee on a six monthly basis.

Risks identified at divisional and team

levels are monitored and reviewed by

the appropriate divisions, teams and

the Business Strategy Team also on a six

monthly basis.

Organisational Development

Our Organisational Development Team

(OD) ensures that all organisational and

learning and development initiatives

and opportunities are aligned to

business need. All services and teams

have their own annual Learning and

Development Plan developed with

OD. These are reviewed regularly to

ensure all learning and development

is timely, relevant and beneficial to

the organisation. Regular appraisal

and supervision ensure that all staff

understand how they contribute to our

strategic objectives.

We work with board members, staff

and customers. Their contributions are

invaluable in helping OD to make us a

learning organisation, where people

are given opportunities and support to

learn and develop effectively at work.

During 2009/10 we:

• Supported the development and implementation of Core Values promoting positive attitudes and behaviour towards partners, colleagues and customers;

• Designed and delivered 12 Institute of Leadership and Management (ILM) management and coaching programmes from Level 2 to Level 7;

• Generated over £15,000 income from ILM programmes with candidates from partner organisations undertaking higher level qualifications;

• Achieved the North East Better Health at Work ‘Bronze’ Award;

30 31

We have started to pilot the use of mobile technology, allowing staff to access IT systems away from the office. This allows us to spend more time supporting customers face to face, and less time working on computers in our offices.

IT security is an important part of our work, ensuring that information held on our IT systems is properly maintained and protected.

We also expect our IT systems to support our efficiency agenda, and are using “green” technologies to reduce the

energy used to run IT.

Environmental Sustainability

We are committed to meeting our responsibilities for the protection of the environment and tackling global warming, and to develop and integrate our policies to ensure the maximum benefit possible from them for all our customers. We recognise that we have a key role to play in meeting the city council’s sustainability objectives set out in its Climate Change Strategy. Major elements of the Modern Homes Standard and other parts of the housing capital programme deal with key sustainability issues including the installation of efficient central heating and high

performance double-glazed windows.

Our environmental policies are:

• For all timber components used in refurbishment to be from sustainable sources;

• To improve the heating and insulation standard of all council housing;

• To maximise the energy efficiency and minimise the carbon footprint of our operational premises; and

• To minimise the environmental impact of providing our services.

During 2009/10 we:

• Implemented procedures to comply with the Energy Performance of Buildings Directive;

• Completed a pioneering ‘Green Houses’ project with the Groundwork Trust at Glebe Street in Benwell;

• Maintained a continuous programme to improve the sustainability of our working methods and work places;

• Participated in the development of the city council’s corporate sustainability policy and programme;

• Continued to support and implement Newcastle Warm Zone;

• Constructed 34 new bungalows, 17 of which meet level three of the Code for Sustainable Homes and 17 are Ecohomes very good;

• Started the conversion of two district heating schemes to biomass fuel;

• Provided Energy performance certificates for 2,390 council properties on change of tenancy (2009 calendar year);

• Developed a pilot scheme for the conversion of lighting in communal areas to LED (light-emitting diode);

• Upgraded the sustainability of 1,990 council properties through the Modern Homes programme;

• Installed smart meters in 10 of our service delivery outlets; and

• Provided advice for tenants on sustainability.

During 2010/11 we will be developing a new environmental maintenance strategy. This will help to drive forward environmental initiatives around our customers, staff and the buildings and properties we manage.

5Looking back: what we achieved in 2009/10

Top 20 Targets 2009/10

The diagram below and on the following page shows predicted performance for our Top 20 targets for 2009/10.

It shows targets that were either achieved or are expected to be achieved by the end of March in green, and the targets not expected to be achieved in red. As the diagram shows, we expect to achieve 16 out of 19 targets. We are unable to predict performance about

the 20th target (shown in blue), as this is dependent on the results of a survey which is currently taking place. We have done well with our new build, re-let and rent arrears performance.

Areas where we need to do further work are around satisfaction levels although the score for overall satisfaction with the housing service is the highest we have achieved since the creation of Your Homes Newcastle.

Refurbishing and Building Homes

Reduce the average voids re-let time to 27 days by 31/03/10.

7,683 homes to be made decent in 2009/10.

Ensure 100% of all tender submissions to the Homes and Communities Agency completed to agreed timescales during 2009/10.

Achieve 85% satisfaction with the internals investment programme by 31/03/10.

Achieve 90 % satisfaction with the externals investment programme by 31/03/10.

97% of Modern Homes Programme spend to come within budget during 2009/10.

Achieve 92% satisfaction with the repairs and maintenance service by 31/03/10.

Set up and administer a separate and appropriate legal entity as a Board subsidiary by 31/05/09 to facilitate new business.

Continued overleaf

Your Homes Newcastle Top 20 2009/10 performance 01/04/09 – 31/03/2010

32 33

Three star excellent services

Achieve 81% satisfaction with the overall housing service by 31/03/10.

Maintain a minimum Housing Revenue Account balance of £5 million by 31/03/10.

Reduce net rent arrears to £2,650,000 by 31/03/10.

Achieve 3% efficiency saving on 2007/08 baseline budget by 31/03/10.

Develop an action plan to enable us to “move towards excellence” for the revised Equality Framework for Local Government standard by 30/06/09.

Support and care to communities

Achieve 81% BME satisfaction with the overall housing service by 31/03/10.

Achieve 50% level A’s in our Quality Assessment Frameworks for Supporting People contracts during 2009/10.

Achieve 60% satisfaction of tenants who report anti-social behaviour in 2009/10.

Access 10 additional sources of funding to raise £100k by 31/03/10.

Achieve 89% satisfaction with involvement services from involved customers by 31/03/10.

A quality workforce

Reduce the number of sickness days per FTE employee to 10.2 days by 31/03/10.

Retain Investors in People Status by 31/03/10.

34 35

Strategic objective achievements

2009/10 was another good year for us. We achieved many of our service plan targets and actions, and all teams have contributed towards meeting our strategic objectives.

Some of our other major achievements during the year are identified below, with comments where this links directly with a business plan action or target. The achievements are listed by strategic objective, although some of these achievements fit within more than one objective.


• Financial Inclusion strategy. We have launched our refreshed strategy aimed at working in partnership with other organisations to eliminate financial exclusion within our communities. This has already led to a number of new initiatives including tackling illegal money lending and offering free money management training for residents.

• Grants and benefits. Our Advice and Support Team have raised nearly £2million during the year in benefits and grants for tenants and leaseholders, accessing money for many residents on low incomes.

• 10 Year Asylum Seekers Unit (ASU) celebration. The ASU celebrated 10 years of working to provide support to asylum seekers arriving in Newcastle with an event in December 2009, attended by representatives from the voluntary and statutory sectors.

• Tenant Services Authority Local Standards Pilot (TSA). We completed a successful application to be part of a pilot scheme run by the TSA around

the services we offer to sheltered housing tenants across the city. This will lead to additional services being offered to help support sheltered housing tenants and to improve their quality of life.

• Concierge Service review. A comprehensive review of our Concierge Service was completed during 2009. The outcome of the review, following extensive consultation, was to create a central control room to manage door entry access and CCTV coverage of multi-storey and other blocks covered by the service. This will free up staff to provide more local on-site services to tenants, many of whom are vulnerable.

• Additional Advice and Support Services. During 2009 we expanded services through Supporting People funding to employ two additional workers to support vulnerable tenants with mental health problems to both take up and sustain tenancies.

• Prevention from eviction protocol. We have continued to work with partners to prevent eviction and to eliminate ‘repeat’ homelessness. During 2009 we have completed briefings for over 1,000 council, voluntary sector and YHN staff to make them aware of the protocol and services available to support people threatened by homelessness.

• Family Intervention Project. We extended the project during 2009 by accessing funding from both the Child Poverty Action Grant and the Youth Crime Action Plan. This additional funding will lead to expansion of the project and will help us achieve positive outcomes for

families with major problems, and the communities they live in.

• Free Telecare for the over ‘85’s. We have teamed up with the city council to offer six months of free Telecare to local people aged 85 and over. This initiative is open to all Newcastle residents, and should provide valuable support for this vulnerable group of people.

• Young People’s Service (YPS) Exchange visit. Following the successful visit of seven young customers of the YPS in 2008, 12 young people from Little Rock Arkansas visited Newcastle in July 2009 to gain a greater understanding about the YPS, and about global homeless issues.

• Housing and Employment Compact/Skills to Work. With the city council, Newcastle Futures and housing providers across the city we have contributed to the development of a compact aimed at supporting residents to improve their job prospects. Through the compact we will help residents to get involved in activities like volunteering, group work and education and training, with the aim of building their job skills, and helping them afford and sustain long term tenancies.

• Activities for older people. We had two ‘age friendly’ films selected for presentation at a Northern Housing Consortium event in January, out of only four films being shown at this ‘northern silver screen’. One was about our Telecare service, and the other was about positive activities, including ‘rookie golf’, and an inter-generational bowls project, two events for older people. The film highlighted the work we do to

encourage activities for older people and to break down intergenerational barriers.

• Adult Learners Week. This award winning event in May 2009 provided a forum to promote opportunities for tenants to get involved in learning and development activities, particularly providing support and encouragement for YHN tenants and staff gaining Numeracy and Literacy Certificates and basic skills qualifications.

• Severe weather assistance. Our concierge and sheltered housing staff helped with the wellbeing of our tenants by ensuring that all entrances and pathways to sheltered housing and multi storey blocks of flats remained clear from ice and snow through the severe winter weather.

• Child Safety Equipment Scheme. We secured two years funding for most of the running costs of the scheme, which will ensure that this valuable scheme continues to provide essential equipment to assist parents.

• Providing employment opportunities. We worked with the City Council (Adult Services) to support Palatine, a supported factory business that makes beds, employing people with disabilities. This has led to a new contract for Palatine to supply a range of composite doors to the city council, in addition to the supply of environmentally friendly beds. Palatine has also maintained sales levels during 2009/10 despite the recession.

36 37


• Business Plan-‘Stepping up: Improving on Excellence in challenging times’. Information about our first business plan, published in 2009, is included in section two of this plan. The business plan will help give focus to all our activity for the next four years, and will help us to improve our services further.

• Customer Service Excellence (CSE)/Charter Mark. Six of our services achieved the CSE standard during 2009, including four of our five support and care services. The services are: Advice and Support, Asylum Seekers Unit, Concierge, Young People’s Service, Right to Buy and Your Choice Homes. CSE has replaced Charter Mark as the Governments key customer service standard. All services that have not yet transferred to the new standards retained their Charter Mark status.

• Customer Involvement. Our involvement service was featured in a Housing Quality Network good practice document ‘What does excellence look like – resident involvement’ in June 2009. Since the publication of the document, a number of housing providers have visited us to learn about our approach and meet our tenants.

• Your Choice Homes. In partnership with the city council and other housing providers in the Tyne and Wear area, we launched a new sub regional mutual exchange scheme in August 2009, to increase mobility options for tenants. There were over 50 exchanges through this scheme up to February 2010, and this figure is likely to rise considerably during 2010.

• Digital TV for customers. In December 2009 we introduced ‘Looking Local’, a Digital TV and mobile phone service owned by Kirklees Council, as another access channel for our customers. This provides another method of making information available continuously to our customers through the Digital TV platform. Creating additional access for our customers is a key component our Customer Service Strategy “Every Customer Matters”.

• Review of all service standards. During 2009 and early 2010 we carried out a review of all our service standards, both for customer facing services, and for internal ‘back office’ teams. This involved extensive consultation with customers, staff and partners to ensure that the standards are meaningful for our customers, and are challenging.

• UK Housing Award finalists. We had three entries shortlisted in the 2009 Chartered Institute of Housing UK Housing Awards, more than any other housing organisation. Two of the shortlisted applications were for initiatives developed by our HASBET and CCAS teams. The third was the Inspirational Colleague award for one of our employees, Lesley Sandland, who has continued to be an inspiration to colleagues despite serious illness. HASBET also received a runners-up award from Lemos and Crane’s ASB Action Net in April 2009.

• Telecare Services Authority accreditation. Our Community Care Alarm Service retained three levels of Telecare Services Authority accreditation in October 2009. CCAS is classed as a ‘premier’ service

reflecting the high quality service provided. The CCAS manager is currently on the board of the Telecare Services Authority.

• Supporting People. We exceeded our Supporting People targets through the QAF (Quality Assessment Framework). Supporting People funds many of the support services we provide, and the QAF measured the quality of the services we provide. Our Young People’s Service achieved 17 out of 18 level ‘A’ grades, and our Advice and Support Team four out of six, both above the challenging targets we had set ourselves.

• Extending Gardening Service. We extended our gardening service citywide so that it is available to all council tenants in Newcastle. The scheme has proved to be very popular, and has grown rapidly during 2009

• Expanding furniture service. We entered into contracts with South Tyneside Homes and Gateshead Housing Company to supply furniture packs to their tenants. We have already supplied over 100 packs to South Tyneside, and we are about to start supplying Gateshead tenants.

A quality workforce

• Core values. The introduction of core values during 2009 is explained in section two of this delivery plan. This is an important development that will have and important positive impact on the way we deliver services.

• Staff satisfaction survey. We carried out a survey of all our staff in 2009. The purpose of this was to give everyone the opportunity to tell us how they feel about working for us. Every member of staff received the survey, and over 70% responded. This informed our People Strategy.

• People Strategy. Our overall vision for the future of our people is to achieve: ‘A highly engaged and skilled workforce proud and happy to work for Your Homes Newcastle’. To help achieve this we developed our new people strategy. This sets out the actions we will take over the next four years to enable us to recruit, develop and retain a quality workforce with the right skills and attitude who are enabled to consistently deliver excellent services to our customers both now and into the future.

• Investors in People. We have maintained our Investors in People status during 2009. We were assessed in February 2010 and we gained the Bronze Award level. ‘Investors in People’ is a standard of best practice on business performance which focuses on people and their learning and development.

• ‘Better Health at work’ award (NHS Public Health NE) In December 2009 we achieved the Better Health at Work award-bronze level. This recognises the progress we have made in improving the health and well-being of our workforce and making our workplace a healthier place to be. Over the past year we have implemented a fresh fruit delivery service and an initiative to help staff stop smoking.

38 39

• Employee Assistance Programme. In 2009 we introduced an independent and confidential service to help staff with issues like financial difficulties, relationship problems, family illness and traumatic incidents at work.

• Learning at Work. Held in May 2009 as part of Adult Learners week, this initiative involved a series of short workshops, some delivered by members of staff who were willing to share particular knowledge, skills or expertise they felt may be of interest to their colleagues. We were awarded the ‘Best Employer’ title in the Celebration of Success Adult Learning Awards 2009.

• Institute of Leadership and Management (ILM). Our OD team designed and delivered 12 management and coaching programmes from Level 2 to Level 7. This has developed knowledge and skills of existing managers and employees who aspire to become YHN managers in the future.

• The Stonewall Workplace Equality Index. In January 2010 we were ranked within the Stonewall Top 100 Employers 2010 Workplace Equality Index. This demonstrates our commitment to supporting lesbian, gay and bisexual members of staff.

Refurbishing and building homes

• Leazes Homes. Following discussions with the City Council, we set up a charitable company, Leazes Homes, to enable us to build new affordable homes.

• Completed new build properties. We successfully completed our first new build project, the construction of 34 bungalows on three sites across Newcastle.

• Developer Panel. We established a panel of developers to provide the expertise to take forward projects and ensure through a competitive process that value for money is always provided.

• Started new build properties. With support from the Homes and Communities Agency we achieved start on sites for a total of 65 affordable homes and 45 homes for private sale, including supported housing for young families, the learning disabled and general needs family accommodation.

• Slatyford 3 storey flats. We worked with Benfield school and our construction partner Frank Haslam Milan Ltd. to involve young people in construction, and to raise awareness of environmental issues.

• Daisy Hill estate. We secured additional funding from Bridging Newcastle Gateshead (BNG) pathfinder, and SHIP to deliver environmental improvements to some properties on this estate.

• Milecastle House and Wansbeck House. We carried out a number of conversions of unpopular bed sit flats, involving older people from the Quality of Life partnership in the design of these new life time homes conversions.

• Adaptations service review. We have introduced a new service to assist residents to move, rather than adapt existing unsuitable homes.

This list is a summary of some of the big achievements, but all teams across the organisation have contributed towards our drive towards achieving our strategic objectives.

Investment and modern homes

In October 2004, the YHN Board agreed a YHN Investment Programme to meet the Government’s Decent Homes Standard by 2011. An initial group of 12 construction partners were appointed to help us deliver the programme. These partners have been subject to quarterly and annual benchmarking to ensure that only the lowest cost highest quality constructors receive allocations of work each year. As part of continued review, we are looking to progress delivery through the North East Procurement consortium framework to gain further efficiencies.

Since 2004 the programme has been revised on an annual basis to reflect changes in allocations from the Government and progress made during the previous year. Proposed schemes

for 2009/10 within our Modern Homes Investment Programme were agreed by YHN Board in January 2009.

Good progress has been made during 2009/10 towards achieving priorities, including completion of decent homes ‘packages’ contributing to the decency targets.

Programmes have been changed due to various practical issues, such as unexpected levels of work identified on site or estates being held under regeneration reviews. This has resulted in some estates being deferred to 2010/11 and others replacing them, providing a better fit against resources available, and ensuring continual value for money.

Overall progress is given below:

2005/06 2006/07 2007/08 2008/09 Qtr 2 Qtr 3 Q3 2009/10 2009/10 2009/10 2009/10 Target Outturn

Number of packages 5,678 7,741 7,396 7,624 33,061 34,680 6,241 8,351 completed

Number of units made 1,063 2,074 6,113 5,885 18,131 18,934 4,127 7,683 decent

Average energy efficiency (SAP) SAP 60 SAP 61 SAP 64 SAP 64 SAP 69 SAP 70 SAP 70 SAP 69 rating

Annual Cumulative Current year Outturn Outturn Outturn against (from 2004) target

Current Progress at 31.12.2009

40 41

6Looking forward: what we aim to achieve in 2010/11

Our ‘Top 20’ targets

We have identified 20 ‘business critical’ targets which will be monitored by our Performance Committee on a quarterly basis. We think that these targets will give a good overall picture of how we are doing during the year to our customers, the Tenants’ Federation, our board and Newcastle City Council. These are aligned with our four strategic objectives. The ‘top 20’ targets for

2010/11 are:

Refurbishing and building homes

• Reduce the average voids re-let time to 21 days by 31/03/2011.

• 6,869 homes to be made decent in 2010/11.

• Achieve 85% satisfaction with the internals investment programme by 31/03/2011.

• Achieve 93% satisfaction with the externals investment programme by 31/03/2011.

• 97% of Modern Homes Programme spend to come within budget during 2010/11.

• Achieve 92% satisfaction with the repairs and maintenance service by 31/03/2011.

• Start on site 52 new properties and complete 46 by 31/03/2011.


• Achieve 81% satisfaction with the overall housing service by 31/03/2011.

• Reduce net rent arrears to £1,900,000 by 31/03/2011.

• Achieve 3% efficiency saving on 2008/09 baseline budget by 31/03/2011.

• Meet the ‘achieving’ level of the Equality Framework for Local Government by 30/06/2010.

• Achieve the Corporate Customer Service Excellence accreditation by 31/03/2011.

• Agree local standards with tenants for the service areas outlined by the Tenant Services Authority by 31/03/2011.


• Maintain 81% BME satisfaction with the overall housing service by 31/03/2011.

• Achieve 60% level A’s in our Service Quality Frameworks for Supporting People contracts during 2010/11.

• Achieve 60% satisfaction of tenants who report anti-social behaviour in 2010/11.

• Achieve 89% satisfaction with involvement services from involved customers by 31/3/2011.

A quality workforce

• Reduce the number of sickness days per FTE employee to 9.6 days by 31/03/11.

• Achieve North East Better Health at Work Silver award by 31/12/2010.

• Implement Staff Competency Framework by 31/10/2010.

The other capital programmes that make up the Housing Investment Programme are

summarised below.

This expenditure is for projects outside modern homes work, made up of the

following:

• Environments and modern homes plus;

• Landlord services;

• Meeting special needs;

• Redevelopment and demolitions;

• Improving customer services.

Other Capital Programmes Totals to 2011/12

At end Q3 2008/09

Current Expenditure Forecast £101.2M

Current HIP Resource Allocation £102.7M

Current Programme Excess Funding £1.5M

42 43

Wider Management Team targets

The targets that we have identified below are ones which our senior managers will be monitoring on a regular basis through the year. These represent key areas of work for all teams within YHN. This list of targets will enable senior managers to recognise and acknowledge things that are going well. If any of the targets are not being met during the year, our

Wider Management Team will decide what action is required to address any problems. Several of the targets are repeated in the table where these are the responsibility of more than one team.

The targets highlighted in red in the table are ‘Top 20’ targets. These are included as they will also be monitored by the Wider Management Team.

Target ReasoningHow the top 20 targets were set for 2010/11

The following table provides further information about the targets and how they

were set: Agree local standards with tenants for the service areas outlined by the Tenant Services Authority by 31/03/2011.

Achieve 81% BME satisfaction with the overall housing service by31/03/2011.

Achieve 60% level A’s in our Service Quality Frameworks for Supporting People contracts during 2010/2011.

Achieve 60% satisfaction of tenants who report anti-social behaviour in 2010/2011.

Achieve 89% satisfaction with involvement services from involved customers by 31/03/2011.

Reduce the number of sickness days per FTE employee to 9.6 days by 31/03/2011.

Achieve North East Better Health at Work Silver award by 3112/2010.

Implement Staff Competency Framework 31/10/2010.

This is a Tenant Services Authority requirement.

Maintain performance. Numbers responding to the STATUS survey are low.

This is a 10% increase on the 2009/2010 target. A new framework introduced has raised the bar for achieving level A.

This target has been rolled over as we did not achieve the satisfaction rate in 2009/10.

This target has been rolled over as we did not achieve the satisfaction rate in 2009/10.

This target is set to achieve the performance of our comparators.

This target aims to build on our 2009/2010 achievement of the bronze award.

New target.

Target

Reduce the average voids re-let time to 21 days by 31/03/2011.

6,869 homes to be made decent in 2010/11.

Achieve 85% satisfaction with the internals investment programme by 31/03/2011.

Achieve 93% satisfaction with the externals investment programme by 31/03/2011.

97% of Modern Homes Programme spend to come within budget during 2010/2011.

Achieve 92% satisfaction with the repairs and maintenance service by 31/03/2011.

Start on site 52 new properties and complete 46 by 31/03/2011.

Achieve 81% satisfaction with the overall housing service by 31/03/11.

Reduce net rent arrears to £1,900,000 by 31/03/2011.

Achieve 3% efficiency saving on 2008/09 baseline budget by 31/03/2011.

Meet the ‘achieving’ level of the Equality Framework for Local Government by 30/06/2010.

Achieve the Corporate Customer Service Excellence accreditation by 31/03/2011.

Reasoning

This is a further reduction on the 2009/2010 target of 27 days.

This is based on decent homes projections for 2010/11.

Maintain performance. As there is more disruption for customers satisfaction rates tend to be lower for internals than externals.

This is a 3% increase on the 2009/2010 programme of 90%.

Maintain 2009/2010 performance.

This is an existing target carried forward. It is a contractual target with the repairs and maintenance service provider.

This is a new target.

This is an existing target carried forward. In 2009/2010 79% was achieved, a 6% increase on 2008/09. As this is a National Indicator the aim is to be top quartile.

This is a further reduction on the target of £2.4 million in 2009/2010.

This is an existing target carried forward. The target is set by central government for local authorities and YHN is expected to contribute to the city council efficiency savings.

This is a new target, for a new framework.

This is a new target building on individual services accreditations.

Target Type Colour

YHN Top 20 and WMT target P

WMT target Pi

No YHN Top 20 or WMT target Y

2010-11 YHN Top 20 and Wider Management Team (WMT) targets

44 45

Headline Targets

• 6869 homes to be made decent in 2010/11

• 97% of Modern Homes Programme spend to come within budget during 2010/11

• Deliver 97% of projects on Planned Environmental Maintenance Schemes (PEMS), Housing Project Fund (HPF) and Structural Minor Works during 2010/11

• Start on site 52 new properties and complete 46 by 31/03/2011

• Ensure 100% of all tender submissions to the Homes and Communities Agency completed to agreed timescales during 2010/11

• Produce 100% of policies, strategies and procedures to approved templates within agreed timescales during 2010/11

• Identify and deliver a full research programme by 31/03/2011

• 6869 homes to made decent in 2010/11

• Achieve 93% satisfaction with the externals investment programme by 31/03/2011

• Achieve 85% satisfaction with the internals investment programme by 31/03/2011

• 97% of Modern Homes spend to come within budget during 2010/11

• Carry out Leasehold Service review by 31/03/2011

• Implement a staff competency framework by 31/10/2010

• Achieve North East Better Health at Work silver award by 31/12/2010

• In partnership with the HR Team implement actions by deadlines outlined with the YHN People Strategy

• Achieve 89% satisfaction with involvement services from involved customers by 31/3/2011

• Agree local standards with tenants for the service areas outlined by the TSA by 31/3/2011

• Make sure the database of ‘make a difference’ volunteers is representative of the tenant population in terms of age, gender, ethnicity, disability, religious beliefs and sexual orientation by 31/03/2011

• Meet the requirements set out by the Tenant Services Authority to agree and publish an approach to working with tenants to agree local standards for services by 1/10/2010

Team

Assets and Programming

Business Strategy Team

Investment Delivery Team

Leasehold Team

Organisational Development Team

Customer Involvement Team

Directorate

Business

2010-11 YHN Top 20 and Wider Management Team (WMT) targets

P

P

P

P

P

Pi

Pi

Pi

Pi

Pi

46 47

Headline Targets

• Achieve a 15% increase in traffic to the YHN website by 31/03/2011

• Hold the first AGM for Leazes Homes during 2010/11

• Meet the ‘achieving’ level of the Equality Framework for Local Government by 30/06/2010

• Adopt the key features of the Public Sector Equality Duty contained within the new Single Equality Act by 31/01/2011

No YHN Top 20 or Wider Management Team targets during 2010/11

• Maintain a minimum Housing Revenue Account (HRA) balance of £5 Million by 31/03/2011

• Access additional sources of funding to raise £500k by 31/03/2011

• Leasehold Service Charges for 2009/2010 actual costs will be invoiced at a block level by July 2010

• Maintain a minimum Housing Revenue Account (HRA) balance of £5 million by 31/03/2010

• Achieve 3% efficiency saving on 2008/09 baseline budget by 31/03/2011

• Maintain a minimum Housing Revenue Account (HRA) balance of £5 million by 31/03/2011

• Reduce number of sickness absence days per full time equivalent to 9.6 days by 31/03/2011

• In partnership with the OD Team implement actions by deadlines outlined with the YHN People Strategy

• Contribute to achieving a minimum Housing Revenue Account Balance of £5 million by 31/03/2011

• Collect £400k of Former Tenants Arrears during 2010/11

• Collect 97% of leasehold service charges during 2010/11

• Collect 80% of leasehold major works invoices during 2010/11

No YHN Top 20 or Wider Management Team targets during 2010/11

Team

Chief Executive’s Office

Equality and Diversity

Administration and Facilities

Finance Business Support

Finance Procurement and Payments

Finance Revenue

Human Resources

Income Team

Right to Buy

Directorate

Chief Executive’s Office

Finance and Resources

Pi

P

Pi

Y

Pi

Pi

Pi

Pi

Pi

Y

P

P

48 49

Headline Targets

• Project delivery: 82% of projects (and key milestones) delivered to agreed timescale during 2010/11

• Carry out an IT service review by 31/03/2011

• Achieve 60% level A’s in our Service Quality Framework assessments for Supporting People contracts during 2010/11

• Complete service review by 30/09/2010


• Complete service review by 30/09/2010

• Achieve 5% increase in CCAS/Telecare client growth by 31/03/2011

• Continue implementation of the Concierge Service review recommendations by 30/03/2011

• Carry out HASBET and Rent Recovery service review by 31/03/2011

• Increase external managed furnished tenancies by 40% by 31/03/2011

• Carry out HASBET and Rent Recovery service review by 31/03/2011


• 90% of people living in our supported accommodation at North Kenton to maintain their tenancy for at least six months during 2010/11

• Complete all 2010/11 allocated actions in relation to the Councils new Lettings Policy

Team

YHN IT

Advice and Support

Asylum Seekers Unit

Care Services

Concierge

HASBET

NFS

Rent Recovery Team

YPS

YCH

Directorate

Pi

P

P

P

Pi

Pi

Pi

Pi

Pi

Pi

Pi

Pi

Citywide Services

50 51

Headline Targets

• Achieve the corporate Customer Service Excellence accreditation by 31/03/2011

• 95% of complaints to be given a full written response within 10 working days during 2010/11

• Reduce the average time taken to re-let properties to 21 days by 31/03/2011

• Reduce net rent arrears to £1,900,000

• Achieve 81% customer satisfaction with the overall housing service by 31/03/2011

• Achieve 60% satisfaction of tenants who report anti-social behaviour by 31/03/2011

• Achieve 81% Black Minority Ethnic (BME) satisfaction with the overall housing service by 31/03/2011

• Carry out service review by 31/12/2010

• Achieve 92% satisfaction with the Repairs and Maintenance Service during 2010/11

• Ensure that 90% of maintenance contracts Key Performance Indicators (KPI’s) are achieved in 2010/11

Team

Customer Service

Housing Management

Property Maintenance Team

Directorate

Tenancy Services P

Pi

P

P

Pi

Pi

52 53

Investment and modern homes

The modern homes partner allocations

for 2010/11 will be agreed by the

YHN Board. These include allocations

to existing partners and new

contacts through the NEP (North East

Procurement) framework. The 2010/11

programme reflects the prioritised and

programmed approach towards our

ultimate decent homes target. Our full

programme for the year is attached to

this plan (Appendix 4).

The modern homes programme for

2010/11 remains significant. We

anticipate capital spend of £62.6

million of which £56 million relates

to the modern homes programme

(the remainder covers demolitions,

capitalised voids properties, Riverside

Dene regeneration, and so on).

Our key modern homes targets for

2010/11 are:

• Decent Homes work (internal and external packages of work) to be completed to approx. 8,354 properties by 31/03/2011.

• 6,869 homes to be made decent in 2010/11.

The second of these targets is in our

‘Top 20’ targets, and the first one is a

‘Wider Management Team’ target for

2010/11.

Future business

Our future business until 2014 and an

overview of our direction for the next

four years is explained in our business

strategy, which is summarised in section

two of this plan.

Our future business will continue to

be developed through discussions with

NCC. Opportunities that arose through

the provisions of the Housing and

Regeneration Act 2008 will continue to

drive some of the work that we do. This

includes working with the Homes and

Communities Agency, to build new and

affordable homes across all tenures and

driving investment in regeneration. It

also includes working with the Tenant

Services Authority (TSA) in relation to

their new framework to regulate social

housing.

Some of our new business already

identified for 2010/11 will include:

• Developing new service standards for service areas defined by the TSA, in full consultation with tenants and other customers.

• Working with the City Council to introduce the council’s new lettings policy. This will involve working with sub regional partners to develop one lettings service for the Tyne and Wear area.

• Offering anti-social behaviour services to other social landlords.

• Expanding services provided by our furniture service. This has been made possible by acquiring a new warehouse in September 2009. This includes developing partnership working with Wakefield Homes and other social landlords in Yorkshire, following discussions and expressions of interest during 2009.

In terms of building new properties, we

will:-

• Progress with our partners new opportunities to bring developments to market;

• Look at providing different housing tenure types and help enable people to chose the housing option that best meets their needs and circumstances; and

• Build on 2009/10 and bring on four new sites to start on site in 2010/11.

54 55

Appendix 1Business and fi nancial planning diagram

Steering group launch the process through Senior Management Teams (SMTs)

Managers complete thePlanning Proforma

Service Plan preparatory information produced

Service Plan preparatory information to managers for discussion with staff

Steering group collate feedback from all sources

Draft Service Plan produced (with agreed 3% effi ciency savings to feed into medium term

plan and service budgets)

Final Draft Delivery Plan, base budget and medium term plan produced

Reported to Management Team, Boardand NCC for agreement

Organisational and Team Learning and Development plans developed (reviewed

quarterly with managers)

Targets and Actions cascaded through individual appraisals and 1:1 meetings

Launch of Delivery Plan

• Information from managers to SMT’s for comment

• YHN Management team agree Directorate effi ciency saving allocations

Team meetings:• Managers agree targets and actions with

their staff• Staff identify achievements and outcomes

for customers

Steering group collate feedback from all sources

Monthly budget monitoring meetings

Draft Service Plan consultation – NCC, Tenant’s Fed and customers

Monthly feedback on issues raised during the process via

Housing Services News

Performance against targets monitored and reported

Corporate issues reported to Management Team Initial

feedback to staff on their contribution to the process –

opportunity to comment

Initial consultation on Service Plan preparatory information –

NCC, Tenant’s Fed and customers

May

June

July

August/September

October/November

October/November

December -March

April and beyond

55

56 57

What is the Service Plan?

The YHN Service Plan is an annual

document which sets out what all

our teams do, and what they want to

achieve during the year. It explains

how all teams contribute to meeting

the strategic objectives identified in

the Delivery Plan. The information is

in alphabetical order on a directorate

basis.

How is it developed?

We use a business and financial

planning process to produce service

plans. This process is described in the

delivery plan. It involves discussing team

priorities, financial issues and potential

targets and actions to achieve objectives

with managers and staff from across

the organisation. We consulted with

a cross section of staff from all teams

and sections during 2008/09. We also

spoke to service users to find out what

the important issues were for them. All

of the information produced from this

process was condensed into a list of

possible actions and targets. Through

further consultation with customers,

senior managers, managers and staff,

this list was refined further into a final

plan for each team.

What is in the plan?

The service plan includes information

about what teams do, and lists actions,

targets and indicators for each service.

It also includes service standards for

all teams. The service plan is used as a

working document for managers and

staff across the organisation, and is

developed and refined further each

year. An organisation chart is included

to show how the individual teams fit

into the YHN structure. The targets and

actions are drawn from a wide range of

sources in addition to those identified

by managers, staff and tenants. These

include statutory or legal requirements

and YHN strategic policy documents.

The intention is that the service plan

acts as a comprehensive reference

document for staff in identifying key

targets and action areas. There is also

a link between what is in the service

plan, and what is identified in individual

workplans, appraisals and supervision

sessions within teams.

Specific information in the plans is

made up of:

• Our ‘Top 20’ targets. A list of strategic

targets which are considered ‘business

critical’. These also appear in the

Delivery Plan and form the basis of

performance reports to the YHN

Performance Committee. They are

also monitored regularly by senior

managers.

• Our ‘Wider Management Team’

targets. An additional set of 33

targets and actions identified by

YHN Management Team to represent

overall performance and key actions

for each team. These are also

included in the team service plans

to ensure accountability, and are

discussed at regular meetings of the

Wider Management Team of senior

managers regularly.

• Team targets and actions. These

form the basis of team service plans

and are used by managers to assist

in guiding and focussing the work

of their teams. They are used as a

basis for monitoring performance

within teams, and they link with

staff supervision and annual staff

appraisals.

• Service Improvement Plan actions.

Work that is being carried out

through the Service Improvement

Plan such as service and policy

reviews is included, so that there is a

cross reference between the service

plan and the Service Improvement

Programme.

• Equality and diversity targets.

These are identified for each team

so that staff are clear about their

responsibilities in relation to diversity

issues.

• Service standards. These are included

so that performance against service

standards is monitored in the

same way that all other targets

are, through the performance

management framework. We

have carried out a review of all

service standards during 2009/10 in

consultation with customers. The

review is complete for most services,

but several sets of standards are still

subject to consultation. For these

services, previous standards are

included, but these will be updated as

new standards are finalised.

What changes have we made this year?

The plan is similar to last year’s, although

we have refined the content again.

The code list at the beginning of the

service plan identifies the source of each

action and target listed. Actions and

targets are also colour coded to reflect

different categories of target which are

identified below and in section three of

the Delivery Plan. The codes have been

changed this year to establish more of

a link between the service plan and

work monitored through our Service

Improvement Programme, explained in

section three of the Delivery Plan.

We have reduced the number of targets

and actions again this year, and we

have made an effort to ensure that all

targets are SMART (specific/ measurable/

achievable/realistic/timely), and that they

are meaningful for our customers.

We have also included a glossary of

terms at the end of the plan this year for

the first time.

How is the plan monitored?

All of the actions and targets listed in the service plan are monitored through the performance management framework. This is described in the Delivery Plan. It involves regular liaison with the manager of each service to check that actions and targets are completed by the due date. Information about performance is reported to the YHN Performance Committee on a quarterly basis. If actions or targets are not being met and are reported to the committee as ‘red’, the relevant manager is required to take necessary action or develop a plan to ensure that performance improves.

Appendix 2The YHN Service Plan to 2010/11

58 59

Target Type Colour

YHN Top 20 and wider management team P

Wider management team Pi

Service standards O

Team target Y

Equality and diversity target B

Strategy R

Team action G

Chief Executive

Director of Tenancy Services

Care and Support Services

- Advice and Support

- Asylum Seekers’ Unit

- Community Care Alarm Service and Sheltered Housing

- Concierge Service

- Young People’s Services

Citywide Services

- Anti Social Behaviour (HASBET) and Rent Recovery

- Newcastle Furniture Service and Garden Care

- Your Choice Homes

Customer Service

Housing Management

Property Maintenance

Assets and Programming

Business Strategy

Investment Delivery

Leasehold Service


Customer Involvement

Central Services

Finance

Human Resources

Income

Right to Buy

YHN IT

Assistant Chief Executive and

Director of Business

Director of Finance

and Resources

Communications Equality & Diversity

Governance Management

Support

Source Code

Support and care to communities 1

Three star excellent services 2

A quality workforce 3

Refurbishing and building homes 4

Commission of Racial Equality action plan 5

Service Improvement Plan 6

How we spend your rent – tenant focus group 7

Business and fi nancial planning – managers suggestion 8

Business and fi nancial planning – staff suggestion 9

Corporate Equality Plan 10

Legal requirement 11

Equality Impact and Needs Assessment (EINA) 12

Environmental maintenance 13

National Indicator 14

Service Plan Code List and Colour Key Organisational Structure

60 61

Directorate: Business DevelopmentTeam: Assets and Programming

• Asset Management strategy – development and implementation

• Preparation, prioritising monitoring and control of the YHN Investment Programme and budget including:

• Decent Homes Standard • Modern homes • Landlord services • Meeting special needs • Demolition and redevelopment • Improving customer services, including office accommodation • Managing and monitoring the painting programme • Programme monitoring of all non-decent homes work • New build programme • Housing Project Fund • Planned environmental schemes • Fire safety programmes • One off capital projects

• Business Planning information and analysis including sustainability assessments

• Controlling the delegated decision process

• Prioritisation of capital expenditure

• Consortia working

• Construction procurements

• Development and management of the 50 year investment plan

• Monitoring works completed or required and disseminating information as relevant to other IT systems, such as warranties, decency tracking, adaptations, website, PS Team contract monitoring

• Management and development of stock condition information

• Construction related health and safety including asbestos monitoring

• Identifying and evaluating sites for development of housing new build

• Management of community building budget

• Management of all aspects of leasehold tenure on behalf of Newcastle City Council

• Adhere to all leasehold legislation in relation to issuing and managing of service charge accounts, lease terms and statutory consultation.

The targets below are monitored on a quarterly basis through the service plan monitoring programme

YHN Top 20 and Wider Management Team targets

4 • 6,869 homes to be made decent in 2010/11

4 • 97% of Modern Homes Programme spend to come within budget during 2010/11


9 • Deliver 97% of projects on PEMS, HPF and Structural Minor Works during 2010/11

6 • Carry out Leasehold Service review by 31/03/2011

Service standards

Assets and Programming:

• We will produce a quarterly report to Performance Committee, Customer and Service Delivery Committee and managers on the Modern Homes Programme progress during 2010/11

• We will ensure the Housing Investment Programme is monitored through monthly business meetings with budget holders during 2010/11

• We will present resulting priorities and proposals to Investment Executive quarterly during 2010/11 to ensure value for money and strategic programme priorities are maintained.

• We will update all information systems within specified timescales:

• Property Information system (IIS) once a week • Property moves and omits with two working days upon receiving request • Website information relating to Modern Homes Programme every two weeks • Financial updates received from the construction partners are updated into the Modern Homes Programme model within one working day upon receiving request

• We will acknowledge all internal information requests within five working days of receiving request; detailing an expected completion

• We will provide quarterly KPI information on Constructor performance on the Modern Homes Programme for quarterly benchmarking meetings

• We will complete a technical assessment for all PAFF submissions within five working days of receipt

• We will provide technical recommendations on HPF schemes and budget estimates to housing management within two weeks of request

Key work areas: Ref

P

Pi

O

62 63

Ref

• We will provide technical support to carry out surveys and inspections etc. to other YHN teams within two weeks of receiving the request

Leasehold:

• We will send you an estimated invoice for the year ahead by 31st March each year, and an actual bill for the previous year by 30th September each year

• We will send you a leasehold newsletter twice a year

• We will invite you to a leasehold event once per year

• We will consult with you a minimum of 30 days before we carry out any major work to your home (legal requirement)

• We will consult with you at least 30 days before we make any major changes to services you receive which involve long term partner agreements (legal requirement)

Team targets

4 • Complete independent internal works surveys for all remaining properties in the Modern Homes Programme by 31/08/2010

9 • All asbestos surveys to be incorporated within the new Asset Management IT System by 30/06/2010

4 • Quarterly cost and quality benchmarking of construction partners to take place during 2010/11

8 • Complete the implementation of the Asset Management IT system, with the last phase of integration to Northgate complete by 31/10/2010

9 • 80% of Housing Project Budget to be committed and orders placed by 30/11/2010

9 • All HPF and PEMS works to be identified by 30/09/2010

2 • Develop a process for the collection of customer satisfaction information on non-modern homes works and set a baseline for future targets by 30/09/2010

2 • Participate in the HQN leasehold benchmarking survey during 2010/11

4 • Average Standard Assessment Procedure rating of local authority owned dwellings of 71 by 31/03/2011 (BV 63)

2 • We will send all new leaseholders a welcome pack within 30 days of notification of sale completion during 2010/11

2 • We will issue all leaseholders an annual report including demographic information and performance information during 2010/11

2 • We will achieve 65% leaseholder customer satisfaction during 2010/11

Ref

Equality and Diversity targets

2 • Monitor and measure construction partners outcomes against agreed Key Performance Indicators to reflect the diversity of the community in respect of both services provided and as employers during 2010/11

8 • Monitor leaseholder loan uptake by BME groups and set a baseline during 2010/11

12 • Complete an EINA on the YHN Asset Management Strategy by 31/03/2011

12 • Complete an EINA as part of the Leasehold Service review by 31/03/2011

The actions below contribute to achieving all of the above targets

Team actions

4 • Monitor our construction partners to ensure that they meet the

following Modern Homes Programme targets:

• 8354 improvement packages to be delivered during 2010/11

• 6869 (to be confirmed) homes to be made decent in 2010/11

2 • Monitor leasehold internal performance indicators on a quarterly basis

2 • Undertake an annual leaseholder satisfaction survey by 31/12/2010

O

Y

G

B

64 65

Directorate: Business Team: Business Strategy Team

• Establish, develop and implement performance management and monitoring frameworks

• Formulate, develop and update policy and strategy

• Provide support to operational teams when requested

• Manage the YHN Improving on Excellence service improvement programme

• Strategic, divisional and team risk management

• Evaluate business propositions

• Carry out research for YHN and ensure there is a comprehensive understanding of our customer base

• Work on key procurements

• Will embed a robust contract management structure for all Service Level Agreements

• Co-ordinate service improvements as recommended by the TSA

• Disseminate information on housing initiatives, policy development and legislative changes

Key work areas:

Ref

Ref

• We will produce quarterly performance management reports during 2010/11

• We will produce quarterly research reports during 2010/11

• We will deliver two risk management update sessions to YHN Board, Audit Committee and each Senior Management Team during 2010/11

• We will update our pages of the YHN staff intranet on a quarterly basis to ensure an accurate reflection of our current work and team members during 2010/11

• On receiving a request for advice on policy and strategy development we will agree the next steps required within 10 working days during 2010/11

• We will report to Performance Committee twice annually on milestones delivered as part of the Service Improvement Programme during 2010/11

Team targets

2 • Ensure that all draft SLA’s for 2011/12 are formulated by 31/03/2011

7 • Build 10 two bed bungalows with affordable rents for the over 60’s by 31/03/2011

7 • Build 59 houses for family accommodation by 31/03/2011

9 • Complete annual Business and Financial Planning cycle to agreed timescales during 2010/11

2 • We will produce quarterly performance management reports for performance committee and NCC during 2010/11

9 • Complete 99% of Housemark benchmarking exercises to agreed timescales during 2010/11


8 • Deliver a supported housing scheme for young families by 31/01/2011

12 • Complete an EINA on the YHN Risk Management Strategy by 31/03/2011

5 • Complete all CRE actions within the CRE action plan on time during 2010/11

P

Pi

O

O

Y

B


YHN Top 20 and wider Management Team target

7 • Start on site 52 new properties and complete 46 by 31/03/2011


4 • Ensure 100% of all tender submissions to the Homes and Communities Agency completed to agreed timescales during 2010/11

2 • Produce 100% of policies, strategies and procedures to approved templates within agreed timescales during 2010/11

2 • Identify and deliver a full research programme by 31/03/2011

Service standards

• We will produce an annual service plan for Your Homes Newcastle during 2010/11

• We will produce an organisational wide policy briefing every two months during 2010/11

• We will review all service standards on an annual basis during 2010/11

66 67

Ref

The targets below are monitored on a monthly basis through the Service

Improvement Programme

Strategy target

6 • Complete a review of the YHN Risk Management Strategy by

31/03/2011


Team actions

8 • Develop all business cases agreed by management team during 2010/11

7 • Ensure all Neighbourhood Services SLA’s have a robust management

structure by 31/03/2011

9 • Complete review of the tenancy handbook by 30/06/2010

9 • Complete review of Highways SLA by 31/10/2010 G

R

Directorate: BusinessTeam: Investment Delivery

• Delivery of all aspects of the YHN Investment Programme

• Commissioning of YHN Investment Delivery including procurement, delivery and cyclical repairs such as painting programmes

• Consultation with residents and stakeholders on programmes and the business plan

• Resident consultation and support services for each project

• Affordable Warmth, Newcastle Warm Zone and Home Energy Conservation Act strategy and delivery

• Project management of regeneration schemes and programmes

• Commissioning and delivery of adaptations for people in council housing

• Involvement in induction for YHN staff

• Developing new regeneration schemes

• Relocation of residents as required within regeneration areas

• Identifying and applying for new and existing sources of funding

Key work areas:



4 • 6869 homes to made decent in 2010/11

2 • Achieve 93% satisfaction with the externals investment programme by 31/03/2011 (also service standard)

2 • Achieve 85% satisfaction with the internals investment programme by 31/03/2011 (also service standard)

4 • 97% of Modern Homes spend to come within budget during 2010/11

Service standards

Investment Delivery:

• We will always write to tell you about any work we are planning for your home at least three months before work is due to start during 2010/11

• We will always hold an information event before we start work on your estate under the Modern Homes Programme during 2010/11

• During 2010/11 we will carry out customer satisfaction surveys on your estate during the Modern Homes work

Ref

P

O

68 69

Ref


8 • Investigate communication methods with BME groups by 31/12/2010



Team actions

2 • Produce quarterly satisfaction reports on the Modern Homes Programme to Performance Committee during 2010/11

6 • Carry out a review of the Investment Delivery Team by 31/03/2011

9 • Deliver three pilot estates through NEP by 31/12/2010

9 • Investigate the option of re-charging tenants for non access for Modern Homes work by 31/12/2010

9 • Investigate the possibility of providing a chargeable adaptations service to other housing organisations by 31/03/2011

Ref

Y

B

G

O

• During 2010/11 we will carry out a customer satisfaction survey within three months of the estate being finished on all of our completed schemes to assess the quality of the work and service. We will let you know what we have found and what we are going to do about any problems

• We aim for 85% of our customers to be satisfied with internal work we have done on the Modern Homes Programme during 2010/11

• We aim for 93% of our customers to be satisfied with the external work we have done on the Modern Homes Programme during 2010/11

Adaptations:

• We will send a welcome letter to all of our new clients within 28 working days of receiving a referral from Adult and Culture Services during 2010/11

• We aim to achieve at least 90% customer satisfaction for the work carried out to customers’ homes’ during 2010/11

Resettlement and Relocation:

• We will contact you within 20 working days of receiving a referral during 2010/11

• We will agree with you how often we will update you about your move during 2010/11

• When you have accepted another property, we will contact you within two working days to organise your move during 2010/11

• We will contact you within five working days after your move to sort out any problems you may have during 2010/11

Team targets

2 • Carry out interim customer satisfaction surveys within six weeks of a scheme starting throughout 2010/11. The result will be discussed in site meetings to continually improve constructors performance

4 • 8354 improvement packages to be delivered during 2010/11

8 • Re-house 270 households on the Riverside Dene project by 31/03/2011

8 • Achieve 85% customer satisfaction from tenants who are re- housed during 2010/11

8 • Achieve five sources of external funding during 2010/11

70 71

Directorate: Business Team: Organisational Development

• Support staff and managers in identifying and prioritising team and individual learning and development needs

• Plan, develop, deliver and commission appropriate learning and development responses to prioritised needs

• Manage, monitor, review and report on learning and development activities to demonstrate return on investment

• Design and facilitate the implementation of organisational development and initiatives

• Ensure all learning and development activities are aligned to business need

Key work areas:



3 • Implement a staff competency framework by 31/10/2010

3 • Achieve North East Better Health at Work silver award by 31/12/2010

Wider Management Team

3 • In partnership with the HR Team implement actions by deadlines outlined with the YHN People Strategy

Service standards

• We will produce and advertise a learning and development prospectus by 31/03/2011

• We will send joining instructions to all learners who have an advanced booking on a training programme within 10 working days of the internal course date. We aim to do this for 96%.

• We will work with managers to develop annual team learning and development plans for all service areas by 31/07/2010

• We will develop an annual learning and development plan for YHN Board members by 31/07/2010

Team targets

3 • Involve 15% of staff in Adult Learners Week by 21/05/2010

9 • Carry out one research programme utilising local university students during 2010/11

9 • 10% of staff to participate in Safeguarding Adults training by 31/03/2011

Ref

Ref


8 • Introduce a range of learning opportunities around the six strands of equality by 31/03/2011


12 • Complete an EINA on the YHN Leadership and Development Strategy by 31/12/2010


Team actions

3 • Update our learning and development calendar/intranet pages in June 2010, September 2010 and December 2010

9 • Launch revised appraisal paperwork and procedure in line with the staff competence framework by 30/06/2010

9 • Produce quarterly learning and development evaluation reports during 2010/11

9 • Gain national accreditation (OCN credit4learning) for two areas of core business learning and development by 30/09/2010

9 • Review and implement YHN Management Charter by 30/09/2010

P

Pi

O

Y

B

G

72 73

Directorate: Business Team: Customer Involvement

• Develop a wide range of good quality and effective involvement and feedback methods

• Support other service areas to make YHN a customer - focused organisation where customers drive forward service improvements

• Ensure that involved customers are representative of the YHN customer base

• Deliver a structured programme of positive activities

Key work areas:



2 • Achieve 89% satisfaction with involvement services from involved customers by 31/3/2011

2 • Agree local standards with tenants for the service areas outlined by the TSA by 31/3/2011


2 • Make sure the database of ‘make a difference’ volunteers is representative of the tenant population in terms of age, gender, ethnicity, disability, religious beliefs and sexual orientation by 31/03/2011 (also service standard)

2 • Meet the requirements set out by the TSA to agree and publish an approach to working with tenants to agree local standards for services by 01/10/2010

Service Standards

• We will respond to request for advice and support on involvement activity within three working days

• We will feedback to services any issues raised from involvement within two weeks of the activity taking place

• We will contact services six months after involvement activity to request progress against actions identified

• We will contact services once a year to identify their involvement needs. This will ensure involvement priorities are aligned to organisational priorities in addition to meeting customer priorities

Ref

Ref

• Make sure the database of ‘make a difference’ volunteers is representative of tenant population in terms of age, gender, ethnicity, disability and sexual orientation by 31/03/2011 (also WMT target)

• We will deliver 100 involvement activities by 31/03/2011

Team targets

2 • Deliver 10 service user workshops during 2010/11

2 • Deliver six mystery shopping exercises during 2010/11

8 • Monitor improvements to services in relation to involvement activity outcomes on a quarterly basis during 2010/11

2 • Feed back outcomes to 99% of participants from involvement events held during 2010/11

The targets below are monitored on a monthly basis through the Service Improvement Programme

Strategy target

6 • Work in collaboration with NCC to complete a review of the Tenant and Leaseholder Involvement Strategy 31/12/2010


Team actions

1 • Acquire £10,000 income for diversionary/leisure activities by 31/03/2011

1 • Deliver eight different positive activities for tenants by 31/03/2011

8 • Comply with the TSA standard on tenant involvement and empowerment by 31/03/2011

9 • Carry out a review of venues used for events to identify potential savings by 31/03/2011

9 • Investigate the possibility of improving the current customer involvement database to improve quality of information and effectiveness by 31/03/2011

P

Pi

O

Y

O

R

G

74 75

Ref

Communications:

• We will produce and deliver Homes + People four times each year to every tenant and leaseholder during 2010/11

• We will produce 10 editions of ‘Rewind’ , our internal newsletter for staff, during 2010/11

• We will agree a timescale for the design and production of printed materials within five working days of accepting a request during 2010/11

• We will inform you of the timescale for the translation of a document within four working days of accepting a request during 2010/11

• Achieve £200,000 advertising value equivalent of positive media coverage during 2010/11

• We will review all pages on www.yhn.org.uk for accuracy twice during 2010/11

The Communications team will action requests reported to [email protected] within the following timescales during 2010/11:

• All requests for basic content update or addition to an existing page will be responded to within five working days

• Development of an existing page or a new page, or a request that involves re-structuring information, adding links or several new documents: we will agree a timescale on a job by job basis up to a maximum of 10 working days

• All requests for urgent corrections or deletions will be responded to within two working days

Team targets

1 • Carry out specific targeted activity to Young People and the LGB community by 31/03/2011 to promote Board Membership opportunities

2 • Carry out 98% of planned organisation wide telephone monitoring during 2010/11

2 • Type and circulate Divisional SMT minutes within five working days during 2010/11

8 • Provide translated information or material in alternative formats within 10 days of request during 2010/11

2 • Ensure key performance data is published in Homes and People twice during 2010/11

Directorate: Chief Executives Office Team: Chief Executives Office

The Chief Executive’s Office incorporates the following functions: management support and executive assistance, equalities and diversity, company administration and board support and communications. We:

• Assist the Chief Executive and Management Team in the delivery of executive projects

• Facilitate and develop the organisations decision making processes

• Make sure that effective Governance processes and procedures are in place

• Ensure compliance with all statutory requirements relating to governance

• Provide Board/Area support and manage the support provided to committees through Service Level Agreements

• Provide administration and secretarial support to Management Team and Board as required

• Provide general and specialist advice to internal and external customers

• Manage and maintain effective data information systems

• Develop a wide range of good quality and effective communications

• Support internal and external customers to make YHN a customer - focused organisation where customers drive forward service improvements

• Organise events on behalf of YHN

Equality and diversity key work areas are provided in the separate service plan for the Equality and Diversity Team

Key work areas:



2 • Achieve a 15% increase in traffic to the YHN website by 31/03/2011

8 • Hold the first AGM for Leazes Homes during 2010/11

Service standards

Management Support:

• We will achieve 90% internal customer satisfaction during 2010/11

• Respond to 95% of management team correspondence within 10 working days during 2010/11

Board Support:

• Distribute Board papers within one week of the meeting taking place during 2010/11

Ref

Pi

O

O

Y

76 77

Ref


8 • Ensure that images of BME, LGBT and disabled senior staff and customers are used within promotional material to promote role models during 2010/11

12 • Complete an EINA on the YHN Communications Strategy by 31/03/2011


Strategy targets

6 • Complete a review of the YHN Communications Strategy by 31/03/2011


Team actions

2 • Review the Democratic Services SLA with NCC by 31/03/2011

8 • Meet quarterly with Homes and People Editorial Board to ensure tenants and leaseholders make a recognised contribution to the newsletter during 2010/11

2 • Pass on 97% of complaints to the central team within one working day during 2010/11

3 • Deliver eight Team Briefs to staff in 2010/11

8 • Produce an Annual Report for Leazes Homes by 31/10/2010

8 • Review the range of options available for customers with additional communications needs to access information by 31/03/2011

9 • Develop a database of all officers within the organisation who can provide additional voluntary and emergency communication assistance by 31/03/2011

9 • Provide a preference for tenants and leaseholders to opt out of receiving Homes and People by post where they have access to email by 31/03/2011

2 • Work with the YHN IT to review the potential use of social networking websites and, subject to funding, implement at least one new initiative by 31/03/2011

1 • Develop an employment page on the YHN website to facilitate the greater provision of information for people who want to get back into work or training by 31/03/2011

B

R

G

• Ensure that all equality and diversity responsibilities of the organisation are met

• Lead on mainstreaming the equality and diversity agenda within YHN with specific reference to:

• Equality Framework for Local Government

• Audit Commission Diversity KLOE

• CRE – Code of practice on Racial Equality in Housing

• Compliance with all equalities legislation

• Act as lead on the Corporate Equality Plan project within YHN’s Service Improvement Programme

Key work areas:


YHN Top 20 and Wider Management Team target

8 • Meet the ‘achieving’ level of the Equality Framework for Local Government by 30/06/2010.

Wider Management Team target

8 • Adopt the key features of the Public Sector Equality Duty contained within the new Single Equality Act by 31/01/2011

Service standards

Internal:

• Deliver an equality and diversity induction module to all new YHN staff during 2010/11

• Provide advice and assistance to all staff on all equality and diversity issues within three working days of receiving the request during 2010/11

• When there are changes in equality and diversity legislation that effect YHN policy and procedures we will brief all staff before changes take effect during 2010/11

External:

• Work with the Strategic Independent Advisory Group (SIAG) to agree an annual work plan during 2010/11

Ref

Directorate: Chief Executives Office Team: Equality and Diversity

Y

P

Pi

O

78 79

Ref

• Annually review the Disability Action Plans (DAPS) for all our workplaces during 2010/11 to make sure that access to our services meets the different needs of our diverse communities

• Attend and take part in at least three meetings of the Housing Diversity Network Bench Marking Club during 2010/11

Team targets

10 • Ensure that all Corporate Equality Plan targets for 2010/11 are achieved by 31/03/2011

10 • Produce a statement of compliance with the CRE code of practice on activities undertaken by 31/03/2011

2 • Produce and publish an Equality and Diversity Annual Report of all activities undertaken during 2009/10 by 31/05/2010

10 • Monitoring and continuous Improvements are reported at least six monthly to Board/SMT/Staff and stakeholders

1 • Review DAPS processes to ensure that our services meet the different needs of our diverse communities by 31/3/2011


Team actions

9 • Explore the possibility of introducing a virtual forum via email for SIAG members by 30/06/2010

1 • Carry out six monthly review of all DAPS Statements during 2010/11

10 • Attend at least three equality and diversity conferences/ workshops and three benchmarking meetings during 2010/11

7 • Participate in at least three events to celebrate significant cultural events such as Refugee Week, Pride etc. during 2010/11

2 • Hold two activities to target harder to reach groups and promote consultation during 2010/11

12 • Complete an EINA on the YHN Corporate Equality Plan by 31/12/2010


Y

O

G

Administration:

• Provide general and specialist information and advice to internal and external customers

• Manage the room booking and catering functions for YHN House

• Assist the work of YHN through the provision of clerical, administrative and support functions

• Manage and maintain effective data information systems in relation to PRI’s, incident and accident reporting

• Provide statistical and management information to management teams and in line with statutory requirements

Facilities Management:

• Arrange and manage planned and responsive maintenance to YHN House and grounds

• Arrange and manage planned and responsive cleaning within YHN House

• Deliver a daily courier service

• Collect and recycle materials

Key work areas:


Service standards

Administration:

• We will provide a reception service at YHN House between 8.15am and 5pm each working day during 2010/11

• We will collect and deliver the internal post at YHN House twice each working day during 2010/11

• We will input 97% of flexi adjustments within two working days of receiving the adjustment form during 2010/11

• We will issue a minimum of 97% of weekly flexi reports to section managers within five working days of the end of the flexi period during 2010/11

• We will respond to a minimum of 96% of admin pool request forms within two working days during 2010/11

• We will order 95% of uniforms within two working days of uniform fittings taking place during 2010/11

Ref

Directorate: Finance and Resources Team: Administration and Facilities

O

80 81

Ref

• We will confirm buffet requests within one week prior to the date of the buffet being required. We aim to do this for at least 95% of bookings during 2010/11

• We will process 96% of travel/accommodation requests within two working days during 2010/11

• We will enter a minimum of 98% of PRI forms onto the Northgate system within two working days during 2010/11

• Carry out 98% of planned organisation wide telephone monitoring during 2010/11

• We will respond to 96% of YHN leaflet requests within two working days during 2010/11

Facilities:

• We will provide a daily courier service for YHN House, decentralised teams and the Civic Centre on each working day. We aim to do this at least 98% of the time during 2010/11

• 99% of goods received at YHN House bearing a name or section will be delivered to the recipient within one working day during 2010/11

• We will review the security of YHN House and all service contracts on an annual basis during 2010/11

Team targets

13 Facilities Management:

• Provide a daily recycling collection service for YHN House and decentralised services. 98% target during 2010/11

3 • 96% for completion of a health and safety review of YHN House and the grounds twice each day during 2010/11


1 • Review DAP for YHN House by 31/03/2011

12 • Complete an EINA on the YHN Access to Information Policy by 31/03/2011


Team actions

8 Facilities Management:

• Investigate options of expanding the Facilities Management service to provide repairs and maintenance to satellite YHN offices by 31/07/2010

8 • Investigate options of introducing an online repairs reporting form accessible to all Facilities Management staff and use of ‘blog’ style feedback for other issues by 31/10/2010

O

Y

B

G

Directorate: Finance and Resources Team: Financial Business Support

Key work areas:

• Interface with Newcastle City Council (NCC) on technical finance issues

• Prepare financial information for Housing Revenue Account (HRA) and YHN Business and Medium Term plans

• Monitor and report timely, accurate and robust financial information relating to the HRA Capital Investment Programme and provide financial support and advice to enable decisions to be made at the earliest opportunity in order that the programme can be delivered within agreed financial constraints so as to minimise the impact on HRA Reserves.

• Prepare YHN and HRA statutory accounts for submission in accordance with statutory deadlines.

• Liaise with the Company’s external auditors to ensure there is no qualification of the accounts

• Prepare and submit HRA Subsidy returns and Prepare Supporting People performance returns and maintain and maintain Supporting People financial information

• Provide a financial and business planning consultation service including taxation issues

• Prepare and submit statistical data to external organisations

• Carry out assessment and appraisal of consultations affecting the HRA and ALMO finance

• Co-ordinate grant claims and procedures

• Interface with NCC on technical finance issues

• Prepare financial information for HRA and YHN Business and Medium Term plans

• Financial Support to Leazes Homes, Investment Appraisals and Financial Statements

82 83

Ref Ref


Wider Management Targets

2 • Maintain a minimum HRA balance of £5 Million by 31/03/2011

2 • Access additional sources of funding to raise £500k by 31/03/2011

2 • Leasehold Service Charges for 2009/2010 actual costs will be invoiced at a block level by July 2010

Service Standards

• Provide an investment programme monthly monitor for managers during 2010/11

• Provide revenue and investment reports for YHN Finance and Resources committee in line with their timetable during 2010/11

• Process Right to Buy cost floor calculations within 15 working days of receiving the request during 2010/11

• Produce audited YHN annual financial statements for the YHN annual general meeting during 2010/11

Team targets

2 • HRA Subsidy 2010/11 claims to be submitted to the Department of Communities and Local Government timetable and without subsequent amendment of value greater than £420,000

2 • To investigate accountancy actions within the month (95% for red and 90% for non-red flags), during 2010/11 for the NCC Budget Monitoring Tool for HRA and YHN budget holders.

8 • Provide budgeted Leasehold charges to the Income Team by 28/02/2010

8 • Provide actual Leasehold charges to the Income Team by 31/07/2010

8 • Provide 100% of requested Leasehold statements within statutory deadlines during 2010/11


12 • Complete an EINA on the YHN Finance Strategy by 30/6/2010

12 • Complete an EINA on the YHN Efficiency Strategy by 30/6/2010


Strategy actions

6 • Complete a review of the YHN Finance Strategy by 30/6/2010

6 • Complete a review of the YHN Efficiency Strategy by 30/6/2010


Team actions

17 • Produce YHN and HRA company accounts to auditor’s timetable and without auditor’s qualification during 2010/11

2 • Answer all S151 technical issues raised at S151 meetings to NCC satisfaction prior to next meeting during 2010/11

2 • Produce NCC specified financial information for the 30 year HRA Business Plan by 31/03/2011

16 • Explore more grant opportunities through the active use of grant finder etc. by 31/03/2011

16 • Set up statutory accounts for Leazes Homes by to auditor’s timetable and without auditor’s qualification during 2010/11

B

R

Y

Pi

O

G

84 85

Directorate: Finance and Resources Team: Finance Procurement and Payments

Key work areas:

Ref

Ref

within 15 working days of receipt during 2010/11

9 • All request for tender/quotation to be sent to potential supplier within four working days during 2009/10

9 • Notify staff within two weeks following any changes to the procurement/Pop’s procedure during 2010/11

Equality and Diversity Targets

8 • Promote equality of opportunity within the procurement process by engaging with at least one group who traditionally may not have supplied to us, by 31/03/2011



12 • Complete an EINA on the YHN Procurement Strategy by 30/09/2010


Strategy targets



6 • Complete a review of the YHN Procurement Strategy by 30/09/2010


Team actions

8 • Monitor and report Corporate Procurement Strategy action plan to Finance and Resources Committee, according to committee requirements, during 2010/11

2 • Deliver 90% of reviews / procurements of externally delivered services as recommended by annual spend analysis during 2010/11

2 • Deliver at least one procurement through collaborative working with Procurement Champions from NCC Corporate Business Management during 2010/11

2 • Implement and promote the availability, to all suppliers, of the pro-contract e-tendering system, to improve electronic communication and information on contracts and tenders, by 30/09/2010.

Pi

R

G

B

• Enable staff and managers to procure correctly on behalf of YHN and the HRA by developing, implementing and maintaining effective systems and processes and ensuring adherence to financial regulations, including appropriate UK and EU procurement legislation

• Maintain the procurement/contract database and carry out corporate procurements

• Act as the gatekeeper in the procurement process.

• Co-ordinate the closedown of financial systems to enable the preparation of the year end accounts in accordance with statutory deadline and codes of practice

• Develop and deliver financial training courses for staff and managers relating to POPS, financial regulations and procurement

• Support staff and managers with all payment related services.


Wider Management Team Target

2 • Maintain a minimum HRA balance of £5 million by 31/03/2011

Service Standards

• Train 95% of new staff and supply security access to the POP system within two weeks of being notified of their FAMIS login during 2010/11

• Petty cash will be available between the hours of 08:30 and 16:30 on each working day during 2010/11, subject to the appropriate approvals and notice being given.

• POP query support will be available between the hours of 08:30 and 16:30 on each working day during 2010/11

Team targets

9 • 96% of invoices to be paid on time during 2010/11

11 • Comply with NCC’s statutory deadlines for closure of 2009/10 accounts during 2010/11

9 • Confirmation orders to be kept to 10% or less of total orders raised during 2010/11

9 • 95% of authorised contracts to be sent to supplier/service manager

O

Y

Y

86 87

Directorate: Finance and Resources Team: Finance Revenue

• Produce, revise and monitor an annual budget complying with statutory deadlines and codes of practice

• Implement a five year medium term financial planning process to help plan the effective application of resources to meet YHN’s objectives

• The preparation and production of revenue YHN and HRA budgets and the Medium Term Plan including agreement of the YHN Management Fee

• Production of quarterly Revenue Budget Monitor to Finance and Resources Committee and the NCC Director of Resources (S151)

• Monthly budget monitoring of all revenue budget heads and support to all budget managers, via the Budget Monitoring Tool, including quarterly reporting on performance to WMT

• Review and updating of medium term financial information for service business plans

• Monthly monitoring and reconciliation of YHN Payroll and maintenance of YHN establishment.

• To support the revision of the Efficiency Strategy and to support the monitoring of the Action Plan, reporting to Finance and Resources committee

• To support and drive the Business and Financial Planning process

• To support the implementation of Single Status Phase 2

Key work areas:


YHN Top 20 and Wider Management Team Target

8 • Achieve 3% efficiency saving on 2008/09 baseline budget by 31/03/2011


2 • Maintain a minimum HRA balance of £5 million by 31/03/2011

Ref

Ref

Service Standards

• Provide revenue budget monitoring reports for YHN Finance and Resources committee in line with their timetable during 2010/11

• Provide bi-monthly revenue budget monitors for managers during 2010/11, within 10 working days from the 1st of the month

• Provide six monthly Financial updates to managers with Service Business Plans (January and June) during 2010/11

• Car Allowance Insurance Documents; send a reminder to appropriate staff one month before date of expiry

Team Targets

2 • Achieve 97% accuracy of YHN Management Fee expenditure, revised outturn budgets to actual during 2010/11

2 • Achieve 97% accuracy of HRA supervision and management expenditure revised outturn budgets to actual during 2010/11

8 • Agree YHN management fee with NCC Director of Finance and Resources on a quarterly basis (recorded in S151 minutes)

2 • To investigate accountancy actions within the month (95% for red and 90% for non-red flags) during 2010/11 for the NCC Budget Monitoring Tool for HRA and YHN budget holders.

8 • Single Status Phase 2 : to accurately reflect the results of SS PH 2 into budgets within three months of implementation during 2010/11

8 • To monitor and report on the implementation of the Efficiency Strategy Action Plan to Finance and Resources committee on a six monthly basis during 2010/11

Equality and Diversity Targets




Strategy actions



P

Pi B

R

Y

O

88 89

Ref


Team actions

11 • Produce, revise and monitor an annual budget complying with statutory deadlines and codes of practice, during 2010/11

2 • Implement a five year medium term financial planning process to help plan the effective application of resources to meet YHN’s objectives, during 2010/11

2 • Answer all revenue issues raised at S151 meetings to NCC satisfaction prior to next meeting during 2010/11

11 • Comply with NCC statutory deadlines for closure of accounts during 2010/11

2 • Support Business and Financial Planning, providing support with all aspects relating to finance, during 2010/11

8 • Investigate options of providing seminars on household budgeting to schools and tenants groups by 31/03/2011 G

Directorate: Finance and ResourcesTeam: Human Resources

Develop and implement company HR policy and strategy. We monitor and evaluate the delivery of HR services, including:

• recruitment and selection• conditions of service/single status• employee welfare/absence management• employment law• employee relations• advice and research• workforce planning strategies• HR information systems/DHS• 360 degree feedback

Key work areas:



3 • Reduce number of sickness absence days per full time equivalent to 9.6 days by 31/03/2011


3 • In partnership with the OD Team implement actions by deadlines outlined with the YHN People Strategy

Service standards

• Provide advice and coaching to managers on sickness absence reviews when requested within three working days during 2010/11

• Review all long term sickness cases that have been referred to occupational health with the OHS doctor on a monthly basis during 2010/11

• Provide advice and coaching to managers on disciplinary issues when requested within one working day of receiving the request during 2010/11

• Provide advice on policy and procedures to all staff within three working days of receiving a request during 2010/11

• In receipt of a completed (signed off) vacancy notification we will take the necessary action within three working days during 2010/11

• All shortlisted recruitment candidates will be sent a conditional, unsuccessful or holding letter within five working days of receiving the information from the recruiting manager during 2010/11

• Update organisational charts and circulate to service managers on a monthly basis during 2010/11

Ref

P

Pi

O

90 91

Ref

Team target

8 • Increase the number of job application packs sent electronically from 48% to 58% by 31/03/2011


12 • Complete an EINA on the YHN Absence Policy by 31/03/2011

12 • Complete an EINA on the YHN Recruitment and Selection Policy by 31/03/2011

12 • Complete an EINA on the YHN Retirement Procedure (including the Flexible Retirement Procedure) by 31/03/2011



Team actions

8 • Skill the HR team to enable 95% of psychometric testing to be administered in house by 31/03/2011

8 • Review current recruitment process by 30/11/2010

8 • Develop a suite of bespoke HR information on a dedicated web page by 31/03/2011

B

G

Y

Directorate: Finance and ResourcesTeam: Income

Income Team:

• Delivering excellent services by providing a rental administration service to approximately 28,500 tenants and 1,500 leaseholders

• Complying with Government policies and codes of practice such as Rent Reform and Convergence

• Reconciling weekly/annual balance of rent accounts and income received

• Developing and maintaining the rents and service charges module of the Northgate system

• Providing accurate and effective advice and information to customers

• Produce rent and service charge estimates, budget monitors and year end accounts

• Prepare income and arrears monitor to Finance and Resources Committee and NCC Director of Finance and Resources [S151]

• Liaise with NCC and District Auditors

• Maximise income by providing and administering a variety of cost effective payment methods

• Promote the benefits of Home Contents Insurance and administer YHN Home Contents Insurance scheme

Debt Recovery Team:

• Manage the recovery of YHN debt including:

• Former Tenant Arrears

• Leaseholders Rent, Service Charges and Major Works

• Re-chargeable works

• Develop new debt recovery services through working with partners and outside agencies

Key work areas:

92 93

Ref Ref

The targets below are monitored on a quarterly basis through the Service plan monitoring programme


2 • Contribute to achieving a minimum HRA Balance of £5 million by 31/03/2011

2 • Collect £400k of Former Tenants Arrears during 2010/11

2 • Collect 97% of leasehold service charges during 2010/11

2 • Collect 80% of leasehold major works invoices during 2010/11

Service standards

Income Team:

• We will authorise NCC to issue a refund within five working days of receiving a refund request during 2010/11

• We will issue a new swipe card within 10 working days of receiving the request during 2010/11

• We will recalculate rents within five working days of being notified of any changes during 2010/11

• We will send you a quarterly statement detailing transactions on your rent account during 2010/11

• We will provide the facility to view your rent account or make a payment online during 2010/11

• We will forward written confirmation of Home Contents Insurance within 10 working days of the requested start date during 2010/11

• We will provide a schedule of payments to all customers who pay by direct debit and will ensure that at least 10 working days notice is given for any changes to payments during 2010/11

Debt recovery:

• We will contact you within a maximum of 14 working days of you being referred to the service during 2010/11, to discuss your outstanding debt

• All members of the team conducting visits will carry an authorised identity card, which will be shown on arrival, during 2010/11

• We will always ask you to sign and agree all payment plans during 2010/11

• We will send you confirmation once the debt is paid in full within 10 working days

Team targets

1 • Increase the percentage of tenants who have a home contents insurance policy to 28% by 31/03/2011

11 • Deliver rent increase notifications to tenants by the statutory deadline (07/03/2011)

2 • Charge approved rent and service charge levels from the first Monday in April (04/04/11)

2 • Increase the number of direct debit payers by 550 during 2010/11


12 • Complete an EINA on the Income Management Strategy by 31/10/2010


12 • Contribute towards the completion of an EINA on the YHN Finance Strategy by 30/06/2010


Strategy targets

6 • Complete a review of the Income Management Strategy by 31/10/2010

6 • Contribute towards the completion of a review of the YHN Finance Strategy by 30/06/2010


Team actions

2 • Review the Exchequer Services Income SLA by 30/09/2010

11 • Calculation of rent and service charges within the Governments Rent Reform and Convergence Guidelines during 2010/11

2 • Ensuring all rental income collected is allocated and reconciled correctly. Providing 6 weekly reports on this to YHN Finance and Resources Committee during 2010/11

2 • Complete a Rent and Service Charge Setting Policy by 30/09/2010

2 • Produce and publicise a procedure document detailing how we will keep our tenants informed of changes to rent and service charges by 30/09/2010

8 • Carry out two targeted campaigns to promote direct debit payment and two targeted campaigns to improve debt collection during 2010/11

O

B

R

G

PiY

94 95

Directorate: Finance and Resources Team: Right to Buy

Directorate: Finance and Resources Team: YHN IT

We provide tenants an affordable opportunity to become home owners by:

• Administering the Right To Buy process• Providing statistical and management information to management teams in

line with statutory requirements• Providing general and specialist information and advice to internal and external

customers• Resolving conflicts that arise from the Right To Buy process• Providing Right To Buy and technical property Information• Interpreting current legislation and developing procedures in line with this

• Operate a service desk to provide help and advice on the use of the Northgate housing management system and other IT systems

• Ensure that third party organisations (including Newcastle IT) with responsibility for second and third line support meet their obligations to our customers

• Provide support to YHN services in defining the requirements for changes to the service they receive from us

• Provide advice, project management and technical support for changes to the Northgate system and other IT services, and for the procurement and implementation of new IT services

• Support the testing of all system changes, prior to release

• Procure IT hardware and software, including inventory and licensing arrangements

• Manage upgrades and other infrastructure changes

• Administer Outlook accounts and control access to the network and shared folders

• Build and maintain standard reports from the Northgate system, and ad-hoc reports for individual services when needed

• Ensure that the Northgate system and other core IT services is available and fit for purpose

• Provide technical support to OD for the training of end-users in the use of the system

• Work with Newcastle IT and other suppliers to ensure that their services meet the needs of our customers

• Maintain appropriate levels of knowledge and skills through training, and attendance at Northgate user groups and other events

• Monitor and manage elements of the IT Service Level Agreement with Newcastle IT

• Develop the YHN IT Strategy and governance policies for IT-enabled change

Key work areas: Key work areas:

Ref

Y

O

B

G


Team targets

2 • Achieve 96% compliance with statutory timescales during 2010/11 9 • Turn around 96% of property valuations within 10 days during 2010/11 2 • Achieve customer satisfaction of 80% by 31/03/20112 • No successful Right to Buy 6’s and 8’s served during 2010/11

Service Standards

• Where all information is available, we will send RTB2 notices to at least 96% of customers within four weeks during 2010/11 • Following an RTB2 notice, we will send offer notices to 96% of customers: • within eight weeks from the date of the RTB2 if you are buying a freehold property (normally a house) during 2010/11; or • within 12 weeks from the date of the RTB2 if you are buying a leasehold property (normally a flat or maisonette) during 2010/11 • We will respond to 100% of customers who have sent us an initial notice of delay form within one calendar month during 2010/11

Equality and Diversity target

12 • Complete an EINA on the YHN Buyback Policy by 30/09/2010


Team actions

9 • Review Legal Services SLA charges and explore the possibility of being charged per application, by 31/03/2011 9 • Review Property Services SLA by 31/03/2011 8 • Implement procedures to process Right to Acquire applications by 31/03/20119 • Monitor the number of days taken to return valuations on a quarterly basis during 2010/11

96 97

Ref

• Block a website

• Provide critical advice and guidance

Within two working days, we will:

• Restore an email mailbox

• Unblock a website

Within five working days, we will:

• Install a standard desktop application onto a PC or laptop

• Install a new peripheral device

• Restore files or folders from backup

• Upgrade a PC or laptop (e.g. install new memory)

• Provide general advice and guidance

• Book IT equipment from the loan pool (subject to availability)

• Complete purchase orders for other IT Equipment

• Complete administrative tasks relating to email, corporate network, internet

Within 10 working days, we will:

• Order and install new networked PC or laptop (including standard desktop applications)

• Carry out patch changes and associated tasks on Northgate Housing

• Correct Rent data between Northgate Housing and Revenues and Benefits (3P Rent File issues)

Change requests:

Within 10 working days, we will:

• Complete a standard report request using information from Northgate Housing

• Agree a delivery date for any other change request

Ref



2 • Project delivery: 82% of projects (and key milestones) delivered to agreed timescale during 2010/11

6 • Carry out an IT service review by 31/03/2011

Service standards

Incidents:

Within one working day, we will resolve:

• Failure of an online business application such as Northgate Housing or RepairIT

• A virus outbreak or a failure of email or calendar

• Failure of a backup process

• Failure of the corporate network or internet services

• Failure of network folders

• Failure of a Northgate Housing interface

• Any other major hardware failure

Within two working days, we will resolve:

• Failure of a PC, laptop, tablet or PDA

• Failure of standard desktop application (e.g. Microsoft Office)

• Failure of a desktop telephone

Within three working days, we will resolve:

• Failure of a telephone line

• Failure of a printer or other peripheral device

Within 10 working days, we will resolve:

• Data corruption (e.g. following interface failure) requiring a manual datafix

Service requests:

Within one working day, we will:

• Create a new account for email, internet or corporate network

• Reset a password (Northgate Housing, corporate network, internet, SAP etc)

• Release a quarantined email

O

O

O

O

Pi

98 99

Ref Ref

Team targets

2 • 85% overall satisfaction from YHN Services for 2010/11 (measured by snapshot survey in January 2011)

2 • An average rating of “good” or better for individual service desk calls for at least 85% of survey responses during 2010/11

2 • Service levels achieved for 80% of requests and incidents during 2010/11

2 • Change management: 80% of service and system changes delivered to agreed timescale during 2010/11

8 • Reduction of 10% in number of new incidents raised with the service desk over time during 2010/11


2 • Investigate options to give additional support to older customers (or other groups who are statistically less likely to have IT experience) who would like to use our online services but lack confidence and/or knowledge, by 31/03/2011

12 • Complete an EINA as part of the IT Service review by 31/03/2011

12 • Provide communal PC’s with internet access in all sheltered housing units by deadline outlined within Service EINA action plan

12 • Investigate the possibility of providing internet access for tenants in their homes and make recommendations to IT Steering Group by deadline outlined within Service EINA action plan


Team actions

8 • Review implementation of configuration management within Service- Now and, if justified, initiate implementation by 30/06/2010

8 • Publish first official version of YHN IT Service Catalogue by 30/06/2010

8 • Publish the YHN Test and Release Policy Statement by 30/06/2010

8 • Begin publishing monthly statistics on service desk and change management targets by 30/06/2010

8 • Publish an IT Security Governance statement by 30/06/2010

8 • Publish policy statements for each ITIL process currently live with YHN IT by 30/06/2010

8 • Implement Business Objects XI (EDGE) by 30/06/2010

8 • Implement improvements to IT programme/project reporting by 30/09/2010

8 • Implement a standard methodology for estimating and reporting effort for application development by 30/09/2010

8 • Create an Informal Learning Policy for YHN IT by 30/09/2010

8 • Implement MOSS infrastructure by 30/09/2010

8 • Implement call management (through NCC) for YHN IT Service Desk by 31/12/2010

8 • Work with the business to evaluate and plan an upgrade to Northgate Housing V6 by 31/12/2010

8 • Begin publishing availability statistics to the business for key IT services by 31/12/2010

8 • Publish guide to building business cases for IT investments by 31/03/2011

8 • Publish a YHN IT Architecture Document by 31/03/2011

8 • Investigate the possibility of providing broadband internet capabilities directly to tenants as a utility (free or subsidised) by 31/03/2011

8 • Rationalise YHN’s printer estate by 31/03/2011

9 • Carry out an audit of software licences by 31/03/2011

8 • Develop and begin publishing telephony stats for Service Desk following implementation of Voice Over IP (VOIP) telephony by 31/03/2011

9 • Implement centralised power-saving technology for desktop PCs by 31/03/2011

8 • Implement automated leavers processing within Service-Now by 31/03/2011

G

GB

Y

100 101

Directorate: Tenancy Services (Care and Support)Team: Advice and Support

We give advice and support to current and prospective tenants around housing and financial issues. We aim to ensure that tenancies are maintained and that prospective tenants succeed in new tenancies.

Key work areas: Ref

Ref


12 • Complete an EINA on the YHN Financial Inclusion strategy by 30/06/2010



Team actions

2 • Hold an annual Advice and Support Worker service user meeting during 2010/11

9 • Bid for funds from Northern Rock or DWP by 31/03/2011

7 • Produce a minimum of two newsletters during 2010/11

7 • Hold a minimum of four focus group meetings during 2010/11

7 • We will undertake a minimum of four financial awareness training sessions for our tenants during 2010/11

2 • Successfully complete a 12 month review of our Customer Service Excellence award by 31/03/2011



1 • Achieve 60% level A’s in our Service Quality Framework assessments for Supporting People contracts during 2010/11

Service Standards

• After you are referred to us, we will always arrange to interview you. Our target is to see at least 92% of new customers within 10 working days of you being referred to us during 2010/11

• We will always create a support plan for you. Our target is to do this during the first interview for at least 90% of our customers during 2010/11

• We aim for at least 90% of our customers to be satisfied with staff from the Advice and Support Service during 2010/11

Team targets

8 • Refer at least 50 service users into Newcastle Futures during 2010/11

8 • Revise our support plan process by 31/03/2011

8 • Refer at least 20 service users to Money Made Clear during 2010/11

1 Pathways team:

• 100 service users moved to independent tenancies and supported housing as part of the pathways process during 10/11

1 Outreach team:

• Raise £2,100,000 in charitable grants and additional income from benefits during 2010/11

8 Refugee Move Team:

• Prevent service users from having to access temporary accommodation in at least 90% of cases

P

O

Y

G

B

102 103

Directorate: Tenancy Services (Care and Support) Team: Asylum Seekers Unit

We are a dedicated team who work with a range of partners to provide accommodation and support to people who have claimed asylum and are dispersed to us by the Home Office. We are also commissioned to provide accommodation and support to clients by Adult and Culture and Children’s Services Directorates on referral.

Key work areas:



6 • Complete service review by 30/09/2010

Service standards

• If you receive support from Adult and Culture Services or Children’s Services, we will provide you with financial support payments every Tuesday morning at the civic centre during 2010/11

• We will always give you a welcome pack which gives you important information about living in Newcastle, including advice about the support that is available to help you. We aim to do this within one working day of you arriving at your first accommodation at least 95% of the time during 2010/11

• We will always arrange for you to be registered with a medical practice if you want us to. We aim to do this within five working days of you arriving at your accommodation at least 95% of the time during 2010/11

• In the first year following arrival into Newcastle we will consult with clients at least twice, to ask how we can continue to improve and develop the services we provide, during 2010/11

• Our staff will visit you at your home to check the property and to see if you have any problems. We aim to do this at least once every four weeks 95% of the time during 2010/11

• We will always outline the details of the Occupancy Agreement. This is a document regarding the use of your accommodation. It outlines the ASU’s responsibilities to you and your responsibility to the ASU and the community in which you live. We aim to do this within one working day of you arriving at your accommodation for all new arrivals during 2010/11

Ref

Ref

Team targets

2 • Maintain 95% customer satisfaction by 31/03/2011

8 • Limit penalties under NECCAS contract with the Home Office to £10K during 2010/11


12 • Review ASU satisfaction survey to inform ‘Tackling racism action plan’ by 30/06/2010

8 • Complete all actions in the ASU ‘Tackling racism action plan’ by 31/03/2011

12 • Complete an EINA as part of the ASU Service review by 31/03/2011



Team actions

2 • Produce three newsletters for clients during 2010/11

2 • Produce an Annual Report by 31/10/2010

8 • Compliance with Adult and Culture and Children’s Services SLA during 2010/11


O

Pi

B

G

Y

104 105

Directorate: Tenancy Services (Care and Support)Team: Community Care Alarm Service and Sheltered Housing

We provide integrated housing management and mobile warden services for residents of Newcastle. Services are provided to:

• Residents of city council sheltered housing schemes

• Residents of registered social landlord sheltered housing schemes

• Users of the hard-wired alarm systems

• Dispersed alarm users of all tenures

• Vulnerable clients (monitoring only)

We also:

• Complete individual support plans for clients

• Operate Repair Call and Envirocall out of hours services

• Operate 24 hour racist and homophobic incident reporting

• Provide a Jontek ‘Out of Hours’ service

• Carry out lone-worker monitoring for Enterprise 5

• Provide Telecare services to enable people to remain at home and promote independence

• Provide an out of hours housing telephone service

Key work areas:





6 • Complete service review by 30/09/2010

8 • Achieve 5% increase in CCAS/Telecare client growth by 31/03/2011

Service Standards

• We will answer 98.5% of all alarm calls within one minute during 2010/11

• When you need help our Mobile Wardens will come to your home as quickly as possible. We aim to be with customers within 30 minutes for 95% of all alarm calls during 2010/11

• We will complete either a ‘data check’ or a support plan with you depending on your needs. We will do this once during 2010/11, so that the information we use to provide your services is correct and up to date

Ref

Ref

Sheltered housing:

• We will complete a support plan with you once a year, and will review your support plan after six months during 2010/11.

Team targets

2 • Achieve Customer Excellence Standard by 31/10/2010

2 • Achieve 95% user satisfaction during 2010/11

2 Mobile and Telecare Services

• Achieve New Telecare Services Association (TSA) Code of Practice Accreditation 31/12/2010

2 Sheltered Housing Service

• Reduce rent arrears for current tenancies in our sheltered schemes to £19,500 by 31/03/2011

2 • Reduce void re-let times to 35 days by 31/03/2011

2 • Undertake Tenancy Services Authority pilot on developing new service standard for sheltered housing applicants by 31/10/2010



12 • Complete an EINA as part of the CCAS Service review by 31/03/2011


Team actions

9 • Develop a Telecare stock control system by 31/03/2011

9 • All Sheltered Housing staff within Sheltered Housing Schemes to have access to YHN network by 31/03/2011

9 • Review our five year Business Plan by 31/03/2011

7 • Review furniture and equipment provided in sheltered housing properties by 31/03/2011

7 • Review arrangements for delivery and distribution of post in sheltered housing schemes by 31/03/2011

7 • Review a menu of activities and opportunities for sheltered housing tenants to engage with the wider community by 31/10/2010

P

Pi

O

Y

B

G

O

106 107

Directorate: Tenancy Services (Support and Care) Team: Concierge

• Provide a 24 hour responsive service for YHN tenants who receive the Concierge service

• Provide reception and security services, including 24 hour monitoring of CCTV and smoke alarms

• Provide building cleaning services in specific locations

• Perform a range of good neighbour duties to add value to the role

• Carry out regular inspections of building cleanliness, including sites where the cleaning service is provided by our service provider

• Liaise with our service provider to monitor performance within the building cleaning service level agreement, to ensure that any improvement actions plans are completed.

• Carry out regular safety and security inspections of YHN properties

• Provide customers with 24 hour access to the service via a free phone

Key work areas:



2 • Continue implementation of the Concierge Service review recommendations by 30/03/2011

Service Standards

• Provide 90% of all new tenants with a welcome pack within seven working days of moving in during 2010/11

• Display our cleaning work schedule in buildings with a Concierge service during 2010/11

• Inspect all Concierge buildings every three months during 2010/11 to make sure our service provider is keeping to our cleaning standard

• Invite tenants’ representatives to our inspections every three months and make the results available to tenants if requested, during 2010/11

• Offer all new tenants an introduction to the Concierge Service during 2010/11

• During 2010/11 carry out all tenant introductions within seven working days of receiving the request unless a later date is specified by the customer

• Carry out safety and security checks for all Concierge blocks every day during 2010/11

Ref

Ref

Team target

2 • Undertake monthly building cleaning inspections for 100% of blocks during 2010/11


8 • Involve SIAG during the implementation of the Concierge Service review recommendations at both the system stage and when procuring customer facing technologies during 2010/11

12 • Update the tenant induction pack information to cater for the range of customer needs by deadline outlined within service EINA action plan


Team actions

7 • Review arrangements for monitoring and patrolling the cartilage of blocks of flats by 30/09/2010


Pi

O

G

Y

B

108 109

Directorate: Tenancy Services (Care and Support)Team: Young Peoples Service

• Aim to prevent homelessness for 16 and 17 year olds in Newcastle by carrying out assessment of needs and family reconciliation

• Provide supported accommodation for homeless young people aged 16-21 through direct access into a 24 hour staffed hostel

• Provide support in our block of 16 semi-independent tenancies with on site support during office hours

• Provide intensive floating support for up to two years for young people aged 16-25

• Provide support to our families who are at risk of eviction

• Provide opportunities for young people and families to be involved in decision making on an individual basis and through youth voice and contribute to strategic plans within Newcastle

• Provide opportunities to volunteer

Key work areas:





1 • 90% of people living in our supported accommodation at North Kenton to maintain their tenancy for at least six months during 2010/11

Service standards

• We will make sure that everyone supported in a tenancy is fully involved in the decisions that affect their life. We aim to do this for at least 99% of customers during 2010/11

• We will provide advice and information to all young people and families using with our service to make sure they know their rights. We aim to do this for at least 99% of customers during 2010/11

• We will encourage all young people using our service to take part in their community or participate with Youth Voice. We aim to do this for at least 99% of customers during 2010/11

• We will assess the needs of all 16 and 17 year olds in Newcastle who are in need of accommodation. We aim to do this for at least 99% of customers during 2010/11

Ref

Ref

• We will assist all vulnerable young people who are supported by our floating support service to maintain a successful tenancy for 12 months. We aim to do this for at least 95% of customers during 2010/11

• We will offer an accreditation service to all young people supported by our service so they can gain recognition and qualifications for the skills and abilities they have. We aim to do this for 99% of all customers during 2010/11

• We will begin to develop a support plan for all young people and families within 10 working days of engaging with the service. We aim to do this for 99% of customers during 2010/11

• We will review all support plans within the following timescales:

• Monthly for all FIP clients;

• Every six weeks for all customers living in the hostel;

• Every three months for Floating support service customers or those living in our supported accommodation

We aim to do this for at least 99% of customers during 2010/11

Team targets

2 • Achieve 50% customer satisfaction during 2010/11 from young people involved in the homeless prevention service

2 • Achieve 90% customer satisfaction about the quality of support received by young people and families involved in the hostel, floating support, supported accommodation and FIP during 2010/11


1 • All children and young people we support will be assisted to achieve their potential within the Èvery Child Matters` framework during 2010/11

1 • Implement actions within the YHN Young Persons Strategy by deadlines outlined within the strategy action plan

8 • Investigate ways to increase service take up of customers from BME backgrounds and customers with a disability by 31/03/2011


O

P

Pi

O

Y

B

110 111

Ref


Team actions

2 • Produce one outcome report in response to customer satisfaction surveys during 2010/11 for each aspect of the service

1 • Provide teenage pregnancy peer education in Walker School and Excelsior College during 2010/11

8 • Explore the possibility of working with NFS to sell on refurbished furniture to young people by 31/03/2011

8 • Work in partnership with the YHN Employability Co-ordinator to strengthen links with Connexions by 31/10/2010

9 • Produce an energy saving guide for young people by 31/03/2011

2 • Successfully complete a 12 month review of our Customer Service Excellence award by 30/06/2010 G

Directorate: Tenancy Services (Citywide)Team: Housing, Anti-social Behaviour and Enforcement Team

• Work in partnership with other enforcement and support agencies and support multi-agency working

• Work with local teams to tackle anti-social behaviour• Address breaches of tenancy• Manage Newcastle’s graded response intelligence model

Key work areas:



6 • Carry out HASBET and Rent Recovery service review by 31/03/2011

Service standards

• We will always send you details of our Victim Support Officer. We aim to do this within five working days for 99% of our customers during 2010/11

• We will contact you within the following times to offer a face-to-face interview or an interview by phone, or by e-mail if you would prefer. The timescales are based on how serious the ASB is:

• The next working day if the ASB is very serious

• Within three working days if the ASB is serious but does not need an immediate response

• Within five working days for less serious types of ASB

Our target for the above timescales is 97% for all ASB during 2010/11

• We will always contact the person you say has carried out the ASB. We aim to do this within five working days of the timescales above for 97% of our customers during 2010/11. We will only do this with your permission. In certain circumstances, it may not be appropriate to contact them and we will explain the reasons for this to you

• We will always send you a customer satisfaction form. We aim to do this within five working days of closing a complaint for 99% of our customers during 2010/11

Team targets

2 • Achieve customer satisfaction rating of 76% for the handling of ASB cases referred to HASBET during 2010/11

9 • In 97% of cases we will install surveillance equipment within five working days after receiving RIPA authorisation during 2010/11

2 • Ensure 90% of closed ASB cases are resolved during 2010/11

Ref

O

Y

Pi

112 113

Ref


1 • Continue to provide an analysis of hate crime to YHN’s Housing Management teams on a quarterly basis to help identify trends and hot spots of hate crime across the City during 2010/11

12 • Complete an EINA as part of the HASBET Service review by 31/03/2011

12 • Complete an EINA on the YHN Statement and summary of policies and procedures for ASB by 31/03/2011


Team actions

9 • Offer HASBET services to other social landlords by 31/03/2011 and generate £25,000 income

8 • Monitor and benchmark anti-social behaviour against core House Mark benchmarking activities on a quarterly basis during 2010/11

7 • Evaluate the effectiveness of the methods and materials, including electronic methods, used to communicate ASB information to customers by 31/03/2011

7 • Investigate the feasibility of introducing an out of hours service on all estates by 31/03/2011

7 • Evaluate the effectiveness of the current procedures used to deal with noisy neighbours by 31/03/2011

Directorate: Tenancy Services (Citywide)Team: Newcastle Furniture Service

• Provide a comprehensive furniture service to the City Council, other housing providers and charities in the region and in addition operate a child safety equipment scheme for Newcastle residents in partnership with the Primary Care Trust and ROSPA

• Provide the YHN garden care maintenance service, which is available to all tenants

• Provide a document management service for YHN

Key work areas:



2 • Increase external managed furnished tenancies by 40% by 31/03/2011

Service standards

• We will deliver furniture to you within five working days of you asking us. We aim to do this for at least 93% of all deliveries during 2010/11

• We will collect furniture from you within five working days of you asking us. We aim to do this for at least 93% of all collections during 2010/11

• We will visit you after delivering your furniture pack to make sure everything is all right. We aim to do this within eight weeks for at least 93% of deliveries during 2010/11

• We will repair or replace any faulty cooker we have supplied to you within two working days of you telling us about it. We aim to do this for at least 93% of all requests during 2010/11

• We will carry out all terminations for YHN tenants within three working days of a request. We aim to do this for 93% of all requests during 2010/11

The Garden Care Service:

• We will visit you 11 times within a 12 month period

• We will answer all queries we receive. We aim to do this within two working days for at least 93% of queries during 2010/11

The Child Safety Equipment Scheme:

• We will install your safety equipment within eight weeks of you asking us. We aim to do this for 93% of all requests during 2010/11

• We will answer all queries we receive. We aim to do this within two working days for at least 99% of queries during 2010/11

Ref

B

G

Pi

O

114 115

Ref

Team targets

2 • Achieve 95.5% satisfaction with services by 31/03/2011

1 Child safety equipment scheme:

• Install 1500 child safety equipment packages by 31/03/2011

2 Gardening scheme:

• Increase by 300 the number of tenants receiving the Garden Care Service by 31/03/2011


Team actions

2 • Achieve the Customer Excellence Standard by 31/10/2010

2 • Run four stakeholder groups during 2010/11

1. YHN Staff and council tenants

2. External organisations and service users

3. Garden Care service users

4. Child Safety service users

9 Furniture service:

• Explore the possibility of providing record management to other organisations by 31/03/2011

Gardening service:

7 • Review the garden care service by 31/03/2011

7 • Explore the possibility of providing a chargeable one-off gardening service by 31/03/2011

7 • Review current promotional material with view to increase level of information provided by 31/03/2011

Directorate: Tenancy Services (Citywide)Team: Rent Recovery Team

• Implement quality assurance in rent arrears recovery

• Help maximise income of tenants

• Work with Courts in targeting ‘won’t pay’ tenants

• Work in partnership with Community Housing Teams to recover rent

• Benchmarking cost and performance

Key work areas:



6 • Carry out HASBET and Rent Recovery service review by 31/03/2011

Service standards

• We will prepare particulars of claim and lodge papers at court within three working days of receiving a court referral and a valid Notice of Seeking Possession. We will do this for 98% of cases during 2010/11

• We will send out a covering letter, witness statement and fact sheet to defendants 10 working days prior to court hearings in 99% of cases, in order to comply with the pre-action protocol for rent arrears, during 2010/11

• We will check and action if necessary all adjourned rent arrears cases on a weekly basis during 2010/11

• We will check and action if necessary all referrals for a warrant of eviction within four working days of receiving the request and update the rent account where appropriate. We will do this for 98% of cases during 2010/11

• We attend court for all YHN cases listed for rent arrears during 2010/11

• We will check all active rent recovery cases within five working days and update the rent account where appropriate. We will do this for 98% of cases during 2010/11

• We will publish our performance figures to internal customers on a quarterly basis during 2010/11

• We will send out questionnaires on an annual basis to our internal customers and respond to any issues raised and provide feedback within 10 working days during 2010/11

Ref

G

Y

Pi

O

116 117

Ref

Team targets

2 • Achieve 65% user satisfaction during 2010/11

8 • 99% compliance with the pre-action protocol for rent arrears during 2010/11

9 • Refer 99% of tenants who go through the court process to the Advice and Support Service during 2010/11

Equality and Diversity action

12 • Complete an EINA as part of the Rent Recovery Service review by 31/03/2011


Team actions

9 • Review working arrangements with legal services in respect of preparation of applications for warrants and implement any recommendations by 31/03/2011

8 • Review printing and postage costs of rent arrears letters and implement any recommendations by 30/06/2010

9 • Benchmark the cost of rent recovery service delivery annually and collection performance quarterly during 2010/11

9 • A Rent Recovery Officer will be available when requested to carry out joint visits with Housing Officers during 2010/11

9 • A Rent Recovery Officer will be available when requested to visit each Housing Office to discuss and review cases during 2010/11

2 • Achieve Customer Service Excellence accreditation for HASBET and Rent Recovery Team by 31/03/2011

Directorate: Tenancy Services (Citywide)Team: Your Choice Homes

We manage the council’s lettings policy on their behalf. This is a partnership with other housing providers. We market homes, monitor performance and ensure the service is delivered in an open, fair and consistent way.

We operate from a city centre location, where our Health and Welfare Team, provided in partnership with Health and Social Services, assess the housing needs of our customers to help them to maintain their independence.

Key work areas:



9 • Complete all 2010/11 allocated actions in relation to the Councils new Lettings Policy

Service standards

• When YCH receives your application form we will aim to register 95% within five working days during 2010/11. We will write to you to confirm this

• If you qualify to join YCH, we will write to you and confirm this. This will include your ‘Prospects’ information, which tells you what homes you are able to bid for and how long you may have to wait, and a satisfaction survey so that you can tell us about the service we provided

• If you do not qualify to join YCH, we will write to you and confirm this:

• Why this is;

• What information we have considered; and

• What can be done to qualify? This will include what support will be available to you

• We will deal with 95% of appeals within 21 days during 2010/11

RefB

G

Y

Pi

O

118 119

Ref

Team targets

8 • All customers will have their housing need assessed and if needed be offered support and information about housing options available during 2010/11

2 • We will achieve 75% satisfaction with the service by 31/03/2011

8 • We will complete all verification decisions within five working days of receiving all information during 2010/11

8 • We will complete all requests for priority assessments on medical and welfare within 10 working days of receiving all relevant information during 2010/11

8 • We will achieve 100% Housing Association nominations to new build properties in line with the nomination agreement with NCC during 2010/11

8 • We will achieve 60% Housing Association Nominations to existing properties during 2010/11



1 • Review Disability Action Plan for YCH Property Shop by 31/03/2011


Team actions

9 • Chair the Tyne and Wear Sub Regional Choice Based Lettings Group ensuring all 2010/11 actions are completed on time and in line with partnership agreement

8 • Ensure that link between health targets and housing are considered and aligned by 31/03/2011

2 • Improve customer information about available housing options by 31/03/2011

8 • Investigate possible ways to streamline processes created by new lettings policy by 31/03/2011

9 • Advertise YHN job opportunities to customers in the YCH Office during 2010/11

2 • Produce monthly nominations performance information and report to NCC for action during 2010/11

Directorate: Tenancy Services Team: Customer Service

We are responsible for managing and coordinating the implementation of YHNs Customer Service Strategy “Every Customer Matters” across our business areas. We will achieve this through collaboration with all our service managers and staff and by delivery of our Customer Service Strategy Action Plan under the governance of the YHN Service Improvement Programme Board. The YHN Customer Service Strategy Action Plan is aligned to the five criterion of the Customer Service

Excellence Standard;

• Customer Insight

• The Culture of the Organisation

• Information and Access

• Delivery

• Timeliness and Quality of Service

In addition the Customer Service Team will manage and coordinate all activities

and reporting relating to:

• YHN Complaints Policy and Process

• YHN Customer Service Excellence Programme

• National Indicator 14 (Avoidable Contacts)

Key work areas:

RefB

Y

G

P



2 • Achieve the corporate Customer Service Excellence accreditation by 31/03/2011


2 • 95% of complaints to be given a full written response within 10 working days during 2010/11

Service standards

• We will reply to letters within 10 working days during 2010/11

• We will answer 90% of calls within five rings during 2010/11

Team targets

2 • Work with investigating officers providing advice and support in order to ensure formal complaints are given a full written response by them in 10 working days during 2010/11

2 • Investigating officers to achieve 50% satisfaction in how complaints are handled during 2010/11

Pi

O

Y

120 121

Ref

8 • Include demographic analysis of all informal and formal complaints in the YHN Performance Committee report on a quarterly basis during 2010/11

2 • Acknowledge 90% of formal complaints within three working days during 2010/11

2 • Send 90% of formal complaints to investigating officers within two working days of receipt during 2010/11


2 • Continue to analyse demographics from informal and formal complaints and include this information in the quarterly Committee report during 2010/11

2 • Report on sexual orientation on complaints in line with Your Homes Newcastle’s collection of data on Northgate and reflect this quarterly in board reports during 2010/11

12 • Complete an EINA on the YHN Customer Service Strategy by 31/12/2010

12 • Complete an EINA on the YHN Compliments, complaints and comments procedure by 31/12/2010

12 • Complete an EINA on the YHN Remedies Policy by 31/12/2010

The targets below are monitored on a monthly basis via the Service Improvement Programme

Strategy target

6 • Complete a review of the YHN Customer Service Strategy by 31/12/2010


Team actions

2 • Report all active formal complaints on a weekly basis to all managers during 2010/11

2 • Report on compliments and complaints on a quarterly basis to sections of YHN during 2010/11

2 • Report complaints performance to YHN Performance Committee every quarter during 2010/11

2 • Hold Complaints Champions meetings every quarter to learn from compliments and complaints during 2010/11

2 • Feedback to customers on complaints every quarter in Homes + People during 2010/11

2 • Hold the Complaints ‘R’ Us Scrutiny Panel with tenants and leaseholders every quarter to review the quality of step three complaints during 2010/11

Directorate: Tenancy Services Team: Housing Management

We provide an excellent customer focused housing management service to the

council’s 30,000 rented properties and cross-tenure communities. This service is

delivered from eight full service Community Housing Offices, two satellite offices

and four Customer Service Centres. These services are:

• Estate management

• Tenancy enforcement including dealing with anti-social behaviour and rent

arrears

• The management of void properties

• Lettings

• Reporting and monitoring repairs

• Working in partnership with other agencies, especially NCC

• Working with leaseholders and the private sector

• Contributing to regeneration and development

• Sustaining and supporting tenancies and communities

• Assisting in the delivery of the Modern Homes Programme

Key work areas:



2 • Reduce the average time taken to re-let properties to 21 days by 31/03/2011

2 • Reduce net rent arrears to £1,900,000

14 • Achieve 81% customer satisfaction with the overall housing service by 31/03/2011

8 • Achieve 60% satisfaction of tenants who report anti-social behaviour by 31/03/2011

2 • Achieve 81% Black Minority Ethnic (BME) satisfaction with the overall housing service by 31/03/2011


6 • Carry out service review by 31/12/2010

RefB

R

Y

G

Pi

P

122 123

Ref Ref

Service Standards

• We will make sure that 95% of all YCH applications received by community housing teams are registered within five working days during 2010/11

• We will give you a copy of our standard for empty homes and will tell you what work we will do to your home before you move in. Our target is to meet this standard for at least 95% of new tenancies during 2010/11

• We will visit you at home within six weeks of you moving in to discuss any problems you may have, including paying your rent. We aim to meet this standard for at least 95% of tenancies during 2010/11

If you are experiencing anti-social behaviour we will contact you within the following times to offer a face-to-face interview or an interview by phone, or by e-mail if you would prefer. The timescales are based on how serious the ASB is:

• We will contact you the next working day if the ASB is very serious

• We will contact you within three working days if the ASB is serious but does not need an immediate response

• We will contact you within five working days for less serious types of ASB

Our target for the above timescales is 97% for all ASB during 2010/11

• We aim to inspect all empty properties within 24 hours of receiving the keys. We aim to achieve this standard in 95% of times during 2010/11

• We will monitor how satisfied our customers are with the service and we aim to achieve at least 81% satisfaction during 2010/11

Team targets

1 • Reduce the percentage of tenants evicted for rent arrears to no more than 0.25% by 31/03/2011

2 • 80% of Housing Project Budget to be committed and orders placed by 30/11/2011


1 • Ensure all CHO DAPS Statements are reviewed during 2010/11 and all required works are delivered

3 • Carry out two awareness sessions for CHO staff on initiatives to support vulnerable customers during 2010/11 (e.g. Typetalk, induction loops, minicom and National Interpreting Service)

12 • Complete an EINA as part of the Housing Management Service review by 31/03/2011


Team actions

9 • Review the process for carrying out six week visits by 31/12/2010

9 • Explore the possibility of charging for tenants references by 31/12/2010

9 • Review and update all Northgate letter/form templates by 31/03/2011

7 • Review information provided by Community Housing Staff about local events and activities for young people and families 31/10/2010

7 • Review the Street Warden SLA to increase presence on estates and improve effectiveness by 31/03/2011

O

G

Y

B

124 125

Directorate: Tenancy ServicesTeam: Property Maintenance Services

The Property Maintenance Team is the YHN Client Team managing all aspects of repairs and maintenance, void reinstatement, minor works and programmed and cyclical maintenance for NCC’s housing stock.

The section also gives technical support to Investment Delivery, Leasehold Management, Community Housing Management, the ASU and Facilities Management.

We have overall contract management responsibility for the repairs service

provided by City Build and other Contractors to NCC homes.

Key work areas:



2 • Achieve 92% satisfaction with the repairs and maintenance Service during 2010/11


2 • Ensure that 90% of maintenance contracts KPI’s are achieved in 2010/11

Service Standards

• We aim to carry out 99.5% of emergency repairs within our four hour timescale during 2010/11

• We aim to carry out 99% of urgent repairs within our one, three or seven day timescale during 2010/11

• We aim to carry out 99% of routine repairs within our 15 day timescale

• We aim to complete at least 98% of repairs at the first visit whenever possible during 2010/11

• We aim to achieve at least 92% customer satisfaction

• We aim to keep at least 97% of appointments that we have made for repairs during 2010/11

• We aim to carry out an annual gas safety check and issue a gas safety certificate for 99.9% of all properties we manage during 2010/11

Team targets

2 • Implement 90% of actions from the Repairs and Maintenance Strategy by 31/03/2011

8 • Complete 99% of all EPC requests within 15 working days of request during 2010/11

Ref

P

Pi

O

Y

Ref


12 • Complete an EINA on the Repairs and Maintenance Strategy by 31/01/2011

12 • Complete an EINA on the YHN Environmental Sustainability Strategy by 31/03/2011

12 • Complete an EINA on the YHN Gas Servicing Policy by 31/12/2010

12 • Complete an EINA on the YHN Rechargeable Works Policy by 31/12/2010



Strategy targets

6 • Complete a review of the YHN Repairs and Maintenance Strategy by 31/01/2011

6 • Complete the YHN Environmental Sustainability Strategy by 31/03/2011


Team actions

7 • Explore the possibility of extending the repairs service to cover all repairs for specific customer groups (elderly/disabled) by 31/12/2010

7 • Review the repair ticket procedure, consider allocating one ticket per whole repair by 31/03/2011

7 • Implement a procedure to enable emergency repairs to be confirmed by telephone by 30/09/2010

7 • Review the planned maintenance system of fencing and wall repairs by 31/12/2010

B

R

G

126 127

Glossary

Acronym

A

AGM

ALMO

ARCH

ASB

ASU

B

BME

C

CCAS

CEO

CHO

CRE

D

DAPS

DHS

DWP

E

EINA

EPC

F

FAMIS

FIP

H

HASBET

HPF

HR

HRA

Acronym

HQN

K

KPI

KLOE

L

LGB

LGBT

M

MOSS

N

NCC

NEP

NECCAS

NFS

O

OCN

OD

OHS

P

PAFF

PC

PDA

PEMS

POPS

PRI

R

RIPA

ROSPA

RTB

Full description

Annual General Meeting

Arms Length Management Organisation

Agencies against Racist Crime and Harassment

Anti-Social Behaviour

Asylum Seekers Unit

Black, Minority and Ethnic

Community Care Alarm Service

Chief Executives Office

Community Housing Office

Commission for Racial Equality

Disability Action Plans

Diagnostic Health Solutions

Department for Work and Pensions

Equalities Impact Needs Assessment

Energy Performance Certificate

Financial Accounting and Management Information System

Family Intervention Project

Housing, Anti-Social Behaviour and Enforcement Team

Housing Project Fund

Human Resources

Housing Revenue Account

Full description

Housing Quality Network

Key Performance Indicator

Key Lines of Enquiry

Lesbian, Gay, Bisexual

Lesbian, Gay, Bisexual and Transgender

Microsoft Office SharePoint Services

Newcastle City Council

North East Procurement

North East Consortium for Asylum Seekers

Newcastle Furniture Service

Open College Network


Occupational Health Service

Project Application for Funding

Personal Computer

Personal Digital Assistant

Planned Environmental Maintenance Schemes

Purchase Order Processing System

Potential Risk Indicator

Regulation of Investigatory Powers Act

The Royal Society for the Prevention of Accidents

Right to Buy

128 129

Acronym

S

SIAG

SLA

SMT

T

TSA

W

WMT

Y

YCH

YPS

Full description

Strategic Independent Advisory Group

Service Level Agreement

Senior Management Team

Tenancy Services Authority

Wider Management Team

Your Choice Homes

Young Peoples Service

Appendix 3

YHN 2009-10 Budget Position

Base Budget Revised Estimate Variation from Base budget

£ £ £ %

31,489,080 31,809,560 320,480 +1.0

Budget Base Budget Probable Variation from Estimate Base Budget

£ £ £ % Expenditure 130,057,270 125,476,160 -4,581,110 -3.52 Income 131,442,300cr 131,542,590cr +100,290cr +0.08

Surplus(cr) 1,385,030cr 6,066,430cr 4,681,400cr n/a

HRA 2009-10 Budget Position

2. 2009-10 HRA Revised Budgets

YHN and HRA Budgets for 2009-10 and 2010-11

The net expenditure shown in Table 1 is funded by a HRA Management Fee.

1. 2009-10 YHN Revised Budget - Summary of Latest Budget Position

Table 1

Table 3

Increase in 2009-10 YHN Management Fee [see Table 1] £320,480

Less

Supporting People Grant etc. Expenditure [Funding shown in HRA] £744,820

Increased Single Status Provision [Expenditure initally anticipated in 2008-09] £1,000,000

Adjusted Management Fee Increase [-4.5%] 1,424,340cr

Management Fee: External Factors

Table 2 below details factors affecting the Management Fee

Table 2

130 131

YHN 2010-11 Budget

Base Budget Variation Base to Base budget

2009-10 2010-11

£ £ £ %

31,489,080 31,624,190 135,110 +0.4

Table 3

3. 2010-11 YHN Base Budgets

The net expenditure shown in Table 3 is funded by a HRA Management Fee

Budget Base Budget Variation Base to Base Budget

2009-10 2010-11

£ £ £ % Expenditure 130,057,270 127,806,160 -2,251,110 -1.73 Income 131,442,300cr 131,582,570cr +140,270cr +0.11

Surplus(cr) 1,385,030cr 3,776,410cr 2,391,380cr n/a

HRA 2010-11 Budget

4. 2010-11 HRA Base Budgets

Increase in 2010-11 YHN Management Fee [see Table 3] £135,110

Less

Supporting People Grant etc. Expenditure [Funding shown in HRA] £916,550

Adjusted Management Fee Increase [-2.5%] 781,440cr

Management Fee: External Factors

Table 4 below details factors affecting the Management Fee

Table 4

Est Programme Estate Estate Package Ref Name Total

105 BENTINCK ESTATE 49 Traditional Internal

124 JUBILEE ESTATE 200 Traditional Internal

125 PENDOWER 384 Traditional Internal

127 RACHAEL / MAUGHAN ESTATE 213 Traditional Internal

208 HUNTERS MOOR WHEELCHAIR HSG 6 Traditional External

208 HUNTERS MOOR WHEELCHAIR HSG 6 Traditional Internal

218 FENHAM NORWEG TIMBER 81 NonTraditional Internal

219 FENHAM SOLVYT 24 NonTraditional Internal

220 FENHAM TRADS 56 Traditional Internal

221 FENHAM WILDS 64 NonTraditional Internal

222 MORPETH STREET/HUNTERS ROAD 7 Traditional Internal

227 MORPETH STREET/HUNTERS ROAD MID RISE 40 Multi Storey Internal

230 SLATYFORD NO FINES 250 NonTraditional Internal

231 SLATYFORD MID RISE 40 Multi Storey Internal

234 WESTGATE ROAD MULTIS 355 Multi Storey Internal

312 COWGATE 1940s 24 Traditional Internal

316 LEA GREEN COURT SHLTD 25 Traditional Internal

321 FAWDON NO FINES MID RISE 102 NonTraditional External

321 FAWDON NO FINES MID RISE 102 NonTraditional Internal

333 ACQUIRED/MISC 4 Acquired External

337 KENTON NO FINES 77 NonTraditional Internal

342 MONTAGU MID RISE 118 Traditional Internal

344 MONTAGU WEST BUNGALOWS 20 Traditional Internal

345 MONTAGU WEST 95 Traditional Internal

356 COWGATE 1930s 286 Traditional Internal

403 HAZELRIGG 1946 BUNGALOWS 16 Traditional Internal

405 CHURCH ROAD EST NON TRAD BUNGALOWS 57 NonTraditional Combined

406 CHURCH ROAD EST 10 Traditional Internal

Appendix 42010/11 Modern Homes and Painting Programme(as at February 2010 – subject to review and change)

132 133


406.1 CHURCH ROAD EST Cottages 6 Traditional Internal

419 GRANGE 80 Traditional Internal

420 HAZELRIGG PRE WAR 83 Traditional Internal

421 HAZELRIGG 1946 HOUSES 34 Traditional Internal

423 LINKS GREEN(HAREWOOD ROAD) 14 Traditional Internal

428 GRANGE/RYDAL ROAD 39 NonTraditional Internal

438 GRAHAM PARK ROAD MID RISE 9 Traditional External

505 HARESIDE MID RISE 184 Traditional Internal

512 NEWBURN/THE RETREAT 17 Traditional Internal

518 NEWBIGGIN HALL TREVELYAN DRIVE FLATS 9 Traditional External

518 NEWBIGGIN HALL TREVELYAN DRIVE FLATS 9 Traditional Internal

547 WEST DENTON CDA SOUTH (C-E ROADS) NO FINES 266 NonTraditional Internal

552 WEST DENTON/MULTIS 164 Multi Storey Internal

555 WESTERHOPE 1940s 57 Traditional Internal

558 WESTERHOPE 1960s 32 Traditional Internal

561 WHITE CITY 98 Traditional Internal

564 WEST DENTON DORRANS 73 NonTraditional Internal

566 WEST DENTON CDA SOUTH (C-E ROADS) 14 Traditional Internal

605 CRESSWELL STREET 100 Traditional Internal

608 BYKER DUNN TERRACE SHELTERED SHLTD 53 Traditional Internal

610 ADDISON GRAFTON MULTIS 177 Multi Storey Internal

617 BYKER - BOLAM AYTON RISE 240 Traditional Internal

617 BYKER - BOLAM AYTON RISE 240 Traditional External

618 BYKER JANET SQUARE/STREET 40 Traditional Internal


619 BYKER WALL 390 Traditional Internal

620 BYKER - KENDAL GREEN/BROCK SQUARE 235 Traditional Internal

620 BYKER - KENDAL GREEN/BROCK SQUARE 237 Traditional External

623 BYKER RABY STREET 85 Traditional Internal

624 BYKER - GRACE STREET/SPIRES LANE 79 Traditional Internal

625 BYKER CARVILLE / MT PLEASANT SHLTD 24 Traditional External

625 BYKER CARVILLE / MT PLEASANT SHLTD 23 Traditional Internal

628 BYKER TOWN 202 Traditional Internal

629 BYKER - CHEVIOT/ST MICHAELS MOUNT 198 Traditional Internal

629 BYKER - CHEVIOT/ST MICHAELS MOUNT 214 Traditional External

634 GREENFORD ROAD MULTIS 269 Multi Storey External

639 WALKER PARK SHELTERED/DR RYAN SHLTD 39 Traditional Internal

642 ALGERNON RD / THERESA RUSSLL SHLTD 39 Traditional Internal

648 HEXHAM AVENUE(WALKER) DUOSLABS 51 Traditional Internal

650 HEXHAM AVENUE(WALKER) NORWEG TIMBER 1 NonTraditional Internal

652 WALKER/STH OF WHARRIER STREET 125 Traditional Internal

657 ROMAN AVENUE/ORPINGTON AVENUE BISF 37 NonTraditional Internal

661 ST ANTHONYS/NTH OF BIRDS NEST RD 370 Traditional Internal

663 THE GREENS SHLTD 89 Traditional Internal

134 135


664 ST ANTHONYS/NTH OF DUNSTANBURGH 236 Traditional Internal

666.1 SANDY CRESCENT 186 Traditional Internal

667 ST ANTHONYS-ST ANTHONYS ROAD 82 Traditional Internal

669 POTTERY BANK 1936 211 Traditional External

676 WALKER/NTH OF GRASMERE AVE 63 Traditional Internal

677 WALKER/NTH OF GRASMERE AVE 64 Traditional Internal

696 GRASMERE AVE(ACQUIRED PROPERTY) 5 Acquired Internal

697 HEXHAM AVENUE(WALKER) TRADS 70 Traditional Internal

704 ACQUIRED PROPERTY/LOWER HEATON 191 Acquired Internal

722 HIGH HEATON/THE SPINNEY SHLTD 96 Multi Storey Internal

724 MINORIES SHLTD 24 Traditional Internal

725.2 SHIELDFIELD/VALE HOUSE 138 Multi Storey External

730 FAIRWAYS 54 Traditional Internal

885 City Wide Omits for Works 25 Traditional Internal

1141 CRUDDAS PARK MULTIS - SOCIAL BLOCKS 262 Multi Storey Combined

136

Your Homes Newcastle Limited. Registered in England and Wales. Registration number

5076256. Registered office: Newcastle Civic Centre, Barras Bridge, Newcastle upon Tyne

NE1 8PR. A company controlled by Newcastle City Council.

For more information log ontowww.yhn.org.uk