delivery plan 2012 2013 final2

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DeliveryPlan2012/13

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Foreword from Steve Murphy, Chair of Your Homes Newcastle 3 1. Introduction 5 2. What we do 6-9

Mission statement 6 Strategic objectives 6 Core values 6 Business strategy 6 Working with Newcastle City Council 7 Governance 7-8

3. How we do it (resources, finance and performance) 10-14 Our staff 10 Workforce and succession planning 10 Organisational Development 10 Our services 10-11 Business and financial planning 11 Managing performance 11-12 Performance targets 12-13 Housing regulation 13 Financial management 13-14

4. Key cross-cutting themes 15-19 Providing excellent customer services 15 Providing value for money 15-16 Working in partnership 16 Equality and diversity 16-17 Risk management 17 Information technology 17-18 Environmental sustainability 18-19

5. Looking back: what we achieved in 2011/12 20-28 Top 20 Targets 2011/12 20-23 Strategic objective achievements 23-26 Investment and Modern Homes 26-28

6. Looking forward: what we aim to achieve in 2012/13 29-44 Overview of our Top 20 targets for 2012/13 29-30 How the Top 20 targets were set 30 Top 20 targets 2012/13 in detail 31-40 Wider Management Team targets 2012/13 41-44

Appendices- Appendix 1 Your Homes Newcastle Service Plan 2012/13

Appendix 2: Housing Revenue Account/Your Homes Newcastle Budgets for 2011/12 and 2012/13

Appendix 3: Modern Homes Programme 2012/13

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by Steve Murphy, Chair of Your Homes Newcastle I am very pleased to introduce YHN’s Delivery Plan for 2012/13. It provides information about our services and how we will deliver them. It also sets out our relationship with Newcastle City Council and identifies what we intend to achieve next year. Once again we have had a very busy year in which we have made further strides towards achieving our long-term strategic objectives. Despite an increasingly challenging financial environment we have striven to provide excellent services for our customers. Over the past year we have completed a comprehensive review of our housing management service, the aim of which was to do more for less; this has resulted in a number of improvements for our customers including increased numbers of estate inspections, freeing up housing officers to spend more time out and about on estates, more proactive approaches to managing rent arrears, and improving the ways in which tenants can access our services. We have also been working hard to improve the level of service we provide out of hours and we plan to improve access even further when we launch our new enquiry centre in April. To help support our customers in preparation for welfare reform we have recently refreshed our financial inclusion strategy. Our revised approach will include the implementation of a brand new financial inclusion service to ensure that customers have access to a wide

range of information and support to help them to manage their finances in these increasingly difficult times. Over the past year we have continued to make great progress in building and refurbishing homes. In July 2011 we received confirmation from the Homes and Communities Agency that our proposal on behalf of Leazes Homes for grant funding under the affordable housing programme had been approved. This £3.2 million grant will enable us to deliver approximately 345 private homes and 144 affordable homes over the next four years - great news for the city. It has been a particularly busy year on the Byker Estate. In July 2011 its tenants voted in favour of setting up a community trust which will take over ownership of the estate and all its buildings in May 2012. This will pave the way for much needed major investment in this iconic grade listed II estate and enable local residents to be at the heart of decision making on its future. I represent YHN on the Byker Trust Board and I look forward to helping to oversee the exciting changes that lie ahead.

Foreword

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February 2012 saw the completion of Bolam Coyne in the Byker estate. Empty for over ten years, this grade two listed building has been completely refurbished and now provides much-needed accommodation in the form of 2 and 3 bedroom homes. We have another challenging year ahead against a wider economic backdrop of reduced public spending. Nonetheless we are confident that we can to continue to improve our

services and achieve our mission to be the best housing provider in the North East. I would like to take this opportunity to thank my colleagues on the Board, our tenants and leaseholders, the City Council, all YHN staff and our many partners in both the public and private sectors for their support during 2011/12, a year in which we achieved so much. I very much look forward to extending our success together over the year ahead.

The new look Bolam Coyne, Byker

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1. Introduction Your Homes Newcastle is an Arms-Length Management Organisation that was created by Newcastle City Council in 2004 to improve the condition of Newcastle City Council’s housing stock and the standard of services delivered. Eight years on, our core business continues to be the management and maintenance of the Council’s 28,585 homes and 1465 leasehold homes. In addition we are responsible for the delivery of housing related support services that improve the sustainability of tenancies and neighbourhoods and promote independent living across the city. 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 March 2016 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 2011/12;

and What we intend to achieve during

2012/13. The delivery plan also includes our service plan for 2012/13 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. We have produced a delivery plan every year since 2004. It is a continually evolving document. As part of a wider review on our business and financial planning processes we will be completely re-designing our delivery plan for next year to make it more innovative, relevant, user-friendly, and more closely aligned with our Annual Report. In the meantime we have taken the opportunity to streamline this year’s delivery plan in preparation for these changes.

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2. What we do Our mission statement is: Your Homes Newcastle intends to be the best housing provider in the North East 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 introduced in 2007 to give focus to our work. They determine how our priorities 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. Core Values In 2009, following consultation with YHN Board, our customers and our staff, we introduced a set of core values. 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 influence 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. Business Strategy During 2009 we produced our first business strategy, entitled ‘Stepping up: Improving on Excellence in Challenging Times’. This strategy gives a high level overview of the direction we will take for the next four years, how we plan to achieve our strategic objectives, and what this will mean for our customers. In early 2011 we reviewed and updated the strategy in response to changes brought about by the Government. The business strategy sets out our aspirations, and provides a framework for all of our other key documents such as the annual delivery plan and service plan. The strategy explains where we want to be in 2014, and identifies key actions to achieve each of our four strategic objectives. This delivery plan and attached service plan outlines what we are doing on an annual basis towards achieving the longer term aims and objectives set out within the business strategy. The ‘looking back’ section of the delivery plan shows what we have achieved in relation to the business strategy actions. The ‘looking forward’ section says how we will be developing milestone targets to help us respond to the challenges presented by the recent change in government policy and to keep on track in achieving longer term strategic goals.

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Working with Newcastle City Council (NCC) NCC set up YHN as a limited company, and the Council is our one and only shareholder. Our management agreement with NCC, which currently ends in March 2016, explains the services that we were 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. We work closely with Newcastle City Council on a daily basis at both a strategic and operational level. We have a key role to play in the delivery of Newcastle City Council’s Housing Delivery Plan which covers the city's housing priorities for next year and the objectives over the current spending round up to 2015. The three main priorities, for which we are key delivery partners, are:

A Working City - supporting employability

Decent Neighbourhoods

Tackling Inequalities

Governance YHN is a company limited by guarantee and it has legal and statutory duties under the Companies

Act. We have a Company Secretary who is responsible for making sure that business is conducted in accordance with the law and for ensuring that our governance reflects the Good Governance Standard for Public Services. This comprises of six core principles of good governance, which include promoting the values of the whole organisation and demonstrating good governance through conduct and behaviour. Our adopted codes of conduct for staff and Board members facilitate the promotion, communication and embedding of proper standards of behaviour across the organisation. All of our governance arrangements are set out in the Governance Handbook, a copy of which is issued to all Board members and is available on our website. The Board and its Committees The Board has overall responsibility for the management of the organisation and its primary responsibility is to set our overall strategy and to oversee the effective implementation of that strategy. The Board meets every six weeks and has five committees: Audit; Customer and Service Delivery; Finance and Resources; Performance and Remuneration. Each committee has Terms of Reference that set out the purpose of the committee and matters for which it is responsible. The Terms of Reference are included in our Scheme of Delegations and copies can be obtained from the Company Administrator. Each of the three groups of board members is represented on the committees. We will be carrying out a full review of our existing committee structures including roles and responsibilities during 2012.

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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 (one of which can be a leaseholder), two from each of the three areas across the city, are nominated by other tenants. 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 is 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. 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. All Board members go through an annual appraisal to assess their own performance and the Board’s performance as a whole. 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.

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Newcastle's Housing Delivery Plan 2011/12

Newcastle's Housing Delivery Plan covers the city's housing priorities and plans for next year and the objectives over the current spending

round up to 2015. This delivery plan makes up the work programme for the new Fairer Housing Unit which brings together accountability for

housing issues into one place, with a sharper focus on priorities.

YHN Service Plan This contains team action plans developed to achieve our four strategic objectives. It is

included as an appendix to the Delivery Plan.

Appraisals and one to one supervision Targets from the service plan are cascaded into individual one to one’s and annual appraisals and monitored at a local level.

YHN Delivery Plan This plan sets out annually our objectives and how we operate.

YHN 30 year business plan. This is our key long term financial plan – growth and efficiencies are

set out here.

Corporate Strategies We have a number of key strategies which the delivery and service plan contribute towards including: YHN’s Finance Strategy, Value for Money Strategy, Equality and Diversity Strategy, Community Cohesion Strategy and Environmental Sustainability Strategy.

Stepping Up: YHN Business Strategy 2009/14

This strategy gives a high level overview of our strategic direction for five years.

Newcastle City Council Corporate Plan

A three year corporate plan and budget for 2013/14 onwards is expected to be complete by September 2012. It will set out the City

Council’s priority outcomes and identify how progress will be delivered.

http://www.yhn.org.uk/about_us/strategies,_plans_and_reports.aspx






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3. Resources, finance and performance Our staff

We are a large organisation, with an establishment of approximately 920 posts, around a third of which are based at our head office, YHN House. The rest work from a number of locations across the city such as Community Housing Offices, the Your Choice Homes (YCH) Property Shop, concierge lodges, sheltered housing schemes as well as our warehouse and Development Centre.

Workforce and succession planning

So that we can accurately anticipate our future staffing needs it is essential that we keep abreast of our workforce profile which includes numbers of staff employed, turnover, demographics and skills levels. We also need to have a firm understanding of the challenges and issues we are likely to face over the coming years through workforce planning. Doing this enables us to effectively plan ahead and ensure that we have the right people, with the right skills, in the right jobs, at the right time. In 2010 we integrated workforce planning into our annual business and financial planning processes which has enabled us to plan more accurately for the future human resources needs of the organisation. To further inform our future workforce planning we will be conducting a succession planning exercise in 2012 which will help us to identify our business critical posts.

Organisational Development (OD)

Our Organisational Development team helps the organisation and the people who work here to improve, change and move forward to deliver excellent services.

The team drives forward organisational initiatives such as:

Investors in People Management Competence

Framework The Mentoring Scheme The Induction Framework Wellbeing at Work

OD facilitates the decision making processes which are involved in service improvement and guides the development of teams to build effective working relationships and maximise the efficiency of service delivery. Over the forthcoming year a particular focus for our OD team will be the development of a talent management programme to ensure that talent is identified and maximised for the benefit of both the individual and the organisation as a whole.

Our services

To provide services, we are split into three directorates and a Chief Executive’s Office. The directorates are:

Business Finance and Resources Tenancy Services

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The Business Directorate is responsible for delivering the Investment Programme, managing assets, staff development, customer involvement and business strategy, health and safety, new build, procurement, leasehold management and Right to Buy.

Finance and Resources is made up mostly of central teams which provide support to the organisation, including finance, human resources, customer services, information technology and administration.

Tenancy Services is made up of customer facing teams. This includes Housing Management, Property Maintenance, Care and Support Services and Citywide Services.

Our Chief Executive’s Office 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.

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. The process involves a cycle of consultation every year with managers, customers, staff and stakeholders. We ask managers and staff about resources, performance, customer service, equalities and other important issues. We also take the opportunity to ask for views about how

they can contribute to current issues. We then produce draft plans based on the comments, suggestions and ideas that have been put forward. These draft plans are circulated for further discussion before the final version of the delivery plan is put forward to our 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. In 2012 we will be re-designing the way in which we carry out future business and financial planning to make it a more innovative and efficient process. Further details about these changes will be made available on our website. 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 continuously trying to improve and that we are working towards achieving our strategic objectives. We currently 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.

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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 customers and stakeholders can get a snapshot picture of our performance;

Keep all customers and 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.

We continuously strive to improve the ways in which we gather, report and use performance information. In 2012/2013 we will be making some considerable improvements to the way in which we manage performance, moving the focus much more towards how we use performance information to help us improve our services. Further information about these changes will be provided on our website. Performance targets We first introduced a new set of ‘Top 20’ and ‘Wider Management Team’ targets in 2008. The intention of this was to provide 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 believe this approach provides a focused approach that is easy for customers, Board members, the City Council and

staff to understand. These targets are updated every year to ensure that they reflect up to date priorities. 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 is achieved.

Our ‘Wider Management Team’ targets. This is an additional set of 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. Managers and their teams determine their team targets for the following year as part of our business and financial planning process. Once agreed these targets are then used locally as a basis for monitoring performance within teams, linking with team workplans, staff supervision, and annual staff appraisals.

Local offers. One of the ways we

monitor performance is through local offers. They are a set of measurable commitments between YHN and our customers to ensure we deliver the services they said

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were important to them. Local offers help us to tailor our services to what tenants have told us are their priorities. During 2011 we worked with tenants to develop a revised set of local offers for 2012/13 which have been incorporated into the relevant service plan pages.

More information about performance against these targets for 2011/12, and targets set for 2012/13, is provided in sections five and six of this plan, and in the introduction to the service plan. Housing regulation Housing regulation has changed again during 2011/12, and this is having a major impact on the way we carry out some of our work. When we were first set up, we were subject to a best value regime incorporating a rigorous Audit Commission inspection regime which determined whether finance could be ‘unlocked’. Recently there has been a growing reduction in the regulation we are subject to from the Government. This move away from centrally managed regulation is reinforced within the Localism Act 2011; local authorities and housing organisations are now expected to self-regulate whilst ensuring that customers remain at the heart of their business. During 2011/12 we have been reviewing the work of our Business Strategy Team and this has included looking at things like how we measure performance, and how we set, manage and monitor performance targets. We have also looked at our service improvement programme which was originally set up to help us to achieve three stars, to ensure that it is fit for purpose. We want to ensure that we continue to improve and deliver excellent services, but we also need to

respond to the changing regulation agenda to make sure that we are not wasting resources in measuring and monitoring things unnecessarily. 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. We also manage properties on behalf of Leazes Homes for which additional management fees are paid. Due to the abolishment of the HRA subsidy system and the introduction of the self-financing system, we have developed a 30 year business model. The model enables us to forecast our finances for up to 30 years in the future and therefore take a pro-active and long term approach to financial planning. Board have been considering our optimal approach to self-financing through a series of reports and workshops. This work will continue in 2012. 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 quarterly to discuss our 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 six monthly updates on the latest budget and the 30 year business plan position. Our HRA and YHN budgets for 2011/12 and the budget set for

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2012/13 are attached to the delivery plan (Appendix 2). Further information about these budgets, including details of variations between the two years, was included in a report to the YHN Board in March 2012. YHN Board reports are available on our website.

The new self-financing system also means that we now have an obligation to carry out Treasury Management. This management will be delivered through a Service Level Agreement (SLA) with NCC.

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4. Key cross-cutting themes Providing excellent customer services 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. Our Customer Service Strategy, ‘Every Customer Matters’ (2010-2014), sets out our vision for the future development of customer services and outlines improvements that we need to make to ensure the on-going delivery of three star excellent services. The strategy was developed around customers' needs and aspirations which were gathered through consultation with them and our own staff, and is closely linked to the key principles of the Customer Service Excellence (CSE) standard. Our vision for customer services 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”.

Our main customer service priorities for 2012/2013 are:

To ensure we live up to the promises and standards outlined in our Customer Service Charter.

To maintain our corporate

recognition against the Customer Service Excellence (CSE) Standard.

To continually improve the

customer experience when contacting YHN by extending the use of the YHN Enquiry Centre to resolve more queries effectively and efficiently.

Providing value for money Value for money is a requirement for any successful organisation as it enables the delivery of high quality services, provides more choice and ensures needs and priorities are met. Successfully embracing value for money enables us to provide better homes, better services and contribute towards better neighbourhoods. Value for money is about doing more for the same amount. It is about raising productivity whilst increasing effectiveness. For YHN it is about enabling us to deliver the highest quality possible at the lowest possible price, and ultimately becoming a more efficient organisation and achieving our organisational objectives.

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Our vision for ensuring value for money across the organisation is: “To deliver excellent services in an economic, efficient and effective way which will enable the provision of sustainable, good quality and desirable homes and contribute towards improving local communities”. Further information about our approach to delivering Value for Money is set out in our Value for Money strategy 2010-2014. Working in partnership

Working in partnership opens up opportunities that otherwise would not have existed or would not have been as beneficial for the organisations involved.

Working with partners has many benefits for YHN; it allows us to:

Achieve more by pooling resources resulting in greater value for money

Provide extra services and better support for our most vulnerable tenants

Extend our creative possibilities and deliver positive activities for tenants which we would not be able deliver on our own

Help our tenants access employment

Work in partnership with other organisations and communities to help make our communities safer

Improve the energy efficiency of our homes, and provide more homes for people to live in.

At YHN we know we cannot achieve our vision on our own; we recognise the power of great partnerships. Many

of our most recent successes have been based on team work and partnerships with outside organisations. The key to their success lies in ensuring that we are open to new possibilities and new partnerships and that we manage our partnerships well. Equality and Diversity Equality and diversity is an important part of everything that we do at Your Homes Newcastle. Our customers come from diverse backgrounds and we are committed to providing and delivering services that meet their needs. As an organisation who has achieved the ‘excellent’ level of the Social Housing Equality Framework, we are working hard to ensure our continued compliance with the general equality duty placed upon us by the Equality Act 2010. This means that we need to have due regard for the need to:

Eliminate unlawful discrimination, harassment and victimisation and other conduct prohibited by the Act.

Advance equality of opportunity between people who share a protected characteristic and those who do not.

Foster good relations between people who share a protected characteristic and those who do not.

Overall responsibility for equality and diversity rests with our Board, and our Chief Executive acts as our corporate champion. However, our staff at all levels think about equality and diversity in their everyday working activities to make sure that we are

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treating everyone fairly and with respect, and this is a natural part of the way we work. Our Equality Policy and Equality & Diversity Strategy outline our vision, aims, priorities and targets. Our Community Cohesion Strategy sets out the direction for addressing Community Cohesion until March 2014. All services across YHN have a responsibility for contributing towards achieving our Equality and Diversity and Community Cohesion priorities. Service managers must ensure that all relevant equality and diversity targets are cascaded into their own team targets and into individual one to ones and appraisals. This helps to ensure that equality and diversity is mainstreamed across the organisation and not the sole responsibility of one team. Mainstreaming of equality and diversity is further strengthened by our activities such as ‘Diversity Week’, which allowed staff to take part in learning across a wide variety of equality and diversity issues that could be put into practice in the workplace. Progress on equality and diversity issues is reported directly to our Board, and where it is necessary to scrutinise or challenge information separate Board workshops are held. Our Strategic Independent Advisory Group has a key role at Your Homes Newcastle. Members of the group provide an independent voice to help YHN in appraising our approach to equality and diversity, especially at a strategic level on all new and significantly changed policies, procedures, housing services and functions.

Risk management We have a Risk Management Strategy in place that sets out: Our commitment to implementing

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 for our strategic risk register.

Risks identified at a strategic level are currently monitored by YHN Audit Committee. The strategic risk register is reviewed annually by Board members, YHN Management Team and Audit Committee. Information and Communication Technology (ICT) The mission of our ICT service is to provide secure, reliable and efficient ICT systems and services that support productivity and excellent customer service, and to get the right information to the right people in the right way. Our programme to update out of date and stand-alone ICT systems will continue next year, ensuring that the ICT system underpinning the new YHN Enquiry Centre provides a full and consistent view of our customers and procedures. New software to support our management of anti-social-behaviour and the new online housing application system are also part of this programme. We will continue work to network the city’s tower blocks, allowing us to bring CCTV images back to the Enquiry Centre, and to deliver services more

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flexibly to customers in high-rise blocks. To ensure we are able to respond promptly to customer requests, we are also investing in mobile working technology, providing appropriate staff with hand-held devices to which the customer request is sent. We will continue to help our customers to meet their needs through online services delivered through our website, and will be linking up with Newcastle City Council in a campaign to promote digital inclusion. ICT security is an important part of our work, ensuring that information held on our ICT systems is properly maintained and protected. We continue to support our efficiency agenda through ICT, and will introduce systems to make PCs turn themselves off at night when not in use. Environmental Sustainability We adopted our Environmental Sustainability Strategy in April 2011, setting our vision to become the most environmentally friendly housing organisation in the North East. To ensure we achieve progress in this area we have become a member of the Sustainable Homes Index for Tomorrow (SHIFT), a sustainability assessment tailored to the housing sector, and will undergo a public audit later in 2012/13. We recognise that our business activities are both contributing factors to and at risk from climate change and are making efforts to adapt our practices accordingly. In addition we realise that many of our customers face fuel poverty and we want to help them minimise these impacts in future. Both of these areas are addressed in

our Environmental Sustainability Strategy and Action Plan, the key aims of which are to:

Achieve a 6% reduction in our carbon footprint by 2013 against our 2005 baseline;

Reduce the environmental impact of the housing stock we manage and build; and

Inform and encourage behavioural change by our tenants and staff.

To date we have put a lot of effort into improving the environmental performance of our existing and new build properties; for example during 2011/12 we upgraded 472 windows from single to double glazing and installed 398 cavity and loft insulation measures. We also carried out assessments to support the creation of 1547 new Energy Performance Certificates. We have built 15 properties to the Code for Sustainable Homes level three, and a further 41 to level four; our customers in these properties have received comprehensive home user guides to help them minimise the environmental impacts of living in their new homes. To support tenants in our existing properties we also have a service level agreement with the Energy Centre at Newcastle City Council to provide home visits to tenants struggling with fuel poverty and to provide advice at public and community events. We have installed a further 43 Solar PV systems at our new build properties and also hope, by the end of the financial year, to have installed PV systems at 30 blocks to provide electricity for communal lighting, elevators and external lighting. In 2012/13 we will continue the good work we have been doing, not only by improving building fabric but also by

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adding greater value to our advice and support to our customers to help avoid fuel debt and poverty. Specific actions that we will undertake include:

Improving the advice and support we offer our existing customers through the provision of environmental sustainability information on our internet page and through publication of a handbook for tenants.

Through our SLA with the City Council’s Energy Centre, conducting at least 125 Home Visits and attending at least four events for our customers.

Reducing our carbon footprint by 2%.

Building new properties to level three or higher of the Code for Sustainable Homes.

Monitoring the performance of our existing micro-renewable installations to inform future roll-out of this programme and better understand how we can help tackle fuel poverty.

Holding at least quarterly meetings of the new ‘Green Network’ for employees.

Assessing the environmental performance of at least four of our offices and implementing improvements.

Achieving at least a Bronze award in our 2012/13 SHIFT assessment.

Solar panels on new build homes at Colwyne Place, Blakelaw

Teaching children about recycling at the Thomas Gaughan Centre

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5. Looking back: what we achieved in 2011/12 Top 20 Targets 2011/12 The diagram below shows actual performance for our Top 20 targets for 2011/12. It shows the targets that we achieved in green, and the targets we did not achieve in red. As the diagram shows, we achieved 16 out of 20 targets. Unfortunately the loss of a key furniture service contract also had an impact upon our furnished tenancies target resulting in the loss of

234 furnished tenancies however work is well underway to attract additional external customers to recoup some of this loss. We have already implemented a number of actions to help reduce our staff sickness target during 2012/13 and further investigation is now underway to identify reasons for our lower levels of overall satisfaction with housing services.

Your Homes Newcastle Top 20 2011/12 performance 01/04/11 – 31/03/2012

Refurbishing and building homes Year end performance

4014 homes to be made decent in 2011/12

- Achieved 4033 properties made decent during 2011/12, which exceeds our target.

Achieve 92% satisfaction with the repairs and maintenance service by 31/03/12

- Achieved Year end satisfaction figure stood at 96.17%. The Repairs and Maintenance Service have consistently exceeded the target satisfaction figure thoughout 2011/12.

Start on site 16 new properties and complete 86 during 2011/12

- Achieved A total of 94 units were completed during 2011/12. Work is currently underway to complete a further 16 units.

Create the Byker Community Trust and

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establish governance arrangements by 31/01/2012

- Achieved The Byker Community Trust was established and registered with the Finacial Services Authority as an Industrial and Provident Society on 11th September 2011.

Complete the transfer of the Blucher properties to Leazes Homes by 01/09/2011

- Achieved The Blutcher properties were successfully transferred to Leazes Homes by the target date of 01/09/2011.

Three star excellent services

Achieve 82% satisfaction with the overall housing service by 31/03/2012.

- Not achieved 81.2% satisfaction recorded through our survey of tenants and residents (STAR). Further investigation is now underway to identify reasons for under performance, and plan improvements.

Achieve a 3% structural efficiency saving on the 2011/12 YHN/HRA revenue base budget of £30.6m by 31/03/2012.

- Achieved During 2011/12 we made £1,368,540 worth of efficiency savings. This equates to a 4.47% structural efficiency saving on the 2011/12 YHN/HRA revenue budget. This exceeds our target.

Meet the ‘Excellent’ level of the Social Housing Equality Framework by 31/12/2011.

- Achieved Assessment was carried out in December 2011. YHN achieved the target ‘excellent’ level.

Increase by 30% the number of furnished

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tenancies supported outside of Newcastle by 31/03/2012.

- Not achieved By the end of 2011/12, Newcastle Furniture Service (NFS) supported 5081 external furnished tenancies. This equates to a 17% increase on the end of 2010/11 (4336). The loss of the Wakefield contract (234 tenancies) during quarter three has had a detrimental impact on the number of tenancies supported. However, they have recently entered a partnership with St Leger Homes (Doncaster).

Produce a sustainable 30 year business plan for Board approval by 30/09/2011.

- Achieved Report produced and approved by the target date of 30/09/2011.

Deliver 84% of key milestones for major IT changes to agreed timescales during 2011/12

- Achieved We completed 17 out of 20 milestones during 2011/12. This equates to 85%. Which exceeds our targets.

Complete the initial establishment of a YHN Enquiry Centre with an associated Customer Relationship Management System and new telephony equipment by 31/03/2012.

- Achieved The Enquiry Centre went live on 26/03/2012.

Support and care to communities Implement the Council’s new Allocations and Lettings Policy and Sub Regional Choice Based Lettings by 31/12/2011

- Not achieved The system was not implemented by the target date of 31/12/2011, but is now up and running and will be used for lettings from 14/05/2012 once further tests have been completed.

Achieve a 1% reduction in YHN’s carbon footprint, 63 tonnes, by 31/03/2012.

- Achieved

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Overall we have reduced our carbon footprint by 1047 tonnes. This equates to a 16% reduction. We have massively exceeded our target.

Achieve 90% level A’s in our Service Quality Frameworks for Supporting People contracts during 2011/12

- Achieved We achieved 100% level A’s for CCAS, Young Peoples Service and Advice & Support Supporting People contacts during 2011/12 assessments.

Produce a YHN Community Cohesion Strategy by 30/06/2011.

- Achieved Strategy produced and approved by the target date of 30/06/2011.

Support 20 long term unemployed tenants during 2011/12 into paid employment with YHN for six months to promote a culture of work and help them gain skills and experience

- Achieved 20 tenants were recruited to ‘Your Homes Your Jobs’ during 2011/12.

A quality workforce

Reduce the number of sickness days per FTE employee to 8 days by 31/03/2012

- Not achieved By the end of 2011/12 the number of sickness days per FTE was 8.59 days; just short of our target of 8 days. A number of actions have been implemented to improve this figure during 2012/13.

Achieve North East Better Health at Work Gold award by 31/12/2011.

- Achieved Gold award achieved in November 2011.

Develop a YHN Coaching and Mentoring Strategy by 30/09/2011.

- Achieved Strategy implemented and promoted by the target date of 30/09/2011.

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Strategic objective achievements 2011/12 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. The achievements are listed by strategic objective, although some of these achievements fit within more than one objective. Support and care to communities

You’ve Got The Power - In 2011 our participatory budget event, You’ve got the Power, was shortlisted for the UK housing awards. The event, now in its third year, empowers residents to decide how to spend a budget from our efficiency savings. Ideas for community projects are developed by staff and presented to tenants. The projects aim to tackle key issues that residents told us were important to them. The 2011 projects included:

– Community Payback - Working with the Probation Service to deliver community projects that will improve YHN estates.

– Eco Electric Pedals - A

fun educational and interactive project to engage the community in energy efficiency.

– Helping Hands - A

project to help vulnerable people moving home

with a packing and removal service.

– The Generation Game -

An inter-generational project bringing older and younger people together over a game of rookie golf.

Delivering Assisted Living Lifestyles at Scale (DALLAS) Bid - DALLAS aims to show how assisted living technologies (Telecare) and services can be used to promote wellbeing and quality health and care, enabling people to live independently for longer. Bids were invited from organisations with the view to establish up to five consortia across the UK with the aim of providing services to a minimum of 10,000 customers per consortia. YHN’s bid is in the final eight submissions out of 470 nationwide resulting in us being awarded a grant to develop a full business case for consideration at the next stage of the process.

Income Generation for

Tenants - Over 2011/12 our Advice and Support service supported tenants to access over £3.3m in benefits and grants.


Customer Service Excellence - Following a 12 month review YHN retained full corporate recognition in the Customer Service Excellent Standard without any partial non-compliance. The assessor was

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particularly impressed with the way YHN has actively sought continuous improvement opportunities during the last year even though we were already fully compliant last year.

Housing Management review- In 2011 we completed a comprehensive review of our housing management service. This has resulted in a number of improvements for our customers including increased numbers of estate inspections, freeing up housing officers to spend more time out and about on estates, more proactive approaches to managing rent arrears, and improving the ways in which tenants can access our services.

A quality workforce

Better Health at Work - In November 2011 we were awarded the North East Better Health at Work Gold Award. The North East Better Health at Work Award encourages businesses to make a contribution to improving the health and wellbeing of their staff. We were able to demonstrate many initiatives that contribute to making a healthier workplace.

Investors in People-Gold Award- In February 2012 we were assessed by Investors in People and subsequently accredited with the Gold Standard. Only 1% of all UK businesses achieve the Investors in People Gold standard so achieving this standard shows we can really demonstrate our commitment to

the on-going development of our staff.

Refurbishing and building homes

Photovoltaic Cell installation - During 2011/12 we installed solar energy systems on over 30 housing blocks. Solar electricity systems capture the sun's energy using photovoltaic (PV) cells. The cells convert the sunlight into electricity, which can be used to run electrical appliances and lighting. The installation of solar panels will lower YHN’s carbon footprint and also generate revenue under the Government’s clean energy cash back scheme also known as Feed In Tariff (FITs).

Award for Best Social Housing Development - The Riverside Dene regeneration scheme in the West End won the award for best social housing development at the 2011 LABC Building Excellence Awards in April 2011 after it incorporated new safety and green features into its refurbishment programme.

Finalists in the 'Delivering efficiency and value for money' award – This was in the 2011 UK Housing Awards. Your Homes Newcastle needed to ensure that we could meet the needs of our disabled and older tenants in the most effective and cost efficient way by making the best use of the already adapted housing stock, and matching these properties with those people in need of them. We have established a multi-agency Housing

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Adaptations Panel. It has representatives from our Adaptations Service, Investment Delivery Team, a Relocation Officer, Senior Housing Managers, Occupational Therapists and City Council Adult Services. They meet every fortnight to review the caseload. Our Adaptations Service was restructured to make the adaptations procedures more efficient and use our resources more effectively.

This list is a summary of some of the big achievements, but all teams across the organisation have contributed in our drive towards achieving our strategic objectives. Investment and Modern Homes At the end of 2010/11 we had made significant progress in delivering our programme and meeting our decent

homes target with 40,328 packages delivered and 24,405 homes made decent. There were several key changes that affected targets during 2010/11, including two key partners going into administration who were programmed to deliver 1,301 decent homes. Also new legislation on asbestos management significantly reduced the pace of delivery but the implementation of new processes has overcome this. Following an announcement from the Homes and Communities Agency (HCA) that ALMO’s will not receive their final year’s allocation of funding, available resources to complete the Modern Homes programme have decreased significantly. This equates to £12m for YHN. The decent homes deadline date of December 2011 has been removed and as a result we have re-programmed works beyond 2011/12.

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Overall progress is given below: Year end 31/03/2012

ANNUAL OUTTURN CUMULATIVE* OUTTURN (from 2004)

CURRENT YEAR OUTTURN AGAINST

TARGET

2005/06 2006/07 2007/08 2008/09 2009/10 2010/11

Up to Q4 2011/12

Up to Q4 2011/12

2011/12 Target

Number of packages Completed

5,678 7,741 7,396 7,624 7,580 4,309 44,982 4,654 4,434

Number of units made decent

1,063 2,074 6,113 5,885 6,137 3,134 28,438 4,033 4,014

*Cumulative figures made decent each year, does not reflect stock reduction

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

Other Capital Programmes At end Q4 2011/12

Current Expenditure Forecast £127.5 M

Current HIP Resource Allocation £127.5 M

Current Programme Excess Funding

£0 M

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;

and Improving customer services.

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6. Looking forward: what we aim to achieve in 2012/13 Top 20 Targets 2012/13 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 2012/13 are: Refurbishing and building homes

1695 homes made decent by 31/03/13

Achieve a 90% success rate

against key performance indicators, as agreed with the Byker Trust, during 2012/13

Build 43 new homes in

conjunction with Leazes Homes by 31/03/2013


Achieve 94% satisfaction with the Repairs and Maintenance service during 2012/13

83% satisfaction with the overall housing service during 2012/13

Deliver 2 new services or key processes through the Enquiry Centre by 31/03/2013

Generate a minimum of £907,000 during 2012/13 through:

- Sponsorship and Grants-

£474,000 - Traded services-

£433,000

Increase the total number of tenants paying by Direct Debit to 4900 by 31/03/2013

Complete 100% of all ICT

deliverables identified as high priority on the 2012-2013 ICT Investment Plan:

– ASB management

system replacement

– Concierge/Enquiry Centre technical integration

– Workforce scheduling for Newcastle Furniture Service

– Northgate Housing v6

– Community Housing

Office WYSE terminal replacement

– ICT System Integration

Produce equality and diversity

action plans, informed by demographic analysis, for 6 service areas and report to Customer and Service Delivery Committee during 2012/13

Maintain a HRA budget of £10 million below debt cap during 2012/13

Complete a feasibility study on the development of a trading arm by 30/09/12

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Achieve a 3% efficiency saving

on the 2012/2013 YHN/HRA revenue base budget of £30m by 31/03/13

Support and care to communities

Achieve 2% reduction in YHN’s carbon footprint by 31/03/2013

Achieve 100% level A’s in our

Service Quality Framework assessments for Supporting People contracts during 2012/13

Achieve 100% of supporting

people contracts tendered for during 2012/13

Develop a strategic approach to

Fuel Poverty by 31/03/2013

Support 30 unemployed residents into paid employment placements with YHN in 2012/13

Upgrade and connect 95% of

Concierge properties scheduled for connection to the Enquiry Centre by 31/3/2013.

A quality workforce

Reduce number of sickness absence days per full time equivalent to 8 days by 31/03/2013

How the top 20 targets were set for 2012/13 The following table provides further information about the top 20 targets, including the desired outcome and rationale behind each target:

Tenant employability event, March 2012

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Strategic objective: Refurbishing and building homes

Theme

Outcome

Rationale

Target

Decent Homes Completion of the modern homes programme.

Cornerstone of YHN’s existence

Key priority for tenants

Strategic objective to refurbish and build

Reflects completion of the modern homes programme

Continuation of 2011/12 target from

top 20

1695 homes made decent by 31/03/2013

Byker Trust

YHN contract successfully delivered

Major project with high national and regional profile

Beginning of a new way of working

Income from the contract will be important in meeting challenges of the Business Strategy in relation to self- financing

Allows for a transition from YHN’s

current role in the creation of the Trust

Achieve a 90% success rate against key performance indicators, as agreed with the Byker Trust, during 2012/13

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New Build Increased number of new homes built

Makes key contribution to Newcastle City Councils housing delivery plan

National and Local Government

priority to increase housing stock Continuation of 2011/12 target

Reflects key partnership with Leazes

Homes

Build 43 new homes in conjunction with Leazes Homes by 31/03/2013

Strategic objective: Three star excellent services

Theme

Outcome

Rationale

Top 20 target

Customer satisfaction

Increased satisfaction with the Repairs & Maintenance service

Strategic objective of three star excellent services

Repairs and maintenance service continues to be a key priority for tenants

Increase of 2% against 2011/12 top 20 target

Achieve 94% satisfaction with the Repairs and Maintenance service during 2012/13

Customer satisfaction

Increased overall customer satisfaction with

Useful generic indicator

Sector standard

83% satisfaction with the overall housing service during 2012/13

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housing services Enables benchmarking against other

providers in the sector

Increase of 1% against 2011/12 target

Service quality

Improved customer access to services through the new enquiry centre

Improved service to the customer Improving the effectiveness of service

delivery at first point of contact. Target represents the next milestone

following implementation of new enquiry centre handling out of hours calls in April 2012

Key strand of the Customer Service Strategy and therefore the Business Strategy

Deliver 2 new services or key processes through the enquiry centre by 31/03/2013

Income generation

Increase in income to support core services and investment in homes

Contributes to challenges in the Business Strategy relating to reduced funding sources and self-financing

Helps secure financial viability


Sponsorship and Grants- £474,000 Traded services- £433,000

Income Management

Increase in the number of payments through

Helps to protect tenants from debt

Represents an increase of 9% from

Increase the total number of tenants paying by direct debit to 4900 by 31/03/2013

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direct debits March 2012 baseline figure of 4500.

Helps to control overall level of arrears

Contributes towards our Financial Inclusion and Income Management strategies

Aligned with Welfare Reform

changes- increased move towards automated payments.

Will maximise rent and service charge income streams and therefore help contribute to the key challenges in the Business Strategy

Information Technology (IT)

Key IT priority tasks completed

High priority within the Business Strategy

IT supports a wide range of linked strategic objectives including delivery of excellent customer services.

Complete 100% of all ICT deliverables identified as high priority on the 2012/2013 ICT Investment Plan:

ASB management system replacement

Concierge/Enquiry Centre technical

integration

Workforce scheduling for Newcastle Furniture Service

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Northgate Housing v6

Community Housing Office WYSE terminal replacement

ICT System Integration

Equality and Diversity

Improved use of demographic information to inform development of services.

Reflects key cross cutting issue

Builds on work carried out with Performance Committee during 2011/12 to improve the quality of demographic data collected and quality of analysis

Supports strategic objective of 3*

excellent services Ensures we meet statutory duty as

stipulated in the Equality Act.

Aligns with the aspirations of the Newcastle Future Needs Assessment by the City Council

Produce equality and diversity action plans, informed by demographic analysis, for 6 service areas and report to Customer and Service Delivery Committee during 2012/13

Financial Management

Budgets accurately match resource needs Headline budgets year end outturn matches budget

One of the key challenges in the Business Strategy

Central to YHN’s financial viability Enables investment in properties and

services

Maintain HRA budget of £10 million below debt cap during 2012/13.

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provision Successfully manage first year of self-financing.

Subject of Board Away day held on

07/02/12

Trading Arm

To have a strategic approach to trading arm confirmed

Integral to our Business Strategy

Currently at a watershed in our development

Complete a feasibility study on the development of a trading arm by 30/09/2012

Efficiency

Efficiency saving on revenue base budget

Contributes to challenges in the Business Strategy relating to reduced funding sources and self-financing

Continuation of 2011/12 top 20 target

Achieve a 3% efficiency saving on the 2012/2013 YHN/HRA revenue base budget of £30m by 31/03/2013

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Strategic objective: Support and Care to communities

Theme

Outcome

Rationale

Top 20 target

Environmental sustainability

Reduction in carbon footprint

Financial benefits for customers through reduced energy bills

Reflects our ability to influence

environmental sustainability in relation to behaviours as well as housing stock

Contributes to overall target of 6% carbon reduction by March 2013 as detailed in environmental sustainability strategy as agreed by board

High priority within our business

strategy

National and Local Government priority

Improvement target from 2011/12 top 20

Achieve 2% reduction in YHN’s carbon footprint, against 2011/12 baseline, by 31/03/2013

Service quality Highest level achieved in the quality

Strategic objective of support and care

Achieve 100% level A’s in our Service Quality Framework assessments for Supporting People contracts during 2012/13

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assessments for Supporting People contracts

National accreditation so facilitates benchmarking

Continuation of 2011/12 target from

top 20

Customer satisfaction and service quality

Success in winning and retaining SP contracts


Maximises support to vulnerable

tenants Aligns activity with financial

challenges outlined in business strategy

Achieve 100% of supporting people contracts tendered for during 2012/13

Fuel Poverty

To have developed a YHN Fuel Poverty Strategy in preparation for next winter

Increasingly important impact on tenants in current economic climate.

Builds upon significant areas of work

already carried out during 2011/12 e.g. investment to properties, advice and support, environmental sustainability

Supports our strategic objective of support and care

Supports tackling inequalities priority within Newcastle City Council’s housing delivery plan.

Contributes to challenge in the

Develop a strategic approach to Fuel Poverty by 30/09/2012

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Business Strategy relating to welfare reform

Allows for synergy with Newcastle

City Council’s Energy Strategy

Employability

Increased number of customers (including tenants, family members, residents on our estates) assisted from unemployment into employment


Contributes to YHN’s Business

Strategy challenge relating to welfare reform

Employability a key priority within

both YHN Skills to Work Strategy and NCC’s Housing Delivery plan

Aligned with aspirations of Newcastle

Futures and supports our continued joint working.

Support 30 unemployed residents into paid employment placements with YHN in 2012/13

Concierge Service

Successful transition to new concierge service

Helps to ensure smooth and timely transition to new concierge service for affected customers minimising service disruption.

Key deliverable within concierge service contract.

Subject to regular progress reports to

board

Upgrade and connect 95% of Concierge properties scheduled for connection to the Enquiry Centre by 31/3/2013.

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Strategic Objective: A quality workforce

Theme

Outcome

Rationale

Top 20 Target

Sickness Management

Maximising attendance through sickness management

Ensures service delivery is properly resourced

Contributes towards our strategic objective of a quality workforce

Supports our Wellbeing at Work priority as detailed within our People Strategy.

Continuation of 2011/12 target from top 20 and mirrors current top quartile target within ALMO benchmarking club.

Contributes towards overall efficiency of the organisation

Reduce number of sickness absence days per full time equivalent to 8 days by 31/03/2013

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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 of our teams. 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.

YHN’s Enquiry Centre

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Directorate

Team

Wider Management Target

Business Organisational Development Team

Deliver all actions within the YHN Leadership and Management

Development action plan within timescales during 2012/13

Develop and implement a YHN Talent Management Programme pilot by 30/09/2012

Assets and Programming

Generate at least £250k energy funding during 2012/13 (included

within overall Top 20 income generation target)

Achieve Bronze level of SHIFT accreditation by 31/03/2013

New Build and Procurement

Ensure 100% of all tender submissions to the Homes and Communities Agency are completed to agreed timescales during 2012/13

Customer Involvement Agree the 2013/2014 local offers by 31/03/2013

Chief Executive’s Office

Chief Executive’s Office Carry out a review of committee structures by 31/08/2012

Equality and Diversity Implement new Equality and Diversity blended training programme by 31/07/2012

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Finance and Resources

Human Resources

Finalise Human Resources Team structure by 30/06/2012

Finance Maintain a minimum HRA balance of £8 million by 31/03/2013

Develop an approach to net present value (NPV) of properties in investment programme by 31/12/2012

Income Collect £400,000 Former Tenants Arrears during 2012/13

Collect 97.5% of leasehold service charges during 2012/13

Customer Service 95% of complaints to be given a full written response within 10 working days during 2012/13

Implement a single number or key numbers for enquiries by

31/03/2013

Citywide Services HASBET Implement new case management IT system and performance management framework at YHN for antisocial behaviour by 30/09/2012

Newcastle Furniture Service We will secure 2 new customers to the freight consolidation centre by 31/03/2013

We will increase income generated by NFS by £400,000 during 2012/13

Advice and Support

Offer 100% of all new tenants a financial inclusion assessment during the Financial Inclusion Service pilot (April-Oct 2012)

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Tenancy Services No more than 0.25% of tenants to be evicted for rent arrears during 2012/13

Reduce the average time taken to re-let all properties to 16 days by 31/03/2013

Reduce net rent arrears by 1.5% of year end figure for 2011/12 by 31/03/2013

Achieve 65% satisfaction of tenants who report anti-social behaviour by 31/03/2013

CCAS Deliver all stages of DALLAS bid to required timescales during 2012/13

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Appendix 1 The YHN Service Plan 2012/13 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 2011/12. 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 includes service standards for all teams, and where relevant it includes local offers for the services that these apply to. 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 overall YHN structure. 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 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 regularly.

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. A full review of all existing service standards is scheduled to take place in summer

46

2012 which will result in many existing service standards being updated.

Local offers. The aim of local

offers is that they provide an opportunity to tailor services or enhance the national standards. They are based on the principle of talking to tenants and tailoring service guarantees around their needs

Team targets. These form the

basis of team service plans and are used by managers to assist in guiding and focusing the work of their teams for the forthcoming year. They are used to enable local performance monitoring within teams and link in with staff supervision and annual staff appraisals. Managers are also expected to ensure that all relevant targets relating to corporate action plans are cascaded. The key corporate action plans with cross-cutting responsibilities include:

– Equality and Diversity Strategy – Community Cohesion Strategy – Social Housing Equality

Framework action plan – ‘Every Customer Matters’

Customer Service Strategy – Environmental Sustainability

Strategy – Value for Money Strategy

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.

Community clean up in Benwell


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Organisational structure

Support and Care Services - Advice and Support - Community Care Alarm Service and

Sheltered Housing - Concierge Service - Young People’s Services - Anti-Social Behaviour (HASBET) and

Rent Recovery

Business Services - Newcastle Furniture Service - Palatine

Housing Management Service

- Your Choice Homes - Housing Management

Environmental Services - Garden Care

Property Maintenance

Assets and Programming - Leasehold/Right to Buy - Environmental Sustainability - Health & Safety

Development and Procurement

- Procurement & Payments - New Build

Business Strategy Team - Policy and Business Support - Service Quality - Customer Involvement

Investment Delivery - Adaptations - Relocation & Resettlement

Organisational Development

Central Services - Administration/

Management Support - Facilities Management

Finance - Revenue - Business Support

Customer Service Human Resources Income

- Debt Recovery

YHN IT

Director of Tenancy Services Assistant Chief Executive and Director of Business

Director of Finance and Resources

Chief Executive

Communications Equality & Diversity Governance

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Appendix 1- Your Homes Newcastle Service Plan 2012/13 Colour code

YHN Top 20 Team target

Wider Management Team target

Service standard

Local offer

Team target

Directorate: Business Team: Assets and Programming

Key work areas: Responsible for the delivery of YHN’s Assets Management Strategy and 30 year investment plan: Develop and manage the implementation of the Asset Management Strategy; Manage construction related projects and procurements; Plan and deliver the Housing Investment Programme; Undertake housing related sustainability assessments and options appraisals; Manage and maintain YHN’s property information; Provide technical support to YHN, Leazes Homes and Byker Trust; Management of Leasehold and Right to Buy services; Management of Health and Safety; and Monitoring and implementation of the Environmental Sustainability Strategy.

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

YHN Top 20 targets

1695 homes to be made decent by 30/03/2013.

Achieve a 2% reduction in YHN’s carbon footprint, against 2011/12 baseline by 31/03/2013. P

Wider Management Team targets

Generate at least £250k energy funding during 2012/2013.

Achieve Bronze level of SHIFT accreditation by 31/03/2013. Pi

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Service standards Assets and Information:

We will produce a quarterly report for Performance Committee, Finance and Resources Committee and managers on the Modern Homes Programme progress during 2012/13.

We will ensure the Housing Investment Programme is monitored through six weekly business meetings with budget holders during 2012/13.

We will present resulting priorities and proposals to Investment Executive quarterly during 2012/13 to ensure value for money and strategic programme priorities are maintained.

We will provide quarterly KPI information on Constructor performance on the Modern Homes Programme for quarterly benchmarking meetings during 2012/13.

Technical Services:

We will complete a technical assessment for all PAFF submissions within two weeks of receipt during 2012/13.

We will provide technical recommendations on HPF schemes and budget estimates to housing management within four weeks of receiving a request during 2012/13.

We will provide technical support to carry out surveys and inspections etc. to other YHN teams within two weeks of receiving a request during 2012/13.

Environmental Sustainability:

We will monitor and report environmental sustainability KPIs on monthly/quarterly basis during 2012/13.

We will facilitate quarterly ‘Green Champion’ meetings during 2012/13 and deliver associated actions.

Leasehold:

We will send you an estimated invoice for the year ahead by 31/03/2013.

We will send you an actual bill for the previous year by 30/09/2012.

We will send you a leasehold newsletter twice a year.

We will hold a leasehold event once a year.

We will consult with you a minimum of 30 days before we carry out any major

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work to your home (legal requirement) during 2012/13.

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) during 2012/13.

Right to Buy:

Where all information is available, we will send RTB2 notices to at least 96% of customers within four weeks.

Following an RTB2 notice, we will send offer notices to at least 96% of

customers: - within eight weeks from the date of the RTB2 if you are buying a

freehold property (normally a house). - within 12 weeks from the date of the RTB2 if you are buying a

leasehold property (normally a flat or maisonette).

We will respond to 100% of customers who have sent us an initial notice of delay form within one calendar month.

O

Managers must ensure that all team targets are incorporated into individual 121’s and appraisals to enable local monitoring. Managers must also ensure that all relevant targets relating to corporate action plans as listed on page 41 are also cascaded.

Team targets

Carry out quarterly cost and quality benchmarking of construction partners during 2012/13.

Send all new leaseholders a welcome pack within 30 days of notification of sale completion during 2012/13.

Issue all leaseholders an annual report including demographic information and performance information during 2012/13.

Monitor and report carbon footprint on a quarterly basis in line with the

Environmental Sustainability Strategy to support YHN carbon footprint reduction target during 2012/13.

Y

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Directorate: Business Team: Business Development & Procurement

Key work areas: Provide a professional development and procurement function which:

Delivers new housing schemes for YHN and Leazes Homes; Procures goods, works and services on behalf of service managers, Leazes

Homes and the Byker Trust; and Delivers procurements in accordance with public contract regulations and

YHN’s Financial Regulations.

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

YHN Top 20 target

Build 43 new homes in conjunction with Leazes Homes by 31/03/2013. P


Ensure 100% of all tender submissions to the Homes and Communities Agency completed to agreed timescales during 2012/13.

Pi


Team targets

Deliver the projects in the Byker Contracts workstream against the agreed milestones during 2012/13.

Notify staff of any changes to the procurement procedure within two weeks of

the change being made during 2012/13.

Monitor and report the Corporate Procurement Strategy action plan to Finance and Resources Committee, according to committee requirements during 2012/13.

Deliver 90% of reviews / procurements of externally delivered services

recommended by annual spend analysis during 2012/13. Y

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Directorate: Business Team: Business Strategy

Key work areas: Support services to make YHN a customer-focused organisation which drives forward service improvements and ensures the company delivers the Business Strategy and its supporting strategies and plans:

The effective delivery of customer involvement, business support, service improvement, monitoring and assurance

Developing and implementing performance management and monitoring frameworks

Developing and updating policy and strategy Sharing information on housing initiatives, policy development, legislative and

regulatory changes Co-ordinating annual business and financial planning processes Deliver a structured programme of positive activities for customers Develop a range of effective quantitative and qualitative involvement /

feedback methods Ensure that involved customers are representative of YHN’s customer base Lead on the delivery and development of YHN’s Customer Involvement

Strategy To identify and promote opportunity for income generation


YHN Top 20 target


- Sponsorship and Grants- £474,000 - Traded services- £433,000

P


Agree the 2013/2014 local offers by 31/03/2013. P


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Team targets Policy and Business Support

Develop a centralised and co-ordinated approach to bidding for grants and contracts by 30/09/2012.

Develop a best practice repository for YHN by 30/09/2012.

Redesign policy and strategy templates by 31/08/2012.

Implement arrangements that enable YHN to understand and interpret national policy developments by 31/12/2012.

Develop a process to enable a co-ordinated and consistent approach to accreditations and assessments by 31/01/2013.

Redesign YHN’s approach to quantitative research to improve efficiency and effectiveness by 31/07/2012.

Service Quality

Redesign YHN’s business and financial planning process to improve efficiency and effectiveness by 31/08/2013.

Redesign 2013/14 delivery plan and service plan by 31/03/2013.

Agree the performance monitoring requirements of the business by

30/11/2012.

Redesign YHN’s performance management framework and replace it with a process which sees all service performance information collated and fed back to the service by 31/03/2013.

Deliver the new performance management framework through an account

management approach by 31/03/2013.

Redesign the SLA Management Programme incorporating revised monitoring arrangements by 31/12/2012.

Customer Involvement

Deliver 120 involvement activities by 31/03/2013.

Deliver three customer inspections by 31/03/2013.

Deliver the 2012/13 ‘You’ve Got the Power’ participatory budget event by 30/06/2012.

Produce an annual performance report by 01/10/2012.

Deliver a minimum of twenty training courses for tenants during 2012/13.

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Generate £22,000 income for positive activities by 31/03/2013.

Deliver 95% of targets in the Customer Involvement Strategy due in 2012/13 on time.

Y

55

Directorate: Business Team: Investment Delivery

Key work areas: Deliver all aspects of the YHN investment programme to tenant and leaseholder properties in Newcastle :

Resident/ stakeholder consultation on investment proposals; Resident/ stakeholder consultation on key policies and business planning; Management of the adaptations service; Development of new regeneration schemes; Identifying and applying for new and existing sources of funding linked with

the property and the environment; and Delivery of investment projects on behalf of Leazes Homes and the Byker

Trust.

Service standards Investment Delivery:

We will always write to you to tell you about any work we are planning for your home at least three months before work is due to start during 2012/13.

We will always hold an information event before we start work on your estate under the Modern Homes Programme during 2012/13.

We will carry out interim customer satisfaction surveys on your estate during

Modern Homes work carried out in 2012/13.

We will carry out a customer satisfaction survey within three months of the estate being finished on all of our completed schemes during 2012/13.

We will let you know what these surveys have shown us and what we are

going to do about any problems that have been identified by 31/03/2012.

We aim for 90% of our customers to be satisfied with internal work we have done on the Modern Homes Programme during 2012/13.

We aim for 95% of our customers to be satisfied with the external work we

have done on the Modern Homes Programme during 2012/13.

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 2012/13.

We will achieve a 95% customer satisfaction rate for the work carried out to the home of our customers during 2012/13.

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Resettlement and Relocation:

We will contact you within 20 working days of receiving a referral during 2012/13.

We will agree with you how often we will update you about your move during 2012/13.

When you have accepted another property, we will contact you within two working days to organise your move, during 2012/13.

We will contact you within five working days after your move to sort out any problems you may have, during 2012/13.

O

Local offers

We will hold two tenants events to discuss the investment programme post Modern Homes by 31/03/2013.

T


Team targets

We will carry out interim customer satisfaction surveys within six weeks of a scheme starting throughout 2012/13.

We will feed any concerns from the interim surveys into Site Meetings during 2012/13.

1695 homes to be made decent by 31/03/2013.

Achieve a minimum of £40,000 of external funding during 2012/13.

Deliver 6% savings on the £1.7m adaptations programme during 2012/13. Y

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Directorate: Business Team: Organisational Development

Key work areas: Provide support to YHN and the people who work at YHN to improve, change and move forward and deliver excellent services: Identify and support individual learning and development needs. Driving forward organisational initiatives including:

o Investors in People; o Management Competence and Induction Frameworks; o YHN Mentoring Scheme; and

Management of YHN Development Centre.


YHN Top 20 target Generate a minimum of £907,000 during 2012/13 through:



Deliver all actions within the YHN Leadership and Management Development action plan within timescales during 2012/13.

Develop and implement a YHN Talent Management Programme pilot by 30/09/2012.

P

Service standards

We will produce and advertise a learning and development brochure by 27/04/2012.

We will send joining instructions to a minimum of 96% of learners who have an advanced booking on a training programme within 10 working days of the internal course date during 2012/13.

We will work with managers to develop annual team learning and development

plans for all service areas by 31/07/2012.

We will develop an annual learning and development plan for YHN Board members by 31/07/2012.

O

Managers must ensure that all team targets are incorporated into individual 121’s and appraisals to enable local monitoring. Managers must also ensure

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that all relevant targets relating to corporate action plans as listed on page 41 are also cascaded.

Team targets

Generate £23,000 income during 2012/13 through hiring out YHN’s Development Centre to external partner organisations.

Generate £10,000 income during 2012/13 through offering places on ILM programmes to external organisations.

Gain re-accreditation as an ILM Centre by 31/08/2012. Y

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Directorate: Chief Executives Office Team: Chief Executives Office

Key work areas: The Chief Executive’s Office incorporates the following functions: 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 support and manage the support provided to committees through

Service Level Agreements. Develop a wide range of good quality and effective communications. Manage the relationship between YHN and the Media. Organise events on behalf of YHN. Provide marketing expertise to support business development.


Wider Management Team targets Carry out a review of committee structures by 31/08/2012.

Pi

Service Standards Board Support:

Distribute Board papers within one week of the meeting taking place during 2012/13.

Communications:

We will produce and deliver Homes & People at least three times each year to every tenant and leaseholder during 2012/13.

We will produce 11 editions of ‘Rewind’, our internal newsletter for staff, during 2012/13.

We will agree a timescale for the design and production of printed materials

within five working days of accepting a request during 2012/13.

Provide translated information or material in alternative formats within 10 working days of request during 2012/13.

O

Managers must ensure that all team targets are incorporated into individual 121’s and appraisals to enable local monitoring. Managers must also ensure

60

that all relevant targets relating to corporate action plans as listed on page 41 are also cascaded.

Team targets Communications:

Increase electronic distribution of Homes & People by 30% during 2012/13.

Ensure that images of BME and disabled senior staff and customers are used proportionately within promotional material to reflect the diversity of our customers during 2012/13.

Complete 90% of all actions in Communications Strategy action plan on time during 2012/13.

Distribute four ‘Chief Executives Choice’ e newsletters to external stakeholders during 2012/13.

Update Communication Strategy Action Plan for 2013-2015 by 31/03/2013.

Host at least four development workshops for the new SharePoint super-user

group during 2012/13.

Complete 90% of the actions within the Palatine marketing plan on time during 2012/13.

Complete 90% of the actions within the NFS marketing plan on time during 2012/13.

Achieve £245,000 advertising value equivalent of positive media coverage during 2012/13.

Board Support:

Produce an Annual Report for YHN by 31/08/2012.

Commence recruitment for YHN Board by 03/04/2012.

Promote the benefits of being a Board Member and the support available during 2012/13.

Increase opportunities for tenants to interact with the Board during 2012/13. Y

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Directorate: Chief Executives Office Team: Equality and Diversity

Key work areas: Provide advice and support to Service Managers to ensure that YHN’s commitment to equality and diversity goes far wider than our legislative obligations by:

Facilitating the implementation of policies, practices and procedures that actively promote equality and diversity; and

Mainstreaming the equality and diversity agenda within YHN.


YHN Top 20 target Produce equality and diversity action plans, informed by demographic analysis, for

6 service areas and report to Customer and Service Delivery Committee during 2012/13

P

Wider Management Team target Implement new Equality and Diversity blended training programme by

31/07/2012. Pi

Service standards

Internal: Deliver an equality and diversity induction module to all new YHN staff during

2012/13.

Provide advice and assistance to all staff on all equality and diversity issues within three working days of receiving the request during 2012/13.

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 2012/13.

External: We will work with the Strategic Independent Advisory Group to agree an annual

work plan during 2012/13.

We will ensure that Disability Acess Plan Statements for all our premises accessible to the public are reviewed six monthly during 2012/13 to ensure that access to our services meet the different needs of our diverse communities.

Attend at least three meetings of the Housing Diversity Network Bench Marking

Club during 2012/13. O

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Team targets Monitoring and continuous improvements are reported at least twice to

Board/SMT/Staff and stakeholders during 2012/13.

Carry out a six monthly review of all DAPS statements during 2012/13.

Complete all actions in the Stonewall Workplace Equality Index Improvement Plan by 30/09/2012.

In conjunction with the Customer Involvement Team, hold two activities to target difficult to access groups and promote consultation during 2012/13.

Ensure that 95% of the Equality & Diversity Strategy targets for 2012/13 are

achieved on time by 31/03/2013.

Ensure that 95% of the Community Cohesion Strategy targets for 2012/13 are achieved on time by 31/03/2013.

Ensure that key improvements identified through the Social Housing Equality Framework (SHEF) assessment are carried out on time by 31/03/2013.

Y

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Directorate: Finance & Resources Team: Administration and Facilities

Key work areas: Provide a central support service to YHN services. Covering: Facility management services; Administration services (including a central pool staff resource); Support to Management team and Board; Data protection and Freedom of information issues; SLA management; and Insurance.


Service standards Administration:

We will provide a reception service at YHN House between 8.15am and 5pm each working day during 2012/13 (99%).

We will respond to a minimum of 96% of admin pool request forms within two working days during 2012/13.

We will order 96% of uniforms within two working days of uniform fittings

taking place during 2012/13.

We will process 96% of travel\accommodation requests within two working days during 2012/13.

We will enter a minimum of 98% of PRI forms onto the Northgate system within two working days during 2012/13.

Facilities:

We will provide a courier service for YHN House, decentralised teams and the Civic Centre on 98% of the working days during 2012/13.

99% of goods received at YHN House bearing a name or section will be delivered to the recipient within one working day during 2012/13.

O


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Team targets

Facilities Management: Complete at least 96% of all daily health and safety reviews of YHN House

and grounds during 2012/13. Management Support

Carry out 98% of planned organisation wide telephone monitoring during 2012/13.

Type and circulate Management Team and Divisional SMT minutes within five

working days during 2012/13.

Respond to 95% of management team correspondence within 10 working days during 2012/13.

Type and circulate 95% of minutes for all other meetings supported within

seven working days during 2012/13.

Pass on 98% of complaints to the central team within one working day during 2012/13.

Y

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Directorate: Finance & Resources Team: Customer Service

Key work areas: Implementation of YHN’s Customer Service Strategy ‘Every Customer Matter’ and delivery of the Customer Service Strategy Action Plan through the management and co-ordination of:

- YHN Complaints Policy and Process; - YHN Customer Service Excellence Programme; - Development of the YHN Enquiry Centre; and - Development of the Customer Relationship Management IT system.


YHN Top 20 target

Deliver 2 new services or key processes through the enquiry centre by 31/03/2013.

P


95% of complaints to be given a full written response within 10 working days during 2012/13.

Implement a single number or key numbers for enquiries by 31/03/2013.

Pi

Service standards

We will reply to letters within 10 working days during 2012/13.

We will answer 90% of calls within five rings during 2012/13. O


Team targets

Work with Investigating Officers to enable them to provide a full written response to complaints within ten working days of receipt during 2012/13.

Investigating officers to achieve 50% satisfaction in how complaints are handled during 2012/13.

Acknowledge 95% of formal complaints within three working days during

2012/13.

Send 95% of formal complaints to Investigating Officers within two working

66

days of receipt during 2012/13.

Maintain Corporate CSE recognition for Your Homes Newcastle during 2012/13.

Y

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Directorate: Finance & Resources Team: Finance

Key work areas: Provide a comprehensive finance support service which supports YHN in making strategic decisions through the provision of:

A monitoring service for the capital programme and repairs and maintenance current spend;

Statutory accounting for YHN, Leazes Homes, Byker Trust and Leasehold service;

Budget management and financial control, including the production of the 5 year Medium Term Plan;

Production of Revenue YHN and HRA Budgets, including the agreement of the YHN management fee;

Implementation of NCC Budget Monitoring Tool/Famis system; Monitoring and reconciliation of YHN Payroll and maintenance of YHN

Establishment (E1’s); and Support/training for POP’s payment system.


YHN Top 20 targets Maintain HRA budget of £10 million below debt cap during 2012/13. Achieve a 3% structural efficiency saving on the 2012/13 YHN/HRA revenue

base budget of £30m by 31/03/2013. P

Wider Management Team targets Maintain a minimum HRA balance of £8 million by 31/03/2013.

Develop an approach to net present value (NPV) of properties in investment

programme by 31/12/2012. Pi

Service Standards Finance Business Support: Process 100% of Right to Buy cost floor calculations within 15 working days of

receiving the request during 2012/13.

Produce audited YHN annual financial statements for the YHN annual general meeting during 2012/13.

Revenue:

Respond to Budget monitoring tool queries before the beginning of the next month during 2012/13.

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Produce Bi-monthly Revenue Budget Monitor reports within 10 working days from the start of the month during 2012/13.

Train new Budget Managers and Devolved Budget holders in the Budget

Monitoring Tool within two weeks of being notified of their FAMIS login during 2012/13.

Train relevant new staff in the POP’s system and supply security access to the POP system within two weeks of being notified of their FAMIS login during 2012/13.

Car Allowance Insurance Documents; send a reminder to 95% of appropriate

staff one month before date of expiry during 2012/13. O


Team Targets All Finance

Investigate 96% of Budget Monitoring Tool accountancy actions within the month during 2012/13 for the HRA and YHN budget holders.

Finance Revenue

Achieve 97% accuracy of YHN Management Fee expenditure, revised outturn budgets to actual during 2012/13.

Achieve 97% accuracy of HRA supervision and management expenditure revised outturn budgets to actual during 2012/13.

Pay 93% of POPS invoices within 30 days of receipt of invoice during 2012/13.

Implement (in partnership with the Income Team), a systematic approach to

the regular check of council tax payments to ensure that payments are not being made to properties that are not eligible by 30/09/2012.

Finance Business Support

HRA Subsidy relating to 2011/12 claims to be submitted to the Department of Communities and Local Government timetable and without subsequent amendment of value greater than £420,000.

Provide budgeted leasehold charges to the Income Team by 30/01/2013.

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Provide actual leasehold charges to the Income Team by 30/08/2012.

Provide 100% of requested leasehold statements within statutory deadlines during 2012/13.

Y

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Directorate: Finance & Resources Team: Human Resources

Key work areas: Provide a comprehensive HR advice and support service to both staff and Service Managers, covering in particular:

- Recruitment and Selection - Employee Wellbeing - Absence Management - Employment law/Policy Development - Employee Relations - Workforce planning/Service Reviews - HR information systems/DHS/SharePoint - 360 degree feedback - Talent Management & Succession Planning


YHN Top 20 target

Reduce number of sickness absence days per full time equivalent to 8 days by 31/03/2013.

P


Finalise Human Resources Team structure by 30/06/2012. Pi

Service standards

We will provide initial advice and coaching to managers within two working days of a request on sickness absence reviews in 90% of cases during 2012/13.

Hold monthly meetings to assist managers in the management of long term sickness cases during 2012/13.

We will provide initial advice and coaching to managers within two working

days of a request on disciplinary issues in 90% of cases during 2012/13.

Upon receipt of a completed and authorised recruitment vacancy, we will take the necessary action within two working days for 95% of cases during 2012/13.

Send 95% of all shortlisted and interviewed candidates either a conditional or unsuccessful (if internal candidates) letter within five working days of receiving the information from the recruiting manager during 2012/13.

O

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Team targets

Develop a suite of bespoke HR information on the staff intranet web pages by 30/06/2012.

Up skill the HR Advisor Team to handle first line disciplinary/grievance case work and attendance management meetings by 30/06/2012.

Automate five key processes within the HR domain by 30/10/2012. Achieve 80% internal customer satisfaction with HR services during 2012/13.

Y

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Directorate: Finance & Resources Team: Income

Key work areas: Deliver an efficient and effective income management service which maximises our income and enables us to provide excellent homes and services by: Collecting income when it’s due to prevent arrears. Providing accessible income services. Managing, collecting and minimising arrears. Ensuring our income services provide excellent value for money.

YHN Top 20 target Increase the total number of tenants paying by direct debit to 4900 by

31/03/2013. P

Wider Management Team targets Collect £400,000 Former Tenants Arrears during 2012/13.

Collect 97.5% of leasehold service charges during 2012/13.

Pi

Service standards Income Team:

We will ensure that 95% of refunds are authorised within 5 days of receiving a refund request during 2012/13. Except where Housing Benefit confirmation is required in which case they will be authorised within 5 days of receipt of the Housing Benefit authorisation.

We will issue 95% of new swipe cards within 10 working days of receiving the request during 2012/13.

We will recalculate 95% of rents within five working days of being notified of

any changes during 2012/13.

We will forward 95% of Home Contents Insurance confirmations within 10 working days of the requested start date during 2012/13.

We will provide a schedule of payments to 95% of customers who pay by

direct debit during 2012/13.

We will ensure that at least 10 working days’ notice is given for any changes to payments during 2012/13.

Debt recovery:

We will contact 95% of customers within a maximum of 14 working days of you

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being referred to the service during 2012/13, to discuss your outstanding debt. O


Team targets

Deliver rent increase notifications to tenants by the statutory deadline of 04/03/2013.

Charge approved rent and service charge levels from the first Monday in April (01/04/2013).

Increase the number of direct debit payers to 4900 by 31/03/2013.

Y

74

Directorate: Finance & Resources Team: YHN ICT

Key work areas: Provide and maintain ICT systems and services to support YHN's operations and staff. YHN ICT is responsible for:

Developing YHN's ICT strategy and ensuring systems are effective and secure.

Delivering robust ICT solutions to meet changing business needs. Procuring and supporting hardware and software, from PCs to major ICT

systems. Planning and delivering ICT training for YHN staff.

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

YHN Top 20 target

Complete 100% of all ICT deliverables identified as high priority on the 2012/2013 ICT Investment Plan:

ASB management system replacement Control room integration Workforce scheduling for Newcastle Furniture Service Northgate Housing v6 Community Housing Office WYSE terminal replacement ICT System Integration P

Service standards

Service levels achieved for 85% of requests and incidents during 2012/13.

Change management: 85% of service and system changes delivered to agreed timescale during 2012/13.

O


Team targets

Deliver 85% of key milestones for major ICT changes to agreed timescale during 2012/13.

Achieve an annual overall satisfaction rate of at least 85% with YHN ICT Services by 31/03/2013.

Achieve at least 85% overall satisfaction rate for individual service desks calls

during 2012/13.

Fix 35% of incidents on first contact during 2012/13. Y

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Directorate: Tenancy Services Team: Housing Management

Key work areas: Provide a customer focused housing management service to the council’s 28,585 rented properties and cross-tenure communities. This service is delivered from eight full service Community Housing Offices, one satellite office and three 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 with leaseholders and the private sector. Contributing to regeneration and development. Sustaining and supporting tenancies and communities. Assisting in the delivery of improvement programmes.


YHN Top 20 target

83% satisfaction with the overall housing service during 2012/13. P


Reduce the percentage of tenants evicted for rent arrears to no more than 0.25% by 31/03/2013.

Reduce the average time taken to re-let all properties to 16 days by 31/03/2013.

Reduce net rent arrears by 1.5% of year end figure for 2011/12, by 31/03/2013.

Achieve 65% satisfaction of tenants who report anti-social behaviour by 31/03/2013.

Pi

Service standards Allocations

When you register for housing in Newcastle via Tyne and Wear Homes we will aim to contact at least 95% of applicants within 5 working days to confirm receipt of their application.

All applicants who apply for a home in Newcastle can access advice on their

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available housing options.

If you complete a housing options interview all applicants will be given a personal housing plan setting out what options are available to them.

If you do not qualify to join our scheme we will tell you:

- Why this is; - What information we have considered; and - What you can do to qualify, including the support available to you.

We will deal with 95% of appeals within 21 days during 2012/13.

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 anti-social behaviour is:

- The next working day if the anti-social behaviour is personally motivated;

- Within three working days if the anti-social behaviour is a wider community issue that does not need an immediate response; or

- Within five working days for less serious types of anti social behaviour such as environmental issues.

Our target for the above timescales is 97% for all anti-social behaviour during 2012/13.

O

Local offers

We will complete an options appraisal on the introduction of welfare visits for vulnerable customers by 31/08/2013.

G


Team targets

70% of Housing Project Fund schemes to be completed by 01/01/2013.

80% of Housing Project Fund budget to be committed and orders placed by 30/11/2012.

Review YHN’s the Emergency Plan by 31/03/2013. Y

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Directorate: Tenancy Services Team: Property Maintenance Services

Key work areas:

Management of the Repairs and Maintenance contract for the repairs service provided by City Build and other Contractors to NCC, Leazes Homes and Byker Trust properties, the team:

Manage all aspects of repairs and maintenance, void reinstatement, minor works and programmed and cyclical maintenance for NCC’s housing stock.

Provide technical support to all other sections within YHN.


YHN Top 20 target

Achieve 94% satisfaction with the repairs and maintenance service during 2012/13.

P

Service standards

For emergency repairs we say we will carry out within four hours, we aim to carry out 99.5% of those repairs within that time during 2012/13.

For urgent repairs we say we will carry out within either one, three or seven

working days we aim to carry out 99% of all those repairs within relevant timescales during 2012/13.

For routine repairs we say we will carry out within 15 working days, we aim to carry out 99% of those repairs within that time during 2012/13.

We aim to complete at least 98% of repairs at the first visit whenever possible during 2012/13.

We monitor how satisfied our customers are with the service and we aim to achieve at least 92% satisfaction during 2012/13.

We aim to keep at least 97% of appointments that we have made for repairs during 2012/13.

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 2012/13.

O

Local offers

Complete an evaluation of the Repairs and Maintenance demographic sharing exercise (which aims to improve our use of information held about tenants individual needs accessing the R&M service) by 31/12/2012.

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G


Team targets

Complete 99% of all Energy Performance Certificate requests within 15 working days of request during 2012/13.

Team will attend at least 20 Tenants’ and Residents’ Association meetings during 2012/13.

Y

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Directorate: Tenancy Services (Support and Care) Team: Advice and Support

Key work areas: Provide an advice and support service to current and prospective tenants with particular support on housing and financial issues. The service aims to:

Ensure that current tenancies are maintained; and Support prospective tenants in succeeding in their tenancies.

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

YHN Top 20 target



Achieve 100% level A’s in our Service Quality Framework assessments for

Supporting People contracts during 2012/13.

Achieve 100% of supporting people contracts tendered for during 2012/13.

P


Offer 100% of all new tenants a financial inclusion assessment during the Financial Inclusion Service pilot (April-Oct 2012).

Pi

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 2012/13.

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 2012/13.

We aim for at least 92% of our customers to be satisfied with staff from the

Advice and Support Service during 2012/13. O


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Team targets

We will refer at least 85 service users into Newcastle Futures or other employability services during 2012/13.

We will generate at least £3.3m through applying for benefits and charity

applications for tenants during 2012/13. We will reduce the amount of arrears per advice and support worker by an

average of £20,000 during 2012/13. Y

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Directorate: Tenancy Services (Support and Care) Team: Community Care Alarm Service and Sheltered Housing

Key work areas: Provide an integrated housing management and mobile warden services for residents of Newcastle through the provision of a Community Care Alarm service (CCAS) and Sheltered Housing Service:

CCAS helps YHN promote independent living by providing telecare and 24 hour response services.

CCAS has contracts with external organisations. Sheltered Housing Service is designed to offer an overall housing

management and warden response service to vulnerable clients (over the age of 60) to around 1000 properties in 26 schemes across the city.


YHN Top 20 targets

Achieve 100% level A’s in our Service Quality Framework assessments for Supporting People contracts during 2012/13.

Achieve 100% of supporting people contracts tendered for during 2012/13. P


Deliver all stages of DALLAS bid to required timescales during 2012/13.

Service standards

We will answer 98.5% of all alarm calls within one minute during 2012/13.

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 90% of all alarm calls during 2012/13.

We will complete either a ‘data check’ or a support plan with you depending on your needs. We will do this once during 2012/13, so that the information we use to provide your service is correct and up to date.

If you live in one of our sheltered housing schemes:

We will complete a support plan with you once a year during 2012/13.

We will review your support plan six months after completion during 2012/13.

O

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Local offers Sheltered Housing: We will offer a free financial assessment to all applicants who are offered a

sheltered housing tenancy, to help them decide whether they can afford to live in the property.

We will offer an enhanced property standard for sheltered housing properties which includes stripping and painting all rooms if the property needs to be decorated.

We will offer an enhanced furniture package which can include carpets, curtains and a specialist bed for new sheltered housing tenants if they need them.

We will offer a free financial assessment when completing a support plan for all

sheltered housing tenants. We will consult all sheltered housing tenants, either through meetings or

individual visits, before any sheltered housing improvement work is carried out. G

M Managers must ensure that all team targets are incorporated into individual 121’s and appraisals to enable local monitoring. Managers must also ensure that all relevant targets relating to corporate action plans as listed on page 41 are also cascaded.

Team targets

Achieve 90% user satisfaction during 2012/13. Mobile & Telecare Services

Retain Telecare Services Association (TSA) Code of Practice Accreditation during 2012/13.

Achieve 5% increase in CCAS/Telecare client growth by 31/03/2013 based on client numbers as at 31/03/2012.

Sheltered Housing Service

Reduce rent arrears for current tenancies in our sheltered schemes by 1.5% by 31/03/2013.

Reduce void re-let times to 35 days by 31/03/2013. Y

83

Directorate: Tenancy Services (Support and Care) Team: Concierge

Key work areas: Provide a comprehensive concierge service to tenants and leaseholders living in flats. Services provided include:

Building cleaning. Reception duties. Safety and security. Inspections to shared areas. Monitoring of a citywide CCTV system that help to make communities safer,

stable places to live.


YHN Top 20 target

Upgrade and connect 95% of Concierge properties scheduled for connection to the Enquiry Centre by 31/03/2013.

P

Service Standards

Provide 90% of all new tenants with a welcome pack within seven working days of moving in during 2012/13.

Offer all new tenants an introduction to the Concierge Service during 2012/13.

Undertake all tenant introductions within seven working days of receiving the

request unless a later date is specified by the customer during 2012/13.

Display our cleaning work schedule in buildings with a concierge service during 2012/13.

Inspect all concierge buildings, every quarter, during 2012/13 to make sure

our service provider is keeping to our cleaning standard.

Invite tenants’ representatives to our quarterly inspections and make the results available to tenants if requested during 2012/13.

Carry out safety and security checks on 95% of concierge blocks every day

during 2012/13. O


84

Team targets

Undertake monthly building cleaning inspections for 95% of blocks during 2012/13.

Y

85

Directorate: Tenancy Services (Citywide) Team: Housing, Anti-social Behaviour and Enforcement Team

Key work areas: The Housing, Anti-Social Behaviour and Enforcement Team (HASBET) provides a centralised support service to Community Housing Offices and other YHN teams in Newcastle with the primary role of tackling anti-social behavior by:

Working in partnership with other enforcement and support agencies. Working with local teams to tackle anti-social behaviour to manage more

serious anti -social behaviour cases and breach of tenancy cases. Managing Newcastle’s graded response intelligence model.



Implement new case management IT system and performance management framework at YHN for anti-social behaviour by 30/09/2012.

Pi

Service standards

We will send 99% of our customers’ details of our Victim Support Officer within 5 working days during 2012/13.

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 anti-social behaviour is:

- The next working day if the anti-social behaviour is personally motivated.- Within three working days if the anti-social behaviour is a wider

community issue that does not need an immediate response. - Within five working days for less serious types of anti-social behaviour

such as environmental issues.

Our target for the above timescales is 97% for all anti-social behaviour during 2012/13.

We will contact the person you say has carried out the anti-social behaviour within 5 working days of the timescales above for 97% of customers during 2012/13. We will only do this with your agreement.

We will contact 99% of our customers to complete a customer satisfaction form within five working days of closing your complaint during 2012/13.

O

Local Offers

We will increase publicity of the action we take against ASB perpetrators by

86

publishing an annual summary of ASB case studies through our Annual Report by 31/03/2013.

We will increase publicity of the action we take against ASB perpetrators by providing a quarterly update on recent cases through our website during 2012/13.

We will develop and deliver a good citizenship programme aimed at young people living on our estates by 31/03/2013 G


Team targets

In 97% of cases we will install surveillance equipment within five working days after receiving Regulation of Investigatory Powers Act (RIPA) authorisation during 2012/13.

Ensure 90% of closed ASB cases are resolved during 2012/13.

Achieve customer satisfaction rating of 80% for the handling of ASB cases

referred to HASBET during 2012/13.

Achieve customer satisfaction rating of 80% for the speed of response referred to HASBET during 2012/13.

Y

87

Directorate: Tenancy Services (Citywide) Team: Newcastle Furniture Service

Key work areas: Deliver a range of services to tenants of YHN and external organisations to help support independence. These services include:

o Comprehensive furniture package service; o Child safety equipment scheme for YHN Tenants; and o Garden Care maintenance scheme.


YHN Top 20 target



P


We will secure two new customers to the freight consolidation centre by 31/03/2013.

We will increase income generated by NFS by £400,000 during 2012/13. P

Service standards Furniture Service:

We will deliver 94% of furniture to you within five working days of you asking us during 2012/13.

We will collect 94% of furniture from you within five working days of you asking us during 2012/13.

We will repair or replace 94% of all faulty cookers we have supplied to you within two working days of you telling us about it during 2012/13.

We will carry out 94% of collections following receipt of termination for all YHN managed tenancies within two working days of a request during 2012/13.

We will visit all customers within eight weeks after delivering their furniture pack during 2012/13.

The Garden Care Service:

We will visit you 11 times within a 12 month period during 2012/13.

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The Child Safety Equipment Scheme:

We will install 95% of safety equipment referrals within eight weeks during 2012/13.

O


Team targets

Achieve 95% satisfaction with services by 31/03/2013.

We will maintain ISO9001 accreditation during 2012/13.

We will maintain ISO14001 accreditation during 2012/13.

We will carry out four full stock checks during 2012/13. Furniture Service:

We will reuse at least 60% of all products returned from terminations during 2012/13.

We will repair at least 55% of NFS supplied white goods within tenant’s homes during 2012/13.

The Garden Care Service:

We will increase the number of Garden Care customers by 10% during 2012/13.

Y

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Directorate: Tenancy Services (Citywide) Team: Rent Recovery Team

Key work areas: Provide a supportive rent recovery service to both tenants and YHN service areas to ensure compliance with legislation in possession proceedings, through the provision of:

Quality assurance in rent arrears recovery; Collaborative working with courts in targeting ‘won't pay’ tenants; Benchmarking cost and performance; Telephone payment service; and Representing YHN in court cases.


Service standards

We will prepare particulars of a 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 2012/13.

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 2012/13.

We will check and action if necessary all adjourned rent arrears cases on a weekly basis during 2012/13.

We will check, and action if necessary, 98% of referrals for a warrant of eviction within four working days of receiving the request and update the rent account where appropriate during 2012/13.

We attend court for all YHN cases listed for rent arrears during 2012/13.

We will check 98% of active rent recovery cases within five working days and update the rent account where appropriate during 2012/13.

We will publish our performance figures to internal customers on a quarterly basis during 2012/13.

O

Managers must ensure that all team targets are incorporated into individual 121’s and appraisals to enable local monitoring. Managers must also ensure that all relevant targets relating to corporate action plans as listed on page 41

90

are also cascaded.

Team targets

Refer 99% of tenants who go through the court process to the Advice and Support Service during 2012/13.

Y

91

Directorate: Tenancy Services (Support and Care) Team: Young Peoples Service

Key work areas: The Young People's Service supports young people by giving advice, preventing homelessness and helping young people to find a home. The service consists of the following teams:

Floating Support and Homeless Prevention – aims to prevent young people from becoming homeless & provides support in tenancies.

Supported Accommodation Service – a 24 hour staffed hostel for homeless young people & block of 16 semi-independent tenancies with on-site support during office hours.

Family Intervention Project – support for families at risk of eviction and chaotic lifestyles.

Youth Voice – provides opportunities for young people and families to be involved in decision making and to volunteer.

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

YHN Top 20 target



Achieve 100% level A’s in our Service Quality Framework assessments for

Supporting People contracts during 2012/13.

Achieve 100% of supporting people contracts tendered for during 2012/13. P

Service standards 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 2012/13.

Provide advice and information to a minimum of 99% of young people and

families using our service to ensure they know their rights during 2012/13. Encourage a minimum of 99% of young people engaging with our service to

take part in their community or participate with Youth Voice during 2012/13.

Jointly assess the needs with Initial Response Service for a minimum of 99% of 16 and 17 year olds in Newcastle who are in need of accommodation and present at Housing Advice Centre during 2012/13.

95% of vulnerable young people who are supported by our floating support service to maintain a successful tenancy for 12 months during 2012/13.

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Develop a support plan for 99% of young people and families within 10 working days of engaging with the service during 2012/13.

We will ensure 100% of young people & families are involved in their reviews and we will review all support plans within the following timescales:

- Monthly for all customers engaged with FIP. - Every six weeks for all customers living in the hostel. - Quarterly for all customers engaged with our Floating support service or

living in our supported accommodation. O


Team targets Review all support plans in the following timescales during 2012/13:

- Six weeks for the Hostel. - Monthly for Family Intervention Project. - Quarterly for Floating Support and supported Accommodation.

All 16 and 17 year olds that present in housing need to the Housing Advice

Centre or Young People’s Service will be assessed and supported to ensure their housing need is resolved during 2012/13.

Ensure void levels in Young People’s Service supported accommodation are less than 2.5% (or 20 weeks) during 2012/13.

Offer all customers advice on welfare reform, its impact and income maximization during 2012/13.

Family Intervention Project: Support at least 18 families identified by Housing Management as high risk of

eviction because of their complex and chaotic lifestyles during 2012/13. Y

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Directorate: Tenancy Services (Housing Management) Team: Your Choice Homes

Key work areas: Manage the council’s lettings policy, in partnership with other housing providers in Newcastle and across the sub region via Tyne and Wear Homes through:

Management of the lettings service, including housing options; Performance monitoring and analysis of future need for housing; and Assessment of housing needs to help support prospective and current tenants

to succeeding in their tenancies.


Service standards

When you register for housing in Newcastle via Tyne and Wear Homes we will aim to contact at least 95% of applicants within 5 working days to confirm receipt of their application.

All applicants who apply for a home in Newcastle can access advice on their

available housing options.

If you complete a housing options interview all applicants will be given a personal housing plan setting out what options are available to them.

If you do not qualify to join our scheme we will tell you:

- Why this is; - What information we have considered; and - What you can do to qualify, including the support available to you.

We will deal with 95% of appeals within 21 days during 2012/13.

O


Team targets

We will achieve 65% Housing Association nominations to existing properties during 2012/13.

We will achieve 100% Housing Association nominations to new build properties in-line with the nomination agreement with NCC during 2012/13.

We will increase take-up of mutual exchange as a housing option to 10% by 31/03/2013.

Encourage 60% of all new applicants to access advice via our housing options

94

process during 2012/13. Y

95

Appendix 2- Housing Revenue Account/Your Homes Newcastle Budgets for 2011/12 and 2012/13

Summary of the HRA Revenue Budget Position

Table 1 shows the 2011-12 Revised budget position as at January 2012:

Budget Base budget

2011-12

Revised budget 2011-

12

Variation from Base

budget

£m's £m's £m's %

HRA Income (131.2)

(127.6)

3.6 -2.7

HRA Expenditure 129.8 125.6

(4.2) -3.2

HRA Deficit / (Surplus)

(1.4)

(2.0)

(0.6)

Capital projects funded from HRA 1.6

1.6

NET HRA Deficit / (Surplus)

(0.4)

1.0

HRA expenditure includes:

YHN Management Fee 30.7 29.8

(0.9) -3.1

* Table 1 shows a £1.6m contribution to the Capital Investment Programme.

2012-13 Base budget position

Table 2- shows the 2012-13 projected base Budgets as at January 2012:

Budget Base budget

2011-12Base budget

2012-13

Variation from Base

budget

£m's £m's £m's %

HRA Income (131.2) (118.7) 12.5 -9.5

HRA Expenditure 129.8 111.4 (18.4) -14.2

HRA Deficit / (Surplus) (1.4) (7.3)

(5.9)

Capital projects funded from HRA - 7.5 7.5

NET HRA Deficit / (Surplus) (1.4) 0.2 1.6

HRA expenditure includes:

YHN Management Fee 30.7 29.0 (1.7) -5.7

* Table 2 shows a small deficit position on the HRA due to a £7.5M contribution to the Capital Investment Programme

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Table 3 shows the major variations of the YHN Management Fee from the 2011-12 Base budget

Byker

The transfer of Byker stock will have an impact on the HRA. The reduction in income from rents and service charges will be partially offset by reduced cost pressures (e.g. repairs and maintenance) and income from the management fee with the Byker Trust. But we should be aware of the risk that we may not be able to pass on all of the costs associated with Byker. We hope to retain economies of scale through YHN retaining the management agreement for Byker.

There is the transfer of significant investment requirements and their revenue consequences (interest payments) to the trust.

The budget for 2012-13 was prepared on the basis of the transfer of Byker on 27th March 2012. For every calendar month delay there will be additional interest costs of approximately £70k.

View of the Byker Wall

Summary of major YHN variances from 2011-12 Base2011-12 Revised

2012-13 Base

£000's £000'sCommitments c/fwd. from 2010-11 975 -Staff turnover Provision (net of Temporary staffing) (631) (704)Salary adjustments (488) (329)Net Efficiency savings/ Misc adj's (798) (820)Inflation - 150

Total YHN variations (942) (1,703)

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Appendix 3- Modern Homes Programme 2012/13

2012/13 Modern Homes Programme - new starts Internal Packages

PROP TYPE

EST REF

Prog Estate Name PCKGProg Year

Internal

Estate Total

Non Trads 219 FENHAM SOLVYT I 2012/13 24

Trads 220 FENHAM TRADS I 2012/13 53

Non Trads 221 FENHAM WILDS I 2012/13 60

Trads 330 KENTON BAR BUNGALOWS I 2012/13 30

Trads 331 KENTON BAR HOUSES I 2012/13 187

Trads 332 KENTON BAR MID RISE I 2012/13 116

Trads 335 KENTON BUNGALOWS I 2012/13 76

Trads 347 NORTH FENHAM/STAMFORDHAM ROAD BUNGALOWS I 2012/13 91

Non Trads 408 CHURCH ROAD EST NON TRAD I 2012/13 25

Trads 505 HARESIDE MID RISE I 2012/13 180

Trads 512 NEWBURN/THE RETREAT I 2012/13 17

Trads 558 WESTERHOPE 1960s I 2012/13 28

Trads 615 BYKER ‐ ST PETERS ROAD I 2012/13 12

Trads 632 CHURCH STREET/WALKER ROAD HOUSES I 2012/13 17

Trads 661 ST ANTHONYS/NTH OF BIRDS NEST RD I 2012/13 353

Non Trads 679

WELBECK ROAD/SCROGG ROAD/WESTBOURNE AVENUE I 2012/13 40

Sheltered 692 WESTBOURNE AVE (EASTBOURNE) SHLTD I 2012/13 27

Trads 695 CHURCH ST/JANE TERRACE I 2012/13 9

Trads 735 SHIELDFIELD(WESLEY STREET) 1940s I 2012/13 39

Internal Packages 1384

98

PROP TYPE

EST REF

Prog Estate Name PCKGProg Year

External

Estate Total

Sheltered 205 ARTHURS HILL/THORPE CLOSE/IRIS STEEDMAN SHLTD E 2012/13 43

Non Trads 219 FENHAM SOLVYT E 2012/13 25

Trads 220 FENHAM TRADS E 2012/13 56

Non Trads 221 FENHAM WILDS E 2012/13 64

Trads 233 TWO BALL LONNEN E 2012/13 463

Trads 336.1 KENTON HOUSES & LOW RISE ‐ WINDOWS E 2012/13 64

Trads 345 MONTAGU WEST E 2012/13 95

Trads 437.1 DINNINGTON 1946 HOUSES ‐ WINDOWS E 2012/13 19

Trads 648 HEXHAM AVENUE(WALKER) DUOSLABS E 2012/13 51

Trads 669.2 POTTERY BANK 1936 (Phase 2) E 2012/13 154

Sheltered 692 WESTBOURNE AVE (EASTBOURNE) SHLTD E 2012/13 27

Trads 697 HEXHAM AVENUE(WALKER) TRADS E 2012/13 87

External Packages 1148

Total Packages 2532

NB: This programme does not include schemes from the 2011/12 programme that will carry over in to 2012/13.

2

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