yhn annual report 2011-12

AnnualReport

2011/12

A word about how this year’s report was produced 3

Interview with Steve Murphy 4

Board members’ thoughts 6

How we run ourselves 8

YHN management structure 8

Your Homes Newcastle Board 2011/12 9

Interview with John Lee, Chief Executive 10

National standards:

Tenancy 12

Home (Modern Homes) 14

Home (Assets and programming) 16

Home (Repairs and maintenance) 18

Neighbourhood and community (Estate management) 20

Neighbourhood and community (Anti-social behaviour) 22

Tenant involvement and empowerment 24

Value for money 26

Performance 28

Focus on: Support and care 29

Board and Committee calendar 30

Contents

Throughout this document we have featured key performance indicators. Here is a colour code to help you see how we have done.

Key performance indicators colour code:

Our target

Achieved or exceeded

Improvement needed

2010/11 Actual fi gure

A word about how this year’sreport was produced…During the year we changed the way we involve customers in the information we produce. Customers now have regular access to staff atYour Homes Newcastle (YHN) specifi cally to help them get the information they need to write articles for our customer newsletters and reports.

For this report, several of our involved customers interviewed senior members of staff, including our Chief Executive and Chair. The interviews focused on the Tenant Services Authority’s (now the Homes and Communities Agency) national standards, whilst trying to capture the big issues that our key services face on a daily basis. Questions looked at how our services performed during 2011/12, how customers have been involved in services and our challenges for the year ahead.

We’re keen to give as many customers as possible the chance to be actively involved in the information we publish. Involving customers helps us makesure that the information is relevant and interesting, allows customers to compare our performance against that of other landlords, and gives both parties the opportunity to draw on their experience and get their views across.

“For this report, several of our

involved customers interviewed senior

members ofstaff.”

2 3

Paul Booth

Tony Moore

June Matthews

Pauline Frost

Val McDonald

Tim Gilks

We hope that you fi nd this new format informative and useful. The customers whose hard work has made it possible were;

This has been a year in which we continued to improve our services and have been fl exible in our response to the evolving needs of all our customers, be they tenants, leaseholders, local and national government, or our manylocal and regional partners.

In addition to that ongoing improvement work, we have prepared for major government changes to the housing fi nance system. Offi cers worked with Board over several months to understand what the new

arrangements would mean for us and how the changes would infl uence our 30 year business plan. Our investment decisions over the next few years

will have a huge impact on the services we can provide in the future.

This is because the government has written off around half of the debt that had been assigned to Council housing in the city over the years, leaving us with sole responsibility for managing the remaining debt. This is almost like having a mortgage of around £14,000 on each council property in the city. To enable us to manage that debt

successfully we now have sole control over all the rent we collect on behalf of the City Council. In the current economic conditions it’s now more important than ever that we know where every penny is going, what it’s being spent on, and that it has been spent wisely.

As part of this approach we will have to look for new business opportunities to add to the comprehensive range of products and services that we already offer, some of which may seem quite far removed from our core housing services. For example, I’ve yet to hear of any other housing organisation that is managing a supported

employment bed manufacturer. One of the things I’ve learned in my time here is that the days of just handing the keys over to a tenant at sign up have long gone and that these additional and support services are central to our mission. However we have to be sensible about what we invest in. Measures have been in place throughout to ensure that growth is controlled and consistently related to our aim of supporting customers to improve their lives. Any surplus that these services generate is put back into the business for the benefi t of tenants.

An enormous amount of work has gone on to get ready for the creation of the Byker Community Trust and a lot of people, including tenants, have been involved. The change will enable a transformational level of investment into the Byker Estate over the next couple of years, and we wish the Trust every success.

Interview with Steve Murphy “The days of just handing the keys over to a tenant at sign up have long gone…”

Leazes Homes is also becoming more independent and is continuing to build within market conditions that many mainstream private house builders are fi nding diffi cult to navigate. Lots of affordable properties have been lost in the city over the years, so it’s important that it makes the most of any opportunities to build new homes – not least because it enables it to create employment opportunities at a time when apprenticeships are in short supply in the city. Leazes Homes has already built 165 affordable and 98 private units which have delivered 400 employment and training opportunities, thus playing its part in supporting the region’s economy.

These changes place YHN in an entirely new commercial relationship with Byker Community Trust and with Leazes Homes, and we have to make sure that their customers receive the level of service that they would have expected as customers of YHN, and that they can also continue to access services that individually they might not be able to get elsewhere, such as home contents insurance.

We’ve been able to continue bringing Council homes up to the government’s Decent Homes Standard despite having less money. We should complete the programme in 2012/13, which will be another major achievement.

By far our biggest current challenge, however, is welfare reform. There are some huge changes on the way as a result of the changes to the benefi t system that are being proposed by the government. Customers in receipt of Housing Benefi t will receive less money if they have spare bedrooms, anyone living with a non-dependant person will get less Housing Benefi t, and all people in receipt of benefi ts will directly receive a single regular payment from which they are expected to meet all of their household bills, including their rent and council tax. This will be a major challenge for some people and we will be working hard to support tenants through it. We must make our housing offer so attractive that people will choose to prioritise paying their rent and thereby avoid putting their tenancy at risk.

This is going to be a big change for everyone, and our future prospects are closely linked to it. If we lose too much rental income we will have less money with which to maintain our housing stock, and may have to make some hard choices about the range of services we provide.

There is certainly a lot to think about - but be assured that we are covering all the bases. There may be diffi cult times ahead for social housing providers and their tenants but we’re proud of our achievements, confi dent about the future, and keen to rise to the challenge.

“It’s now more important than ever that we know where every penny is going, what it’s being spent

on, and that it has been spent wisely.”

“This is going to be a big change for everyone, and our future prospects are closely linked

to it.”

4 5

Steve MurphyChair, Your Homes Newcastle

Byker resident Paul interviewed Steve Murphy, Chair of YHN. Paul said “It seems that you’re

very customer focussed and quite ethical in your approach and that you genuinely do care.

“You do stuff because it not only benefi ts YHN but also benefi ts us and the rest of the tenant group.”

Board members’ thoughts ...

Tenants Val andTony interviewed Lisa Doherty, Lynn Stephenson and Rob Higgins on their decision to join the Board and the impact it’s had on them and YHN.

Why did you join the Board?

Lisa: I didn’t actually know that the Board existed and that tenants could get involved! But after some issues with my Modern Homes

work I found out about the Board and applied to join. I thought it would

be a good way for me to get involved in some of the big decisions.

What key decisions have you made over the last year on the Board?

I’m on the Finance Committee as well as the Board so it’s mostly been about the changes to the housing fi nance system. I was also involved in the decision to continue paying for our Supporting People funded services when that funding stopped, as they provide key services to people across the city.

What impact do you think these decisions have had on customers?

Quite a benefi cial one. Some of the bigger decisions like the Supporting People funding means we can keep providing those services which has a huge impact on some of our more vulnerable customers.

What key pieces of work will you be involved in during 2013?

The main thing that is going to affect everyone on the Board and YHN is welfare reform. We need to see how we can help customers deal with the impact as well as prepare for the impact on the business.

Lisa Doherty, Tenant


Rob: I joined the Board because social housing is part of my history - even before I became a councillor I was involved in tenants

groups or social group activities. So I wanted to be part of the organisation

and contribute to its success.


I looked at how we continue the Modern Homes Programme. We had to make some diffi cult decisions about how to carry on the programme and how we prioritise the work because it directly impacts on tenants. I was also involved in the changes to the lettings policy – the different bands and criteria and the new online service; so some very important decisions over the last twelve months.


The impact on customers is a practical one – if your house is being modernised then you’re getting a better house to live in. But it’s also important for customers’ morale. We need to reassure people that we are still meeting their needs and retain a sense of optimism.


Developing our lettings policy which is about making the best use of the homes we have, to make sure people are in the right property for the number of people in their household.

Rob Higgins, Councillor


Lynn: I originally saw something about the area boards so I got involved in that before joining the main Board. I know how the

house and the area you live in, and how they meet your needs, can

impact on your life. I think social housing is one of the most crucial things in our society and I wanted to be involved because I think YHN is going to play a major part in the city’s future.


I was involved in producing our thirty year business plan, because the money we may or may not have infl uences how we can invest in the future. I looked at decisions around the new Napier Street properties, windows in multi-storey blocks and at YHN’s business strategy. All of these things affect how we deliver services to people.


We work hard to make sure the time and money we invest provides the best services to customers. We want to be the best in the North East so we have to make sure that customers are at the heart of our decision making.


I’m interested in the review of the Sheltered Housing service as that’s my background. And I think the whole Board will be involved in the work around welfare reform. The other crucial area will be how we invest the money we have in developing services, developing service delivery and how we invest in properties.

Lynn Stephenson, Independent

“It’s good thatyou are putting the

effort in and are actively doing the

things you sayyou will.”

“It was goodto hear that

changes to the welfare system is

one of the key thingsyou are thinking

about.”

What Valand Tony

thought…

6 7

The Board meets every six weeks and is responsible for:

• setting our vision and our strategic objectives and agreeing how we deliver services

• setting the budget each year and making sure that we spend it wisely

• agreeing improvements to services and homes

• monitoring all of our work to make sure that we meet our objectives.

The Board has fi ve committees:

• Audit

• Customer and Service Delivery

• Finance and Resources

• Performance

• Remuneration.

How we run ourselvesOur board is made up of 19 people: six tenants, six council nominees, six independent people and an independent Chair.

“During 2011/12 Board attended

several workshops to discuss the big issues affecting

YHN”

Your Homes Newcastle BoardDuring 2011/12 our Board members were:

During the year we have had a number of changes to our board membership. Since April 2011 the following members have left the Board and we would like to thank them for their contributions to YHN:

Bill Bowman, Gerry Keating, George Pattison and John Stokel-Walker.

Steve Murphy (Chair) Bill Bowman Judith Common

Roger Harral Rob Higgins Gerry Keating

Julie Purvis

Jacqueline Turner Jane YugireElaine Snaith

John James ReidGeorge Pattison

Ammar Mirza Matthew Myers

Paul DuttonLisa Doherty

John Stokel-Walker

Nitin Shukla David Slesenger

Lynn Stephenson

Tenant, council and independent members are all represented on the committees. We have appointed an external person to chair our Audit Committee to bring an independent, objective approach to make sure that our practices and processes are effi cient and effective.

During 2011/12 Board attended several workshops to discuss big issues affecting YHN. Those issues included the fi ndings of the recent governance review, current events in social housing and how these impact on business planning, and our approach to long term business planning under the new self-fi nancing arrangements.

They attended training sessions to gain an understanding of their roles and responsibilities as company directors and value for money. Members also received training on how to effectively contribute to meetings.

A review of our governance function and how we support Board members was carried out in September 2011 and we are looking to review the structure of the committees during 2012/13 to look at how effective they are and how they can be improved.

Managementstructure

John LeeChief Executive

• Communications• Equality and Diversity• Governance

• Assets and Programming

• Leasehold/Right to Buy• Development and

Procurement• Business Strategy Team

• Customer Involvement

• Investment Delivery

• Organisational Development

• Support and Care Services

• Business Services

• Housing Management Service

• Environmental Services

• Property Maintenance

• Central Services

• Finance

• Customer Service

• Human Resources

• Income

• YHN IT

Neil ScottDirector of

Tenancy Services

Ross AtkinsonDirector of Finance

and Resources

Sheila BreslinAssistant Chief Executiveand Director of Business

8 9

Paul interviewed John Lee. Paul said “You

give a lot back to customers. You are very giving and I think the organisation is

excellent.”

Since we opened for business in 2004 we have developed a comprehensive range of services that benefi t not only the tenants and leaseholders in the 30,000 homes we manage in Newcastle, but also the tenants of other housing providers across the UK.

We are only able to do this by running the fi nancial affairs of the organisation really well, with any surplus that we generate being

reinvested in services and programmes that improve the life chances of tenants. For instance, our Your Homes Your Jobs scheme gives people

living in our homes six months paid work experience at YHN. It costs around £200,000 a year, but we believe it benefi ts both our customers and the business to create opportunities like this at a time when young people are struggling to get into work.

The way we manage our resources is changing on 1 April 2012. Whilst we are expected to be self-suffi cient, we have debts that we need to manage, so we have to look at how much money we have and what we use it for over the next four years. We will have approximately £80m to invest each year on improving people’s homes, maintaining services, new build and acquisitions, and maybe tackling some properties in the city that aren’t fi t for the twenty fi rst century. That money needs to provide maximum benefi t for our tenants and as many other people in the city as possible.

Some of the government’s policies will have a massive impact on society. The proposed reforms to the welfare system are daunting not just for us, but for any organisation providing social housing. The real challenge for us is how we provide support to our customers whilst keeping the risks to the business to a minimum. We are going to try and visit each of the tenants that we think will be affected; a sizeable task which will require staff to be exceptionally well organised and resilient in the face of some diffi cult situations for tenants with whom we have built strong relationships over the years.

Interview with John Lee, Chief ExecutiveWe are continuing to go well beyond the traditional housing management role, spending over £100m last year on a range of activities that support tenants and maintain and help to create sustainable communities.

And that’s not the only challenge our staff will be facing. Last year we set up an enquiry centre to improve the way we serve the growing number of customers that contact us by phone. The idea is to use the centre to handle more and more of our low level queries over the next couple of years. It will enable housing offi ce staff to spend more time on their patch, which in turn will benefi t customers because being out on estates is where the more productive work is done.

We’re also changing the way we deliver the concierge service. It’s a big challenge for staff, but we’ve got to get the fi nancial side right because it does cost money and we don’t currently cover that cost with what tenants pay for the service. We know that this service is highly valued. The new structure will ensure we can get staff to where we need them and we can deliver a cleaning service to communal areas of multi-storey blocks. Newcastle is a small place so if there is an emergency we can have somebody there within 10 or 15 minutes.

We have no choice but to modernise the service for the twenty fi rst century and are thinking carefully about how we support those staff through what can be a life changing episode, particularly if they are being asked to take on a new role or, regrettably, face redundancy.

Up until now everything we have been managing has been owned by the City Council. However, things are changing as we now manage properties for Leazes Homes and will soon be managing properties for the Byker Community Trust, both of whom are now operating more independently. We have management agreements and are learning what it’s like to work as a contractor, rather than a client, which is a new experience for us. We are hopeful that in time, it might open up more business opportunities for us.

It’s testament to all the hard work staff have done over the last year that we were fi nalists in fi ve categories at the prestigious Chartered Institute of Housing UK Housing Awards in 2011, including the Delivering Effi ciency and Value for Money and Involving and Empowering Communities categories. We were also fi nalists in the 2012 UK Housing Awards in the ALMO of the Year and Development of the Year – Small Schemes categories.

And in December 2011 we became the fi rst ALMO in the north east to be accredited with the ‘Excellence’ level of the Social Housing Equality Framework, recognising the work services across the business are doing to embed equality and diversity.

With this in mind, we intend to keep on at a steady pace into the coming year, taking the opportunities that come our way whilst making sure we maintain that high level of service that customers have come to expect from us. It’s not going to be easy, but through sheer determination and the commitment of our staff, we can succeed.

“Some of the government’s

policies will havea massive impact

on society.”

“We intend to keep on at a steady pace

into the coming year, taking the

opportunities that come our way.”

10 11John Lee - Chief Executive, Your Homes Newcastle

Bungalows

Flats

Houses

Maisonettes

Number let topriority status

YHN

129

1617

1018

162

RP

4

186

57

1

Paul and June talk to John Urwin, Housing Needs/Your Choice Homes Manager, about lettings, the effects of welfare reform on social housing

tenants and how a shortage of properties is an ongoing challenge

for housing providers…

Managing customer expectations is a constant challenge in social housing. People join the waiting list in the hope of getting a council home but with the lowest levels of empty properties ever (174 empty properties across the city at the end of 2011/12) YHN have to look at what other options they can offer.

The introduction of a new lettings policy means that customers aren’t automatically put on the list to wait an indefi nite length of time for a

property they may or may not want. Now they are offered options like private rented accommodation, mutual exchanges or adaptations.

And since launching a new partnership called Tyne and Wear Homes, people can register and bid for a wider selection of homes across the region and have more control over their application through a new online service.

John said “It’s about being honest with people…and coming up with a plan that’s right for them.

“By giving people more control through the Tyne and Wear Homes website, it means staff can focus their time on supporting some of our more vulnerable customers.”

National standard: TenancyLetting homes in a fair, transparent and effi cient way whilst considering the housing needs and aspirations of tenants and potential tenants.

June agrees with John that honesty is important “that’s all tenants want really…for you to be straightforward with them.

“It’s good that you treat everyone personally…you are looking out for their welfare.”

John also says that they regularly work with customers to help shape the lettings service. He meets with Newcastle Tenants’ Federation and other local groups to get feedback on the service they’ve received and ask how YHN can change things for the better.

He said “Customers were involved in developing Tyne and Wear Homes, from things like the name of the scheme, to our newsletter. Using their feedback is key to delivering a better service.”

But John and his team also face a bigger challenge in the coming year. With government bringing in changes to the benefi t system, he knows it’s going to have a major impact on the lettings service. The “spare bedroom tax” will mean that thousands of tenants will receive less housing benefi t if they have more bedrooms than they need. YHN will have to make different considerations when they let the properties they do have available.

And new government guidance on allocations means that despite only just launching a new lettings policy, they might now have to make changes to it.

Number of properties let

2,926

Type of properties let during 2011/12:

At the end of 2011/12 - number of empty properties by type

154 20

General needs Sheltered RP

Sheltered fl at 3

Bedsit 21

Bungalow 35

One bedroom fl at 8

Multi-storey two bedroom fl at 56

Two bedroom house 86

Two bedroom maisonette 26

YHN

Sheltered bedsit 2

Older people’s bungalow 27

Three storey two bedroom fl at N/A

High rise one bedroom fl at 20

Multi-storey two bedroom fl at 18

Two bedroom house 72

Three bedroom house 64

“Now they are offered options

like private rented accommodation,

mutual exchangesor adaptations”

Average bids per property by type:

12 13

*RP = Registered Provider.

689

Number ofRP* homes let

248

The team was originally set up to deliver the Modern Homes Programme, but now that’s

coming to an end, Investment Delivery has branched out.

Pauline and June fi ndout more…

The team has continued to deliver the programme and maintain high standards of quality. Jen Vinton, Head of Investment Delivery, is proud of her team and says “despite some issues with contractors and having less money to spend, we achieved

97% satisfaction with our external work and 89% with internal work. We also exceeded our target for the number of homes made decent. It makes me

really proud to see the improvements and the positive impact they have on tenants.”

Working closely with Assets and Programming, Investment Delivery have assisted in the completion of external insulation projects (tenants in these homes are already benefi ting from lower fuel bills) and received £56,000 grant funding to deliver an energy effi ciency

event on the Pendower estate. They have also saved £110,000 by making it easier for older and disabled customers to move to homes that

better meet their needs, which often releases a family home.

Customer involvement has been at the centre of much of the team’s activities. Regular workshops with tenants and contractors and drop in surgeries help to make sure any problems with Modern Homes work are ironed out. And involving customers in creating local offers has helped the team make some small changes that have made a big difference.

National standard: Home (Modern Homes) Ensuring tenants’ homes meet the Decent Homes Standard by December 2011 and continue to meet this standard.

Jen told us “We reviewed our respite care arrangements so customers having work carried out now always have somewhere to go if they need it, and we improved the way we communicate planned Modern Homes work so if there are any delays customers understand why and how long for.”

Pauline commented “We had fair warning that we could move to a different place but I decided to stay in the fl at and put up with it. The end product is brilliant…I felt less anxious about my Modern Homes work.”

The team has a new structure which Jen believes has led to improvements in the service; it is better equipped to meet tenants’ needs. However, settling into their new structure is also one of the team’s main challenges for next year. The work they’ll be doing is quite different to what they used to do, so Jen is busy organising training for staff to give customers energy effi ciency, fuel poverty and fi re safety advice. Her team are also applying for grant funding for future investment projects.

Until the Modern Homes Programme ends, another challenge for the team is keeping contractors focused and committed to ensure customers at the end ofthe programme receive the same quality improvements as those at the start.No easy task, but a challenge Jen is willing to take on!

Average cost to make a property decent

*at the end of 2011/12 a total of 26,800 homes were decent. The difference in the 2 fi gures is due to loss of stock through Right to Buy and demolition.

Typical house 2011/12:

£13,5542010/11: £12,041

Multistoreyfl at 2011/12:

£17,0052010/11: £18,991

Customer involvement has

been at the centreof much of the

team’s activities.

14 15

Total number ofproperties madedecent since 2004

28,439*

Number ofproperties made

decent during 2011/12

10/11 11/12 11/12 Actual Target Actual

3,134 4,014 4,033

Customersatisfaction with external packages


98% 95% 97%

Customersatisfaction with internal packages


92% 90% 89%

Bringing together the Leasehold and Right to Buy teams has made them more effi cient and improved the service to customers. Leaseholders now have a range of optional services available to them and the team is better equipped to deal with repairs enquiries. David admits there is still work to do but the improvements “will prove to leaseholders we do listen to their views and want to provide services that are fi t for purpose.”

Involvement with customers plays an important role in Assets and Programming. Customers were consulted on the Leasehold service and attended focus groups to identify improvements; and each year Right to Buy applicants are asked to complete a satisfaction survey.

Consultation events take place across the city where work will affect particular blocks or areas, or if major changes to the service are planned.

When asked about the team’s challenges for the coming year, David immediately refers to their post Modern Homes Programme plans along with the challenge of self-fi nancing. He says their strategy will focus on new projects including making sure homes remain fi t for purpose, supporting tenants to maintain tenancies and bringing in external funding for environmental activities.

And YHN isdoing lots more to protect the environment.

Working closely with Investment Delivery, Assets and Programming deliver long term investment projects, manage our leasehold

service and develop our approach to environmental sustainability…

Talking to David Langhorne, Head of Assets and Programming, it’s clear the team has been busy. When asked about the year’s achievements he talks at length and with enthusiasm.

Assets and Programming now includes Health and Safety and David says this is so YHN can take a more balanced approach to managing health and safety

and meeting its legal responsibilities.

And YHN is doing lots more to protect the environment. Heat meters have been installed in properties on district heating systems so tenants have more control over the heat they use and how much they pay. Fire alarms have also been upgraded or replaced in all sheltered accommodation.

831 sets of solar panels have been installed on various types of homes including houses, mid-rise blocks and new build homes. The team is

also overseeing external wall insulation to homes in Fenham, West Denton, Blakelaw and Elswick - projects which will benefi t tenants through lower energy bills and warmer homes.

David commented “An environmental sustainability strategy will give us more focus to improve the environmental performance of the homes we manage, which should make tenancies more sustainable in the future.”

National standard: Home (Assets and Programming) Ensuring tenants’ homes meet the Decent Homes Standard by December 2011 and continue to meet this standard.

Internal

3,975

4,654Modern Homes

packagesdelivered

Totalexpenditure on the Modern Homes Programme during 2011/12

Housingstocknow

“decent”

94%

£54.5m

16 17

External

679

Val chats to Ian Gallagher, Head of Property Maintenance about YHN’s repairs service, customer

inspectors and customer satisfaction.

When Val spoke to Ian it was clear that he’s proud of the repairs service. Last year it achieved 96% satisfaction (against a target of 92%) and he attributes this to a number of things.

Ian believes customer involvement has been one of the main reasons for that fantastic fi gure. During last year customer inspectors carried out an

inspection of the service and identifi ed a number of improvements. They visited the call centre and went with repairs operatives to see how the service works every day. He says “their involvement went right through the service – customers made some really positive challenges and it was an interesting journey; we learnt a lot from it.”

Val herself was one of the customer inspectors and she shared her thoughts “I thoroughly enjoyed it. I learnt a lot about the service and

now I can see it from both sides so I understand the bigger scale of it all.”

When asked about missed repairs appointments Ian says that it’s something the team monitors closely. Not only do they look at their own performance, they compare it to other organisations. And new initiatives such as texting and calling customers before a repairs operative arrives, have helped to reduce the number of missed appointments.

National standard: Home (Repairs and maintenance)Registered providers shall ensure a prudent, planned approach to repairs and maintenance of homes and communal areas, which represents value for money.

The repairs service also works to a set of local offers, which are a set of promises, created with tenants, aimed at improving housing services. Working with tenants has helped Ian and his team make changes to the service such as the way they manage appointments, how they publicise their performance and improvements to the handyperson scheme – by lowering the age limit from 65 to 60 it means more people are eligible to use the scheme.

When discussing local offers Ian said “They are the changes that customers have identifi ed make a difference to them. Feedback so far has been really positive.”

Ian was keen to mention some of the other things the service has done over the past year, like the review of the repairs and maintenance contract. The outcomes of the customer inspection formed much of the report that was approved by YHN’s Board, and he believes that achieving high satisfaction and value for money, as well as regular consultation with customers, contributed to the contract being extended.

But he’s not complacent – Ian knows there is still work to do and believes his biggest challenge is to continue the improvement. “I would like to see an ongoing increase in satisfaction and to make sure our performance indicators are challenging but realistic. At the same time we need to make sure we don’t lose sight of the service we are here to deliver.”

Repairs completed on time:

“Customers made some really positive

challenges and it was an interesting journey; we learnt

a lot from it.”

18 19

Emergency


99.81% 99.5% 99.7%

Urgent


99.45% 99% 99.7%

Routine


99.78% 99% 99.6%

Percentageof repairs

completed fi rst time


98.4% 98% 98%

Customersatisfaction with repairs service


96.35% 98% 98%

Total numberof routine

repairs completed

49,056Total number

completed on time

48,872

Total numberof emergency

repairs completed

12,616Total number

completed on time

12,572

Total numberof urgent

repairs completed

50,789Total number

completed on time

50,615

As the face of YHN, the Housing Management service works with customers

every day to help maintain tenancies and create estates to be proud of. Tony talks to Allison Allison, Head of Housing Management, about how they’ve been

doing this over the last year.

Listening to Allison it’s clear that Housing Management is a big part of the organisation – staff in the service have really varied roles; from signing tenants up to getting involved in community events and dealing with anti-social behaviour; no day is ever the same.

Snow, fi re and fl oods are just some of the things staff had to deal with last year and it’s refreshing to know how readily everyone pulls together to help. Allison talks about staff who have assisted tenants to move home and visited them on a weekend to make sure they’ve settled in.

Tony said “I’d had a few issues with my home but I liked the way YHN sorted them. I’m really happy with everything they’ve done to help.”

During the year customers mystery shopped housing offi ces, identifying accessibility issues that have since been resolved (St. Anthony’s offi ce was refurbished to make

customer access easier). And staff regularly meet tenant and resident groups and get involved in community activities. Their community

clean ups programme has gone from strength to strength; providing skips for residents to clear their garden or working with other organisations to deliver healthy eating and ‘grow your own’ projects.

National standard: Neighbourhood and community (Estate management) Keeping neighbourhoods and communal areas clean and safe, working in partnership with tenants and other providers where necessary.

Linked to this was the creation of the Housing Management local offers. Along with tenants, the service agreed to produce information on each housing offi cer’s area of responsibility so customers know who to contact. Staff will also be receiving anti-social behaviour training once a new IT system is in place.

One of the service’s biggest changes last year was the Housing Management Review. This identifi ed several areas for improvement, not least changing the job roles of Housing Services Offi cers. Customers now have a named offi cer, and smaller patches mean staff can get out on estates and build those essential relationships.

Allison is proud of the service’s achievements saying “despite the changes in Housing Management we still met our targets – we reduced rent arrears, re-let properties within our 17 day target and responded to 96.2% reports of anti-social behaviour on time.”

“Recruiting new staff has made a big difference too. They are really enthusiastic and have been a welcome addition to existing teams who all want to make a difference and support customers however they can.”

When asked about the challenges ahead Allison instantly refers to welfare reform. In their support role, housing staff will be closely monitoring rent arrears to make sure tenants don’t fall behind with their payments and helping tenants access benefi ts.

Training staff on the new anti-social behaviour and allocations IT systems will take some time but Allison is confi dent they will have a positive impact on the service they provide and allow YHN to make best use of the properties that become available.“I’m really

happy with everything they’ve

done to help.”

“Despite thechanges inHousing

Management westill met our

targets.”

20 21

Satisfactionwith overall

housing service 10/11 11/12 11/12 Actual Target Actual

81% 82% 81.2%

Averagere-let times


19.14 17 16.51 days days days

Anti-social behaviour (ASB) can have a huge impact on communities; affecting

the lives of tenants if not dealt with properly. Val and Tim speak to Nick

Dodgeon, Tenancy Services Manager, to fi nd out how YHN’s Housing, Anti-

Social Behaviour and Enforcement Team (HASBET) got on last year…

Nick is aware that dealing with ASB can be diffi cult for everyone involved, so to achieve a high rate of satisfaction (83.7%) is a big achievement.

Customer confi dence is really important. People are less likely to report ASB if they think nothing will be done about it so developing local offers with customers has been a positive change for HASBET. But, HASBET didn’t quite achieve all their local

offers last year. Nick said “Several of our offers were about raising awareness and keeping in touch with customers, which can be diffi cult to monitor. But we’ve introduced a new IT system which should help us with this.”

The team has seen other changes over the last 12 months, many as a result of their service review and recommendations from customers. But sometimes it’s the little things that make the difference. “The creation

of personal action plans mean both staff and customers know what they need to do, and by giving customers guidance on fi lling out diary sheets, the

information helps us take action against offenders.”

On hearing Nick talk about the service Tim said “It’s interesting that Nick cares about and is passionate about what he does. He really does want to do the best for tenants while meeting his targets and having the pressure from outside forces.”

Aside from diary sheets and action plans the team has also been fortunate enough to buy two noise monitors, using money it was awarded at the You’ve Got the Power event to help customers deal with noise complaints. This might not sound like much but they are very expensive pieces of equipment and previously the team had to wait until one from the council became available.

National standard: Neighbourhood and community (Anti-social behaviour)Co-operating with partners to help promote social, environmental and economic wellbeing, and with other public agencies to prevent and tackle anti-social behaviour.

Nick told us “Noise nuisance is a really tricky area so having our own noise monitors is helpful. Sometimes we need to hear how loud the noise is, so using the monitors as well as diary sheets helps us deal with complaints better.”

Nick also oversees the Rent Recovery team, which works with tenants who are in serious rent arrears. They also went through some changes and made a saving of roughly £35,000 by taking on some work from the council. That saving could be really important in the coming year as the effects of welfare reform take hold, and the team has to work with tenants who are struggling to make ends meet.

And Nick is keen to point out that it’s not just his team that deals with ASB. Customers can also speak to their housing offi ce to report anti-social behaviour and get advice from their local Housing Services Offi cer. Housing offi ce teams are often the fi rst point of contact for residents reporting anti-social behaviour and are experienced in resolving issues such as neighbour disputes, reports of noise nuisance and untidy gardens which allows us to give a prompt response to resident concerns.

Over the coming year Nick says that getting to grips with the new IT system will be one of their biggest challenges. “It will help us to keep in contact with customers more regularly and improve the service they receive”. But fi rst he has to make sure staff right across HASBET and Housing Management are trained in the new system.

To achievea high rate of

satisfaction is abig achievement.

Satisfaction with handlingof ASB 2011/12

2010/11 - 79.4% satisfi ed

83.7%satisfi ed

16.3%not satisfi ed

tooloud...

toorude...

toomuch...

22 23

% of responsesto ASB carried outwithin timescales

(HASBET only) 10/11 11/12 11/12 Actual Target Actual

94% 97% 99.6%

% of responsesto ASB carried outwithin timescales

(HASBET and Housing Management)


99.7% 97% 97%

Val talks to Louise Horsefi eld, Business Strategy Manager, about

customer inspections, training courses and how customers are involved right

across YHN.

YHN has an impressive range of involvement activities available, and one of the biggest is You’ve Got the Power. This year customers got involved in organising the third of these events, planned for summer 2012, which gives customers the chance to say how YHN will spend £50,000 of effi ciency savings.

Your Goals Newcastle is one of the projects previously funded by You’ve Got the Power. This year it expanded so it doesn’t just help to

reduce anti-social behaviour on estates, but also helps young people get qualifi cations and jobs with YHN’s partners.

The team carried out fi ve customer inspections, involving customers in every aspect of services – challenging their quality and cost and developing customers’ own skills at the same time. Val took part in the repairs and maintenance inspection and said “I really enjoy everything we do. I’ve loved every minute of it, the repairs inspection was brilliant, and it was so interesting going out with the workmen.”

And they increased the number of training courses on offer like basic DIY, gardening, CV writing and interview skills. Louise said “It’s been really nice to see courses increase in popularity. We’re now working with partners like Newcastle

Eagles to offer training around setting up your own business. Val agrees with Louise saying “I’ve got more confi dence. By

doing training and then getting a job I’m meeting a lot more people, learning new skills and getting to socialise more, because when you haven’t worked for a few years you tend to lose your confi dence.”

National standard: Tenant involvement and Empowerment: Offering a wide range of involvement opportunities and consulting with customers, enabling them to infl uence policies and services and assess our performance against the national standards.

Setting local offers is another major project. These are commitments made by services, developed with customers, to improve housing services. Customers were consulted on what they wanted to see in the local offers and are involved in monitoring their progress.

The Customer Involvement team offers opportunities for customers to get involved in other services like the review of estate services. Now Modern Homes work is coming to an end, customers want their estates to look nice so the review looked at things like grass cutting, street cleaning and litter picking.

But Louise is quick to say that involvement doesn’t just happen through her team – it goes right through the organisation. Housing management and concierge staff regularly attend tenants and residents groups; the repairs service meet with Newcastle Tenants’ Federation to look at rates of customer satisfaction; and the Young People’s Service holds regular meetings with customers in the hostel to help build confi dence, develop relationships and engage more with YHN services.

The list is endless and shows that all staff at YHN are committed to involving customers and giving them the opportunity to infl uence services. This is evident by the continuous increase in the number of tenants who are actively involved with YHN, sharing their views and helping to infl uence services through things like local offers and service reviews.

Louise’s team is preparing for the changes being made to benefi ts. She says “We need to work with customers, through things like training courses, to help people manage their money or learn to cook on a budget – things that will maximise the money they do have.”

The teamcarried out

fi ve customer inspections,

involving customers in every aspect of

services.

Customers were consulted on what they wanted to see in the local offers

and are involved in monitoring their

progress.

Numberof involved

tenants

involvedtenants

Satisfactionwith involvement

services 10/11 11/12 11/12 Actual Target Actual

96% 98% 99.2%1,200

1,172

1,243

09/10

10/11

11/12

24 25

26 27

Lisa Forrest, Head of Finance: “Since launching our value for money strategy we’ve done a lot of work to emphasise that

value for money is not about making cuts. In the current economic climate it’s important that we make every penny

count and it’s great to report that during the year we achieved £6.5m of effi ciencies, which was well above our target.”

Much of this is through large scale procurement activities. Both our Procurement team, and everyone across the business has a responsibility whenever they buy anything so our success is down to the efforts of all staff.

Service reviews are another way we make effi ciencies and achieve value for money. During 2011/12 we embarked on two big reviews: Housing Management and Concierge. These reviews are still going on but already they

have achieved signifi cant value for money savings – reducing the number of housing offi ces, enabling staff to get out onto estates more and through bringing

in new technology to make us more effi cient and provide even better services in the future.

We also set out our fi nance strategy which outlines our three big challenges for the coming years. The fi nance strategy supports the wider business strategy – making sure that fi nancially, we can deliver the things we say we will.

National standard: Value for money Planning how we manage our resources to provide cost-effective, effi cient, quality services and homes to meet tenants’ and potential tenants’ needs.

Challenge 1: Coping with getting less money from our traditional methods of funding. Planning our fi nances in the long term and looking for other sources of income are ways that we are trying to overcome this, as well as looking at how we can generate income as a business. We will also make sure that we keep a healthy amount of reserves so that we can continue to deliver services when things like infl ation increase. There are some smaller areas within the business where we can make effi ciencies and we’re working with staff to identify where savings can be made.

Challenge 2: Housing Revenue Account reform and self-fi nancing. From April 2012 we are responsible for our own fi nances and will no longer rely on government funding. Long term planning will be very important in making sure we can continue to provide the services we currently do, and we have been consulting with customers and the City Council to fi nd out what their priorities are and make sure the plan benefi ts as many people as possible. We will also be looking to bring in as much income as we can through existing services.

Challenge 3: Welfare reform. Changes to benefi ts will mean big challenges to both YHN and our customers. We need to make sure we can be fl exible with our fi nances to meet these changes. We have set up a Financial Inclusion Team to help new tenants with things like managing debt, budgeting, claiming benefi ts and changing utility providers.

Getting value for money is going to be really important in the coming years so we have to prepare for the changes ahead. We are in a good fi nancial position at the moment, and through planning and careful spending, are well placed to continue providing excellent services to customers.

Reserves: Provisions we’ve made for future years’ expenditure - to cover potential shortfalls in funding for our Modern Homes Programme, for example.

Property maintenance: Maintenance and improvement of homes.

Renewal charges: These costs refl ect the reduction in value of HRA properties and equipment due to use.

YHN Tenancy services: This includes our Housing Offi ces, Concierge Service, Leasehold team, Newcastle Furniture Service. The fi gures also include costs related to Grounds Maintenance, District and Group Heating schemes, and a specialist Customer Service and Improvement team that works with staff to ensure that they give the best possible service to customers.

Care services: Support services for older and vulnerable customers. Includes Sheltered Housing, Mobile Wardens, Young People’s Service, and our Advice and Support team.

Other management costs: Sometimes called ‘back offi ce services’ this fi gure includes staff and structural costs associated with the provision of services for our staff. This includes teams that make up our Directorates for Finance and Resources (such as Finance, IT) and Business Development (such as Organisational Development, Customer Involvement). These teams support our customer facing services.

Investment and loan charges: Interest payable on loans and investment income.

*The pie chart represents our day to day spending but we also spent £54.5M on Decent Homes. Some of this is represented by the renewal charges

“Thesereviews are still

going on but already they have achieved signifi cant value

for moneysavings.”

“Long term planning will be

very important in making sure we can continue to provide

the services we currently do.”

Reserves£3.5M - 2.7%

Property maintenance £27.2M - 21.1%

Renewal charges£19.5M - 15.1%

Debt repayment£4.0M - 3.1%

YHN Tenancy services£12.8M 9.9%

Care services£4.8M - 3.7%

Othermanagement costs

£22.8M - 17.7%

Investment &loan charges

£34.7M - 26.8%

How we spent your money on behalf of Newcastle City Counciland Your Homes Newcastle

£129.3M

Performance - How we did in 2011/12 Support and careWe collect a large amount of performance information to tell us and others how well we do, compared to other organisations and what we set out to achieve. The information is used to celebrate success and to identify areas where we need to do better.

We have developed a set of ‘Top 20’ targets which show whether we are doing what we need to in order to meet our and our customers’ priorities. All our services have their own individual targets to make sure they are doing things right and improving. We also measure performance against a number of indicators which are set nationally so we can compare our performance with other housing providers.

In order to make it easier for customers to compare our performance, this year we have used the same performance indicators as last year so you can see where we’ve improved and where we need to do better.

As well as the information on this page, our performance results can be found throughout the report.

In 2011/12 we exceeded targets including:

• The number of homes made decent• Reducing rent arrears• Satisfaction with our repairs and maintenance

service• Building new homes• Making effi ciency savings

We need to improve in some areas including:

• Satisfaction with the overall housing service

Whilst satisfaction was higher than in 2010/11 we missed the 2011/12 target by 0.8%. We are looking into the reasons why some people are not satisfi ed. We will then do what we can to resolve the issues and improve our services.

Local offersLocal offers are measurable commitments, designed by customers, to improve housing services. They are another way we monitor performance. During 2011/12 we developed local offers for Customer Involvement, HASBET (Housing, Anti-social Behaviour and Enforcement Team), Housing Management, Modern Homes, Repairs and Maintenance; and throughout the year customers have been involved in monitoring our progress against them. Find out more from the interviews in this report.

Whilst many other housing organisations have support services in place, few have the whole package. YHN isn’t just about providing homes; but building communities, enriching lives and encouraging independent living through offering advice and support, creating employment opportunities and providing essential household items through our furniture service.

A Financial Inclusion Team was set up towards the end of the year. It’s early days but there’s already been some positive outcomes – one tenant saved money by switching energy supplier, received £125 a year through the Warm Homes Discount and got £472 of back dated benefi ts by moving to the correct rate of Income Support. It might not sound much, but if we can do something with every customer we contact, it starts to make a difference.

I’m pleased to say that several of our support services – Advice and Support, Young People’s Service, Care Services and Sheltered Housing - achieved A’s in the Council’s Service Quality Framework Assessments, recognising the high quality of service we are providing our most vulnerable customers. And in October 2011 Care Services was awarded the Telecare Services Association Platinum Award, one of only a few organisations in the country.

Supporting People funding helps us to run those support services, but in December 2011 Supporting People funding was withdrawn for our sheltered housing offi cers. There’s a lot of vulnerable older people in the city who rely on the sheltered housing offi cers. In early 2012 we recommended to Board that we use reserves to fund the shortfall in the service for the next 12 months, which they approved. We are reviewing our Sheltered Housing Service during 2012/13.

During December 2011 Heriot Watt and Northumbria Universities evaluated our work on homeless prevention.

Their fi ndings were extremely positive, identifying our range of support services, strong partnership working and approach to debt and rent arrears as reasons for our success.

And our work on employability has continued to develop; we now have 20 tenants working for us through our Your Homes Your Jobs programme and 10 apprentices. Part of our responsibility to tenants is to help them back into work wherever possible so initiatives like Your Homes Your Jobs is one small way of doing this, coupled with the practical training courses on offer through our Customer Involvement team.

We have also developed our partnership with FareShare, based at the Furniture Service warehouse. Regular food deliveries are made to the Young People’s Service and the Advice and Support service at Gosforth High Street, who pass the packages to tenants and customers in need. We plan to expand this in 2012/13.

Government changes to the benefi t system are going to have a massive impact on YHN and our customers, so our biggest challenge over the coming years will be dealing with those changes. We are doing what we can to prepare – setting up a dedicated project group, developing straightforward information for customers, looking at our lettings policy, reviewing how we can support customers, assessing the potential impact on our rental income stream and creating a Financial Inclusion Service to help new tenants manage their money.

Communicating with customers will be central to help understand the effect of the changes and what options we can offer in terms of information and support services.

Reduce YHNcarbon footprint

New Target 11/12 11/12 11/12 Target Actual

1% 16%

11/12 11/12 11/12 11/12 Target Actual Target Actual

1% 16%

Number of staffsickness days


8.14 8 8.59 days days days

Numberof new homes

complete 10/11 11/12 11/12 Actual Target Actual

65 86 94

Effi ciencysavings


3.4% 3% 4.47%

28 29

Staff sickness levels continue to fall. Whilst we missed our target in 2011/12 it isstill much lower than in 2009/10. We continue to work on reducing the number

of days sickness.

Martyn Burn, Head of Support and Care, talks about the work of our support services over the last 12 months and the challenges we face in the future.

Number of complaints

Informal 09/10 10/11 11/12

Formal 09/10 10/11 11/12

391436102881

636663638

Net arrears

09/10 10/11 11/12

Formal 09/10 10/11 11/12

11/12 Target

£1,900,000.00

11/12 Actual

£1,749,941.31

10/11Actual

£1,795,070.89

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

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

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

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

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

8633 索取。 YHN general / Homes + People

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

它语言版本，请致电 0191 278 8633 索取。

Rent 這是關於您的租金賬戶的信息。如果您需要此信息的廣東話版本或其它語言版本，請致電 0191 278 8633 索取。

Repairs 這是關於如何要求維修您住房的信息。如果您需要此信息的廣東話版本或其它語言版本，請致電 0191 278 8633 索取。

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

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

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

8633 索取。 YHN general / Homes + People

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

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

語言版本，請致電 0191 278 8633 索取。

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

Repairs GB Z_¨ nj Avcbvi Ni evox †givgZ Ki‡Z PvIqv m¤^‡Ü|GB Z_¨ hw` <evsjvq> A_ev Ab¨ †Kvb fvlvq cÖ‡qvRb nq Zvn‡j GB bv¤^v‡i †dvb Ki“b- 0191 278 8633

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

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

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

YHN general/Homes + People

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

YHN general / Homes + People

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

٠١٩١٢٧٨٨۶٣٣ تماس بگيريد.

téléphoner au 0191 278 8633 pour obtenir une traduction écrite.

Newcastle Furniture service

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

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

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

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

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

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


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

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

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

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

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

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

<português> ou noutra língua, queira ligar para o 0191 278 8633. YHN general / Homes + People

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

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

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

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

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

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

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

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

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Your Homes Newcastle Limited. Registered in England and Wales. Registration number 5076256.

Registered offi ce:Newcastle Civic Centre, Barras Bridge,

Newcastle upon Tyne, NE1 8PR.

A company controlled by Newcastle City Council.

yhn annual report 2011-12

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