YHN Annual Report 2009-10 - Your Homes Newcastle

the National
Standard
Your Homes Newcastle Annual report and accounts 2009/10
Our Modern Homes
Programme is
progressing to plan
(see page 6)
Increasing customer
satisfaction with repairs
and maintenance
(see page 10)
Customers are helping to
improve estates
(see page 12)

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ight to Buy
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CH 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
ewcastle Furniture 8633 Ces informations 索 取 。 concernent le service « mobilier » de Your Homes Newcastle, qui fournit du mobilier
HN rvice general / Homes + 這 aux 是 locataires 關 於 Your pour Homes les Newcastle( aider à s’installer 您 的 紐 dans 卡 素 leur 住 房 logement. ) 機 構 的 信 Si 息 , vous 內 容 avez 解 釋 besoin 了 我 們 代 de 表 ces 紐 卡 素 市 政 府
eople
(Newcastle informations en City français Council) 負 dans 責 管 une 理 市 autre 政 房 屋 langue, 以 及 如 téléphonez 何 運 作 。 如 au 果 您 : 0191 需 要 此 278 信 息 8633. 的 廣 東 話 版 本 或 其 它
ent
Ces informations concernent votre loyer. Si vous avez besoin de ces informations en français ou
語 言 版 本 , 請 致 電 0191 278 8633 索 取 。
dans une autre langue, téléphonez au : 0191 278 8633.
epairs
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.
ight to Buy
Ces informations concernent les droits des locataires relatifs à l’acquisition de leur logement social.
eral / Homes +
Si vous avez besoin de ces informations en français ou dans une autre langue, téléphonez au :
0191 278 8633.
enancy
@ói@óäbîŠbïäaŒ@ãó÷@m‹ Ces informations concernent Šòì@óÜ@çbmŒóyŠó vos ó÷@NóäbmóØòìíäb‚@ñòìó䆋ÙØbš@üi@ðîŒaí‚a†@ðmóïäüš@ói@pòŠbió@óäbîŠbïäaŒ@ãó÷
responsabilités en tant que locataire de la municipalité de
Repairs
Newcastle. Si vous avez Nç‹i@ñ‡äòí—q@0191 besoin de ces informations 278 8633@ðäüÑïÝm@òŠbàˆ@ói@óîóè@óÙî†@ðÙ—äbàŒ@Šóè@bî@ñ†ŠíØ@ðäbàŒ
en français ou dans une autre langue,
téléphonez au : 0191 278 8633.
CH
@ói@óäbîŠbïäaŒ@ãó÷@m‹ Ces informations concernent Šòì@óÜ@çbmŒóyŠó notre ó÷@NòŠb’@ñaŠü’@ðäbØòìíäb‚@î‹Ø@üi@çbåï“å–‹Ø@Àbà@ói@pòŠbió@óäbîŠbïäaŒ@ãó÷
service de location. Si vous avez besoin de ces informations en
Right to Buy
français ou dans une autre Nç‹i@ñ‡äòí—q@0191 langue, téléphonez 278 au 8633@ðäüÑïÝm@òŠbàˆ@ói@óîóè@óÙî†@ðÙ—äbàŒ@Šóè@bî@ñ†ŠíØ@ðäbàŒ
: 0191 278 8633.
HN general / Homes + Ces informations concernent Your Homes Newcastle : qui est chargé de gérer les logements sociaux
eople
@m‹ au nom Šòì@óÜ@çbmŒóyŠó de la municipalité ó÷@Nóîa‡Ý—bØüïä@óÜ@Šb’@ñaŠü’@ðÙ—åï“å–‹Ø@íØòì@òí—÷@ðäbØóïmóîb‹qŠói@ói@pòŠbió@óäbîŠbïäaŒ@ãó÷
de Newcastle et comment nous procédons. Si vous avez besoin de ces
Tenancy
informations Nç‹i@ñ‡äòí—q@0191 en français ou dans 278 une 8633@ðäüÑïÝm@òŠbàˆ@ói@óîóè@óÙî†@ðÙ—äbàŒ@Šóè@bî@ñ†ŠíØ@ðäbàŒ@ói@óäbîŠbïäaŒ@ãó÷
autre langue, téléphonez au : 0191 278 8633.
ou noutra língua, queira ligar para o 0191 278 8633.
ent
@Šóè@bî@ñ†ŠíØ@ðäbàŒ@ói@óäbîŠbïäaŒ@ãó÷@m‹ Esta informação refere-se à sua renda. Šòì@óÜ@çbmŒóyŠó Se precisar desta ó÷@Nóîóá—÷@ð–‹Ø@ðäbØómóà‚@ói@pòŠbió@óäbîŠbïäaŒ@ãó÷
informação em ou noutra
YCH
língua, queira ligar para o 0191 278 8633.
Nç‹i@ñ‡äòí—q@0191 278 8633@ðäüÑïÝm@òŠbàˆ@ói@óîóè@óÙî†@ðÙ—äbàŒ
epairs
Esta informação refere-se ao pedido de reparações em sua casa. Se precisar desta informação em
@òìóÝ—bØüïä@ñŠb’@ñaŠü’@çóîý@óÜ@óØ@óîóØó䆋؊bØ@ðmóïäüš@ì@Your noutra língua, queira ligar para o 0191 278 Homes 8633. Newcastle@ói@pòŠbió@óäbîŠbïäaŒ@ãó÷
ight HN to general Buy / Homes +
@ðäbàŒ@ói@óäbîŠbïäaŒ@ãó÷@m‹ Esta informação refere-se Šòì@óÜ@çbmŒóyŠó ao direito que ó÷@NpbÙi@ðmóîaŠóiòí–Šói@Šb’@ñaŠü’@ðäbØòìíäb‚@óØ@òìaŠ‡—q@ñòìó÷@ðØŠó÷
os inquilinos têm de comprar a sua habitação social. Se
People precisar desta informação em ou noutra língua, queira ligar para o 0191 278 8633.
enancy
Esta informação refere-se às suas Nç‹i@ñ‡äòí—q@0191 responsabilidades 278 8633@ðäüÑïÝm@òŠbàˆ@ói@óîóè@óÙî†@ðÙ—äbàŒ@Šóè@bî@ñ†ŠíØ
como inquilino social em Newcastle. Se
precisar desta informação em ou noutra língua, queira ligar para o 0191 278 8633.
CH
Esta informação refere-se ao serviço de arrendamento. Se precisar desta informação em
ou noutra língua, queira ligar para o 0191 278 8633.
HN general / Homes +
eople
普 通 话 / 国 语
廣 東 話 / 粵 語
Bengali
Chinese
Simplified
Chinese
Traditional
Farsi
Français
French
Kurdish
Português
Portuguese
اين اطلاعات درباره سازمان ‏«خانههاى شما در نیوکاسل»‏ و عملكرد آن است.‏ اين سازمان از سوى شهردارى نيوكاسل ،
مسئوليت اداره خانه هاى دولتى را به عهده دارد.‏ در صورت نياز به اين اطلاعات به زبان فارسى يا زبان هاى ديگر با شماره تلفن
٠١٩١٢٧٨٨۶٣٣ تماس بگيريد.‏
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 ou noutra língua, queira ligar para o 0191 278 8633.
airs
ht to Buy
ancy
H
Russian
N general / Homes +
ple
Español
Spanish
idioma, llame al 0191 278 8633.
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.
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.
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.
Ésta es información sobre nuestro servicio de adjudicación. Si necesita esta información en español
o en otro idioma, llame al 0191 278 8633.
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.
page 2

Contents
Chair’s statement 4
Chief Executive’s round up 6
National Standards: 8-19
Tenancy 8
Home 10
Neighbourhood and community 12
Tenant involvement and empowerment 14
Value for money 16
Governance and fi nancial viability 18
How we run ourselves 20
Your Homes Newcastle Board 2009/10 21
YHN management structure 21
Performance 22
Financial accounts 24
Building new bungalows for older
tenants is freeing up larger homes
across Newcastle for families like the
Derbyshire’s in Throckley.
www.yhn.org.uk page 3

Chair’s statement
Board and its committees take a keen interest in how
we are performing against Delivery Plan targets and
they often discuss ways they can support staff to do
things differently to achieve more. This year we have
continued to do well in areas of business that I know
customers are interested in such as:
• reducing the time it takes us to let empty properties
• reducing the amount of rent that people owe us
• improving satisfaction with the way we carry out
repairs and maintenance to homes, and
• continuing satisfaction with our improvement
programmes.
I am delighted to present my second annual report. It is very much a
testament to the tremendous work of everyone involved in the services
we provide.
My thanks are extended to:
• Board, who have tussled with many challenges during the last year,
• staff who continue to work hard and with enthusiasm to provide excellent services,
• tenants and other customers, many of whom have contributed to improving our
services through a range of activity, and of course
• partners, without whom we could not have delivered many of the services we offer.
We are all more aware of how we manage our money
these days and I am pleased to say that YHN is no
different. We have made signifi cant efforts to make
sure that our services are not only excellent but are also
value for money and in doing this we have:
• achieved over 3% effi ciency savings overall,
• maintained a healthy £5 million revenue balance (for
emergencies),
• carried out 97% of all modern homes work within
budget,
• attracted over £700,000 of additional funding for
services,
• signifi cantly reduced the number of days our staff are
off work ill.
This is all good news but we know we can do better in
some areas such as:
• satisfaction with the way anti-social behaviour is
dealt with,
• greater satisfaction with the overall housing service,
• making more homes decent, and
• improving the satisfaction of those tenants who are
involved in decision making.
Last year I told
you about YHN
building the fi rst
council housing
in Newcastle for
over 30 years. I
am delighted that
this year we have
made lots more progress. We now have a number
of sites at various stages of development as well as
a new charitable subsidiary of YHN called Leazes
Homes, which allows us to maximise funds. These
developments will provide much needed homes to
families in need, those in need of additional support
and those who want to buy an affordable home.
page 4

Look out for what is happening at:
• the Leazes, Throckley – 81 homes for rent and for
sale and nearly ready for occupation,
• Blakelaw - a mix of 98 affordable homes for rent and
sale on the site of the former deck access fl ats,
reviewed the Repairs and Maintenance contract in
terms of customer satisfaction, performance and cost,
Board felt confi dent that City Build were providing
a value for money service that most tenants were
happy with. Similarly, through a review of the fi re
safety programme with Tyne and Wear Fire and
Rescue Service, identifying improvements and talking
to residents, Board felt that we had the appropriate
measures in place to protect residents in the event of a
fi re at any YHN building.
• Jubilee Road in Gosforth - 19 homes designed
specifi cally for young families are near completion,
the fi rst ever of its type in Newcastle, and
• in the early stages yet, but sites at Walkergate -
homes for 17 people with learning disabilities and
in Shieldfi eld - a mixed development of 25 homes
catering for people with learning disabilities, family
homes for rent and low cost home ownership.
We haven’t, of course, forgotten about improving the
homes we already manage, and are working towards
the completion of our Modern Homes Programme.
Over 35,000 internal and external packages have been
completed so far and we are now planning how to
achieve future investment. It is also pleasing to see
tenants moving back into the high rise fl ats at Riverside
Dene that have been transformed by the ongoing
regeneration programme. This is something that Board
have had to make some challenging decisions about
which makes it even more satisfying when they see the
difference this has made.
Not all Board’s decisions about our properties were
such high profi le or made such a visual impact. Having
Board is proud of the services that YHN is able to
provide and will support proposals for expansion of
successful services where they bring signifi cant benefi ts
to tenants. Agreeing the expansion of Newcastle
Furniture Service through a pilot partnership in the West
Yorkshire area is a good example of this and where the
additional revenue can be reinvested into services for
our tenants.
There’s never been a dull moment since I became Chair
in 2008. I have learnt a lot about housing and about
what our customers want. I realise that next year will
be challenging as we try to deliver those better services
in light of the current economic situation, but I am
really looking forward to it. I hope and fully expect to
be able to talk about YHN’s work in an equally upbeat
and positive way this time next year.
Steve Murphy
Chair, Your Homes Newcastle
www.yhn.org.uk page 5

Chief Executive’s round up
I am pleased to be able to tell you that, despite the uncertainty
caused by a shifting economy and the introduction of a new
government, we have continued to provide high quality services
to customers. Our core services have come on leaps and bounds
with improvements, new services and updates.
• Board agreed the best option for our Concierge
Service Review and we are now preparing to
implement the physical changes to the service.
• Our Telecare service launched an over 85’s project
which gives residents over the age of 85, living in
Newcastle, six months service for free. The service
includes an alarm unit connecting you to a 24 hour
response centre, a splashproof pendant alarm to
wear around the wrist or neck and 24 hour response
services including a mobile warden.
• We launched a new handyperson scheme in
partnership with the Anchor Staying Put initiative.
This aims to help vulnerable and older customers
with small but important household tasks not
covered by our repairs service.
• Our Asylum Seekers Unit celebrated its 10 year
anniversary. We held an event at YHN House to
mark the celebration and the outstanding work of
the unit, which brought together stakeholders and
partners from across the city.
• We worked with Palatine Beds, a supported
employment business, to win them a new contract to
supply a range of composite doors to the city council,
in addition to supplying environmentally friendly
beds.
• Our Housing Management service successfully
retained its Charter Mark accreditation (and will
soon be part of the Corporate Customer Service
Excellence Assessment) and staff continue to drive
up the level of customer service. This is evident from
new tenant and end of tenancy surveys completed by
customers and through mystery shopping exercises.
An increasing number of Housing Management staff
are also getting involved in community activities such
as the Walker fi reworks event, ‘Week of Action’ in
Byker and Cowgate and the Jubilee Magpies football
team – helping to get young people off the streets
and prevent vandalism on estates.
We have made signifi cant progress with our new build
programme, namely:
• completed 34 bungalows (at April 2010), going
some way to tackling the chronic lack of supply of
social housing in the region. The bungalows have
allowed us to release some large family houses
in the local area. It’s meant a lot of work for our
local community housing staff but has been a really
positive, if occasionally challenging, experience for us
all.
• made inroads into other types of accommodation,
concentrating on customer groups for whom there is
a distinct lack of housing, namely learning disabled
people and young families.
• started to investigate options for low cost home
ownership.
We recognise, however, that the current arrangements
for grant funding are unlikely to last forever, and are
looking at how we will fund future developments.
Meanwhile, our Modern Homes Programme is
progressing to plan, and should be complete by 2011.
Key milestones include:
• over 20,000 homes now reach the government’s
Decent Homes standard,
• fi rst tenants moved into The Sycamores, Riverside
Dene in the summer of 2010, with another two
blocks becoming available towards the autumn, and
page 6

• we have been an active part of the Byker Task Force
that has looked at the various options for the estate.
We hope to ballot tenants with an official offer in
autumn 2010 with a view to creating a Community
Trust for Byker, although this is dependent on some
key government decisions.
We have updated our improvement programme so that
it now includes service reviews, strategies and action
plans. It’s important to retain some control over the
improvements we’re striving to achieve as, without the
improvement programme, I feel we’d lose sight of much
of the good work that’s being carried out across the
organisation.
We can’t hope to improve the lives of tenants and
leaseholders without a quality workforce – our staff
are our most valuable resource. The training and
development of our staff remains pivotally important
to me and I’m encouraged by the work that we’ve
done recently, particularly around leadership and
management. Trying to create, at all tiers within the
organisation, the relevant capability and competency
from a leadership and management perspective
is incredibly important. We’re also making great
strides with the Investors in People award. We were
reassessed in February 2010 and achieved the Bronze
Award level.
In November 2009 we launched our core values, a set
of five principles, or values, which guide the way we
behave at work. Our core values are based on what
staff, customers and our Board members told us about
what Your Homes Newcastle represents for them.
Having core values means that you can be clear about
the way staff should behave towards customers and
each other and are an important way for us to make
sure we provide excellent customer services to all.
It was very important to me that this progress wasn’t
undermined by the impact of Single Status phase two;
this was certainly a challenge but we reached the best
outcome that we possibly could, on time and will start
implementation in September 2010.
We should not underestimate the sterling work that
we’ve made around equality and diversity issues.
Within the year we have:
• broken into the top 100 in the Stonewall Workforce
Equality Index for the first time – Stonewall
challenges organisations to demonstrate best
practice in how they support lesbian, gay and
bisexual employees at work,
• gained the ‘achieving’ level of the new equality
framework for local government, showing that we
are well on the way to mainstreaming equality issues
into service delivery and employment and making
equality part of everyday work to help us to remove
barriers that create disadvantage and discrimination,
and
• produced our first set of equality and diversity service
standards to set out exactly what customers can
expect from us and have devised specific learning
packages that any member of staff can complete,
that link into our core values.
There is, however, still more we can do.
The implications of a new government will have been at
the forefront of many people’s minds in recent months
and now thoughts have turned towards the new
policies, strategies and financial arrangements that the
coalition government will put in place. Dealing with
change is never easy, but it’s become something of a
way of life for us, and has actually helped us get better
at what we do. I am confident that we have the right
structure and the right people in place so that we can
continue to improve services regardless of what level of
government funding is available.
This year we’ve used our Annual Report to explain how
we’re meeting new government standards, in a way
that gives you the chance to compare our performance
with other housing providers.
John Lee
Chief Executive, Your Homes Newcastle
www.yhn.org.uk page 7

National standard: Tenancy
“Letting homes in a fair, transparent and efficient way whilst considering the
rents in line with government guidelines; providing clear information to tenants
With demand for homes in Newcastle higher
than ever, it is important that we let properties
quickly and to an appropriate standard.
The journey shown here is an example of how
the allocation process for a property
takes place, however events often
happen in a different order
which make the process
longer or shorter.
1
Day 1
Tenancy ended and keys
for this three bedroom, four person
house in Fenham were handed in to
Fenham Community Housing Offi ce
(CHO) by previous tenant.
5
This house received 286
expressions of interest,
making it one of the
most popular houses we let in
2009/10. Three bedroom homes
can sometimes attract at least 200
expressions of interest.
Your Choice Homes usually advertises
between 50 and 60 properties a
week.
Day 2
2 3
A Housing Services
Offi cer from Fenham CHO carried
out a pre-termination inspection
to decide what work would need
to be carried out by City Build, our
partner for repairs.
Days 6 - 19
Days 3 - 6
The house and
garden were cleared of a large
amount of household items
and waste.
The void building manager authorised a fairly large
amount of work to be completed in the property after
inspecting it. The cost of the work would be £3,041.28.
The property was handed back to Fenham CHO. On days 7-11
the property was advertised through Your Choice Homes.
Properties were advertised for six days from Tuesday to the
following Monday. In August 2010 this changed to three days
from Monday to Thursday.
4
The successful
applicant was
actually the fourth
person to be offered the
property. Quite unusual for
a property with such a high
level of demand.
Days 19 - 26
6 7 8
The property was allocated
to Mrs B and Mr A. They
completed the sign up paper work
and the tenancy began six days later.
The household was
made up of Mrs B
and Mr A (as joint
tenants) as well as two
dependant and two non
dependant occupants.
Within six weeks of the
tenants moving into the 10
property, they receive a
visit from the Community Housing
Offi ce to make sure everything
was alright.
The applicants were given £215
in decorating vouchers for their
chosen supplier to decorate the
interior of the property. We currently
have two DIY suppliers tor tenants to
choose from.
9
page 8

housing needs and aspirations of tenants and potential tenants. Setting and charging
that explains how their rent and any service charge is set, and how it is changed.”
Some of the activities shown opposite, such as the pre-termination inspection, minor repairs, advertising the property
and shortlisting eligible applicants can take place during the one month notice period that the tenant has to give
before leaving the property. The inspector can also give City Build advance notice of any major works that need to be
carried out.
What your rent is – and how it’s set
Your rent includes ‘basic rent’ which is the price you pay
for the use of your home, and other charges – these
may include service charges which relate specifi cally to
your property such as concierge. They can also include
charges for services you may have requested like
tenants insurance or a furniture pack.
The government established the current scheme for
setting council house rents back in April 2003. The
calculation is made up of a number of elements
including property value, number of bedrooms and
relative manual earnings. The most the weekly rent can
be increased per year is in line with infl ation plus £2.00.
Average relet times for YHN homes
34.8
2008/09
(days)
27
*23
2009/10
(days)
Actual
Target
*We exceeded
our target
for 2009/10,
meaning that it
is now taking us
less time to relet
homes.
Your Choice Homes
During the course of the year we let 2,737 homes through Your Choice Homes – approximately 10% of our total
housing stock. These were allocated to new tenants and were made up of:
168 1,521 923 125
Bungalows Flats Houses Maisonettes
Of these 2,737 we let 795 homes to people with a priority status. Priority status is given to people who are in urgent
and immediate need to move because their home or current housing situation is having a signifi cant, negative
impact on them.
At the end of 2009/10 we had just 193 lettable voids - 135 for general needs and 58 sheltered units.
Average bids per property type
4 79 44 18 19 73 61
Sheltered Older Three storey, High rise, Multi storey, Two bedroom Three bedroom
bedsit people’s two bedroom one bedroom two bedroom house house
bungalow fl at fl at fl at
www.yhn.org.uk page 9

2009-10 per cent comparison to 2004-05
National standard: Home
Last year we continued to realise the benefi ts of taking an organised approach to carrying out repairs and maintenance
to your homes.
Repairs performance 2008-2010
In June 2006 we appointed City Build,
Newcastle City Council’s direct labour
organisation, to provide the repairs and
maintenance service for the homes we manage.
Together, we have worked hard to develop
the service, with pleasing results - customer
satisfaction for repairs and gas servicing are
now 96% and 98% respectively.
99%
98%
2008/09 - actual 2009/10 - target
page 10
99%
Appointments
made
60%
50%
40%
30%
20%
10%
0%
-10%
-20%
-30%
6.10 days
“Registered providers shall ensure a prudent, planned approach to repairs
Ensuring tenants’ homes meet the Decent Homes Standard by December
10 days
5.78 days
Days to complete
non-urgent
repairs
10%
9%
8%
Jobs raised
on emergency
status
97%
97%
97%
Appointments
made and kept
95%
92%
95%
Customer
satisfaction
2009/10 - actual
How things have improved over the last 5 years
+
Appointments made
Days to complete
non-urgent repairs
-
-
Jobs raised on
emergency status
Appointments
made and kept
-40%
The graph above shows how our performance around repairs and
appointments has improved since we were created in 2004/05. We are
now making and keeping more appointments, resulting in increased
customer satisfaction; whilst reducing the number of days it takes to
complete non-urgent repairs and the number of outstanding gas services.
+
-
Gas services
outstanding
Customer satisfaction
+
2004-05 figure
There are lots of reasons for this, including new
modern ways of working and better use of
technology; staff at the Repairs Centre can now
communicate with staff and supervisors that
are out on the job through handheld devices,
which helps get the repairs done quicker and
helps staff get to their visits quicker.
We’ve also given operatives more responsibility
to do the work that is needed. This has meant
that the number of repairs completed at fi rst
visit has increased.
The number of complaints (1,162) in
comparison to the volume of repairs (118,986)
is minimal. Formal complaints are low (220 in
2009/10 compared to 270 in 2008/09) and
falling. We’ve made a big effort to capture
informal complaints over the last couple of
years, as they really help us improve the service.
Percentage of budget spent on
planned and responsive repairs
33
67
2004/05 (%)
Planned repairs
53 47
2009/10 (%)
Responsive repairs
Increasing the proportion of the money we
spend on planned repairs is important as it
costs us less money if work is done as
part of a batch rather than as single,
unplanned repairs – and it means that
more customers benefi t as well.

and maintenance of homes and communal areas, which represents value for money.
2011 and continue to meet this standard.”
Building relationships, renovating homes
We’ve come a long way since we started the Modern
Homes Programme in spring 2005. By the end of
2009/10 we had spent £425million on 35,000 separate
packages of work to homes, bringing 19,000 homes
to the government’s Decent Homes Standard in the
process. We are still on target to complete the work in
December 2011.
We could not have done this without good
relationships with our construction partners. We carried
out annual reviews of our constructors against cost and
quality, including customer satisfaction – we wanted to
show that your feedback was taken into consideration
and had an infl uence on our choice of contractors. We
chose not to continue using some of the constructors
and with others we withheld further contracts until they
improved their performance. We’re now doing this every
three months to keep the pressure on constructors and
make savings for the programme.
The change across the city is evident. At one time
it would have been easy to tell private and council
properties apart but this isn’t the case any more. It’s
also having some interesting knock-on effects - we’d
expected the number of repairs would reduce once
homes had received Modern Homes work but that
hasn’t been the case.
We found that once work had been completed, you
have been looking to improve other areas of your
homes. You are taking more pride in your homes and
have been reporting minor repairs that you would have
perhaps left before the work took place. Once all the
work is completed we expect that the number of calls
to the Repairs Centre will drop again.
Customer satisfaction with the Modern
Homes work to their home
97%
satisfaction
External packages
87%
satisfaction
Internal packages
www.yhn.org.uk page 11

National standard: Neighbo
“Keeping neighbourhoods and communal areas clean and safe, working in
relevant partners to help promote social, environmental and economic well
Our HASBET (Housing, Anti-social Behaviour
Enforcement Team) works hard to reduce anti-social
behaviour through supporting victims and taking action
against those who cause problems for their neighbours.
To support this we work in partnership with Newcastle
City Council, Northumbria Police and Victim Support.
We also work closely with ARCH (Agencies against
Race Crime and Harassment) to tackle hate crime.
In 2009/10 we achieved 75% customer satisfaction
with the service and referred 100% of cases to Victim
Support. We investigated a total of 226 cases during
the year and of those we began 99% of investigations
within our agreed timescales. These timescales were
reduced this year as a result of customer feedback to:
Category 1 -
response the next working day (this is for the most
serious types of anti-social behaviour) including
harassment and intimidation, hate-related incidents,
drug dealing and misuse.
Category 2 -
response within three working days for incidents
including noise, vandalism and alcohol-related
incidents.
Category 3 -
response within five working days for incidents
including pets and animal nuisance, vehicle nuisance
and fly-tipping.
The team not only works to reduce anti-social
behaviour across Newcastle, but also aims to prevent
it from taking place. HASBET have worked closely with
our Customer Involvement Team to deliver the A2B
(Access to Basketball) project where we engaged with
young people to teach them the importance of respect
and building communities to be proud of.
Reaching the finals of the UK Housing Awards
‘Creating Integrated and Safe Places to Live’ category
in 2009, and retaining their Charter Mark status with
full compliance in 2010 demonstrates the ongoing,
excellent work of the team.
We have also made a number of referrals to our
Family Intervention Project (FIP) which aims to deliver
intensive support to families who, due to their antisocial
behaviour, were at risk of being evicted from
their home. The FIP aims to break the cycle of poor
behaviour, homelessness and disadvantage; help the
family to get back on its feet and help children and
young people back into education, employment and
training. Figures from January 2010 show that it has
worked with 24 families in total. 17 of these have now
been closed; and they continue to work with seven.
And there has been a significant reduction in the
number of incidents of anti-social behaviour from those
families by 80%.
Customers have played their part in helping to improve
the areas in which they live. By taking part in estate
walkabouts, estate standards groups and the Living
in Flats group they have identified several areas
for improvement. The estate standards group have
reduced the number of unacceptable green areas on
estates across the city, and on an estate walkabout
in Scotswood tenants identified general repairs,
environmental maintenance and a proposal for an
improvement using Area Project Fund money.
During 2009/10 we carried out 264 block inspections
and 241 passed. Where improvements were identified,
actions were agreed to bring those blocks to the
appropriate standard.
page 12

urhood and community
partnership with tenants and other providers where necessary. Co-operating with
being, and with other public agencies to prevent and tackle anti-social behaviour.”
HASBET aims to help people sustain their tenancies and eviction is only enforced as a last resort where a solution
cannot be agreed. The team uses a multi-agency approach to tackle cases of anti-social behaviour and here is an
example of one complex case which involved several partner agencies.
1. Complaints were made to
a Community Housing Office
by a leaseholder who claimed
their neighbour – a YHN tenant
and her partner/carer (living
at a different property on the
same street) - were creating
noise nuisance by arguing
regularly and using foul and
abusive language.
2. After the Community
Housing Office made initial enquiries, the
leaseholder began to report incidents of
retaliation from the neighbour including
shouting at and threatening them.
3. The case escalated
when the tenants’
partner was convicted
of trying to “burn”
the leaseholder out
of their home. The
Community Housing
Office referred the
case to HASBET.
6. Throughout the
case the tenant was
assessed, under the
Mental Health Act,
several times.
5. HASBET attended
a number of multiagency
meetings to
discuss the case and
the tenant was warned
several times about her
unacceptable behaviour.
4. The tenant was bipolar and had
other mental health issues, so we made
a referral to Adult Services and made
sure we adhered to the Prevention of
Eviction Protocol to make sure they had
support to sustain their tenancy.
7. The tenant was served
with a Notice of Seeking
Possession when her
behaviour failed to improve.
Her partner already had a
postponed Possession Order
for non-payment of rent at
his address.
8. HASBET worked with Regulatory Services
and Public Protection (RSPP) to pursue more
formal enforcement action. RSPP served
an Abatement Notice in respect of the
nuisance towards the leaseholder. A Senior
Environmental Health Officer said that the
recordings of the noise nuisance were the
worst they’d heard.
9. HASBET also pursued
possession of the
tenant’s property and
issued injunctions against
the tenant and her
partner to try and stop
the anti-social behaviour.
13. By the time we were granted possession over
200 complaints had been made against the tenant
and her partner. This case demonstrates how difficult
it can be to reach a satisfactory resolution. Residents
being prepared to report anti-social behaviour are
vital in helping us take action against those whose
behaviour makes life difficult for their neighbours. In
this case the victims were prepared to take a stand
and provide evidence to HASBET which meant that
we could take legal action to stop the anti-social
behaviour.
11. YHN attended
court with the
support of the
leaseholder,
Northumbria Police
and RSPP.
10. The court would not
grant an injunction against
the tenant until another
formal assessment of her
mental health had been
made. Her partner signed
an undertaking which he
went on to breach several
times.
12. Possession of both
the tenant’s and her
partner’s properties
was granted and both
were evicted.
www.yhn.org.uk page 13

National standard: Tenant in
“Providing choices, information and communication that is appropriate to the
way. Offering a wide range of involvement opportunities and consulting with
against the Tenant Services Authority standards. Treating all customers with
Learning from, and acting on, the feedback that
customers have given us is helping us improve
our services. Sometimes the changes that we’ve
introduced can seem quite small. But when you
put them together within a planned approach to
improving the experience for customers, the results
can be very effective. And so we’re pleased to report
that formal complaints are falling whilst general
customer satisfaction continues to rise.
The changes we have introduced included;
• setting up an anti-social behaviour sounding board
to get customer views on how we can improve the
way we deal with anti-social behaviour,
• introducing the ‘complaints r us’ scrutiny panel to
monitor the quality of letters sent to customers in
response to a complaint, and
• introducing a Readers Panel where customers can
comment on pieces of literature, before they go to
print, to make sure they are clear and concise.
Many of the comments we’ve received have been
about the ways in which customers can access our
services and as a result we’ve continued to look
at how we can improve existing methods as well
as introduce new ways. We recently introduced a
digital TV channel which allows customers to find
out information on a range of services as well as an
interactive ‘contact us’ form. We have also developed
an online service which allows customers to view
their rent statements online.
We have also increased the number of ways
customers can get involved. For instance, they
now have the chance to influence some really big
decisions like the setting of our priorities in our
service plans and influencing the content and layout
of our service standards.
We continue to involve customers in the review of
our policies and procedures, including the customer
service strategy and in the design of the new
customer service charter.
In addition, feedback from customers has helped
us to make a difference to lots of services and
information that we provide.
This graphic shows how setting up a tenants’ panel in June 2008,
deal with complaints from 39% in 2008/09 to 58% in 2009/10.
and this is traditionally a difficult thing to get right.
Involvement Complaints
Comment & Complaints Policy introduced - April 2007
600
involved
tenants
2,352
informal
complaints
809
formal
complaints
Reduced timescale to respond from 15 to 10 - days November 2007
• A group of mystery shoppers developed a welcome
pack for new tenants; they told us what should
be included in the packs such as basic cleaning
products and cloths, and that all the products
should be environmentally friendly.
• Customers were involved in developing a customer
training programme pilot. They told us what kind of
training they’d like to attend. The pilot was a success
and has resulted in an annual training programme.
• The Reader’s Panel reviewed the new tenant
handbook to make sure it contained relevant
information and was free of jargon.
85%
Satisfaction
of involved
residents
39%
Satisfaction of
complainants
Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr
2007/08
page 14

volvement and empowerment
diverse needs of customers and approaching complaints in a clear, simple and accessible
customers, enabling them to influence policies and services and assess our performance
respect; understanding diverse needs.”
to focus exclusively on how we deal with complaints, has helped increase customer satisfaction with the way we
It’s particularly encouraging for us, as customers are unlikely to feel particularly positive about having to make a complaint,
Complaints panel introduced – June 2008
2,315
informal
complaints
1,000
involved
tenants
Readers panel introduced – October 2008
51%
Satisfaction of
complainants
New customer service team introduced - January 2009
ASB sounding board introduced - January 2009
87%
Satisfaction
of involved
Leaseholder group reviewed - November 2009
1,200
involved
tenants
residents 77%
Satisfaction
of involved
residents
909
formal
complaints
2,881
informal
complaints
58%
Satisfaction of
complainants
638
formal
complaints
May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul
2008/09 2009/10
• Customers helped us to set our priorities for the year.
Some of our 2009/10 service plan targets came as a
direct result of customer feedback.
As part of our efforts to ensure we treat all of
our customers fairly and give everyone the same
opportunities to get involved, we have consulted with
several customer groups. We have:
• consulted with our older customers when developing
a local offer for sheltered housing residents. They told
us what was important to them and agreed the local
offers,
• held a session with our Asylum Seeker Unit (ASU)
customers to develop the ASU service standards, and
• held meetings with young people to help improve
services and influence the build of our new
accommodation, specifically for young families,
on Jubilee Road, Gosforth. They told us their most
important elements for design such as car parking,
play facilities and support staff, and were consulted
on the choice of contractor.
www.yhn.org.uk page 15

National standard: Value for
“Planning how we manage our resources to provide cost-effective, efficient,
Demonstrating how spending has been prioritised, how value for money has
Using
customer
satisfaction
feedback when
reviewing
constructors
Constructors
have made
community
improvements
including new
kitchens in
community
centres,
sponsorship
of local football
teams and
helping people
into employment
through
apprenticeships
Increase in
trade at local
businesses such
as newsagents,
bakeries and
sandwich shops
Switched
from timber
to UPVC
windows
Quarterly
reviews of
contractors to
maintain high
quality and value
for money
Withheld
work from
contractors until
they showed an
improvement
Donations
from constructors
such as TVs and
DVD players and
health and
safety talks in
schools
Gave a
higher proportion
of our modern
homes work to
our more efficient
constructors
page 16

money
quality services and homes to meet tenants’ and potential tenants’ needs.
been achieved and plans and priorities for future value for money activities.”
Value for money has always been an important
requirement for us. Any efficiency savings are put back
into the organisation to improve the services we provide
customers and offer them more choice.
We also aim to make sure that customers receive excellent
services that meet their needs.
Our approach to achieving value for money is set out
in the YHN Efficiency Strategy. The strategy has already
helped us make savings across the organisation. For
instance, new procurement contracts have realised
significant savings in relation to the Modern Homes
Programme and the print and design services we buy
in, and we have reviewed some of our Service Level
Agreements – resulting in either better value for money
from the existing provider, procuring a new provider or
bringing some of the services in-house.
Economic forecasts remain pessimistic for the country as
a whole, but we have reached a secure financial position
which means that we should be able to maintain the
level of service that our tenants have come to expect, and
consider developing additional services which we think
will improve the lives of our customers. It also means we
have some time to prepare for how we can respond to any
deterioration in funding and other cost pressures.
Our finance team have been working hard, behind the
scenes, to plan our finances for the future but all staff play
their part in helping to identify potential savings.
We have carried out Business and Financial planning
exercises with staff and are planning another round in
the near future. These exercises aim to identify where we
can make efficiency savings, improve services and develop
service plans for the coming year. Some great suggestions
have already been made and we hope staff will continue
to identify areas where they think efficiencies can be made
such as reducing paper usage, working in greener ways
and the possibility of merging teams.
Our staff have been working hard to improve our
performance around void relet times and rent collection,
both of which have made a hugely positive impact on
our financial position. We have reduced the cost of
providing the Housing Management Service and the cost
of maintaining our properties. We regularly compare
ourselves to other local housing providers to see where we
can improve the value for money of our services.
How we spend your money on behalf of
Newcastle City Council & Your Homes Newcastle
YHN Property
Maintenance;
£28.7m
Renewal
Charges;
£19.6m
22%
Reserves;
£12.4m
15%
9% 11%
YHN Tenancy
Services; £14.6m
22%
YHN Care
Services; £6.3m
Other
Management
Costs;
£20.5m
Investment & Loan
Charges; £28.7m
Tenancy services: Otherwise known as ‘the frontline’. This includes
our network of Housing Offices, Concierge service, Leasehold team,
Newcastle Furniture Service. The figures also include costs related
to Ground 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.
Property maintenance: Maintenance and improvement of homes.
Care services: Support services for older and vulnerable
customers. Includes Sheltered Housing, Mobile Wardens, Homeless
Accommodation, Asylum Seekers Unit, Young People’s Service, and our
Advice and Support team.
Other management costs: Sometimes termed ‘back office services’
this figure 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 Strategy (such as Organisational Development, Customer
Involvement).
Investment and loan charges: Interest payable on loans and
investment income.
Renewal charges: The depreciation and impairment costs
associated with the Housing Revenue Account stock. Impairment costs
reflect the difference between the cost of the Council’s assets in the
accounts and its estimated value. This years figure reflects the fall in
general house prices.
Reserves: Provisions we’ve made for future years’ expenditure
- to cover potential shortfalls in funding for our Modern Homes
programme, for example.
5%
16%
www.yhn.org.uk page 17

National standard: Governanc
“Providing arrangements which adhere to relevant legislation, are accountable
the reputation of the sector. Managing resources effectively to ensure viability is
Value for money continued
By establishing our charitable subsidiary, Leazes Homes,
we have been able to maximise funds to drive our new
build programme of development. We have also accessed
other grant funding to subsidise the programme, which is
helping to ease the pressure on demand for social housing
in the city whilst generating more rental income and
allowing us to make improvements to tenants’ homes that
help to reduce fuel bills and improve energy effi ciency.
Most of the funding for our Support and Care services
comes from contracts we have secured from Supporting
People. We are required, under those contracts, to
demonstrate that we run those contracts effi ciently and
effectively, and that the additional activity is producing
positive outcomes for customers. Results to date clearly
show that these services are helping our customers
manage their debts and access any relevant benefi ts,
which gives them a better chance of sustaining their
tenancies. This helps us collect as much rent as possible
and reduces the number of evictions for rent arrears that
we have to make.
We are also able to reinvest money from services that
operate at a surplus such as NFS, our furniture service,
back into the core services that we provide to customers.
This allows us to continue to improve those services,
enhancing the overall experience for our customers.
Part of our overall improvement programme is to review
all YHN services to make sure that they are the best they
can be for the best possible price. Where the service being
reviewed is provided to tenants, they are involved in the
review process through consultation. By involving tenants
we can check whether the services are meeting their
needs.
During 2009, YHN reviewed the concierge service. Tenants
were consulted about the review and given information
about the options available for future service provision,
and the cost of those options. Following the consultation
changes to the service were agreed, including the
introduction of a central control room to monitor CCTV
and door entry systems, with onsite and responsive staff to
deal with tenants’ issues.
Value for money is and continues to be a priority for YHN.
We feel that we are in a strong position to adapt in the
face of spending cuts and will continue to encourage staff
and customers to put forward their suggestions for further
effi ciency savings and areas for improvement to services.
Judith
Common:
Independent
Board Member
Who am I?
For the last 30 years I’ve
worked in the Northumbria
area as a police offi cer and
that brought me into contact with a range of people
across the Tyne and Wear region. I’ve worked in both
the east and west of the city and therefore feel a
strong connection to Newcastle and the people living
in it.
When I retired from the police service I felt that I still
wanted to, and still could, give something back to
Newcastle.
Why I joined the YHN Board
Whilst working for the police I got to meet a lot of
different people and interact with the community.
I often saw people when they were at their most
vulnerable and for them, their home and having
stability are very important to them. I wanted to be
part of YHN’s board because they don’t just provide
somebody with a house, they provide a home and offer
structure and support mechanisms to enable them to
live in that home. It really does make a difference to
how people manage their lives, and that’s what I liked
about YHN. Being on the board also enables me to use
my past experiences to good effect.
How did I become a board member and
what’s involved?
I applied to become a board member and went
through quite a rigorous interview process. It is
important that people are joining the board for all the
right reasons and bring the right skills to the board, so
that each person adds value to the work the board is
involved in.
page 18

e and financial viability
to tenants, the TSA and other stakeholders and safeguard taxpayers’ interests and
maintained.”
I came here two years ago and I’ve just been reinterviewed
for a place on the board for another
three years. There’s a significant time commitment
to being a board member, which is made clear
at the outset. There are many ways that a board
member can get involved in YHN but the board
meetings themselves take place every six weeks
and are the main mechanism for decision making.
So, I think it’s important that you attend as many
board meetings as you can throughout the year.
As well as board meetings there are other meetings
to attend and committees that service the main
board. Most board members are also members
of other committees. I chair the Performance
Committee which has been running for a year. In
simple terms this makes sure that YHN delivers
what it says it’s going to deliver.
A day in the life…
You can’t just go to a board meeting and make
multi million pound decisions without all the
background information to hand.
I receive board papers one week before the board
meeting takes place so if there is something on the
agenda that I don’t know the background to, I have
the chance to find out more. This might be through
talking to key stakeholders about their views and
expectations. It’s important that I increase my
awareness and understanding of an issue so that
when the time comes to make a decision, I’m
fully informed and in a good position to give my
opinion.
Before the meeting takes place I will have read
and analysed papers, spoken to officers for more
information and gone to the area in question to see
how our decisions are going to affect the people
who live there. It’s about making decisions that
affect real people and making sure that you take
their views into account, as well as the views of the
organisation and other stakeholders.
I have recently completed the intermediate
governance award through YHN and I’m going
on to do the advanced award. I do this in my
own time. I have learnt a lot about governance,
which in turn makes me more confident about the
organisation, which enables me to carry out my
role successfully.
What I enjoy about being a board
member
I’m really committed to Newcastle and the people
of Newcastle. Having the ability to make decisions
that impact upon the lives of the people living in
the city, and to help people who are vulnerable,
means a lot to me.
It’s the interaction of YHN with other organisations
in the city that’s of particular interest and having
involvement with other organisations to create
community cohesion.
What have I learnt?
There’s a lot more to housing than I originally
thought! These last two years have really brought
home to me how dynamic and forward thinking
YHN is, how privileged I am to be part of that
organisation and just how broad their role is.
YHN is a really progressive, proactive organisation
that’s constantly looking at the future and
constantly looking at how it can do better for the
people in the city. And the drive has to come from
the board. We have to look after the interests
of the people of Newcastle, making sure they’re
getting excellent services that are value for money.
www.yhn.org.uk page 19

How we run ourselves
Your Homes Newcastle is run by a board of 19
people. In accordance with government guidance
for the setting of ALMOs, the organisation’s board
of non-executive directors has equal representation
of tenant, independent and council members. Six
tenants, six council nominees, six independent people.
The Board is led by an independent Chair; this
position sits outside of the three constituent groups of
board members.
The Board is responsible for:
• Setting our vision and our strategic objectives
• 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
Following a review of the committee structure, we
set up five committees in September 2009 to look
at particular issues in more depth and provide a
less formal environment to develop work before it is
presented to the Board. The committees are:
• Audit
• Customer and Service Delivery
• Finance and Resources
• Performance
• Remuneration
Following a review of our area boards we have
replaced these with a programme of themed meetings
which complement the comprehensive range of
existing opportunities for involving and engaging
with tenants and residents across the city. Themed
meetings are carried out in different ways to reflect
the subject matter and the needs of the local
community.
Your Homes Newcastle Board 2009/10
During the year George Allison, P J Morrissey and Margaret O’Callaghan stood down from the Board. John Cuthbertson
also retired from the Board in September 2009 and we would like to thank those board members for the contributions
they have made to YHN.
During
2009/10 there
were a number
of changes
to Board
membership.
Steve Murphy (Chair)
Bill Bowman Judith Common Bill Drury
Veronica Dunn
Roger Harral Rob Higgins Gerry Keating Gordon Knox
page 20

YHN Management structure
John Lee
Chief Executive
• Communications
• Equality and Diversity
• Governance and Board Support
Sheila Breslin
Assistant Chief Executive
and Director of Business
Neil Scott
Director of Tenancy Services
• Assets & Programming
• Business Strategy
• Investment Delivery
• Organisational Development
• Customer Involvement
• Citywide Services
• Customer Service
• Housing Management
• Property Maintenance
• Support and Care
Ross Atkinson
Director of Finance and
Resources and Company
Secretary
• Finance (Business support; Income; Revenue)
• Procurement
• Right to Buy
• Central Administration
• Information Technology
• Human Resources
We also welcomed Veronica Dunn, Mike Lynch and Mary McMahon to the Board.
Mike Lynch
Jim McLaughlin
Mary McMahon
Ammar Mirza
Margaret O’Callaghan
John James Reid
Bob Renton
Nitin Shukla David Slesenger Lynn Stephenson
www.yhn.org.uk page 21

Performance
We collect a large amount of performance information
to tell us and others how well we do, compared to
what we set out to achieve and in comparison to other
organisations. The information is used to celebrate
success and to identify areas where we need to do
better.
Some performance indicators are set by the
government, while others are our own, designed to
show whether we are doing what is right for our
priorities.
In 2009/10 we exceeded targets including:
• satisfaction with the repairs and maintenance
service,
• number of days sickness (per full time employee),
and
• net rent arrears.
Even though we’ve improved on the previous year’s
performance with our Modern Homes Programme,
we did not meet our 2009/10 target. This was largely
due to the introduction of a new way of appointing
contractors to carry out the programme which is
starting to realise cost savings without compromising
quality.
Performance around rent collection was particularly
strong this year. As we exceeded our targets in
2008/09 we expected a slight increase during 2009/10
but we are pleased to report that we exceeded the
2009/10 target and rent arrears are now at their
lowest since YHN was created.
We need to improve in some areas including:
• satisfaction with the overall housing service,
• number of homes made decent.
A snapshot of our performance in some key areas is below and opposite.
Performance indicator 2008/09 2009/10 2009/10
outturn target outturn
Satisfaction with overall housing service 73.1% 81% 79.1%
Number of homes made decent 5885 7683 6137
Satisfaction with the repairs and maintenance service 95% 92% 95%
Number of days sickness (per full time employee) 11.45 10.2 10.11
Average void relet time 34.8 days 27 days 23 days
Net rent arrears £2,473,741 £2,650,000 £2,076,388.18
page 22

73.1%
81% 7683
79.1%
5885
6137
08/09
outturn
09/10
target
09/10
outturn
08/09
outturn
09/10
target
09/10
outturn
Satisfaction with overall housing service
Number of homes made decent
95%
92%
95%
11.45
10.2
10.11
08/09
outturn
09/10
target
09/10
outturn
08/09
outturn
09/10
target
09/10
outturn
Satisfaction with the repairs
and maintenance service
Number of days sickness (per full time employee)
34.8 days
£2,473,741
£2,650,000
£2,076,388.18
27 days
23 days
08/09
outturn
09/10
target
09/10
outturn
08/09
outturn
09/10
target
09/10
outturn
Average void relet time
Net rent arrears
www.yhn.org.uk page 23

Financial accounts
Independent auditors’ report to the member of
Your Homes Newcastle Limited
We have audited the financial
statements of Your Homes Newcastle
Limited for the year ended 31 March
2010 which comprise the Group
and Parent Company Income and
Expenditure Accounts, the Group
and Parent Company Balance Sheets,
the Group Cash Flow Statement,
and the related notes 1 to 18. The
financial reporting framework that
has been applied in their preparation
is applicable law and United
Kingdom Accounting Standards
(United Kingdom Generally Accepted
Accounting Practice).
This report is made solely to the
company’s members, as a body, in
accordance with Chapter 3 of Part 16
of the Companies Act 2006. Our audit
work has been undertaken so that we
might state to the company’s members
those matters we are required to state
to them in an auditor’s report and for
no other purpose. To the fullest extent
permitted by law, we do not accept
or assume responsibility to anyone
other than the company and the
company’s members as a body, for our
audit work, for this report, or for the
opinions we have formed.
Respective responsibilities
of directors and auditors
responsible for the preparation of the
financial statements and for being
satisfied that they give a true and fair
view. Our responsibility is to audit the
financial statements in accordance
with applicable law and International
Standards on Auditing (UK and
Ireland). Those standards require us
to comply with the Auditing Practices
Board’s (APB’s) Ethical Standards for
Auditors.
Scope of the audit of the
financial statements
An audit involves obtaining evidence
about the amounts and disclosures
in the financial statements sufficient
to give reasonable assurance that
the financial statements are free
from material misstatement, whether
caused by fraud or error. This includes
an assessment of: whether the
accounting policies are appropriate to
the group’s and the parent company’s
circumstances and have been
consistently applied and adequately
disclosed; the reasonableness of
significant accounting estimates
made by the directors; and the
overall presentation of the financial
statements.
As explained more fully in
the Statement of Directors’
Responsibilities the directors are
page 24

Financial accounts
Independent auditors’ report to the member of
Your Homes Newcastle Limited (continued)
Opinion on financial
statements
In our opinion the financial
statements:
• give a true and fair view of the
state of the group’s and the parent
company’s affairs as at 31 March
2010 and of the group’s and the
parent company’s surplus for the
year then ended,
• have been properly prepared in
accordance with United Kingdom
Generally Accepted Accounting
Practice, and
• have been prepared in accordance
with the requirements of the
Companies Act 2006.
Opinion on other matter
prescribed by the
Companies Act 2006
In our opinion the information given
in the Directors’ Report for the
financial year for which the financial
statements are prepared is consistent
with the financial statements.
Matters on which we
are required to report by
exception
We have nothing to report in respect
of the following matters where the
Companies Act 2006 requires us to
report to you if, in our opinion:
• adequate accounting records
have not been kept by the parent
company, or returns adequate for
our audit have not been received
from branches not visited by us, or
• the parent company financial
statements are not in agreement
with the accounting records and
returns, or
• certain disclosures of directors’
remuneration specified by law are
not made, or
• we have not received all the
information and explanations we
require for our audit.
Caroline Mulley (Senior statutory auditor)
for and on behalf of Ernst & Young LLP, Statutory Auditor
Newcastle upon Tyne
2nd September 2010
www.yhn.org.uk page 25

Financial accounts
Group income and expenditure account
For the year ended 31 March 2010
2010 2009
Note £’000 £’000
Turnover 2 31,338 29,898
Operating costs 3 (31,247 ) (29,847 )
Operating profit 91 51
Interest payable and similar charges 4 (53 ) (51 )
Profit on ordinary activities before taxation 5 38 -
Taxation on profit on ordinary activities 8 - -
Profit on ordinary activities after taxation 14 38 -
All amounts relate to continuing activities.
There have been no recognised gains and losses other than those shown in the
income and expenditure account in both the current and prior years, therefore no
Statement of Total Recognised Gains and Losses has been prepared.
page 26

Financial accounts
Company income and expenditure account
For the year ended 31 March 2010
2010 2009
Note £’000 £’000
Turnover 2 31,338 29,898
Operating costs 3 (31,247 ) (29,847 )
Gift Aid payment 3 (38 ) -
Operating profit 53 51
Interest payable and similar charges 4 (53 ) (51 )
Profit on ordinary activities before taxation 5 - -
Taxation on surplus on ordinary activities 8 - -
Profit on ordinary activities after taxation 14 - -
All amounts relate to continuing activities.
There have been no recognised gains and losses other than those shown in the
income and expenditure account in both the current and prior years, therefore no
Statement of Total Recognised Gains and Losses has been prepared.
www.yhn.org.uk page 27

Financial accounts
Group balance sheet
at 31 March 2010
2010 2009
Note £’000 £’000
Fixed assets 9 2,681 -
Current assets
Debtors 10 7,468 2,159
Cash 40 2
7,508 2,161
Creditors: amounts falling due in less than
one year 11 (6,150) (2,161)
Net current assets 1,358 -
Total assets less current liabilities 4,039 -
Creditors: amounts falling due in more than
one year (4,001) -
Net assets 38 -
Capital and reserves 38 -
These financial statements were approved by the Board and authorised for issue
on 1st September 2010.
Signed on behalf of the Board
Steve Murphy
Chair, Your Homes Newcastle
page 28

Financial accounts
Company balance sheet
at 31 March 2010
2010 2009
Note £’000 £’000
Fixed assets 9 2,681 -
Current assets
Debtors 10 7,468 2,159
Cash 2 2
7,470 2,161
Creditors: amounts falling due in less than
one year 11 (6,150) (2,161)
Net current assets 1,320 -
Total assets less current liabilities 4,001 -
Creditors: amounts falling due in more than
one year 12 (4,001) -
Net assets - -
Capital and reserves - -
These financial statements were approved by the Board and authorised for issue
on 1st September 2010.
Signed on behalf of the Board
Steve Murphy
Chair, Your Homes Newcastle
www.yhn.org.uk page 29

Financial accounts
Group cash flow statement
For the year ended 31 March 2010
2010 2009
Note £’000 £’000
Net cash flow from operating activities 15 (1,229 ) 50
Returns on investments and servicing
of finance – interest paid (53) (51)
Capital expenditure
Acquisition and construction of
housing properties (2,688) -
Capital grants received 4,008 -
1,320 -
Increase in cash 38 (1 )
page 30

Financial accounts
Notes to the financial statements
at 31 March 2010
1. Principal accounting policies
The financial statements have
been prepared in accordance
with applicable United Kingdom
Accounting Standards. A summary
of the more important accounting
policies is set out below.
Basis of preparation
The financial statements have been
prepared on the historical cost basis
of accounting.
Turnover
Turnover, which excludes VAT,
primarily represents fee income
received from Newcastle City
Council for the management and
maintenance of Newcastle City
Council’s housing stock. All turnover
arises in the United Kingdom.
Taxation
Deferred taxation is recognised in
respect of all timing differences that
have originated but not reversed
at the balance sheet date where
transactions or events have occurred
at that date that will result in an
obligation to pay more, or right to
pay less or to receive more, tax, with
following exceptions:
• Deferred tax assets are recognised
only to the extent that the directors
consider that it is more likely than
not that there will be suitable
taxable profits from which the
future reversal of the underlying
timing differences can be deducted.
Deferred tax is measured on an
undiscounted basis at the tax rates
that are expected to apply in the
periods in which timing differences
reverse, based on tax rates and laws
enacted or substantively enacted at
the balance sheet date.
Tangible fixed assets
Tangible fixed assets are stated at cost
less accumulated depreciation. Cost
includes the original purchase price
of the asset plus any costs incurred
in bringing the asset to its working
condition.
Depreciation is calculated to write off
the cost or valuation of tangible fixed
assets on a straight line basis over
their useful lives as follows:
Land
Buildings
not depreciated
10 – 100 years
The carrying values of tangible
fixed assets are reviewed for
impairment when events or changes
in circumstances indicate the carrying
value may not be recoverable.
www.yhn.org.uk page 31

Financial accounts
Notes to the financial statements
at 31 March 2010
1. Principal accounting policies (continued)
Government grants
Where grants from the Homes and
Communities Agency (HCA) have
been received as a contribution
towards the capital cost of a scheme
they are treated as deferred income
and are recognised in the income and
expenditure account over the useful
economic life of those assets.
Pension costs
The company participates in the Local
Government Pension Scheme, through
membership of the Tyne and Wear
Pension Fund. The scheme is a final
salary pension scheme and retirement
benefits to employees of the company
are funded by contributions from
all participating employers and
employees in the scheme. Payments
are made in accordance with periodic
calculations by consulting actuaries
and are based on pension costs
applicable to the various participating
organisations.
Costs are charged to the income and
expenditure account over the period
benefiting from the employees’
service and disclosures are given as
required by FRS17.
2. Analysis of turnover
2010 2009
£’000 £’000
Newcastle City Council Housing Revenue
Account management fee 30,635 29,442
Rental income 33 -
Other income 670 456
31,338 29,898
page 32

Financial accounts
Notes to the financial statements
at 31 March 2010
3. Analysis of operating costs
2010 2009
£’000 £’000
Employee costs 25,340 23,709
Premises 1,086 1,263
Transport 507 487
Supplies and services 4,314 4,388
31,247 29,847
Your Homes Newcastle Limited has a subsidiary Leazes Homes Limited which has
charitable status.
Under the corporate gift aid tax treatment regime, the company has donated
100% of its trading profit to Leazes Homes Limited in respect of the year ended
31 March 2010. For the purposes of corporation tax the amount paid is treated as
a charge on income, thus reducing the chargeable profit to nil.
4. Interest payable and similar charges
Interest payable of £52,849 was incurred during the year (2009: £51,144). This
relates to in-year movements in notional cash balances, largely due to the
profiling of management fee receipts.
5. Profit on ordinary activities before taxation
The profit on ordinary activities before taxation is
stated after charging/(crediting):
2010 2009
£’000 £’000
Audit fees 15 10
Depreciation of owned assets 16 -
Release of deferred capital grants 7 -
www.yhn.org.uk page 33

Financial accounts
Notes to the financial statements
at 31 March 2010
6. Employee information
The average number of persons employed during the year, expressed as equivalent
of full time employees was:
2010 2009
£’000 £’000
Housing management 616 612
Administration and clerical 183 183
799 795
Costs for the above persons were:
2010 2009
£’000 £’000
Wages and salaries 20,868 19,274
Employer’s National Insurance contributions 1,383 1,349
Employer’s pension costs 2,889 2,917
Training 200 169
25,340 23,709
7. Directors’ emoluments
The remuneration paid to the directors of the company was:
2010 2009
£’000 £’000
Aggregate emoluments payable to directors
(including pension contributions and benefits in kind) 11 6
page 34

Financial accounts
Notes to the financial statements
at 31 March 2010
8. Tax on profit on ordinary activities
(a) Tax on profit on ordinary activities
The tax charge is made up as follows:
2010 2009
£’000 £’000
Current tax:
UK Corporation Tax - -
Total current tax (note 9(b)) - -
Deferred tax - -
Tax on surplus on ordinary activities - -
(b) Factors affecting current tax charge
The tax assessed on the profit on ordinary activities for the year is different
from the standard rate of corporation tax in the UK of 20%. The differences are
reconciled below:
2010 2009
£’000 £’000
Surplus on ordinary activities before tax 38 -
Surplus on ordinary activities multiplied by
standard rate of Corporation Tax of 20% (2009: 20%) 8 -
Expenses not deductible for tax purposes 6,161 5,980
Non-taxable income (6,169 ) (5,980 )
Total current tax (9(a)) - -
www.yhn.org.uk page 35

Financial accounts
Notes to the financial statements
at 31 March 2010
9. Fixed Assets
Group and company
Land Housing Assets in the Total
course of
construction
Cost £’000 £’000 £’000 £’000
As at 1 April 2009 - - - -
Schemes Completed 755 1,010 - 1,765
Additions - - 932 932
As at 31 March 2010 755 1,010 932 2,697
Accumulated
depreciation
As at 1 April 2009 - - - -
Charge for the year - 16 - 16
As at 31 March 2010 - 16 - 16
Net Book Value
As at 31 March 2010 755 994 932 2,681
As at 1 April 2009 - - - -
page 36

Financial accounts
Notes to the financial statements
at 31 March 2010
10. Debtors
Group and company
2010 2009
£’000 £’000
Amounts due from Newcastle City Council 7,289 2,035
Other debtors and prepayments 179 124
7,468 2,159
11. Creditors: amounts falling due in less than one year
Group
2010 2009
£’000 £’000
VAT 1,113 619
Amounts due to Newcastle City Council 2,393 994
Accruals 2,644 548
6,150 2,161
Company
2010 2009
£’000 £’000
VAT 1,113 619
Amounts due to Newcastle City Council 2,393 994
Accruals 2,644 548
6,150 2,161
www.yhn.org.uk page 37

Financial accounts
Notes to the financial statements
at 31 March 2010
12. Creditors: amounts falling due in more than one year
Deferred income
Homes and Communities
Agency (HCA) Grant
£’000
Amounts receivable
At 1 April 2009 -
Receivable in year 4,008
At 31 March 2010 4,008
Recognised in income and expenditure account
At 1 April 2009 -
Recognised in year (7)
At 31 March 2010 (7)
Balance
At 31 March 2010 4,001
At 1 April 2009 -
13. Constitution
Your Homes Newcastle Limited is a company limited by guarantee and does not
have any share capital. There is only one “member” of the organisation. That
“member” is Newcastle City Council and the company’s Articles of Association
state that no other person other than the Council Member shall be admitted to
membership of the organisation.
page 38

Financial accounts
Notes to the financial statements
at 31 March 2010
14. Reconciliation of reserves and shareholders funds
Group
Revenue Reserves
2010 2009
£’000 £’000
At beginning of year - -
Result for year 38 -
At end of year 38 -
Company
Revenue Reserves
2010 2009
£’000 £’000
At beginning of year - -
Result for year - -
At end of year - -
15. Notes to the cash flow statement
a) Reconciliation of operating surplus to net cash flow from operating activities
2010 2009
£’000 £’000
Operating Profit 91 51
Increase in debtors (5,309 ) (467 )
Increase in creditors 3,989 466
Net cashflow from operating activities (1,229 ) 50
www.yhn.org.uk page 39

Financial accounts
Notes to the financial statements
at 31 March 2010
15. Notes to the cash flow statement (continued)
Capital expenditure
2010 2009
£’000 £’000
Fixed assets (2,688 ) -
Capital grant income 4,008 -
1,320 -
Returns on investing and servicing of finance (53 ) (51 )
Increase in cash 38 (1 )
b) Reconciliation of net cash flow to movement in net funds
2010 2009
£’000 £’000
Increase in cash in year 38 (1 )
Change in net debt resulting from cash flows 38 (1 )
Net funds at start of year 2 3
Net funds at end of year 40 2
c) Analysis of changes in net funds
At 31 Cash At 31
March 2009 flows March 2010
£’000 £’000 £’000
Cash 2 38 40
Net funds 2 38 40
page 40

Financial accounts
Notes to the financial statements
at 31 March 2010
16. Related party disclosures
Your Homes Newcastle Limited is a
local authority controlled company
of Newcastle City Council established
with no share capital and limited by
guarantee. The Council has delegated
responsibility for overseeing the
management and maintenance of
its residential stock, and of Housing
Revenue Account services provided
to the City’s housing tenants. £30.1m
was earned from the Council in
management fees in relation to these
activities throughout the year (2009:
£29.4m).
In addition, transactions totalling
£4.7m took place with Newcastle City
Council (2009: £1.3m). This related to
support services such as temporary
staffing, general office supplies,
legal services, human resources
management, IT, exchequer services
and other centrally administered
services. These transactions are
included within operating costs.
With the exception of petty cash
transactions, all cash book payments
and receipts are made via Newcastle
City Council’s banking intermediaries
with the net balance owing to or
from the City Council being disclosed
as a current asset or liability as
appropriate.
Leazes Homes Limited is a charitable
subsidiary wholly owned by Your
Homes Newcastle Limited. In 2009-
10 transactions totalling £38k took
place between Your Homes Newcastle
and Leazes Homes Limited. This was
related to a gift aid payment made by
the company.
17. Pensions
The company participates in the Tyne and Wear Pension Fund, which is a funded
defined benefit scheme where contributions payable are held in a trust separately
from the company. The main results and assumptions of the most recent valuation
of the Tyne and Wear Pension Fund are as follows:
Contributions to the scheme have been charged to the profit and loss account on
a cash basis. A qualified actuary has determined contribution rates on the basis of
triennial valuations using the projected unit method. The actuaries determined
that in order to meet the funding target, the contribution rate would be set at
17.3% for 2009/10 (2008/09: 17.3%).
www.yhn.org.uk page 41

Financial accounts
Notes to the financial statements
at 31 March 2010
17. Pensions (continued)
Financial Reporting Standard No 17
Under the requirements of FRS 17, the company is required to account for and
disclose further information on its share of assets and liabilities of the Tyne and
Wear Pension Fund at the end of the accounting period. The valuation at 31
March 2009 has been updated by an independent qualified actuary on an FRS 17
basis as at 31 March 2010. As required by FRS 17 the defined benefit liabilities
have been measured using the projected unit method.
This information is set out below:
Main financial assumptions 31 March 31 March 31 March
2010 2009 2008
% % %
Discount Rate 5.5 6.5 6.8
Inflation 3.9 3.6 3.7
Rate of increase to pensions in payment 3.9 3.6 3.7
Rate of increase to deferred pensions 3.9 3.6 3.7
Rate of general increase in salaries 5.4 5.1 5.2
page 42

Financial accounts
Notes to the financial statements
at 31 March 2010
17. Pensions (continued)
Principal demographic assumptions
Post retirement mortality 31 March 2010 31 March 2009
Males
Base table (in 2007) PNMA00 with PNMA00 with
allowance for MC allowance for MC
improvement factors improvement factors
to 2007 to 2007
Scaling to above base table rates 145 145%
Cohort improvement factors (from 2007) 80% of LC 80% of LC
Minimum underpin to improvement factors 1.25% 1.25%
Future Lifetime from age 65
(currently aged 65) 20.0 19.9
Future Lifetime from age 65
(currently aged 45) 22.1 22.1
Females
Base table (in 2007) PNMA00 with PNMA00 with
allowance for MC allowance for MC
improvement factors improvement factors
to 2007 to 2007
Scaling to above base table rates 130% 130%
Cohort improvement factors (from 2007) 60% of LC 60% of LC
Minimum underpin to improvement factors 1.25% 1.25%
Future Lifetime from age 65
(currently aged 65) 22.9 22.8
Future Lifetime from age 65
(currently aged 45) 25.1 25.0
www.yhn.org.uk page 43

Financial accounts
Notes to the financial statements
at 31 March 2010
17. Pensions (continued)
Value of Assets
2010 2010 2009 2009
Long-term Asset split at Long-term Asset split at
rate of 31 March rate of 31 March
expected 2009 expected 2008
return
return
(% per annum) (%) (% per annum) (%)
Equities 8.0 67.8 7.0 66.1
Property 8.5 7.4 6.0 8.4
Government Bonds 4.5 9.3 4.0 10.2
Corporate Bonds 5.5 11.4 5.8 10.4
Cash 0.7 1.3 1.6 0.0
Other 8.0 2.8 1.6 4.9
Total 7.3 100 6.2 100
Reconciliation of funded status to balance sheet
31 March 31 March
2010 2009
(£m) (£m)
Notional value of assets 63.61 44.23
Present value of liabilities (82.23 ) (56.86 )
Net pension liability (18.62 ) (12.63 )
Newcastle City Council has confirmed that it will assume any current and future
funding surpluses or deficits relating to the company. Accordingly, the scheme
deficit has been restricted to nil and the pension cost is based on contributions
payable.
page 44

Financial accounts
Notes to the financial statements
at 31 March 2010
17. Pensions (continued)
Analysis of Income and Expenditure Account Charge
2010 2009
£m £m
Current Service Cost 2.51 2.22
Past service cost 0.06 0.13
Interest cost 3.77 3.32
Expected return on assets (2.78 ) (3.62 )
Curtailment cost 0.00 0.00
Settlement cost 0.00 0.00
Expense recognised 3.56 2.05
Changes to the present value of liabilities during the accounting period
2010 2009
£m £m
Opening present value of liabilities 56.86 47.66
Current service cost 2.51 2.22
Interest cost 3.77 3.32
Contributions by participants 1.04 1.03
Actuarial losses / (gains) on liabilities 19.38 3.55
Net benefits paid out (1.39 ) (1.05 )
Past service cost 0.06 0.13
Closing present value of liabilities 82.23 56.86
www.yhn.org.uk page 45

Financial accounts
Notes to the financial statements
at 31 March 2010
17. Pensions (continued)
Changes to the fair value of assets during the accounting period
2010 2009
£m £m
Opening fair value of assets 44.23 50.97
Expected return on assets 2.78 3.62
Actuarial losses on assets 14.06 (13.25 )
Contributions by the employer 2.89 2.91
Contributions by the participants 1.04 1.03
Net benefits paid out (1.39 ) (1.05 )
Closing fair value of assets 63.61 44.23
Actual return on assets
2010 2009
£m £m
Expected return on assets 2.78 3.62
Actuarial gain/(loss) on assets 14.06 (13.25 )
Net return 16.84 (9.63 )
Analysis of amount that would be recognised in statement of total recognised
gains and losses (STRGL)
2010 2009
£m £m
Total actuarial losses (5.32 ) (16.80 )
Total loss in STRGL (5.32 ) (16.80 )
page 46

Financial accounts
Notes to the financial statements
at 31 March 2010
17. Pensions (continued)
History of asset values, present value of liabilities and deficit/surplus
2010 2009
£m £m
Fair value of assets 63.61 44.23
Present value of liabilities (82.23 ) (56.86 )
Deficit (18.62 ) (12.63 )
History of experience gains and losses
2010 2009
£m £m
Experience Gains/(Losses) on assets 14.06 (13.25 )
Experience Losses on liabilities (19.38 ) (3.55 )
18. Parent Undertaking
The company is a local authority controlled company within the meaning of Part
V of the Local Government and Housing Act 1989, being a company under the
control of Newcastle City Council. Copies of the financial statements for Your Homes
Newcastle Limited can be obtained from the Company Secretary, Your Homes
Newcastle Limited, YHN House, Benton Park Road, Newcastle upon Tyne NE7 7LX.
The Directors consider that Newcastle City Council is the ultimate controlling party.
www.yhn.org.uk page 47

Board and Committee calendar September 2010 to August 2011
September 2010 October 2010 November 2010
Mon Tue Wed Thur Fri Sat Sun Mon Tue Wed Thur Fri Sat Sun Mon Tue Wed Thur Fri Sat Sun
30 31 1 2 3 4 5 27 28 29 30 1 2 3 1 2 3 4 5 6 7
6 7 8 9 10 11 12 4 5 6 7 8 9 10 8 9 10 11 12 13 14
13 14 15 16 17 18 19 11 12 13 14 15 16 17 15 16 17 18 19 20 21
20 21 22 23 24 25 26 18 19 20 21 22 23 24 22 23 24 25 26 27 28
27 28 29 30 1 2 3 25 26 27 28 29 30 31 29 30 1 2 3 4 5
December 2010 January 2011
February 2011
Mon Tue Wed Thur Fri Sat Sun Mon Tue Wed Thur Fri Sat Sun
Mon Tue Wed Thur Fri Sat Sun
29 30 1 2 3 4 5 27 28 29 30 31 1 2
31 1 2 3 4 5 6
6 7 8 9 10 11 12 3 4 5 6 7 8 9
7 8 9 10 11 12 13
13 14 15 16 17 18 19 10 11 12 13 14 15 16
14 15 16 17 18 19 20
20 21 22 23 24 25 26 17 18 19 20 21 22 23
21 22 23 24 25 26 27
27 28 29 30 31 1 2 24 25 26 27 28 29 30
28 1 2 3 4 5 6
31 1 2 3 4 5 6
March 2011
Mon Tue Wed Thur Fri Sat Sun
28 1 2 3 4 5 6
7 8 9 10 11 12 13
14 15 16 17 18 19 20
21 22 23 24 25 26 27
28 29 30 31 1 2 3
April 2011
Mon Tue Wed Thur Fri Sat Sun
28 29 30 31 1 2 3
4 5 6 7 8 9 10
11 12 13 14 15 16 17
18 19 20 21 22 23 24
25 26 27 28 29 30 1
May 2011
Mon Tue Wed Thur Fri Sat Sun
25 26 27 28 29 30 1
2 3 4 5 6 7 8
9 10 11 12 13 14 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30 31 1 2 3 4 5
June 2011 July 2011 August 2011
Mon Tue Wed Thur Fri Sat Sun Mon Tue Wed Thur Fri Sat Sun Mon Tue Wed Thur Fri Sat Sun
30 31 1 2 3 4 5 27 28 29 30 1 2 3 1 2 3 4 5 6 7
6 7 8 9 10 11 12 4 5 6 7 8 9 10 8 9 10 11 12 13 14
13 14 15 16 17 18 19 11 12 13 14 15 16 17 15 16 17 18 19 20 21
20 21 22 23 24 25 26 18 19 20 21 22 23 24 22 23 24 25 26 27 28
27 28 29 30 1 2 3 25 26 27 28 29 30 31 29 30 31 1 2 3 4
Meetings key
Board
Audit Committee
Customer and Service Delivery Committee
Finance and Resources Committee
Performance Committee
Please note: meeting dates can be subject to change.
Annual report and accounts 2009/10
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.