HOW ARE WE DOING? Contents

Residents at the heart 4 Welcome

Investing in homes and neighbourhoods 16

Provide new homes 24 Welcome to Newport City Homes – Making a difference in our communities 30 a housing association where we put our residents at the heart of what we do. Strong and effective organisation 38 We aim to provide homes in communities where Did we do what we said we’d do? 44 people want to live. That’s what our 2020 Vision involves – a strategy with five key priorities which we’ve been working hard to achieve since 2015. Every year, we share with you how we’re doing. This involves honestly evaluating our performance, not just from our point of view, but with our Talk to us on: residents and stakeholders having a say too. NewportCityH We know that even when things might be going well, they can always be better – and we’d love to @NewportCityH know what you think about the services we provide. www.newportcityhomes.com [email protected] It’s only by listening to, and engaging with, our residents and partners that we can act on the 01633 381111 feedback we receive, really making a difference in your community. Published August 2019

3 Putting our residents at the heart of what we do is the centre of our 2020 Vision.

Resident satisfaction

Overall, 74% of our residents are happy with NCH as a landlord. We don’t believe that this is good enough, and we are continuing to address how we work with our residents to increase satisfaction levels.

92% of our residents find our colleagues helpful.

Our three top areas for dissatisfaction are repairs, anti-social behaviour, and the appearance of our communities; including litter and fly-tipping. We are working to address each of these areas, including launching an online repairs portal later next year. Residents We’re also reviewing our internal workforce to make sure our services are fit for purpose and delivering against the expectations of at the heart our residents.

4 5 ‘Perfect location, it’s easy for me to do my shopping at the same time’ Where have we improved?

We opened our city-centre office, @195, last year. All ‘First Point of Contact’ With more people As a result of the above, (FPOC) services are directly delivered accessing online our call abandonment at the office, with a focus on ‘getting it 27% services, our average has dropped from right first time’. We’ve made it easier for of our residents have call waiting time has 21.3% in Spring 2018 residents to access services We believe that focusing our delivery signed up to our online greatly improved, to 1.2% in Spring 2019 portal since launching of face-to-face services through @195 decreasing from 9:21 as and when they need them last year improves the standard of services we minutes in Spring 2018 Since introducing our new customer deliver across all channels. Since opening to 1:29 minutes by service offer for residents last year, @195, face-to-face visits are up by Spring 2019 we’ve implemented: 47.35%, demonstrating the accessibility • A new city centre office to make sure of our new location. residents have easier access to face-to- Feedback from residents since opening face services @195 has been extremely positive. We’re not stopping here Our city centre office, • A new resident portal and website, and are already working @195, saw meaning residents can resolve simple to improve our offering ‘Feels more like home, much bigger 57,648 calls answered, queries and access the information they through the web portal and better’ 3,136 web chats and need online at any time. This means that and RobBot. 14,044 face-to-face we can focus on resolving more conversations with Our next step will help complex queries, improving our overall ‘Better location, easier to get to than residents taking place residents book repair service to you Nexus house, easy to park the car’ during our first year appointments online and is planned for release • new set of customer service standards, of opening ‘This office is much better. Far less Earlier this year we launched later next year meaning that residents can hold us to of a walk for me to get to. I told them the first automated account and make sure we’re delivering at Nexus and they listened to me. assistant, named ‘Rob-Bot’, a consistent and high-quality customer Thank you!’ which is based on chatbot experience technology and has been created in direct response • A new approach to resident engagement ‘A fantastic, futuristic new to resident feedback asking which means that residents have a variety headquarters for Newport City for more online services of opportunities to get involved in all Homes, ahead of its time. The city levels of decision making itself is still catching up’

6 7 We’re supporting residents Customer Service Review (CSR) to stay in their homes We provide targeted help to support our residents to manage their finances and tenancy. We launched our new The review is now close to completion and we’ve made a lot customer service of changes to the way we work. During the last 12 months, we have offer last year, but we • We’ve invested in electronic tablets for our surveyors helped residents to; • We help residents to stay in their homes recognise that there to save time on writing paperwork, meaning the overall • Save £20,289 on their water bills wherever possible. Where residents are is more to do to keep process is quicker online at risk of losing a tenancy through non- • Access £152,342 through grant support payment or breach of agreement, we improving the way we • We carry out an ‘end of tenancy’ visit with outgoing • Access £629,390 in welfare benefits have carried out 233 reviews to help provide services to residents during their notice period and Universal Credit keep the tenancy in place wherever our residents. • New residents are matched to a property immediately possible, including using our ‘tenancy Our Customer Service after the advert is closed, giving them more time to • We’re committed to helping our residents rescue’ partnership agreement with local Review is an ongoing prepare for a move increase their disposable income and authorities programme involving improve affordability. Our in-house team • Out of these, 130 (56%) resulted in colleagues from all areas • New residents are given an opportunity to view their works closely with residents to support affordable payment plans being set up, of NCH working together home before any work begins, meaning they can often them in accessing their full financial with approximately £24,000 in homeless to improve our services. have a say on things such as decoration and whether they entitlement. This includes supporting prevention payments obtained from In July 2018 we launched would like to remove or retain items; such as carpets, 741 residents in making new claims for the Local Authority, which has enabled a review of our voids and curtains, blinds or built-in wardrobes Universal Credit (UC), equating to 15 new residents facing possession action to stay lettings process following cases each week • We’ve put targets in place for how quickly we respond in their homes feedback from residents. at each stage and our long-term aim is that the whole • Recognising where residents are This involved looking process should happen within 18 days struggling financially, through our • We recognise that personal circumstances at the length of time a partnership with Money Saviour we were can change and always work with our This process won’t happen overnight, but we’ve already property stays empty after able to help a further 93 residents receive residents to help them adapt to new made some progress in heading towards our target. Our a resident leaves. When help with their finances situations. This includes supporting 54 we started the review, our target time for the end of March 2020 is 28 days. As of May, residents in moving from joint tenancies average time was 56.6 we’ve already decreased to 34 days. • W here residents are identified as needing with another person to sole tenancies, days, which we recognise Following the voids and lettings review, we have taken additional support, we work closely with supporting 70 residents in exchanging is not good enough. resident feedback on board. As part of the next stage partner agencies to make sure they receive their home with another NCH resident of improvements, we will be looking at how we manage the right assistance. This year, we have through our Mutual Exchange programme, repairs. supported 136 residents through referrals and assisting 84 residents in transferring to to other agencies such as social services suitable alternative accommodation

8 9 Tackling domestic abuse A ‘Good Start’ CASE STUDY We are committed to supporting residents for residents who have experienced domestic abuse. Last We recognise that year we joined the ‘Free from Fear’ project One of our residents was struggling moving home can – a group of housing associations within financially to keep up with her bills on be a highly stressful Gwent working to combat domestic abuse and support basic universal credit and had rent arrears. experience and residents and employees who have been impacted. The resident then received a further arrears residents may need letter from a utility company stating that Our work so far includes launching a new web portal as a helping hand at the she owed £912 with an additional £135 a free online resource for those who work with people start. ongoing monthly cost for electric usage experiencing domestic abuse, this resource is available for We’ve launched a ’Good in a two bedroom flat. all partners across Wales. Start’ pilot, providing The resident was suffering from mental ill We have also directly supported eight domestic abuse intensive support to health due to the stress of her situation. victims in moving to a new home. all new residents for the first six weeks of We supported the resident by phoning their tenancy - getting the utility provider and completing a Changing how we offer their rent payments in priority assistance fund which helps utility place, any other support customers who are considered vulnerable to income support needs met and allowing access additional help. This action resulted in the electric arrears being cleared and We recognise that the introduction of Universal Credit our income officers to the resident received the Warm Home We supported the (UC) is a significant change for residents transitioning from redirect their focus on Discount, reducing her payments to a more Housing Benefit to a system where they are required to rent accounts which resident by phoning manageable amount receive monthly sums directly. We also understand that need debt recovery the utility provider some residents can find budgeting difficult. attention. We also supported the resident in gaining and completing a access to a food bank and completed a We are committed to helping residents move onto the Our ‘Good Start’ priority assistance discretionary assistance funding form for new system. In December 2018 we changed our approach approach is helping the tenant to get a new bed, as she was fund which helps to income support, to offer a range of alternative payment residents establish their sleeping on the sofa. We’re pleased to arrangements (APAs). APAs have been introduced to home and tenancy from utility customers say that as a result of these changes the help residents to manage their budgets in order to stay the very beginning, who are considered resident’s mental health has improved in their homes. helping them to sustain vulnerable to access their tenancy in the significantly, and she is now attending • In December 2018 our APA rate was 19%, equating to long-term. courses to improve her CV and is looking additional help. 224 residents for employment. • Now our APA rate is 25%, with arrangements in place for 342 residents who require support

10 11 Seasoned and Support UNITY We talk with residents and listen (SAS) group As part of our new offer, we’re modernising the way we structure to what they say Our SAS Group was previously made up our engagement with residents. In of two separate groups. Following the continuing our work to reflect local launch of our resident engagement strategy communities within our resident groups, Scrutiny Partnership in 2017, we recognised that we had too we have partnered with Charter Housing many formal groups containing the same to support UNITY, a forum for younger As part of delivering our resident • Co-developed a resident engagement membership, and so the SAS was developed residents to have their voices heard. engagement strategy and making sure monitoring form. to also include residents with additional that residents are truly at the heart of what This year UNITY has been involved in; • Conducted a mid-year review of support needs. we do, we recognised a need to evidence • Reviewing our complaints process organisational performance – with a the impact that residents have on our This year, the group has; full-year review in progress. • Running community events and decision-making. • Reviewed our adaptations leaflet, social impact projects to support making sure it’s fit-for-purpose and Our Scrutiny Partnership, made up of NCH Our Scrutiny Partnership has made great homelessness charities residents, is involved in key decision making progress and we’re grateful for their clear for our residents • Inter-generational activities with across the association, with members significant and valued contributions. We’re • F ed back to the Welsh Government as older people challenging us holding us to account for the now looking to recruit more members part of their review of TPAS Cymru’s decisions we make and providing assurance and make sure that our membership is engagement and participation work • Working with partners to contribute to our board and Audit and Risk Committee representative of our residents across the to significant campaigns such as (ARC) that resident engagement informs city, with the right skills and understanding • Contributed valuable feedback in relation the Welsh Government’s Affordable strategic and operational decision making to fully question and hold us to account. to our Sheltered Housing review Housing Supply Review across the association. A key aspect of the group when it was Since their inception last year, We’re providing first formed was to reflect our the group has; additional training internal equality and diversity • Pr ovided feedback on our 2018/19 Self and will recruit group and create a forum for Evaluation document and has been future Scrutiny residents to challenge us on involved in reviewing this document. Partnership our activity in this area. We’re members in line not there yet, and there are still • Reviewed our Value for Money framework. with how we recruit improvements to make. We want to make sure our groups are reflective • Worked with our senior management for our board – by of our residents and we’ll continue team to review our progress in key areas identifying skills to work on this throughout the year. such as customer service. gaps and recruiting accordingly.

12 13 Community Voice What difference Our rating have we made? Previously, our Community Voice meetings were held We have made it much easier for our residents at our head office, where to access the help they need in a way that residents were invited to suits them – whether that’s online, on the come and speak to us. We phone or face-to-face, through our new recognised that this way customer service offer. AMBER of working wasn’t fit-for- We recognise that there’s still more we can do, purpose and we weren’t and our customer service review is helping us visible enough in local to move closer to where we want to be. We communities. know that one of our top areas for resident We’ve now changed our dissatisfaction is repairs, and we’re now approach, and Community focusing on improving this service. Voice meetings are now Through our resident engagement strategy, we rotated around local are continuing to work closely with our residents, communities. The agendas making sure they have the opportunity to for each meeting are set contribute directly and challenge us on the work by the community and we carry out. Currently, our resident groups are reflect the issues that are not fully representative of our wider residents, What next? important to them, with and we are encouraging and promoting more additional activities on offer • We will continue to improve diversity within these groups. to encourage and promote resident satisfaction by making attendance. We’re confident We are continuing to work with residents who it quick and easy for residents to that we can continue to are experiencing financial difficulties and we engage with us develop how we encourage have changed our approach to make sure we’re communities to use their helping residents to sustain their tenancies for • We will work to provide services ‘Voice’. as long as possible. Our Good Start pilot means that are tailored to provide what we’re now helping residents from the very our residents want and value beginning of their tenancies, with the aim of helping people to stay in their homes for longer. • We will work to maximise the number of homes that are sustaining tenancies and generating income

14 15 For us, it is important that our residents feel safe in their homes. Here is a breakdown of how we’re investing in homes and neighbourhoods. What have we done?

Home quality Home safety • 70% of our residents are satisfied with • 99 .9% of our homes continue to be the quality of their home gas safe compliant • The safety of our residents continues • 99 .9% of our homes have had an to be our highest priority. Following electrical inspection within the last five the introduction of our communal years. Previously, legal advice stated caretaking service last year and with that homes should be inspected every external advice, we have implemented ten years, and has only this year been a zero-tolerance approach to all items changed to five – meaning that we’re left in a communal area which may leading the way when it comes to our pose a risk to residents or emergency safety processes services in the event of a fire • When the actions of an individual or • Our communal caretaking team have small group impact on wider resident now been in place for 12 months safety and wellbeing, we take action. and have completed 9,640 cleaning Although eviction will always be Investing in jobs, evidencing our commitment to a last resort, we have served five keeping people safe in their homes possession orders to residents who and demonstrating our consistent continuously failed to provide access homes and approach across all communal for legally required gas servicing – properties meaning our processes are robust and neighbourhoods demonstrating our commitment to safety at every level

16 17 Tower blocks Investing in homes Replacement cladding material for our three tower blocks successfully We are significantly investing in our properties to make sure passed stringent fire safety testing they’re fit for the future, spending approximately £10 million Home and we have been working on on residential property improvements including external completing cladding work at each wall insultation, kitchen and bathroom replacement and maintenance tower block site. new roofs – future proofing homes for our residents and improving the appearance of properties. • Hillview: Remedial work has now been This is a breakdown of our investment on maintaining completed at Hillview homes and properties this year.

• Milton Court: Area Spend Work is close to completion We completed • Greenwood: External Wall Insultation and roofing (new) £1,120,627 38,421 We have started site setup on our maintenance final tower block at Greenwood Roofing (replacement) £1,134,434 and repair jobs Overall completion of the replacement Door entry systems for communal areas £251,773 for residents cladding is set to happen by the end of 2019. Door replacements for general properties £76,943 Following the tragic events of Grenfell in June 2017, we immediately Windows £120,602 launched a project to review fire safety in our tower blocks and Security doors £169,206 5,716 reassure residents that they were safe of these were in their homes. Heating works (incl. replacement boilers, £3,444,111 radiators and associated pipework) emergency Our response has been hailed as best repairs practice by the Welsh Government, Welsh Housing Quality Standard upgrades £334,454 and we were delighted to pick up the Safety Leadership & Board Internal work including electrical upgrades £195,021 Participation Award at the ASCP Awards earlier this year – celebrating the very best of compliance and Demolition work on garages and making £630,199 safety within the industry. good

18 19 Getting the job Your neighbourhood

right first time We are continuing to work with volunteers within the local community, regularly taking • 69% of our residents are part in community litter picks in areas satisfied with the way including , Pill, Gaer and St. Julians. we deal with repairs and Our staff regularly maintenance, and they volunteer outside of told us that they were standard working hours, happiest when repairs taking part in 19 litter or maintenance work is picks so far this year. carried out by an NCH employee

• That’s why we’ve We are working with neighbourhoods Through our partnership with local launched an internal and partners including Newport City social enterprise and registered mental review of our direct Council to encourage and support ill health charity Growing Spaces, we labour operatives (DLO) recycling aims – furthering the ‘green cleared 212 gardens for elderly and workforce. We’re working with Coleg • We have invested in new scheduling agenda’ by working to reduce the disabled residents last year. Gwent on providing additional training to systems, and we’re putting into place levels of waste created from our a new material supply chain which properties and estates. The charity provides real work skills our current colleagues to make sure we and accredited qualifications in can get more jobs right the first time will be managed in-house for the first time – providing quicker turnaround We will then look to invest the funding horticulture, woodwork and IT, with a • We are also recruiting new multi-skilled and less downtime for our operatives. currently spent in this area back support network to help adults with operatives to help us deliver, with the aim These investments will mean increased into local communities, supporting mental ill health reach their goals and of increasing our operational workforce productivity, allowing us to make more regeneration and community projects. improve their quality of life. by up to 20% this financial year. So far, we repairs, more quickly have recruited eight new roles • We invest approximately £20 million in We’re also part of the Duffryn • W e’re also looking at how we can increase our operational activity every year, and Woodlands’ Walks to Wellbeing’ our efficiency, helping us to deliver more every £1 we’re spending this year will project; a Big Lottery funded for our residents and provide value for provide us with more value for money project to create valuable, money than last year safe outdoor spaces for the community and improve the local environment.

20 21 Tackling anti-social What difference Our rating behaviour (ASB) have we made? • We understand that anti-social behaviour is a key part of resident dissatisfaction We have made it easier for our residents to report incidents of anti-social behaviour and have • In total, we have responded to 1,366 successfully used interventions for persistent reports of ASB this year and have offenders. The use of the Noise app is helping us to introduced new processes to support manage and track incidents in a better way, and we’ll AMBER residents in collecting evidence of anti- continue our work in this area. social behaviour The review of our internal workforce demonstrates • Pr eviously, our residents were required that we are listening to the needs of our residents to manually write down incidents on a and acting accordingly. This has taken longer than ‘nuisance log’ which would then be sent anticipated to get underway, but we are making to us, with no clear timeline in place for progress. We’re significantly investing in our homes to responding to logs once received make sure they’re fit for the needs of our residents both now and in the future. • Through the introduction of the Noise app, residents are able to record audio and text evidence of anti-social behaviour and submit this through the app, where Next steps they receive a response from NCH within • We will maintain the high quality of our • We will continue to improve the two working days homes, understanding the investment energy efficiency of our homes so that • 560 residents have used the Noise app needs of our stock and delivering residents can save money on their this year to supply evidence of noise efficient planned and reactive works to energy bills maintain and improve our housing assets disturbance. Eviction will always be a • We will continue to work on tackling last resort, but where an individual’s • W e will improve the quality of local anti-social behaviour within our actions continually impact many within communities, maintaining and communities, using technology to a community, we take action to support improving the external appearance of record evidence of ASB happening and community cohesion. We have successfully our neighbourhoods enabling us to take action to prevent it obtained three injunctions to prevent from continuing ASB from continuing within communities, 560 residents have used the • We will improve the delivery of with five evictions taking place following Noise app this year to supply repair works, working to provide an continuous anti-social behaviour evidence of noise disturbance. effective, efficient and highly valued repairs service

22 23 We know that there is a real demand for new affordable housing in Newport and that it’s important to look at the regeneration of our existing estates too. What have we done?

As part of our 2020 Vision, we know that we need to build new homes to combat the affordable housing shortage in Newport. We have a programme in place to build 888 new homes on specified sites over the next ten years. So far, we have completed 21 properties, with a potential 332 homes in the pipeline. Provide new homes

24 25 Our development programme is split into three areas to meet the needs of our residents and current social housing requirements:

Regeneration of existing homes and neighbourhoods

Pillgwenlly Ringland Masterplan Cot Farm Mountbatten Longmeadow Court

• Work is progressing on • Working with the • This is the first phase • Planning permission • A former sheltered our £7.9m local community of our regeneration has been granted for a housing scheme, regeneration scheme, including residents plans for Ringland block of 12 affordable Longmeadow Court with nine flats and and businesses, we flats and 12 affordable currently has five • Work is progressing two three-bedroom have developed semi-detached houses blocks of poor quality on our Cot Farm houses expected to be plans to demolish the at Mountbatten Close, accommodation. We’re development, which completed during 2019 existing shopping with 37 parking spaces looking at how we includes the provision centre to build a provided can develop this site • As part of our work we of 56 new homes new, more accessible in partnership and have built a community - 26 two- and three- • This replaces the shopping area with consultation with the hub, ‘The Bigger bedroom homes and existing 12 properties 163 new homes in local community, and Picture,’ which is being 30 one- and two- at Mountbatten, with a well-designed plans are currently run by residents. We bedroom apartments affected residents neighbourhood being prepared for have also supported on land at Hendre being offered the submission the group with funding • These plans obtained Farm Drive in Ringland opportunity to from our Community outline planning move into the new • Work is expected to Benefits fund approval in March 2019 properties at Cot Farm complete in Spring/ and more detailed once completed by Summer 2020 work will take place Spring 2020 in 2019 to allow us to deliver the work

26 27 Development of new homes Buying land What difference Old Town Dock Glen Court Albany Chambers Kings Head, Somerton have we made? Master planning will start in 2019 for approximately We are substantially contributing to the demand for 200 units on NCH-owned more affordable housing in Newport, supporting the land at Old Town Dock. regeneration of the city through developments such An agreement has been as Albany Chambers and working closely with local reached for a drive- partners through the Public Service Board. through Costa Coffee Our regeneration and development plans continue shop to be located within to grow, following the unveiling of our first new build the development for use homes at Glen Court in Bettws in 2018. Our Glen Court In April 2019 we opened Work has started on 25 by the local community development was our first city-centre new homes. with building work officially completed in residential location, We’re working closely expected to start in 2019, Spring 2018, marking Albany Chambers, with Primary complementing the overall our first completed new containing nine high- Our School, who have plans for the site. build properties since quality apartments visited the site several our inception in 2009. designed for those rating times as part of a school who have a need to Additional planning GREEN Local contractor P&P project on construction. be located within the Buildings helped us to Work is expected to We have planning city centre - whether deliver the scheme in complete in Spring permission for 117 homes for work, education or Bettws, which created 11 2020. on four additional sites Next steps support purposes. new family homes and a including Coverack Road, • We will redevelop and regenerate existing bungalow equipped for with works beginning in homes and communities to enhance community people with disabilities. 2019/20 subject to grant allocation. sustainability, designing and delivering existing units The project marked a and estates We will build, acquire, let and sell homes We have now purchased landmark moment for driven by local market demand and need, providing another site with planning Newport City Homes – homes of all tenure types to meet need the start of delivering permission for 83 homes; • We will provide the right type of accommodation in our ambition of helping and are reviewing the sustainable communities, including a range of homes to tackle the affordable potential purchase of to meet the needs of the community, making sure housing need in the city. several other sites, with the potential for 132 new existing and potential home owners have options to homes. access affordable housing solutions

28 29 There is so much potential in our communities; we work with residents and partners to nurture, support, and grow that potential through a variety of discretionary activity.

There are three broad areas which we look at as part of community investment; • Improving employment chances • Improving health and wellbeing • Improving financial and digital inclusion

As we move closer towards 2020 and look towards our 2025 Vision, we’re Making a continuing to assess our activities – looking at whether our priorities are difference in in the right place and whether we are delivering the outcomes needed to fully our communities benefit our residents.

30 31 The MUGA, Ringland Sustainability Fund Community We provided £4,473 in funding towards Through the Community Benefits scheme replacing the floodlights on the recreational we have also implemented an in-house Benefit funding area known as the MUGA in Ringland, as part Sustainability Fund to provide additional We request a ‘Community Benefit’ of our wider work in the area. This means support to vulnerable residents by on relevant contracts with third party that young people could start using the investing £20,000. suppliers, in line with the Welsh space again in the evenings for recreational We want to help residents who are Government Community Benefits Policy. activities, and partners are now able to experiencing severe hardship, who are make use of the space for the provision of struggling to maintain their tenancy and Income and local employment are Our Community discretionary activities such as ‘Fit & Fed’ who have insufficient income to meet their generated through this clause in our sessions during the school holidays. material needs. larger contracts, which can include 0.5% Benefit work of contract value put aside for community Eden Gate The fund provides support for various needs including; projects or provision for apprentices. Tackling anti-social behaviour in Eden Gate provides emergency night • flooring (pre-used carpet tiles through This year, we have funded 15 community Maesglas shelter accommodation for those Greenstream) projects through our Community Benefits We partnered with experiencing homelessness in Newport grant, totalling £56,628. This includes to provide £3,199 in funding for gates to through the winter months in partnership • pre-paid utility cards (for gas / electricity) our partnership with Newport Live and be erected in Maesglas behind the main with local churches. We supported the sponsorship of the Gwent Dragons shopping area, following an increase in scheme with a £1,195 grant which was used • food (after exhausting food voucher Phoenix rugby team for those who have reports of ASB which were negatively to purchase items including foldaway beds, allocation) impacting on residents and visitors. airbeds, towels and additional furniture, experienced homelessness. • clothes – such as school uniform helping to provide a safe and secure The gate was erected as part of a Public temporary space for those who need it. Spaces Protection Order (PSPO) and • travel expenses for specific journeys such as job interviews prevents public access to the lane directly The Bright Ideas den behind Maesglas shops, stopping anti-social We continue to promote the wider economic behaviour from taking place in this area. We are continuing to review our regeneration of Newport through the Public Community Benefits scheme to make Service board; and have supported the The Sail Shade, Somerton Primary sure that we’re providing the right University of by sponsoring support in the right areas. Where We provided £6,950 to fund a ‘Sail Shade’ a business start-up support scheme for community benefit funding is provided at Somerton Primary School alongside students and recent graduates. The Bright from a contract for work on a specific our work in the area on the Kings Head Ideas den is a ‘Dragons Den’ style event area (such as our ongoing work in development. The ‘Sail Shade’ is an outdoor where applicants can bid for grants to Ringland and Somerton) we always canopy which provides shelter from both support the start-up of a local business. Our look to provide support within that rain and sun. Pupils are now able to access £1,500 funding helped to support five young community. additional classroom space through use of people with grants to set up a local business. the shade as an external learning area.

32 33 Business Class Partnership We’ve worked closely with High School through the Business Class Partnership, which prepares pupils for the world of work and assists parents to gain further qualifications and support their children with their education, whilst also providing a pathway to re-enter the workplace. The NCH Academy Newport Live partnership Our support includes; The Academy aims to support residents Our Sport Divisionary & Engagement or community members who have been • ‘Try a trade’ sessions for four pupils, with Partnership allows us to support the unemployed for some time to gain information on potential apprenticeships wellbeing of our residents through employment or increase their career as a career path physical activities. prospects following a six-month work • Part-funded GCSE in English Literature Through the partnership, we have placement at NCH. Since launching in and Maths for parents, providing them supported 92 Friday Night Projects in 2012, the Academy has supported 58 with essential educational qualifications Bettws and Pillgwenlly, providing a safe work placements. to assist them in entering the workplace and friendly space for young people to Following our last ‘graduation’ of six take part in leisure activities with the • Ongoing Reading Buddies scheme Academy trainees in October 2018; aim of reducing anti-social behaviour supported by six NCH volunteers, within local communities, and supported Apprenticeships • One trainee went on to higher promoting and helping with literacy skills education to study Law 943 resident participations in aquatics, We’ve created the following gym classes, racquet sports & fitness at apprenticeships, providing opportunities • One trainee went on to further Mutual Gain Newport Live sites across the city. for individuals to earn while they learn and education to study counselling Our support of ‘Fit & Fed’ sessions across follow alternative routes into employment. alongside working part-time As part of our wider work in supporting the regeneration the city saw more than 3,166 meals • One plumbing apprenticeship • One trainee has stayed with NCH as of Ringland, we’re supporting provided over 60 days to more than 1,000 • One carpentry apprenticeship an apprentice, studying for an AAT the and Ringland young people and over 300 hours of • Two electrical apprenticeships accountancy qualification community through the Mutual Gain café – a physical activity taking place – tackling community initiative to combat serious and hunger, isolation, and inactivity during the • One AAT accountancy apprenticeship • Two trainees gained full-time organised crime in these areas. A resident school holidays. • One customer service apprenticeship employment elsewhere group has been formed and has allocated As part of our partnership, we’re also The expansion of our internal workforce • One trainee became a carer for a £15,000 of funding on supporting local providing 250 free gym memberships allows us to further invest within family member community projects. to residents who can commit to three communities, generating training physical exercise sessions each fortnight. opportunities and local jobs.

34 35 Sheltered Phoenix Dragons Housing review sponsorship What difference Our rating Our previous sheltered In December we joined have we made? housing provision has forces with Newport’s been replaced with a new specialist housing offer Dragons rugby team as Our Community Benefits fund has helped local for older people aged 55+, offering visibility at each scheme the main sponsor for the communities across Newport. and facilitating social and leisure activities for residents. Dragon’s Phoenix team We want to expand on this work over the coming year – a volunteer amateur We recognise that many of our residents told us they were and make sure that we are delivering the right benefits rugby team made up happy with the service they previously received and didn’t to communities across Newport, which will have a long- AMBER entirely of those who want anything to change. Whilst we weren’t able to keep term social impact. currently are or have services exactly the same due to a withdrawal of funding, previously experienced We are supporting people through employment we worked closely with residents throughout the process homelessness. schemes such as apprenticeships and our in-house to make sure we understood what was most important to Academy programme. We’ll continue to maximise the them and making sure this has been reflected in the new We’re currently working expenditure we receive through contracts to provide service offer. closely with the team more employment opportunities for local areas. to identify skills gaps Our residents told us that having someone onsite who they and provide additional recognised, and who could act as the ‘eyes and ears’ of the support through IT scheme, was important. We’ve been able to maintain this training and employment through a new supervisory role. workshops to encourage Previously, health and social activities at each scheme were members to re-enter Next steps organised on an ad-hoc basis – this is now delivered by a the workplace. Since specialist Health & Wellbeing team, who is responsible for the team’s inception, • W e will work with our residents to • We will respond to the support working closely with partners to leverage external funding three members of the get them ‘work ready’, increasing the needs of our residents, identifying and deliver a variety of activities. team have moved into proportion of our residents in work to and delivering (or referring, where help with sustaining tenancies necessary) targeted support As part of this work we have partnered with Mind to employment. support the ‘Making a Stand’ campaign, which tackles • We will help our residents to maximise • W e will review the discretionary mental health and isolation amongst the elderly. This has their household income, reducing the activities we carry out in local been initially introduced within our Duffryn schemes and level of debt and increasing the income communities, defining our role for we’re now looking to increase this across all schemes. of our residents to sustain tenancies residents based on the need within and protect our income each area and making sure the We’re continuing to work on delivering value-for-money activities that we carry out will provide services for the benefit of our residents, and we have a lasting benefit to our residents committed to a full evaluation of the new service offer in two years’ time, when we will be able to fully assess the wider benefits of the changes we have made.

36 37 We are committed to continuously learning and improving the way we do things so that we can make the most of our resources; people, homes, and partnerships.

We look closely at how each of What have we done to our properties perform in terms of revenue generation and investment become more effective? requirements – allowing us to • Since the introduction of our single- make better decisions in terms of status board in 2017, we have continued investment and regeneration and to evaluate the skills we need to be target our resources based on where effective as an association. We have recruited two additional co-optees to they are most needed. our board with specialist skills in treasury Our ongoing work on the expansion of our and development, supporting the board’s internal workforce will ultimately bring the aims of refinancing and giving us more cost of maintaining our properties down freedom to maintain our existing housing – providing more value for money and stock and build new properties allowing us to invest these funds into the continued regeneration of our housing stock and the building of new homes, as well as investing in local communities to provide long-term benefits to residents. Strong and

effective organisation Nicola Somerville, NCH board Chair

38 39 • Our Audit & Risk Committee, which is led • Our current operating margin is 11%, and by our board, conducted a review of our our Value for Money framework is aimed Equality & Diversity cyber security processes. From this, we at increasing this to above 25% within the have been awarded the Cyber Essentials next five years. We’re committed to using Following the implementation of our Certification by the National Cyber this surplus to further invest in homes and Equality & Diversity working group last year, Security Centre, meaning that our security communities to meet demand and make we have been reviewing our activity in this processes are secure, and your data is us more efficient area and have appointed a board member kept safe • We are continuing to review our to act as equality and diversity champion. recognition and reward package, This year, we have; • Completed dementia awareness including our occupational health assessments to become a Dementia offering, and have implemented an annual • Deliv ered community pop-ups in Maesglas and Underwood. These groups Friendly organisation, with an in-house benchmarking process so that we can Dementia Awareness trainer continue to recruit, attract and retain engage isolated and vulnerable residents, the best talent while making sure we are including young parents, directly within • We were granted a regulatory judgement delivering value for money their community to remove barriers to of ‘standard: standard.’ This is the highest them engaging with us judgement rating available from Welsh • Achieved the kitemark for Children and Government, recognising that we have Young People’s Participation Standards • Worked with local community groups satisfactory governance arrangements in as part of a partner approach with other across Newport to engage directly place and are financially well-managed social landlords. These standards measure with residents who may be vulnerable, the process of children and young • We have created and implemented a including Families Love Newport and Age people’s participation in the work that we ‘Value for Money’ (VfM) framework, Alive, the Newport group for black and carry out making sure we are making the best use minority ethnic (BME) people aged 50+ • C ontinued our work with the ‘Free from of every pound spent. Following our new • Participated in a partnership with the Fear’ project to tackle awareness of procurement team being established Welsh Housing Equality Network on domestic abuse last year, our new approach has already Making Menopause Matter provided savings of £200k+ per year, with • Implemented mental health training • Provided two blocks of 10-week additional savings for the future identified for line managers, with 30 managers swimming lessons for BME women in receiving specialist training from Newport, attended by 26 women, aimed accredited mental health training provider at improving wellbeing as part of our i-Act so far. We are now planning to Newport Live partnership at a cost of roll this out to all employees across the £1,690. The majority of participants now association access Newport Live’s womens-only swim sessions every Sunday

40 41 What difference Our rating have we made?

Value for money remains a priority for us. Savings made through our VfM framework and changes to our procurement process mean that we’re able to invest more in developing and GREEN regenerating our communities. We are continuing to review our board structure based on the skills we need and to support our continued aspirations to build more homes, deliver community- led regeneration schemes on our existing housing stock, and work more closely with residents than ever before. We have been awarded the highest regulatory judgement available of standard:standard that recognises Next steps that we have satisfactory governance • W e will enhance NCH as a great arrangements and are financially well- place to work, recruiting staff that are managed. It is our intention to maintain retained and developed to deliver great this standard in future years. and improving services Our continued review of our internal • We will support our teams to deliver reward and recognition package means our purpose, putting efficient support that we can attract the right people with services and infrastructure in place to the right experiences to help us become a help us deliver effective and efficient stronger association. services for our residents Our work on equality and diversity • We will continue to improve continues, and we have made good organisational performance and progress in engaging with traditionally efficiency, increasing our operating hard-to-reach areas of the community. margin to enable investment in growth

42 43 In our last evaluation, we told you that we would focus on specific areas. Here’s a breakdown of our statements and what we’ve done about them so far.

What we said What we’ve done

We would continue We’re undertaking a full review of our complaints process to make to work towards sure we can resolve complaints for our residents as quickly as resolving resident possible. queries at the first We’re making it easier for residents to tell us when they’re not point of contact. happy and when we haven’t done things right. Our response time is currently 21 days, and we’re working with colleagues to review and improve our process. We’ve gathered feedback from residents on how this can be achieved and have looked at what other organisations deal with complaints. Training will take place for colleagues later this year, when we begin to roll out new processes.

We will work to We were proud to be the first Welsh housing association to launch make more of our an automated assistant earlier this year. The launch of our RobBot services available service has seen more online services added to our website. We’re online, giving now looking at adding an online repairs process to make this even residents more easier for residents. access to what they need, when they Did we do what need it. we said we’d do?

44 45 What we said What we’ve done What we said What we’ve done

We will continually Our review of our voids and lettings process – the length of time We will work to We’ve launched a review of our direct workforce – providing review our services properties sit empty between tenancies, is nearly complete. design our services, training and hiring multi-skilled roles to make sure we can deliver so that they are We’ve made changes to how we approach this and have reduced so they deliver this in the future, increasing our workforce by 20% this year. our turnaround times, but the process has taken longer than designed to put repairs right first As part of this review, we’re overhauling the way we record and we thought. We haven’t delivered all of the improvements that residents at the time. allocate repair work, to make sure our residents get the work they we wanted to, and we haven’t been able to move on to another heart. We will start need done when they need it. with a review of service this year like we had previously hoped. We will improve the efficiency of repairs This is a major project and is changing the way that we have lettings and tenancy However, based on feedback from our residents we have changed and maximise the delivered repairs for many years. It’s a work in progress for us, and management. our initial plan to focus on tenancy management and will be effectiveness of our we expect this to take several years to complete. looking at our repairs service next. repairs team.

We will enhance Our new comprehensive resident engagement strategy offers We will design Our focus on service areas such as our voids and lettings process our resident residents the chance to get involved in many ways. The Scrutiny and implement an meant that we weren’t able to concentrate on estates as much as engagement Partnership assesses the engagement undertaken and reports its Estates Programme we wanted to this year, but we’ve now started work on the Estates opportunities so findings to the Audit & Risk Committee and the Board. to enhance Programme and will be implementing this over the coming year. that residents We’ve made a lot of changes to our resident groups to make sure the quality of We have already increased a lot of the work we do in community can effectively they are reflective of our residents, and we know there’s still more neighbourhoods estates and have invested heavily in some areas, which includes challenge and shape work to do here. and communal external wall insulation – giving properties a fresh new look. our services. areas. Changes to our Community Voice initiative mean that we’re now We know that the quality of our estates and neighbourhoods is building closer relationships with local communities and talking really important to our residents, and we’re going to be focusing about the things which matter to them, giving residents more more on what we can do in this area over the next year. ownership and the ability to challenge us on the areas they feel are most important.

We will support We’ve changed the way we offer income support to encourage residents to sustain residents to sustain their tenancies for as long as possible. their tenancies and The launch of our Good Start pilot means that we’re helping minimise the impact residents from the very beginning of their tenancies, and our of welfare reform. tailored support service means that we’re helping residents who need it, when they need it.

46 47 What we said What we’ve done What we said What we’ve done

We will continue We are actively working with neighbourhoods and partners We will deliver Nine new properties are expected to be completed In Pillgwelly to work with including Newport City Council to encourage and support the regeneration during 2019. We’ve also worked with the Pill community to our partners to recycling aims – furthering the ‘green agenda’ through actively scheme in launch the Bigger Picture hub, a new community space within the maintain the working to reduce the levels of wastes created from our properties Pillgwenlly. redeveloped space, and provided funding to source an informal appearance of our and estates. We will then look to invest the funding currently uniform for volunteers at the space. neighbourhoods. spent in this area back into local communities, supporting with We can have a regeneration and community projects where appropriate. We will start on-site Work is now well underway in Ringland at our Cot Farm greater impact if we Through our partnership with local social enterprise and registered at our regeneration development, and we’ll be continuing our work in the area this year. work together. mental health charity Growing Spaces, we cleared 212 gardens for scheme in Ringland. elderly and disabled residents last year. The charity provides real work skills and accredited qualifications in horticulture, woodwork We will deliver new We’re continually looking at our service offer to make sure this and IT, with a support network to help adults with mental ill health homes for people is fit for all residents – our Albany Chambers development was reach goals and improve their quality of life. on a range of designed for residents who need to be located within the city incomes. centre for training, work or support purposes. We will remove the Replacement cladding material for our three tower blocks Our Kings Head development in Somerton is expected to complete existing cladding successfully passed stringent fire safety testing and we have been in Spring 2020 and will bring an additional 25 homes for residents on our tower blocks working on completing cladding work at each tower block site. with additional needs. and replace it with Overall completion of the replacement cladding is set to happen a product that has before the end of October 2019. passed fire safety We will identify We’re in the process of purchasing another Newport site with tests. and procure planning permission for 83 homes, and we are reviewing the development sites potential purchase of a separate site, with the potential for 132 to support our new homes. We will continue During this year, we have installed 371 new energy-efficient boilers development plans. to improve the in resident homes and continue to look at how we can improve the energy efficiency energy efficiency of our stock. of our homes so We’ve invested circa £950k on implementing an External Wall that residents can Insulation programme across Newport – meaning that resident save money on their homes stay warmer for longer. energy bills. We’ve also installed around 800 new Heat Interface Units (circa 800) in Duffryn. These allow us to turn down the main heat output from Duffryn’s boiler house much like a combi-boiler – reducing costs and proving more efficient for residents.

48 49 What we said What we’ve done What we said What we’ve done

We will determine The NCH board has agreed our development strategy and key We will maximise the We’ve implemented a new Procurement Framework and our offer for the principles for mixed tenure developments. Our first mixed tenure potential of our expenditure Strategy, including a user-friendly E-Tendering system provision of diverse scheme, Coverack Road, is a package deal with developer Jehu. and contracts to create jobs which makes it easier for smaller companies to apply for tenure dwellings We have acquired the land, and the build contract will commence and apprenticeships. our work, helping us to establish a local supply base. and homes for once we have grant funding – potentially later this year. sale in our new We’ve carried out reviews of all of our contracts, making developments. sure we’re achieving value for money at every stage. We also request a ‘Community Benefit’ on relevant We will understand We’ve supported six residents and members of the local contracts, as per the Welsh Government Community what help our community in entering the workplace through the NCH Academy Benefits Policy. residents need to programme. Income and local employment are generated through this gain employment Our work with the Business Class partnership at Llanwern High clause in our larger contracts, which can include 0.5% of and support them means that we were able to fund four parents in taking an English contract value put aside for community projects or the to prepare for work. or Maths GCSE, providing the basic education level required for provision of apprentices. many entry-level roles and removing this barrier to the workplace. As mentioned previously, we have funded 15 community projects through our Community Benefits grant this year, We will help We’ve changed the way that we support residents moving onto investing £56,628 towards community initiatives. residents manage Universal Credit by introducing more flexibility into the way we Our future planning includes £18,500 in funding for a their finances. work. one-year NVQ Level 2 Customer Service apprenticeship We will help our We’ve helped residents access £152,342 through grant support this based at our @195 office. residents maximise year and £629,390 in welfare benefits and Universal Credit. their benefit When residents need specialist support, we’re able to refer them income. to our specialist partners, such as Money Saviour, for additional We will support our help in managing their finances. residents to access additional financial support services.

50 51 What we said What we’ve done What we said What we’ve done

We will work with partner We’ve joined forces with South Wales Fire & Rescue to We will focus on becoming We’ve implemented a salary benchmarking process to agencies to identify the best launch the multi-agency HUB at Malpas Fire Station, the employer of choice so make sure our salaries are competitive while providing support mechanism and along with Gwent Police and Newport City Council – that we can recruit, develop, value for money. We’re also continuing to review our enable our residents to get where various partners work together in the same place, and retain the best talent reward and recognition process to make sure we’re easier access to the services allowing us to share information much faster. to deliver and improve our competitive within the marketplace. they need. Our close relationships with partner agencies allow us to service offer. refer residents for specialist support when they need it. We will implement a Our Tenancy Rescue partnership with the local authority new recognition and has helped 130 residents resolve financial issues with reward package to meet their tenancy, and our sponsorship of the Money Saviour the needs of an ever- service helped 93 residents receive additional support in evolving workforce, managing their day-to-day finances. thus demonstrating our commitment to being We will enhance the We’ve recruited an additional two co-optees with a modern and dynamic effective governance of the treasury and development skills to help us deliver for association. organisation by recruiting residents in the future additional board members, ensuring they have the skills to help NCH face the challenges and take the opportunities that lie ahead.

52 53 This is how we think Notes we’re doing. But what ...... do you think? ...... We’d love to ......

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