4 Years On

Four Years On Annual Review April 2014 - March 2015

Introduction As we reach our four year mark, our commitment to making a difference continues.

The introduction of our Corporate Plan has provided us as a business with clear strategic direction and provides our tenants with re-assurance that we are committed to understanding and meeting their needs.

The past year has seen us enhance our business and provide new services for our tenants based on what matters.

With support from a ÂŁ1m Social Housing Grant from Welsh Government, we have been able to build 15 new homes in Melin, Neath. The 11 two-bedroom houses and four one-bedroom flats will provide local people and families, who may be affected by the UK Government Bedroom Tax, with better suited accommodation that meets their individual needs.

In October 2014, the work to upgrade our sheltered accommodation started and will improve the homes of tenants living in our schemes by bringing them up to the Welsh Housing Quality Standard (WHQS) by 2017.

Over 5,000 new WHQS kitchens have been completed and during 2014 the external work elements of our WHQS programme were introduced. This work is being carried out by four contractors, all based in South Wales.

Our passion to keep the pound local and to invest in the communities that we operate in remains a priority for us as an organisation. The launch of our new Community Development Fund in June 2014 saw over ÂŁ25,000 being awarded to several community groups and schools across Neath, Port Talbot and Pontardawe.

The work of our Community Regeneration Team continues to support tenants and other local people to enhance and maintain the communities in which they live.

Whilst our Repairs Team continue to carry out building maintenance to our properties, residents expressed an interest in paying for a DIY and gardening service for those jobs they were unable to carry out themselves. In October 2014 we launched our new Handy Person Service and 83 tenants have benefited from using it.

As the UK Government continues to roll out its welfare reform changes, Universal Credit is the next big change that will impact people within Neath Port Talbot.

Universal Credit is a new benefit that combines six different benefits into one monthly payment and will impact an estimated 3,700 tenants.

Numbers of people moving on to Universal Credit will be relatively low to start but as new stages of the benefit are introduced, more people will be affected.

A team of staff are in place to help tenants with the change and they can be contacted on 01639 315000.

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Lastly, two other key moments in the last year were achieving a ‘pass’ rating on our Financial Viability Judgement (FVJ) and becoming the first Registered Social Landlord (RSL) in Wales to undergo the Welsh Government’s new risk-based approach to regulatory assessment.

The FVJ checks that the association is financially sound so as to protect the interests of tenants. There are three categories of financial viability judgement: pass, pass with closer regulatory monitoring or fail.

Roger Williams and Linda Whittaker.

The risk-based approach to regulatory assessment is a new method of assessment for areas identified as material risks for the particular RSL. The report provided us with an overall summary of our strengths and areas for improvement.

It sets out how effectively housing associations have met the ‘delivery outcomes’ relating to the provision of housing, governance and financial management.

The findings of the assessment and our FVJ were published in March and are available on our website www.npthomes.co.uk.

It has been a busy year for NPT Homes and our tenants. As the next year begins we look forward to working together with our tenants and partners to ensure we continue to make a difference in Neath, Port Talbot and Pontardawe.

Linda Whittaker, Chief Executive & Roger Williams, Chair of NPT Homes

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We will continually work on understanding and meeting our customers’ needs with courtesy and respect. We have a customer focus but are commercially aware.

We challenge the norm and strive for development and growth across all aspects of the organisation.

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Keeping our Promises Following transfer in 2011, NPT Homes committed to delivering the 118 promises made to tenants in the Offer Document.

Promise Kept

Our commitment to achieving all of the promises by 31st March 2017 still remains and we have been making great progress with achieving them. 100 promises have been met and the remaining 18 are in progress.

Look out for the ‘promise kept’ icon within this document for more information on the Offer Document promises. A tracker which shows how we have delivered the promises in our Offer Document is available on our website www.npthomes.co.uk

18 15%

118 Offer Document Promises

100 85% In progress Complete

(Percentages rounded up to the nearest whole percentage).

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Corporate Plan As we continue to make excellent progress in delivering our 118 promises, we have also set out our aspirations to move forward as an organisation to March 2017.

This is called our Corporate Plan, which was launched last year.

The priorities mentioned in this document were developed by tenants, members, Board Members, staff and other partners.

The plan identifies the kind of organisation we want to be and sets out the top priorities that NPT Homes will focus on over the next three years.

These are referred to as our strategic objectives.

Our strategic objectives are: • To be the landlord and employer of choice for customers and the preferred employer for those seeking employment.

• To have a high performing workforce who challenge the norm and are empowered to provide outstanding service.

• To continually work to understand our customer needs and deliver services based on “What Matters.”

• To be commercially aware and strive for development and growth across all aspects of the organisation.

• To ensure our business is strong and financially secure and our governance arrangements provide the highest level of assurance.

This Annual Review sets out the progress we have made over the past year towards these objectives. To help us achieve these objectives by 2017 we have also launched our Top 10 Projects which are explained in more detail on the next page.

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Top 10 Projects The Top 10 Projects are a set of projects which outline key areas of focus for the organisation to March 2017.

1

Lettings Application and Allocation Policy

2

Sheltered Housing

3

Supporting Sustainable Tenancies

4

Culture Change/Core Skills

5

Customer Experience

6

Preparation for Potential Development Opportunities

7

Commerciality

8

Leaseholder Management

9

Service Charges

10 Accurate Records and Core Systems

Each of the Top 10 Projects link to the strategic objectives which were explained on the previous page. Links will be made throughout this document using the Top 10 Project logo.

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1 – Landlord and Employer of Choice To be the landlord and employer of choice for customers and the preferred employer for those seeking employment.

Over the last 12 months we have‌ Installed our 5,000th Kitchen in Cymmer, Port Talbot Mrs Louise Morgan from Cymmer, Port Talbot had the 5,000th new kitchen installed at her property by our contractor, Mi-space. Mrs Morgan also benefitted from a new bathroom as part of the six year programme to bring our properties up to the Welsh Housing Quality Standard (WHQS).

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Mrs Morgan said:

“We are so happy with the improvements we have had in our home. Our Tenant Liaison Officer, Rebecca, helped to make sure that the process was smooth and trouble free.

Everyone who visits says how nice my new kitchen and bathroom look and we are now thinking of redecorating other rooms in our house.”

Chief Executive, Linda Whittaker, said:

“Having begun our WHQS programme back in the autumn of 2011, we have since invested over £75 million in bringing our properties up to standard. I am so pleased to be able to say that we have now fitted our 5,000th kitchen and are well on target to complete the upgrade to our properties by 2017.”

Been Ranked Among Top UK Landlords NPT Homes has been included in 24 Housing Magazine’s Top 50 UK Landlords list for the impact it has made since formation in 2011.

The prestigious list recognises the excellent work of the social housing sector’s very best landlords and NPT Homes was ranked at number 32 in the list.

Judges were impressed with the progress the organisation has made in the last three years including its progress to bring its stock up to the Welsh Housing Quality Standard, its focus on resident engagement, the investment it has made in community schemes and its Furnace Place new build scheme.

Chief Executive, Linda Whittaker, said:

“To be ranked as the 32nd best landlord in the UK is a fantastic achievement when you consider the number of housing providers that operate across the UK. It is great credit to our tenants, staff, Board Members and stakeholders whose commitment and passion allows us to make a difference to people and communities across Neath Port Talbot.

As a forward thinking organisation our aim is to progress even further in years to come and climb higher up 24 Housing’s list!”

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Shared information with the Police and other agencies to tackle problems and the perpetrators of anti-social behaviour (ASB).

We have worked closely with the Police and other agencies throughout the year to better eliminate ASB within the communities our tenants live. As a result we have successfully resolved 156 ASB incidents, one of which resulted in a one-year prison sentence for breach of an injunction.

Promise Kept

Top 10 Projects: 1

Lettings Application and Allocation Policy

Aim: To draft, consult upon and implement a new Shared Allocation Policy able to better deliver “what matters” to key stakeholders and maintain our legal compliance with various housing legislation and partners by the end of January 2015.

Over the last 12 months…

Moving forward…

• The draft policy was prepared in partnership with Neath Port Talbot County Borough Council and other relevant agencies.

• NPT Homes will produce an easy read guide to help applicants understand the changes when applying for housing.

• The draft policy went to consultation and to NPT Homes’ Board and NPTCBC Committees for approval.

• Staff will continue to support and provide advice to help applicants apply for housing.

2

Sheltered Housing

Aim: To provide an attractive environment in which people choose to live with the ability to access a flexible, housing related support service which can be tailored to meet their needs; both now and in the future.

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Over the last 12 months…

Moving forward…

• A working group made up of staff from relevant departments and external consultants has been formed to effectively plan and deliver the project.

• After visiting all sheltered schemes, the team will analyse feedback and, depending on ‘what matters’ to tenants, will develop services and accommodation.

3

Supporting Sustainable Tenancies

Aim: To support tenants to sustain their tenancies and reduce the financial risk that welfare reform presents to NPT Homes by 2016.

Over the last 12 months…

Moving forward…

• Formed a working group made up of staff from relevant departments.

• The team will continue to provide support and assistance as Universal Credit is rolled-out.

• Thoroughly researched how the current system operates and the impact the changes will have on different groups.

• Provided staff training on the impact of Universal Credit to ensure staff can support those who are affected in Neath Port Talbot from April 2015.

What progress have we made?

Application/ Allocation and Furnished Lets

Progress to finish

Dale Barlow Project Manager

Sheltered Housing

Progress to finish

Clare Way Project Manager

Supporting Sustainable Tenancies

Progress to finish

Clare Way/Dale Barlow Project Managers

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Our Performance

Heating Systems 4,156 Completed

Bathrooms 4,627 Completed

Some examples include: Since the WHQS programme began, over £75m has been invested in the local community. This includes:

55% complete

70% complete Kitchens 5,088 Completed

Rewires

58% complete

Completed 68% complete

Window and Door Installations 1,884 Completed

75% complete

3,145

Render 253 Completed 23% complete

External Wall Insulation 937 Completed

Roof Replacements 1,132 Completed

49% complete

43% complete

• Three sheltered schemes have received WHQS works.

Moving forward we will:

• Provided 165 tenants with tenancy support and raised over £68,500 in grants.

• Helped over 1,000 people gain confidence and skills to use the internet through our Get Online events.

• Continue to deliver our WHQS Improvements Programme with a focus on the external works elements of the programme. This includes external wall insulation and render.

• In a recent tenant satisfaction survey 85% of our tenants agreed that their neighbourhood was a good place to live.

• Launch a Facebook page to improve the way we communicate with our tenants and stakeholders.

• 83% of our tenants are happy with the overall quality of their home.

• Ensure accommodation is more accessible. Lifts, ramps and automated doors have been installed in some sheltered schemes but there is still more to be done.

• We provide flexible working and a substantial staff benefit scheme.

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• Work towards the Investors in People (IIP) Standard.

2 – High Performing Workforce To have a high performing workforce who challenge the norm and are empowered to provide outstanding service.

Over the last 12 months we have…

Helped Build a Future for the Younger Generation As mentioned in our Offer Document, we are committed to using apprentice schemes across our WHQS improvements programme and our own building maintenance service to develop the skills of local young people.

With apprenticeships in plastering, plumbing and electrics, this year we have been able to provide four local apprentices training opportunities as part of Cyfle Building Skills Shared Apprentice Scheme.

Alex, who is studying plumbing at Neath Port Talbot College, said:

“I am currently studying for my level 2 in plumbing before starting my level 3 later in the summer.

I love this apprenticeship with Cyfle and the experience I am gaining with NPT Homes who are providing me with hands on experience, necessary skills and the knowledge to carry out all aspects of plumbing.

I know finding a job can be difficult at the moment but since I started my apprenticeship in 2014 I’m feeling more and more confident and ready for the world of work.”

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Had a Plasterer Shortlisted for Apprentice of the Year Award 2014 Joshua Greenwood from Sandfields was shortlisted as one of the top candidates in the UK in the annual APSE (the Association for Public Service Excellence) National Housing and Building Apprentice of the Year awards.

Joshua started his apprenticeship with NPT Homes in 2012 and has since gained practical experience by carrying out repairs and improvements to properties throughout the Borough.

As part of his three year apprenticeship, Joshua has completed his NVQ 2 in plastering and has now started his NVQ 3 in Neath Port Talbot College.

The apprenticeship has given him the necessary skills to carry out all aspects of plastering work for the organisation, giving him the knowledge to undertake both minor remedial repairs and improvement works to properties, such as kitchen and bathroom tiling.

APSE runs the annual awards to recognise the very best trades people from the thousands currently combining work and study across the UK. Joshua added:

“Since joining NPT Homes I have been able to put the theory I have learnt at college into practice through some fantastic on the job training which has provided me with a wide range of building maintenance skills. I was delighted to have been nominated for the Apprentice of the Year award and I’m proud to be representing NPT Homes.”

Top 10 Projects: 4

Culture Change/Core Skills

Aim: To create a high performing workforce that is empowered to make a difference so we become an employer of choice.

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Over the last 12 months…

Moving forward…

• Developed the new internal Making a Difference Dialogue (MADD) to enable staff to set role specific and personal goals.

• Introduce new e-learning software to increase the knowledge and skill set of staff.

• Develop a new approach to our annual staff conference to increase participation and value.

Our Performance Some examples include: During 2014/15 the organisation’s record in apprenticeships, placements, work experience opportunities and overall employment is as follows:

Jobs Growth Wales Placements 3 Neighbourhood Operatives in Specialist Services

hips

ces renti

App

Work Experience 4 third year level 3 modern apprentices 5 shared apprentice scheme placements

11 trade placements

Invest me Workf nt in orce

3 administrative placements 8 Neighbourhood Services placements 4 school placements

• Invested over £120,000 in staff training and personal development

Moving forward we will: • Develop our staff training programme by introducing more e-learning.

At transfer – 358 full time equivalent posts, 384 headcount At 31st March 2015 – 484 full time equivalent posts, 493 headcount

• Focus on developing the Customer Experience Top 10 Project with staff to ensure they are empowered to deliver a great service.

What progress have we made?

Culture Change / Core Skills

Progress to finish

Wayne Gwilym Project Manager

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3 – Delivering What Matters To continually work to understand our customer needs and deliver services based on “What Matters.”

Over the last 12 months we have…

Changed The Way Our Properties are Allocated Ourselves and Neath Port Talbot County Borough Council (NPTCBC) operate a shared policy on how social housing in the Borough is allocated.

After conducting a three month consultation period between September 2014 and December 2014, the final Shared Letting Policy was approved by the relevant Boards and Committees and is now available on both NPTCBC’s website and our website www.npthomes.co.uk The new changes ensure that the policy truly reflects housing needs in the local communities.

Some of the key changes in the new policy include the introduction of a needs based banding system where applicants are placed in the band which reflects the level of their housing need – the higher the housing need, the higher the band.

Another change that is in place is that an applicant’s rehousing priority will be reduced to a lower band if they or a member of their household has no local connection to Neath Port Talbot or if the applicant or member of their household has behaved unacceptably, for example, by breaching their tenancy agreement, not paying their rent or being involved in anti-social behaviour.

A task and finish group has been working on an easy read guide to help applicants and tenants to understand the most recent changes.

Prepared for Universal Credit Universal Credit will bring together six benefits into a single monthly figure which will be paid to claimants monthly in arrears. Claimants will be required to pay their housing costs directly to NPT Homes themselves from their monthly payment, whereas in the past this may have been paid automatically to us as their landlord.

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Universal Credit will initially affect claimants who meet the following criteria: • Between the age of 18 and 60.5.

• Single and living alone.

• No dependent children.

• Newly eligible to claim Jobseekers Allowance (JSA) due to a loss of job or change of circumstance.

NPT Homes is expecting approximately 100 tenants to be affected in 2015/16. By the end of 2017 this figure is predicted to rise to 3,700 tenants.

NPT Homes has developed its very own Universal Credit Team who are on hand to offer advice and support to tenants on the changeover to Universal Credit.

The team can be contacted by calling 01639 315000.

Top 10 Projects: 5

Customer Experience

Aim: To understand current levels of customer experience with our services and future customer needs and develop and deliver a strategy that ensures that we meet those needs.

Over the last 12 months…

Moving forward…

• Staff received customer care training ‘Home is where the Heart is’.

• Define our vision for customer experience with tenants.

• Worked on a new website in consultation with tenants.

• Use data to improve the current delivery of customer experience.

What progress have we made?

Customer Experience

Progress to finish

Lisa Evans Project Manager

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Our Performance Some examples include: ‘Staff received customer care training ‘Home is where the Heart is’

88% of our tenants are satisfied with the attitude of our workforce

Financial Inclusion Activity Appeal success rate

91%

Home visits to tenants

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479

1,682

Benefit cases closed

Benefit appeals represented

36

Surgery appointments

Benefit money raised

£2,066,122

Successful benefit claims

507

541

As a result of a systems review in 2013/14, our contact centre has been reconfigured to better meet the needs of tenants.

Tenant Satisfaction Survey Results

2013/2014 – on average 60% of calls answered within one minute 2013/14

2014/2015 – on average 98% of calls answered within one minute

2014/15

The % of tenants who stated they were given a repair appointment 83% 83% The % of time we kept the appointment 95% 96% The % of tenants who felt that the appointment was made at a suitable time for them

100% 98%

The % of tenants who felt the repair was completed within a reasonable timescale from the time it was reported (end to end) 82% 84% The % of tenants who indicated that the repair was completed right 1st time from their perspective

86% 87%

The % of tenants who felt that the repair was completed to a good quality standard 93% 95% The % of tenants who felt that we left the property clean after the repair

87% 93%

Moving forward we will: • Continue with our Big Idea consultation to define estate based priorities and neighbourhood enhancements.

• Continue to deliver a service to support those affected by welfare reform.

• Review the possibility of extending the times during which day-to-day repairs are carried out, to be able to offer more convenient appointments for working tenants.

• Launch our new website.

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4 – Innovation and Growth To be commercially aware and strive for development and growth across all aspects of the organisation.

Over the last 12 months we have…

Started Building New Homes in Neath We have been granted our first Welsh Government Social Housing Grant that has enabled us to build 11 new two bedroom houses and four new one bedroom flats.

The £1m grant formed part of the £1.7m development in Melin, Neath.

Our contractor, Morganstone, is undertaking the project with each finished home benefiting from onsite parking, gas central heating and a kitchen and bathroom that meet the Welsh Housing Quality Standard (WHQS).

The new homes will provide much needed affordable housing in Neath Port Talbot, helping to alleviate some of the issues arising from the UK Government’s welfare reform.

NPT Homes’ Interim Director of Assets, Steve Tucker, said:

“As a landlord, NPT Homes is aware that there is a high demand for one and two bedroom properties in the Neath Port Talbot Borough.

We are really pleased that we will be able to provide more affordable housing for those affected by the recent benefit changes, in particular the Bedroom Tax.”

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Agreed Work on Our Second Energy Efficient Home Work has taken place on our second energy saving property after the tenants of our first property saw an 80% saving on their energy bills over the first three months.

The second project is part of an initiative by Cardiff University, Warm Wales and GB-SOL, through a SOLCER funded research scheme.

The project will see the property fitted with an energy efficient gas central heating system, external wall insulation, integrated roof photovoltaic solar panels, an LED lighting circuit and a battery storage unit. The state of the art home will also benefit from a new kitchen, bathroom and ground floor wet room.

Richard Neal, current resident of NPT Homes’ first energy saving home, said:

“Before we moved in, we were looking for an energy efficient home but found that our choice was limited. NPT Homes’ property in Bryn exceeded all our expectations and we have already seen a great saving in our energy bills. We used to spend around £239 a quarter on electricity but this has now been reduced to £46 which is a saving of around 80%. The property has not only improved our bank balance but also our standard of living. We both work full time and feel passionate about our carbon footprint so this home is ideal for us.”

Steve Tucker, Interim Director of Assets at NPT Homes, said:

“Fuel poverty is a very serious issue for our tenants and being able to provide a product that allows our tenants to save up to 80% on their energy bills, as demonstrated by our first energy efficient home, is something we are extremely happy to be a part of. Innovative projects like this will play a big part in us becoming the social landlord of choice in the area.”

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Working with other service providers to ensure that older tenants have the best possible service. This could include use of assistive technology which would allow earlier discharge from hospital.

Scheme Managers are working with social services and the Royal National Institute of Blind People (RNIB) to make sure tenants receive the services they require.

Promise Kept

Introduce a housing maintenance Handy Person Service for people who are unable to carry out small jobs around their home.

Promise Kept

Due to the high demand from tenants, a chargeable handy person service was introduced in October 2014 to help tenants with odd jobs around the house.

This service is charged on an individual basis and includes work such as changing light bulbs and strip lights, fixing shelves and garden maintenance.

Consult tenants on setting up a new annual estate improvements fund after the transfer, whereby priorities for spending money could be set locally in consultation with tenants.

NPT Homes’ Community Development Fund was launched in June 2014 to help local people in the Neath Port Talbot area improve their environment, neighbourhood or community through the funding of specific projects.

Promise Kept

Top 10 Projects: 6

Preparation for Potential Development

Aim: To be in the position to undertake developments (new build, refurbishment, acquisition) through ensuring that NPT Homes has the correct skill sets, funding models and sufficient funds to deliver on opportunities identified.

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Over the last 12 months…

Moving forward…

• A £1m Social Housing Grant was secured through Welsh Government’s Smaller Properties Programme to build 15 new homes in Neath.

• Staff will continue to identify opportunities and secure funding to develop areas within the Borough where our tenants live.

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Commerciality

Aim: To ensure NPT Homes is commercially aware in the delivery of its services.

Over the last 12 months…

Moving forward…

• We have launched new services such as the Handy Person Service that are chargeable on an individual basis.

• Launch a new brand for intermediate rental properties.

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• Ensure the goods and services we buy are best value for our tenants through effective procurement processes.

Leaseholder Management

Aim: To ensure that NPT Homes operates in accordance with our legal obligations whilst at no net cost to our organisation.

Over the last 12 months…

Moving forward…

• We have researched best practice before we amend our annual customer statement.

• We will introduce a more customer friendly annual statement to provide transparency whilst at the same time ensuring full compliance with legislation.

• We have reviewed our consultation process for major works and repairs.

• We will implement our improved consultation process to make our process and communication clear and more understandable.

What progress have we made?

Prep for potential development opportunities

Progress to finish

Andrew Carey Project Manager Commerciality

Progress to finish

Kathryn Roberts Project Manager Leaseholder Management

Progress to finish

Diane Weyman Project Manager

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Our Performance Some examples include: Our Handy Person Service has assisted 83 tenants

We have bought back 3 homes that had previously been bought by tenants under the Right to Buy scheme

15 brand new homes in Neath

Moving forward we will: • Launch an involvement incentive scheme to reward people for getting involved in task and finish groups and volunteering their time at NPT Homes.

• Explore more funding opportunities to enable us to build more properties in the Borough.

5 – Strong Business To ensure our business is strong and financially secure and our governance arrangements provide the highest level of assurance.

Over the last 12 months we have…

Received a Pass Status for Our Financial Viability Judgement We have again received the highest award in this year’s Financial Viability Judgement which was carried out by the Welsh Government.

We received the ‘Pass’ status for the second year running, proving that we have the resources to meet our current and forecasted future business and financial commitments.

Been the First to Undergo New Welsh Government Regulatory Assessment Process NPT Homes was the first Registered Social Landlord (RSL) in Wales to undergo the Welsh Government’s new risk-based approach to regulatory assessment.

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The approach is a new method of assessment, for areas identified as material risks for the particular RSL, which sets out how effectively housing associations have met the ‘delivery outcomes’ relating to the provision of housing, governance and financial management.

The findings of the assessment, which commenced in September, were published in March and have given us an overall summary of our strengths and areas for improvement. It also outlined the level of ongoing regulatory engagement needed and reasons for this involvement.

The findings of this assessment can be found on www.npthomes.co.uk and www.wales.gov.uk Interim Head of Corporate Services, Lisa Evans, said:

“As an organisation we are closely regulated by the Welsh Government. The Welsh Government’s assessment of NPT Homes was a positive experience and it was clear what was expected of us throughout. The final report reflects our strengths and provides useful input into our process of continuous improvement.”

Top 10 Projects: 9

Service Charges

Aim: To separate services charges from rent by April 2016 and provide a clear outline of each charge.

Over the last 12 months…

Moving forward…

• We have carried out research and looked at best practice regarding the process.

• We will consult and work together with tenants to effectively separate service charges from rent by April 2016.

10 Accurate Records and Core Systems Aim: To ensure both the accuracy and relevance of data within the core business systems.

Over the last 12 months…

Moving forward…

• We have formed a project team with expert members to deliver the project.

• Implement new working practises to ensure relevant data is accurately recorded.

• Created an internal brand to help staff identify the project and its work.

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What progress have we made?

Accurate Records and Core systems

Progress to finish

Paul Philips Project Manager

Service Charges

Progress to finish

Diane Weyman Project Manager

Our Performance On 1st April 2014 we had a total cash of...

£4.3m

We had money come in from…

Rent and Service Charges relating to our properties

£35.2m

Grants from Welsh Government and Local Authority

£6.6m

Property sales under the Right to Buy scheme Income and other items such as commission and bank interest Total

£1m £0.7m £43.5m

We spent it on...

Improving and repairing your homes and communities

£38.7m

Providing tenancy management and support services

£5.3m

Central support services and administrative costs

£4.8m

Interest payments on loans

£2.7m

Total To do this we had to borrow...

This left us with a total cash at 31st March 2015 of...

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£51.5m £15m £11.3m

Meet the Board

Roger Williams Chair and Tenant Member

Denise Davies Tenant Co-optee Joined 26/03/2015

Ted Latham Council nominee

Rosalyn Davies Council nominee

John Rogers Council Nominee

Alan Lockyer Council Nominee

Steve Mundy Independent Member

Brian Davies Independent Member

Resigned Board Members Nikki Buttland – Resigned 09/03/2015 Hilary Griffiths – Resigned 22/01/2015 Ellen Greed – Resigned 02/01/2015 Harry Lloyd Independent Member

Helen James Independent Co-optee

Senior Management Team

Linda Whittaker Chief Executive

John Andrew Director of Finance and Corporate Services Company Secretary

Claire Maimone Director of Housing

Steve Tucker Interim Director of Assets

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This publication can be made available in other formats by contacting 0300 777 0000.

Head OfďŹ ce: Ty Gwyn, Brunel Way, Baglan Energy Park, Neath, SA11 2FP Tel: 0300 777 0000 Email: ask@npthomes.co.uk www.npthomes.co.uk NPT Homes Limited is a registered society under the Co-operative and Community Benefit Societies Act 2014 (31041R) Welsh Government registration No. L154.