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James Klass 1965 - 2009

a uNique investor This report is dedicated to the memory of James Klass, valued Board Member and much-missed part of the plus dane family.

2008|09


contents Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .04 Our uNique work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .06 Our uNique approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .08 n Integration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 n Cheshire and Staffordshire . . . . . . . . . . . . . . . . . . . .14 n Merseyside and Lancashire . . . . . . . . . . . . . . . . . . . .18 n Enterprise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22 n three60 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26 n Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30 n Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34 n Knowledge, Innovation and Performance . . . . . . . . .38 How do we measure up? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42 Looking outside and to the future . . . . . . . . . . . . . . . . . . . . . . . .46


contents Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .04 Our uNique work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .06 Our uNique approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .08 n Integration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 n Cheshire and Staffordshire . . . . . . . . . . . . . . . . . . . .14 n Merseyside and Lancashire . . . . . . . . . . . . . . . . . . . .18 n Enterprise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22 n three60 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26 n Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30 n Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34 n Knowledge, Innovation and Performance . . . . . . . . .38 How do we measure up? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42 Looking outside and to the future . . . . . . . . . . . . . . . . . . . . . . . .46


introduction The last year has been a challenging one on many levels. Internationally, changing financial conditions have led to an economic downturn, which has had a knock-on effect all over the world. In the UK, the recession is having an effect in many different ways – making the work of plus dane group even more vital. Our mission is to be a Neighbourhood investor – maximising investment in neighbourhoods, and constantly ensuring that quality of life and opportunity are enhanced. In our first year as plus dane we have saved money previously spent on administration and ploughed it into our neighbourhoods. The experience and skills from our two predecessor organisations have radically enhanced our organisational competence which is being applied to great effect in the neighbourhoods we serve. Working together, we have developed a unique business model – enabling us to bring even more benefits and opportunities to those neighbourhoods, both over the last year and in the future. At plus dane group, working together includes everybody – residents, staff, key stakeholders, wider community partners and the Board.

04|05

As Chairman of the Board, I am proud of the work we do – using the skills and knowledge that Board members have to contribute to the bigger picture; providing strategic direction; ensuring accountability; setting budgets and regularly monitoring the group’s performance. Board members come from many walks of life, as do plus dane staff and customers, but we are united in our aims. Throughout this year, and in the coming years, we will all work to ensure that our vision delivers very real improvements in our core areas of involvement – homes, neighbourhoods, and enterprise. I hope you enjoy reading about our first year. John Pollard Chairman


introduction The last year has been a challenging one on many levels. Internationally, changing financial conditions have led to an economic downturn, which has had a knock-on effect all over the world. In the UK, the recession is having an effect in many different ways – making the work of plus dane group even more vital. Our mission is to be a Neighbourhood investor – maximising investment in neighbourhoods, and constantly ensuring that quality of life and opportunity are enhanced. In our first year as plus dane we have saved money previously spent on administration and ploughed it into our neighbourhoods. The experience and skills from our two predecessor organisations have radically enhanced our organisational competence which is being applied to great effect in the neighbourhoods we serve. Working together, we have developed a unique business model – enabling us to bring even more benefits and opportunities to those neighbourhoods, both over the last year and in the future. At plus dane group, working together includes everybody – residents, staff, key stakeholders, wider community partners and the Board.

04|05

As Chairman of the Board, I am proud of the work we do – using the skills and knowledge that Board members have to contribute to the bigger picture; providing strategic direction; ensuring accountability; setting budgets and regularly monitoring the group’s performance. Board members come from many walks of life, as do plus dane staff and customers, but we are united in our aims. Throughout this year, and in the coming years, we will all work to ensure that our vision delivers very real improvements in our core areas of involvement – homes, neighbourhoods, and enterprise. I hope you enjoy reading about our first year. John Pollard Chairman


our uNique work The concept of Neighbourhood investor (Ni) was developed in very different economic times. It came from a strong desire to use our capacity as creatively as possible to tackle continuing exclusion felt in many of the neighbourhoods where we work. This exclusion from an increasingly wealthy, well educated and healthy wider society was not unique to many of the neighbourhoods served by plus dane, what was unique was our desire to do something about it at the same time as radically improving our core landlord services and contributing fully to regeneration and new house building programmes. The mission to position plus dane as a Neighbourhood investor was developed just under two years ago and how the world has changed in that time! Talking to our tenants and residents and also to the newly formed Tenants Services Authority (TSA) and Homes and Communities Agency (HCA), together with our fantastic local authority partners more recently, has confirmed that the mission is even more important at a time of economic downturn. We have cut operating costs, we are already spending less on running the business and have put this straight into neighbourhoods, improving services and building more homes. We are increasingly enterprising in all we do, bringing more income to the Group, creating work and sharing costs more broadly so that the Group can continue with its important work now and into what we all predict will be challenging times ahead. To bring life to our mission of improving quality of life and opportunity for the people we serve, we have developed with our customers seven key promises: 06|07

1 2 3 4 5 6 7

Increased investment in existing property Creating great places to live Increased community safety measures Further supporting the vulnerable Supporting resident involvement Increasing creation of local jobs Increasing supply and choice of homes to suit a broad spectrum of lifestyles

All of our work as a Neighbourhood investor focuses on delivering these seven promises, which have formed the basis for our strategic objectives, corporate business plan, our service improvement plans and our local neighbourhood plans. Throughout the pages of this annual report you will see the different ways we are delivering those seven promises. We want to be a good and effective servant to our neighbourhoods and an effective business partner to local authorities, regional bodies, the HCA and the TSA and other stakeholders/partners. To do this, we have developed a brand that does ‘what it says on the tin’ – we hope this reflects not only our desire and mission but the authenticity of everyone associated with plus dane. We aim to be passionate, innovative, excellent and respectful in all that we do. I hope the story told throughout the pages of this document reflects this and shows that we have got off to a decent start in difficult times. The people we serve and work with deserve nothing less. Ken Perry Chief Executive


our uNique work The concept of Neighbourhood investor (Ni) was developed in very different economic times. It came from a strong desire to use our capacity as creatively as possible to tackle continuing exclusion felt in many of the neighbourhoods where we work. This exclusion from an increasingly wealthy, well educated and healthy wider society was not unique to many of the neighbourhoods served by plus dane, what was unique was our desire to do something about it at the same time as radically improving our core landlord services and contributing fully to regeneration and new house building programmes. The mission to position plus dane as a Neighbourhood investor was developed just under two years ago and how the world has changed in that time! Talking to our tenants and residents and also to the newly formed Tenants Services Authority (TSA) and Homes and Communities Agency (HCA), together with our fantastic local authority partners more recently, has confirmed that the mission is even more important at a time of economic downturn. We have cut operating costs, we are already spending less on running the business and have put this straight into neighbourhoods, improving services and building more homes. We are increasingly enterprising in all we do, bringing more income to the Group, creating work and sharing costs more broadly so that the Group can continue with its important work now and into what we all predict will be challenging times ahead. To bring life to our mission of improving quality of life and opportunity for the people we serve, we have developed with our customers seven key promises: 06|07

1 2 3 4 5 6 7

Increased investment in existing property Creating great places to live Increased community safety measures Further supporting the vulnerable Supporting resident involvement Increasing creation of local jobs Increasing supply and choice of homes to suit a broad spectrum of lifestyles

All of our work as a Neighbourhood investor focuses on delivering these seven promises, which have formed the basis for our strategic objectives, corporate business plan, our service improvement plans and our local neighbourhood plans. Throughout the pages of this annual report you will see the different ways we are delivering those seven promises. We want to be a good and effective servant to our neighbourhoods and an effective business partner to local authorities, regional bodies, the HCA and the TSA and other stakeholders/partners. To do this, we have developed a brand that does ‘what it says on the tin’ – we hope this reflects not only our desire and mission but the authenticity of everyone associated with plus dane. We aim to be passionate, innovative, excellent and respectful in all that we do. I hope the story told throughout the pages of this document reflects this and shows that we have got off to a decent start in difficult times. The people we serve and work with deserve nothing less. Ken Perry Chief Executive


our uNique approach The merger between PLUS and Dane Housing Group not only presented us with an opportunity to build an exciting and important new mission, vision and values, it also drove us to consider how we do our work. We asked how is a Neighbourhood investor organised and how can we keep our work and our approach contemporary? Our work is divided into eight portfolios of responsibility. Each portfolio is lead jointly by a member of our management team and a Board member. This approach ensures high challenge and support from the Board around all areas of the business and builds a very strong and committed leadership team, essential if we are to perform to our challenging agenda. The next pages give you an overview of our results so far. Before we look in more detail at each portfolio area, we felt that we should explain how the roles of Chairman and Deputy add to this powerful mix and also keep the Chief Executive on his toes! John Pollard’s challenge is to work with Ken to keep all our efforts co-ordinated and true to the mission, at the same time as giving a sharp focus to the governance of the business and in particular ensuring that the engagement of tenants in services continues to improve. John’s external business experience and the skills from his day job as a Solitcitor and Coroner add a real sense of clarity to way the business is run. 08|09

In addition to sharing the chairing duties as necessary, Richard Kemp, as Deputy Chairman, has an important role with Ken Perry to work with all of our partners and to keep in touch with stakeholders to ensure that the Ni mission and work is aligned with their priorities, and to ensure that we learn as much as we can from them. This also includes building effective leadership arrangements in the neighbourhoods we serve. Over the next twelve months we will be giving this even more attention as we work on the objective of having neighbourhood plans that drive the business. Richard’s external skills, knowledge, experience and considerable network also adds considerably to the overall strategic management competence of the Group. Ken realises the value that having John and Richard to work so closely with gives him and the organisation: “John and Richard are the dream team for me, both are champions of the work we do, they have different, but complementary qualities that they bring very generously to our work.” This joint approach of high challenge and support is reflected across the Board and management team as the following sections explain.


our uNique approach The merger between PLUS and Dane Housing Group not only presented us with an opportunity to build an exciting and important new mission, vision and values, it also drove us to consider how we do our work. We asked how is a Neighbourhood investor organised and how can we keep our work and our approach contemporary? Our work is divided into eight portfolios of responsibility. Each portfolio is lead jointly by a member of our management team and a Board member. This approach ensures high challenge and support from the Board around all areas of the business and builds a very strong and committed leadership team, essential if we are to perform to our challenging agenda. The next pages give you an overview of our results so far. Before we look in more detail at each portfolio area, we felt that we should explain how the roles of Chairman and Deputy add to this powerful mix and also keep the Chief Executive on his toes! John Pollard’s challenge is to work with Ken to keep all our efforts co-ordinated and true to the mission, at the same time as giving a sharp focus to the governance of the business and in particular ensuring that the engagement of tenants in services continues to improve. John’s external business experience and the skills from his day job as a Solitcitor and Coroner add a real sense of clarity to way the business is run. 08|09

In addition to sharing the chairing duties as necessary, Richard Kemp, as Deputy Chairman, has an important role with Ken Perry to work with all of our partners and to keep in touch with stakeholders to ensure that the Ni mission and work is aligned with their priorities, and to ensure that we learn as much as we can from them. This also includes building effective leadership arrangements in the neighbourhoods we serve. Over the next twelve months we will be giving this even more attention as we work on the objective of having neighbourhood plans that drive the business. Richard’s external skills, knowledge, experience and considerable network also adds considerably to the overall strategic management competence of the Group. Ken realises the value that having John and Richard to work so closely with gives him and the organisation: “John and Richard are the dream team for me, both are champions of the work we do, they have different, but complementary qualities that they bring very generously to our work.” This joint approach of high challenge and support is reflected across the Board and management team as the following sections explain.


Ni PORTFOLIO SUCCESSES:

Anne Ward Chief Integration Officer

John Turner Board Member

Integration


Ni PORTFOLIO SUCCESSES:

Anne Ward Chief Integration Officer

John Turner Board Member

Integration


Our successes in this uNique year: n Maintaining customer satisfaction during a period of considerable change

year. As former Chief Executive of Dane

of change management situations and

forward to meeting with John; he is full

delivering the Ni objective to invest

Housing Group, Anne brings years of

this, combined with his keen eye for

of ideas and has such a positive attitude,

more in neighbourhoods, which was

experience and a real passion for the

financial performance and customer care,

and is passionate about our role as a

the principal reason for the merger.

Neighbourhood investor mission.

makes a winning portfolio of skills that

Neighbourhood investor.”

I am delighted with the progress and particularly enjoy the Integration Portfolio

entirely complements the demands of n The successful integration of the

Working with Board member John Turner,

John added: “It has been a terrific first

role as it enables me to see the big

year for plus dane. It has been able to

picture of the whole business which complements my strategic skills.”

former PLUS and Dane Housing

Anne has led on a number of initiatives

Groups on schedule in July 2008

that have paved the way for the benefits

Anne says: “It is fantastic to be working

get on with the business of integrating

that merging the two organisations is

closely with John. He has been so

a range of complex businesses while

bringing to our neighbourhoods.

supportive to me in my career - when I

n Production of a complex change management plan that is meeting the merger objectives

12|13

successful integration.

was Chief Executive of Dane Housing, She has found invaluable support from

John was the first Chair of the Dane

John, reflecting his multidisciplinary range

Housing Board. We are now together

Anne Ward, Chief Integration Officer,

of skills, both in his professional life and

again as we work alongside each other

has been at the helm of the integration

local authority Councillor roles. John has

on integration. He is so generous with

process during plus dane group’s first

experienced a comprehensive range

his time and knowledge. I always look

“”

Together, we have been able to utilise our change and project management skills to positive effect, successfully responding to the challenges of merger integration.


Our successes in this uNique year: n Maintaining customer satisfaction during a period of considerable change

year. As former Chief Executive of Dane

of change management situations and

forward to meeting with John; he is full

delivering the Ni objective to invest

Housing Group, Anne brings years of

this, combined with his keen eye for

of ideas and has such a positive attitude,

more in neighbourhoods, which was

experience and a real passion for the

financial performance and customer care,

and is passionate about our role as a

the principal reason for the merger.

Neighbourhood investor mission.

makes a winning portfolio of skills that

Neighbourhood investor.”

I am delighted with the progress and particularly enjoy the Integration Portfolio

entirely complements the demands of n The successful integration of the

Working with Board member John Turner,

John added: “It has been a terrific first

role as it enables me to see the big

year for plus dane. It has been able to

picture of the whole business which complements my strategic skills.”

former PLUS and Dane Housing

Anne has led on a number of initiatives

Groups on schedule in July 2008

that have paved the way for the benefits

Anne says: “It is fantastic to be working

get on with the business of integrating

that merging the two organisations is

closely with John. He has been so

a range of complex businesses while

bringing to our neighbourhoods.

supportive to me in my career - when I

n Production of a complex change management plan that is meeting the merger objectives

12|13

successful integration.

was Chief Executive of Dane Housing, She has found invaluable support from

John was the first Chair of the Dane

John, reflecting his multidisciplinary range

Housing Board. We are now together

Anne Ward, Chief Integration Officer,

of skills, both in his professional life and

again as we work alongside each other

has been at the helm of the integration

local authority Councillor roles. John has

on integration. He is so generous with

process during plus dane group’s first

experienced a comprehensive range

his time and knowledge. I always look

“”

Together, we have been able to utilise our change and project management skills to positive effect, successfully responding to the challenges of merger integration.


Ni PORTFOLIO SUCCESSES:

Mike Doran, Managing Director Cheshire and Staffordshire

Cheshire and Staffordshire


Ni PORTFOLIO SUCCESSES:

Mike Doran, Managing Director Cheshire and Staffordshire

Cheshire and Staffordshire


We have brought together two highly committed

Our successes in this uNique year: n Neighbourhood investment and influencing plans developed with

n The development and build of an

Plus dane group’s Cheshire and

innovative Extra Care scheme in

Staffordshire operation is under the

local residents, identifying what the

Congleton, and involving residents

leadership of Managing Director,

key issues and priorities for action

in its design and planning

Mike Doran. The area comprises a real

are in each neighbourhood

mix of properties, tenures and of course,

group with the two new Cheshire

“In many ways the joining together of staff

partners. They recognise we have a

areas of training and employment

and aspirations.

and resident groups has highlighted the

deep and practical commitment to

which will be of particular benefit as

common needs and aspirations of

helping people open doors in order to

our neighbourhoods face the current

One of the greatest challenges of the

everyone irrespective of the places they

meet and encourage their aspirations.

recession. I am sure that the flying

n A new initiative to deliver more locally

last year has been successfully bringing

live and the challenges they face.

focused services on Bromley Farm

together the Cheshire and Staffordshire

leading to empowerment and savings for our customers

Local Authorities n Prolific Offenders Scheme supporting ex-offenders in the community has been seen as highly successful by the

portfolio with that in Merseyside. n Working alongside health services to

We have also delivered a number of The common values of Passion,

new and innovative services both within

Innovation, Excellence and Respect

Cheshire and across the Group.”

deliver health and well being schemes

Mike says: “The past year has been

have been immediately understood and

being asked to extend our work

to a wide range of people

both challenging and stimulating,

received a positive response not just from

Mike adds: “The merger has given us

uniting these two organisations that

staff and tenants but also from our other

access to expertise and resources in

share common goals but worked in very different environments.

16|17

start we have made will be built on

Police and Local Authority, and we are across Cheshire East

“”

customers, all with different needs

n Launch of a financial inclusion service n Establishing a key role for plus dane

organisations operating in very different environments.

in the next year.” Mike has worked closely with Board member for Cheshire and Staffordshire, James Klass, who sadly passed away in July 2009. This annual report is dedicated to the memory of James.


We have brought together two highly committed

Our successes in this uNique year: n Neighbourhood investment and influencing plans developed with

n The development and build of an

Plus dane group’s Cheshire and

innovative Extra Care scheme in

Staffordshire operation is under the

local residents, identifying what the

Congleton, and involving residents

leadership of Managing Director,

key issues and priorities for action

in its design and planning

Mike Doran. The area comprises a real

are in each neighbourhood

mix of properties, tenures and of course,

group with the two new Cheshire

“In many ways the joining together of staff

partners. They recognise we have a

areas of training and employment

and aspirations.

and resident groups has highlighted the

deep and practical commitment to

which will be of particular benefit as

common needs and aspirations of

helping people open doors in order to

our neighbourhoods face the current

One of the greatest challenges of the

everyone irrespective of the places they

meet and encourage their aspirations.

recession. I am sure that the flying

n A new initiative to deliver more locally

last year has been successfully bringing

live and the challenges they face.

focused services on Bromley Farm

together the Cheshire and Staffordshire

leading to empowerment and savings for our customers

Local Authorities n Prolific Offenders Scheme supporting ex-offenders in the community has been seen as highly successful by the

portfolio with that in Merseyside. n Working alongside health services to

We have also delivered a number of The common values of Passion,

new and innovative services both within

Innovation, Excellence and Respect

Cheshire and across the Group.”

deliver health and well being schemes

Mike says: “The past year has been

have been immediately understood and

being asked to extend our work

to a wide range of people

both challenging and stimulating,

received a positive response not just from

Mike adds: “The merger has given us

uniting these two organisations that

staff and tenants but also from our other

access to expertise and resources in

share common goals but worked in very different environments.

16|17

start we have made will be built on

Police and Local Authority, and we are across Cheshire East

“”

customers, all with different needs

n Launch of a financial inclusion service n Establishing a key role for plus dane

organisations operating in very different environments.

in the next year.” Mike has worked closely with Board member for Cheshire and Staffordshire, James Klass, who sadly passed away in July 2009. This annual report is dedicated to the memory of James.


Ni PORTFOLIO SUCCESSES:

Clare Budden, Managing Director Merseyside and Lancashire

Lilian Hazell Board Member

Merseyside and Lancashire


Ni PORTFOLIO SUCCESSES:

Clare Budden, Managing Director Merseyside and Lancashire

Lilian Hazell Board Member

Merseyside and Lancashire


Our successes in this uNique year:

n Restructuring the staff teams to

Clare said: “We have continued to invest

“Board member Lilian Hazell has made

a wide range of personal and

Lilian has also been to meet tenants and

enable us to deliver an improved

in improvements to homes, to reduce

an invaluable contribution to our work,

professional skills and experience.

residents and led a presentation to plus

neighbourhood service, and reducing

the levels of non-decency and ensure we

bringing with her a unique strategic and

influencing plans developed with

management costs and the proportion

will meet the Decent Home target in 2010

customer perspective. She has acted as

She says: “After spending time with the

about how they have created a

local residents, identifying what the

of turnover spent on overheads

– this is a vital part of our work.”

a ‘critical friend’ in relation to our new and

staff teams in Merseyside, getting to

community garden. She is a key

existing initiatives for older and younger

know what they do and how they deliver

contributor to the Together Forum, which

n Neighbourhood investment and

key issues and priorities for action are in each neighbourhood

The Merseyside portfolio of plus dane

“We have also reviewed the governance

people, and has also acted as an

the service, it has been great to see such

represents residents from both Cheshire

group comprises the three subsidiary

and integrated working between the

advocate for customers.”

dedicated and enthusiastic staff who

and Merseyside, and has made it one of

n Maintaining excellent relations

housing associations and associated

three associations.”

really care about all the work the Group

her priorities to understand what the

with local authority partners

Neighbourhood investor activities of

Lilian – who was born in Merseyside

does. I have also attended all three of the

company does well in Cheshire and

n Successfully completing the first year of the Liverpool Mutual Homes

CDS, Hornby and New Generation.

“Another priority has been to enhance

but has lived most of her adult life in

Merseyside Boards and started to

Merseyside and to encourage the

The portfolio has over 11,000 homes

the opportunities for customers to

Cheshire – is a plus dane group

build my relationships with them, and

sharing of best practice.

in ownership and management.

influence what we do and the ways we

resident, and brings with her to the Board

understand what the key issues are

management contract for 4,500 homes n Exceeding the voids and bad debt targets

work, through the creation of new forums Led by Clare Budden, Managing Director,

including a joint forum for Merseyside

the last year has seen some key changes

and Cheshire residents to come together.”

that have laid a solid foundation for our future neighbourhood investor activities.

20|21

dane board with a group of residents

for them.”

Tackling complex situations and laying solid foundations for our future as a Neighbourhood investor in the area.

“”


Our successes in this uNique year:

n Restructuring the staff teams to

Clare said: “We have continued to invest

“Board member Lilian Hazell has made

a wide range of personal and

Lilian has also been to meet tenants and

enable us to deliver an improved

in improvements to homes, to reduce

an invaluable contribution to our work,

professional skills and experience.

residents and led a presentation to plus

neighbourhood service, and reducing

the levels of non-decency and ensure we

bringing with her a unique strategic and

influencing plans developed with

management costs and the proportion

will meet the Decent Home target in 2010

customer perspective. She has acted as

She says: “After spending time with the

about how they have created a

local residents, identifying what the

of turnover spent on overheads

– this is a vital part of our work.”

a ‘critical friend’ in relation to our new and

staff teams in Merseyside, getting to

community garden. She is a key

existing initiatives for older and younger

know what they do and how they deliver

contributor to the Together Forum, which

n Neighbourhood investment and

key issues and priorities for action are in each neighbourhood

The Merseyside portfolio of plus dane

“We have also reviewed the governance

people, and has also acted as an

the service, it has been great to see such

represents residents from both Cheshire

group comprises the three subsidiary

and integrated working between the

advocate for customers.”

dedicated and enthusiastic staff who

and Merseyside, and has made it one of

n Maintaining excellent relations

housing associations and associated

three associations.”

really care about all the work the Group

her priorities to understand what the

with local authority partners

Neighbourhood investor activities of

Lilian – who was born in Merseyside

does. I have also attended all three of the

company does well in Cheshire and

n Successfully completing the first year of the Liverpool Mutual Homes

CDS, Hornby and New Generation.

“Another priority has been to enhance

but has lived most of her adult life in

Merseyside Boards and started to

Merseyside and to encourage the

The portfolio has over 11,000 homes

the opportunities for customers to

Cheshire – is a plus dane group

build my relationships with them, and

sharing of best practice.

in ownership and management.

influence what we do and the ways we

resident, and brings with her to the Board

understand what the key issues are

management contract for 4,500 homes n Exceeding the voids and bad debt targets

work, through the creation of new forums Led by Clare Budden, Managing Director,

including a joint forum for Merseyside

the last year has seen some key changes

and Cheshire residents to come together.”

that have laid a solid foundation for our future neighbourhood investor activities.

20|21

dane board with a group of residents

for them.”

Tackling complex situations and laying solid foundations for our future as a Neighbourhood investor in the area.

“”


Ni PORTFOLIO SUCCESSES:

Gerard Murden Managing Director for Enterprise

Glen Lewis Board Member

Enterprise


Ni PORTFOLIO SUCCESSES:

Gerard Murden Managing Director for Enterprise

Glen Lewis Board Member

Enterprise


Our successes in this uNique year: n Playing a leading role in attracting

n Launching Everybody OnLine as

n Securing £100,000 to improve

Plus dane group’s Enterprise team is

Neighbourhood investor offer this year.

Glen himself says he sees the impact of

tasked with a vital role within the

We have been working with complex

the team’s work as a great reward. He

organisation. Identifying both internal and

issues in what is a very changed

says: “This has allowed me to support

the £30 million Tesco development

a new social enterprise delivering

security and feelings of safety for 400

external business opportunities, they look

landscape from when we first planned

Gerard Murden as MD for Enterprise and

to Toxteth with 500 jobs, 250 for

digital inclusion

vulnerable tenants whilst providing

to establish and support new enterprise,

our focus on Homes, Neighbourhoods

encourage staff to understand more fully

skills training to unemployed people

maximise income and create jobs.

and Enterprise in 2007-08.”

the commercial aspects to their work,

local residents n Developing plus dane’s first n Hosting visitors from 12 European

employment strategy supporting

Clearly 2008-09 has been a challenging n Winning contracts to deliver services,

countries to see our best practice

100 trainees and work-placements

originally developed for plus dane

project to reduce worklessness on

throughout the organisation to assist

tenants, to new external customers

the Pinehurst Estate

young and unemployed people

such as gas servicing on Merseyside

into employment

providing critical, but friendly advice,

year for Enterprise, working within difficult

Having my portfolio Board member

networking and an external perspective

financial conditions.

Glen Lewis as support has been

to how we should seek to maximise

extremely valuable. Glen’s experience in

our commitment to being a

Managing director Gerard Murden said:

the social housing and private sector

Neighbourhood investor.”

“The Enterprise team has had to create

gives him a unique perspective that really

a new identity as part of our overall

brings something new to the team.”

Good governance and good team working going hand-in-hand to help us achieve our goals.

24|25

“”


Our successes in this uNique year: n Playing a leading role in attracting

n Launching Everybody OnLine as

n Securing £100,000 to improve

Plus dane group’s Enterprise team is

Neighbourhood investor offer this year.

Glen himself says he sees the impact of

tasked with a vital role within the

We have been working with complex

the team’s work as a great reward. He

organisation. Identifying both internal and

issues in what is a very changed

says: “This has allowed me to support

the £30 million Tesco development

a new social enterprise delivering

security and feelings of safety for 400

external business opportunities, they look

landscape from when we first planned

Gerard Murden as MD for Enterprise and

to Toxteth with 500 jobs, 250 for

digital inclusion

vulnerable tenants whilst providing

to establish and support new enterprise,

our focus on Homes, Neighbourhoods

encourage staff to understand more fully

skills training to unemployed people

maximise income and create jobs.

and Enterprise in 2007-08.”

the commercial aspects to their work,

local residents n Developing plus dane’s first n Hosting visitors from 12 European

employment strategy supporting

Clearly 2008-09 has been a challenging n Winning contracts to deliver services,

countries to see our best practice

100 trainees and work-placements

originally developed for plus dane

project to reduce worklessness on

throughout the organisation to assist

tenants, to new external customers

the Pinehurst Estate

young and unemployed people

such as gas servicing on Merseyside

into employment

providing critical, but friendly advice,

year for Enterprise, working within difficult

Having my portfolio Board member

networking and an external perspective

financial conditions.

Glen Lewis as support has been

to how we should seek to maximise

extremely valuable. Glen’s experience in

our commitment to being a

Managing director Gerard Murden said:

the social housing and private sector

Neighbourhood investor.”

“The Enterprise team has had to create

gives him a unique perspective that really

a new identity as part of our overall

brings something new to the team.”

Good governance and good team working going hand-in-hand to help us achieve our goals.

24|25

“”


Ni PORTFOLIO SUCCESSES:

Paul Patterson Managing Director three60

Nigel Hodges Board Member

three60


Ni PORTFOLIO SUCCESSES:

Paul Patterson Managing Director three60

Nigel Hodges Board Member

three60


Our successes in this uNique year: n Creating a commercial portfolio and

Three60 is an investor and developer of

arrangements with HCA and local

The relationship has been particularly

business in a commercial market.

between the three60 Board and the

high value residential and commercial

government stakeholders.”

important over the last year, maximizing

Importantly we work together through

plus dane Board.

three60’s ability to manage risk through

regular contact and meetings with a

property portfolios, with a five year

network to source partnerships that

investment plan of £100m. This unique

Paul works closely with Board member

a property crisis. This includes designing

clear agenda set to review the current

Nigel says: “despite the challenging

will move forward mixed use

function ensures that it plays a vital role

Nigel Hodges on ensuring the viability of

a way forward through opportunities

and the future growth plans.”

economic environment we now have

development activity, maximizing

in our Neighbourhood investor vision.

three60, looking at it from a financial risk

created as a result of the economic

and business development perspective.

recession and into the future.

opportunities presented in the current economic climate

Future profits from three60 will be

Another essential element of Paul and

opportunities for commercial enterprises

Nigel’s work is to ensure the governance

such as three60. I am pleased to be

reinvested back into the Group and

Nigel brings with him a wealth of

Paul says: “Nigel and I have a good

of three60 and that the business activity

able to lend my experience in the private

its Neighbourhood investor plans,

business experience at a high level

understanding of the challenges facing

of the subsidiary is well communicated

sector to the Group and three60.”

commercial property investment,

bringing the benefits if its work out into

and in particular, service quality related

and establishing a joint venture

the wider community.

expertise from an international, high

n Establishing £1.7m of income from

partnership with Ethel Austin Properties

profile, private sector company. Managing Director Paul Patterson says:

n Retained banking facilities and

28|29

to operate in, there are still attractive

“Established commercial activity sets the

restructured investment portfolio

foundations to move the company

banking facility with RBS that

forward – expanding the Group’s

enabled the purchase of three

regeneration offer, with profit, and making

Somerfield stores

sure it is well placed for partnership

Using our understanding of business, we work to achieve a commercial development offer that provides the Group with investment return, while seeking to create future mixed use development that provides employment.

“”


Our successes in this uNique year: n Creating a commercial portfolio and

Three60 is an investor and developer of

arrangements with HCA and local

The relationship has been particularly

business in a commercial market.

between the three60 Board and the

high value residential and commercial

government stakeholders.”

important over the last year, maximizing

Importantly we work together through

plus dane Board.

three60’s ability to manage risk through

regular contact and meetings with a

property portfolios, with a five year

network to source partnerships that

investment plan of £100m. This unique

Paul works closely with Board member

a property crisis. This includes designing

clear agenda set to review the current

Nigel says: “despite the challenging

will move forward mixed use

function ensures that it plays a vital role

Nigel Hodges on ensuring the viability of

a way forward through opportunities

and the future growth plans.”

economic environment we now have

development activity, maximizing

in our Neighbourhood investor vision.

three60, looking at it from a financial risk

created as a result of the economic

and business development perspective.

recession and into the future.

opportunities presented in the current economic climate

Future profits from three60 will be

Another essential element of Paul and

opportunities for commercial enterprises

Nigel’s work is to ensure the governance

such as three60. I am pleased to be

reinvested back into the Group and

Nigel brings with him a wealth of

Paul says: “Nigel and I have a good

of three60 and that the business activity

able to lend my experience in the private

its Neighbourhood investor plans,

business experience at a high level

understanding of the challenges facing

of the subsidiary is well communicated

sector to the Group and three60.”

commercial property investment,

bringing the benefits if its work out into

and in particular, service quality related

and establishing a joint venture

the wider community.

expertise from an international, high

n Establishing £1.7m of income from

partnership with Ethel Austin Properties

profile, private sector company. Managing Director Paul Patterson says:

n Retained banking facilities and

28|29

to operate in, there are still attractive

“Established commercial activity sets the

restructured investment portfolio

foundations to move the company

banking facility with RBS that

forward – expanding the Group’s

enabled the purchase of three

regeneration offer, with profit, and making

Somerfield stores

sure it is well placed for partnership

Using our understanding of business, we work to achieve a commercial development offer that provides the Group with investment return, while seeking to create future mixed use development that provides employment.

“”


Ni PORTFOLIO SUCCESSES:

Sasha Deepwell Managing Director Development

Catrina Hewitson Board Member

Development


Ni PORTFOLIO SUCCESSES:

Sasha Deepwell Managing Director Development

Catrina Hewitson Board Member

Development


n Plus Harvest Developments (PHD)

Plus dane group’s development team

With nearly 1,500 new homes in the

and is also a key member of the

“We have an incredibly diverse portfolio,

best ever year-end results in the

creates and sustains attractive, vibrant

pipeline, plus dane group is a lead

Development Investment Panel. She

and offer so much choice to residents,

Homes and Communities Agency

places for people to live, work, learn

development partner with the Homes and

brings a wider perspective through her

which is the right thing to do – the

homes for affordable rent and

funded programme – reaching top

and play.

Communities Agency (HCA) and is the

expertise as a management consultant –

ambition, scale and creativity of the

home ownership

quartile performance nationally

accountable body within Plus Harvest

ensuring that we develop our approach

Development plan is amazing.”

Developments (PHD).

in an inclusive and strategic way.”

Our successes in this uNique year: n A pipeline of nearly 1,500 new

Genuinely connected to, and respecting n

n Winning the HomeBuy Agent role for Merseyside and Cheshire for the

approach to regeneration, providing

As the government’s HomeBuy Agent

Catrina, who runs her own business

next two years

excellent homes, broader opportunities,

for Merseyside and Cheshire, plus dane

specialising in individual, team and

dynamic places and changed

group provides an even wider choice

organisational development through

perceptions in some of our region’s

for it’s customers.

coaching, learning and facilitation, says:

n Major progress on key projects across n Over 90 apartments let at below

32|33

our customers, we believe in an holistic

regeneration areas, in partnership

market rent in just five months as

with Liverpool City Council in the

part of the £1.2 billion Liverpool One

Welsh Streets renewal area, with

development through our innovative deal with Grosvenor

“I think as a Board member you bring an

most challenging neighbourhoods. Sasha Deepwell, Managing Director of

aspect of objectivity – you are without

Increasing the supply and choice of

Development, fully acknowledges the role

assumptions, and you can cause people

Sefton Council in the South Sefton

homes – one of our core Ni promises

Board member Catrina Hewitson has

to think things through a little more. I

renewal plans and with Halton

– is at the heart of what we do.

played in bringing all this hard work to

think also you can see from a tenant’s

Borough Council and the HCA in the

fruition. She says: “Catrina has worked

perspective and represent that rather

regeneration of Castlefields

with the team to help formulate strategy,

than the organisation’s.”

“”

Creating and sustaining attractive, vibrant places for people to live, work, learn and play.


n Plus Harvest Developments (PHD)

Plus dane group’s development team

With nearly 1,500 new homes in the

and is also a key member of the

“We have an incredibly diverse portfolio,

best ever year-end results in the

creates and sustains attractive, vibrant

pipeline, plus dane group is a lead

Development Investment Panel. She

and offer so much choice to residents,

Homes and Communities Agency

places for people to live, work, learn

development partner with the Homes and

brings a wider perspective through her

which is the right thing to do – the

homes for affordable rent and

funded programme – reaching top

and play.

Communities Agency (HCA) and is the

expertise as a management consultant –

ambition, scale and creativity of the

home ownership

quartile performance nationally

accountable body within Plus Harvest

ensuring that we develop our approach

Development plan is amazing.”

Developments (PHD).

in an inclusive and strategic way.”

Our successes in this uNique year: n A pipeline of nearly 1,500 new

Genuinely connected to, and respecting n

n Winning the HomeBuy Agent role for Merseyside and Cheshire for the

approach to regeneration, providing

As the government’s HomeBuy Agent

Catrina, who runs her own business

next two years

excellent homes, broader opportunities,

for Merseyside and Cheshire, plus dane

specialising in individual, team and

dynamic places and changed

group provides an even wider choice

organisational development through

perceptions in some of our region’s

for it’s customers.

coaching, learning and facilitation, says:

n Major progress on key projects across n Over 90 apartments let at below

32|33

our customers, we believe in an holistic

regeneration areas, in partnership

market rent in just five months as

with Liverpool City Council in the

part of the £1.2 billion Liverpool One

Welsh Streets renewal area, with

development through our innovative deal with Grosvenor

“I think as a Board member you bring an

most challenging neighbourhoods. Sasha Deepwell, Managing Director of

aspect of objectivity – you are without

Increasing the supply and choice of

Development, fully acknowledges the role

assumptions, and you can cause people

Sefton Council in the South Sefton

homes – one of our core Ni promises

Board member Catrina Hewitson has

to think things through a little more. I

renewal plans and with Halton

– is at the heart of what we do.

played in bringing all this hard work to

think also you can see from a tenant’s

Borough Council and the HCA in the

fruition. She says: “Catrina has worked

perspective and represent that rather

regeneration of Castlefields

with the team to help formulate strategy,

than the organisation’s.”

“”

Creating and sustaining attractive, vibrant places for people to live, work, learn and play.


Ni PORTFOLIO SUCCESSES:

Peter Shaw Managing Director Finance

Roger Morris Board Member

Finance


Ni PORTFOLIO SUCCESSES:

Peter Shaw Managing Director Finance

Roger Morris Board Member

Finance


Our successes in this uNique year: n Contributing to the integration process

As well as a long history with the plus

Another essential element of Peter and

audiences have a full grasp of the

dane group, Roger has also worked with

Roger’s work is to communicate all

financial issues and challenges. That

Having secure finances in place is the

Peter says: “My background is more

numerous charities and voluntary groups

aspects of Finance to a wide variety of

is yet another way the Board improves

by introducing key group-wide

bedrock of plus dane group – allowing us

recently with Dane in Cheshire, and

both in Merseyside and nationally.

audiences – both internal and external.

our work.”

financial management systems and

to deliver our neighbourhood investor

Roger has a long history in Merseyside

He says: “It is often during the informal

“We see the Board of plus dane as a

a standardised approach to finance

goals out in the communities we serve.

– between us we have an excellent

discussions that Peter and I have that the

microcosm of that,” says Peter,

knowledge of plus dane. We meet

good ideas come up – we bounce them

“representing many different professional

Peter Shaw, Managing Director of

regularly to discuss not only specific

off each other, and it is very valuable for

and social backgrounds with a varied

and record efficiency savings

Finance, works closely with Board

meetings or issues, but just to have

both of us. These are challenging

financial approach and awareness – all of

achieved from the merger - £350,000

member Roger Morris in ensuring the

informal conversations and to think

financial times and it is important to work

whom we need to communicate efficiently

in 08-09, with projected figures of over

stability and success of our business

forward about the future financial strategy

together for the very best outcomes.”

and effectively with to ensure that all

£600,000 per annum from 2010

on a number of key levels – including

of the Group. Often as an MD, you can

funding requirements, pensions

become focused on specific issues

strategy, integration and asset scrutiny.

– but Roger brings a slight outsider’s

n Establishing frameworks to monitor

n Working closely with colleagues in our Development team to establish

perspective that can introduce a different

clear cashflow requirements for

The relationship is an invaluable one,

the next four years

pulling together years of experience to help build a better plus dane.

way of looking at the issues.”

“”

We share each others’ history, knowledge and experience with the Group to inform, plan and build for the future.

36|37


Our successes in this uNique year: n Contributing to the integration process

As well as a long history with the plus

Another essential element of Peter and

audiences have a full grasp of the

dane group, Roger has also worked with

Roger’s work is to communicate all

financial issues and challenges. That

Having secure finances in place is the

Peter says: “My background is more

numerous charities and voluntary groups

aspects of Finance to a wide variety of

is yet another way the Board improves

by introducing key group-wide

bedrock of plus dane group – allowing us

recently with Dane in Cheshire, and

both in Merseyside and nationally.

audiences – both internal and external.

our work.”

financial management systems and

to deliver our neighbourhood investor

Roger has a long history in Merseyside

He says: “It is often during the informal

“We see the Board of plus dane as a

a standardised approach to finance

goals out in the communities we serve.

– between us we have an excellent

discussions that Peter and I have that the

microcosm of that,” says Peter,

knowledge of plus dane. We meet

good ideas come up – we bounce them

“representing many different professional

Peter Shaw, Managing Director of

regularly to discuss not only specific

off each other, and it is very valuable for

and social backgrounds with a varied

and record efficiency savings

Finance, works closely with Board

meetings or issues, but just to have

both of us. These are challenging

financial approach and awareness – all of

achieved from the merger - £350,000

member Roger Morris in ensuring the

informal conversations and to think

financial times and it is important to work

whom we need to communicate efficiently

in 08-09, with projected figures of over

stability and success of our business

forward about the future financial strategy

together for the very best outcomes.”

and effectively with to ensure that all

£600,000 per annum from 2010

on a number of key levels – including

of the Group. Often as an MD, you can

funding requirements, pensions

become focused on specific issues

strategy, integration and asset scrutiny.

– but Roger brings a slight outsider’s

n Establishing frameworks to monitor

n Working closely with colleagues in our Development team to establish

perspective that can introduce a different

clear cashflow requirements for

The relationship is an invaluable one,

the next four years

pulling together years of experience to help build a better plus dane.

way of looking at the issues.”

“”

We share each others’ history, knowledge and experience with the Group to inform, plan and build for the future.

36|37


Ni PORTFOLIO SUCCESSES:

Jayne Phillips Managing Director KIP

Linda Minnis Board Member

Knowledge, Innovation and Performance


Ni PORTFOLIO SUCCESSES:

Jayne Phillips Managing Director KIP

Linda Minnis Board Member

Knowledge, Innovation and Performance


Our successes in this uNique year:

n Building and implementing a new organisational structure with the

n Becoming a Sunday Times Top 100 employer

significant change n 93% of staff identifying with the

Governance structure

have some really lively discussions.

She says: “It has been great using my

Performance portfolio brings together

Our complementary skills mean that

skills and experience to benefit plus dane.

Human Resources, Learning and

we both have a real focus on making

I have been particularly pleased to see

Development, Governance, ICT,

sure that the organisation makes the

the launch of the core values of passion,

checks to support continuous

Excellence, Communications and

most of the wealth of employee talents

innovation, excellence and respect

service improvement

Knowledge functions into one multi

in order to make a real difference in

together with the Ni Academy approach,

disciplinary team.

neighbourhoods. I really value Linda’s

which brings the advantage of a pool of

commercial awareness, which brings

talented employees, Board Members and

a different dimension to our ideas.”

residents who can all make a positive

infrastructure soon after merger n Facilitating excellence health

n Further strengthening a highly motivated and skilled staff team and

n Putting in place a strong contemporary

The Knowledge Innovation and

objective of maintaining standards of service delivery whilst managing

Group’s mission, vision and values

n Implementing a new joined up IT

n Launching the new Neighbourhood

enabling it to begin delivering Ni,

investor brand and working with

Jayne Phillips, Managing Director

including innovative Colleague and

customers to produce a new

and Linda Minnis, Board member,

Leadership Academies

residents’ magazine, UNiTY

work together to ensure this unique

Linda runs her own company which

arrangement delivers real added value,

supports organisations from all sectors

with a complete focus on customers

across a diverse range of areas, such as

and neighbourhoods.

corporate, public and community affairs,

Proud that plus dane is recognised as an employer of choice, demonstrated by the achievement of 35th place in the Times Top 100 UK companies to work for. 40|41

“”

contribution to Ni whilst developing their

business ethics and social responsibility Jayne says: “Linda and I are both

and human resource development,

passionate about people and have such

including diversity.

a positive relationship – which means we

own skills at the same time.”


Our successes in this uNique year:

n Building and implementing a new organisational structure with the

n Becoming a Sunday Times Top 100 employer

significant change n 93% of staff identifying with the

Governance structure

have some really lively discussions.

She says: “It has been great using my

Performance portfolio brings together

Our complementary skills mean that

skills and experience to benefit plus dane.

Human Resources, Learning and

we both have a real focus on making

I have been particularly pleased to see

Development, Governance, ICT,

sure that the organisation makes the

the launch of the core values of passion,

checks to support continuous

Excellence, Communications and

most of the wealth of employee talents

innovation, excellence and respect

service improvement

Knowledge functions into one multi

in order to make a real difference in

together with the Ni Academy approach,

disciplinary team.

neighbourhoods. I really value Linda’s

which brings the advantage of a pool of

commercial awareness, which brings

talented employees, Board Members and

a different dimension to our ideas.”

residents who can all make a positive

infrastructure soon after merger n Facilitating excellence health

n Further strengthening a highly motivated and skilled staff team and

n Putting in place a strong contemporary

The Knowledge Innovation and

objective of maintaining standards of service delivery whilst managing

Group’s mission, vision and values

n Implementing a new joined up IT

n Launching the new Neighbourhood

enabling it to begin delivering Ni,

investor brand and working with

Jayne Phillips, Managing Director

including innovative Colleague and

customers to produce a new

and Linda Minnis, Board member,

Leadership Academies

residents’ magazine, UNiTY

work together to ensure this unique

Linda runs her own company which

arrangement delivers real added value,

supports organisations from all sectors

with a complete focus on customers

across a diverse range of areas, such as

and neighbourhoods.

corporate, public and community affairs,

Proud that plus dane is recognised as an employer of choice, demonstrated by the achievement of 35th place in the Times Top 100 UK companies to work for. 40|41

“”

contribution to Ni whilst developing their

business ethics and social responsibility Jayne says: “Linda and I are both

and human resource development,

passionate about people and have such

including diversity.

a positive relationship – which means we

own skills at the same time.”


How do we measure up?

plus dane group: 2008-11 development programme and pipeline

RSL/Local Authority

Units

Total Scheme Cost

Grant

Halton

173

£25,232,203

£9,643,280

Knowsley

1

£0

£43,000

Liverpool

135

£14,795,728

£5,034,876

Chester *

56

£5,963,164

£3,195,400

Congleton **

45

£5,088,280

£1,674,000

Crewe & Nantwich **

47

£4,457,000

£2,092,192

Macclesfield **

71

£7,502,872

£3,293,379

Staffordshire Moorlands

9

£885,765

£495,000

Vale Royal *

15

£1,510,804

£735,000

Warrington

20

£1,553,589

£0

Sefton

61

£7,221,470

£3,297,391

Planned CME

850+

£99,650,000

to be confirmed

1,483+

£173,860,875

£29,503,518

plus dane group - Neighbourhood investor

Units owned

11,171

Units managed

4,500

Total

15,671

Turnover

£51, 849, 720

“”

In the first year of operating, we have exceeded the targets we set for efficiency savings estimated due to integration as a result of the merger. A strong efficiency agenda is now being

(Continuous Market Engagement) (all areas)

Total

embedded within the Group and it is evident that further rationalisation and joint working will deliver our efficiency

* Now Cheshire West

If you would like more financial information about plus dane group

** Now Cheshire East

please contact Peter Shaw, Managing Director Finance t 01260 288 257 | 0151 708 4600

savings plan over the next five years. 42|43

e peter.shaw@neighbourhoodinvestor.com


How do we measure up?

plus dane group: 2008-11 development programme and pipeline

RSL/Local Authority

Units

Total Scheme Cost

Grant

Halton

173

£25,232,203

£9,643,280

Knowsley

1

£0

£43,000

Liverpool

135

£14,795,728

£5,034,876

Chester *

56

£5,963,164

£3,195,400

Congleton **

45

£5,088,280

£1,674,000

Crewe & Nantwich **

47

£4,457,000

£2,092,192

Macclesfield **

71

£7,502,872

£3,293,379

Staffordshire Moorlands

9

£885,765

£495,000

Vale Royal *

15

£1,510,804

£735,000

Warrington

20

£1,553,589

£0

Sefton

61

£7,221,470

£3,297,391

Planned CME

850+

£99,650,000

to be confirmed

1,483+

£173,860,875

£29,503,518

plus dane group - Neighbourhood investor

Units owned

11,171

Units managed

4,500

Total

15,671

Turnover

£51, 849, 720

“”

In the first year of operating, we have exceeded the targets we set for efficiency savings estimated due to integration as a result of the merger. A strong efficiency agenda is now being

(Continuous Market Engagement) (all areas)

Total

embedded within the Group and it is evident that further rationalisation and joint working will deliver our efficiency

* Now Cheshire West

If you would like more financial information about plus dane group

** Now Cheshire East

please contact Peter Shaw, Managing Director Finance t 01260 288 257 | 0151 708 4600

savings plan over the next five years. 42|43

e peter.shaw@neighbourhoodinvestor.com


Plus dane group is a lead partner in

2008-2011 is in the top ten nationally. PHD aims to support

Plus Harvest Developments (PHD).

both government and the communities it serves, by doubling the number of new homes it delivers.

PHD is a major partnership of 16 developing housing associations. Established in 2005, PHD has invested in

This year, PHD announced its best ever year-end

excess of £125m, securing almost £60m grant to widen

performance figures, achieving top quartile positions for

the supply and choice of homes in rural and urban

rent and low cost home ownership completions, rent start

environments across the North West region.

on sites and expenditure. PHD exceeded its targets by up to 206% and almost doubled its grant allocation.

Members share their expertise in regeneration, development, affordable home ownership and

For further information and a full list of PHD members,

neighbourhood investment to create stunning, eco-friendly

please visit www.phdevelopments.org.uk

homes in great neighbourhoods where people choose to live, work, learn and play. By working in partnership, PHD has created over 1,200

PHD 2008-09 development programme

affordable new homes across the full range of tenures and

year ended 31 March, 2009

has a track record of success on major projects including: n Affordable homes in both urban and rural locations n Large-scale regeneration projects

Units

Total Scheme Cost

Grant

741

£76,472,734

£37,643,465

n Specialist and supported housing n Intermediate tenure and home ownership products

PHD 2008-11 development programme

n Community, leisure and commercial projects that

as at 31 March, 2009

support regeneration

44|45

A lead partner with the Homes and Communities Agency

Units

Total Scheme Cost

Grant

(HCA), PHD’s affordable housing allocation for the period

1,380

£156,009,480

£69,914,218


Plus dane group is a lead partner in

2008-2011 is in the top ten nationally. PHD aims to support

Plus Harvest Developments (PHD).

both government and the communities it serves, by doubling the number of new homes it delivers.

PHD is a major partnership of 16 developing housing associations. Established in 2005, PHD has invested in

This year, PHD announced its best ever year-end

excess of £125m, securing almost £60m grant to widen

performance figures, achieving top quartile positions for

the supply and choice of homes in rural and urban

rent and low cost home ownership completions, rent start

environments across the North West region.

on sites and expenditure. PHD exceeded its targets by up to 206% and almost doubled its grant allocation.

Members share their expertise in regeneration, development, affordable home ownership and

For further information and a full list of PHD members,

neighbourhood investment to create stunning, eco-friendly

please visit www.phdevelopments.org.uk

homes in great neighbourhoods where people choose to live, work, learn and play. By working in partnership, PHD has created over 1,200

PHD 2008-09 development programme

affordable new homes across the full range of tenures and

year ended 31 March, 2009

has a track record of success on major projects including: n Affordable homes in both urban and rural locations n Large-scale regeneration projects

Units

Total Scheme Cost

Grant

741

£76,472,734

£37,643,465

n Specialist and supported housing n Intermediate tenure and home ownership products

PHD 2008-11 development programme

n Community, leisure and commercial projects that

as at 31 March, 2009

support regeneration

44|45

A lead partner with the Homes and Communities Agency

Units

Total Scheme Cost

Grant

(HCA), PHD’s affordable housing allocation for the period

1,380

£156,009,480

£69,914,218


Looking outside and to the future If the political and economic forecast were to be converted into a weather forecast, the outlook would be ‘stormy with occasional glimpses of sunshine’ for the foreseeable future. Whoever wins the next General Election, public sector finance will be reduced in real terms and private sector finance will be constrained.

46

However, we have also been very active with our partners proving that ‘Neighbourhood investor’ actually means something. We will shortly launch thirteen neighbourhood plans which will guide not only our work, but also the work of the other key agencies in the areas where we are a major landlord.

Should we be depressed as an organisation? No, but we need to be cautious.

That approach has been warmly endorsed by the councils in which we work at the highest level, so we are confident that we can deliver the services that are needed by our customers.

Since plus dane was established a year ago, we have been working to reduce costs so that we can divert as much money as possible for our front line services and to the people we serve.

In my last introduction to the PLUS Housing annual report, I said it has been great to be the Chair of the organisation. Well, judging on progress inside plus dane, being Deputy Chair at plus dane isn’t bad either!

We have continued to cut out waste and gained greater efficiency from our suppliers. This has been recognised by both the new HCA and the banks who continue to put money into our organisation because for them, we are a good bet.

Richard Kemp Deputy Chairman


Looking outside and to the future If the political and economic forecast were to be converted into a weather forecast, the outlook would be ‘stormy with occasional glimpses of sunshine’ for the foreseeable future. Whoever wins the next General Election, public sector finance will be reduced in real terms and private sector finance will be constrained.

46

However, we have also been very active with our partners proving that ‘Neighbourhood investor’ actually means something. We will shortly launch thirteen neighbourhood plans which will guide not only our work, but also the work of the other key agencies in the areas where we are a major landlord.

Should we be depressed as an organisation? No, but we need to be cautious.

That approach has been warmly endorsed by the councils in which we work at the highest level, so we are confident that we can deliver the services that are needed by our customers.

Since plus dane was established a year ago, we have been working to reduce costs so that we can divert as much money as possible for our front line services and to the people we serve.

In my last introduction to the PLUS Housing annual report, I said it has been great to be the Chair of the organisation. Well, judging on progress inside plus dane, being Deputy Chair at plus dane isn’t bad either!

We have continued to cut out waste and gained greater efficiency from our suppliers. This has been recognised by both the new HCA and the banks who continue to put money into our organisation because for them, we are a good bet.

Richard Kemp Deputy Chairman


James Klass 1965 - 2009

a uNique investor This report is dedicated to the memory of James Klass, valued Board member and much-missed part of the plus dane family.


A UNiQUE year