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plus dane group annual report 08/09
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2008|09
James Klass1965 - 2009
a uNique investorThis report is dedicated
to the memory of James Klass,
valued Board Member and much-missed
part of the plus dane family.
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
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 groupeven more vital.
Our mission is to be a Neighbourhood investor– maximising investment in neighbourhoods, and constantlyensuring 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 ourneighbourhoods. The experience and skills from our twopredecessor organisations have radically enhanced ourorganisational competence which is being applied to greateffect in the neighbourhoods we serve. Working together, wehave developed a unique business model – enabling us tobring even more benefits and opportunities to thoseneighbourhoods, 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.
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 strategicdirection; ensuring accountability; setting budgets andregularly monitoring the group’s performance.
Board members come from many walks of life, as do plusdane 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 realimprovements in our core areas of involvement – homes, neighbourhoods, and enterprise.
I hope you enjoy reading about our first year.
John PollardChairman
04|05
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 groupeven more vital.
Our mission is to be a Neighbourhood investor– maximising investment in neighbourhoods, and constantlyensuring 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 ourneighbourhoods. The experience and skills from our twopredecessor organisations have radically enhanced ourorganisational competence which is being applied to greateffect in the neighbourhoods we serve. Working together, wehave developed a unique business model – enabling us tobring even more benefits and opportunities to thoseneighbourhoods, 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.
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 strategicdirection; ensuring accountability; setting budgets andregularly monitoring the group’s performance.
Board members come from many walks of life, as do plusdane 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 realimprovements in our core areas of involvement – homes, neighbourhoods, and enterprise.
I hope you enjoy reading about our first year.
John PollardChairman
04|05
introduction
06|07
The concept of Neighbourhood investor (Ni) was developed invery different economic times. It came from a strong desire touse our capacity as creatively as possible to tackle continuingexclusion felt in many of the neighbourhoods where we work.This exclusion from an increasingly wealthy, well educated andhealthy wider society was not unique to many of theneighbourhoods served by plus dane, what was unique was our desire to do something about it at the same time as radicallyimproving our core landlord services and contributing fully toregeneration and new house building programmes.
The mission to position plus dane as a Neighbourhood investorwas developed just under two years ago and how the world has changed in that time! Talking to our tenants and residentsand also to the newly formed Tenants Services Authority (TSA)and Homes and Communities Agency (HCA), together with our fantastic local authority partners more recently, hasconfirmed 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 intoneighbourhoods, improving services and building more homes. We are increasingly enterprising in all we do, bringingmore income to the Group, creating work and sharing costsmore broadly so that the Group can continue with its importantwork now and into what we all predict will be challenging times ahead.
To bring life to our mission of improving quality of life andopportunity for the people we serve, we have developed with our customers seven key promises:
1 Increased investment in existing property 2 Creating great places to live 3 Increased community safety measures 4 Further supporting the vulnerable 5 Supporting resident involvement 6 Increasing creation of local jobs 7 Increasing supply and choice of homes
to suit a broad spectrum of lifestyles
All of our work as a Neighbourhood investor focuses ondelivering these seven promises, which have formed the basis for our strategic objectives, corporate business plan, our service improvement plans and our local neighbourhoodplans. Throughout the pages of this annual report you will seethe different ways we are delivering those seven promises.
We want to be a good and effective servant to ourneighbourhoods and an effective business partner to localauthorities, regional bodies, the HCA and the TSA and otherstakeholders/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 everyoneassociated 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 weserve and work with deserve nothing less.
Ken PerryChief Executive
our uNique work
06|07
The concept of Neighbourhood investor (Ni) was developed invery different economic times. It came from a strong desire touse our capacity as creatively as possible to tackle continuingexclusion felt in many of the neighbourhoods where we work.This exclusion from an increasingly wealthy, well educated andhealthy wider society was not unique to many of theneighbourhoods served by plus dane, what was unique was our desire to do something about it at the same time as radicallyimproving our core landlord services and contributing fully toregeneration and new house building programmes.
The mission to position plus dane as a Neighbourhood investorwas developed just under two years ago and how the world has changed in that time! Talking to our tenants and residentsand also to the newly formed Tenants Services Authority (TSA)and Homes and Communities Agency (HCA), together with our fantastic local authority partners more recently, hasconfirmed 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 intoneighbourhoods, improving services and building more homes. We are increasingly enterprising in all we do, bringingmore income to the Group, creating work and sharing costsmore broadly so that the Group can continue with its importantwork now and into what we all predict will be challenging times ahead.
To bring life to our mission of improving quality of life andopportunity for the people we serve, we have developed with our customers seven key promises:
1 Increased investment in existing property 2 Creating great places to live 3 Increased community safety measures 4 Further supporting the vulnerable 5 Supporting resident involvement 6 Increasing creation of local jobs 7 Increasing supply and choice of homes
to suit a broad spectrum of lifestyles
All of our work as a Neighbourhood investor focuses ondelivering these seven promises, which have formed the basis for our strategic objectives, corporate business plan, our service improvement plans and our local neighbourhoodplans. Throughout the pages of this annual report you will seethe different ways we are delivering those seven promises.
We want to be a good and effective servant to ourneighbourhoods and an effective business partner to localauthorities, regional bodies, the HCA and the TSA and otherstakeholders/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 everyoneassociated 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 weserve and work with deserve nothing less.
Ken PerryChief Executive
our uNique work
08|09
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 aNeighbourhood 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 managementteam and a Board member. This approach ensures highchallenge and support from the Board around all areas of thebusiness and builds a very strong and committed leadershipteam, 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 thatwe should explain how the roles of Chairman and Deputy add tothis powerful mix and also keep the Chief Executive on his toes!
John Pollard’s challenge is to work with Ken to keep all ourefforts 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 businessexperience and the skills from his day job as a Solitcitor andCoroner add a real sense of clarity to way the business is run.
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 intouch 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 theneighbourhoods we serve.
Over the next twelve months we will be giving this even more attention as we work on the objective of havingneighbourhood plans that drive the business. Richard’s external skills, knowledge, experience and considerable network also adds considerably to the overall strategicmanagement competence of the Group.
Ken realises the value that having John and Richard to work so closely with gives him and the organisation: “John andRichard 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
08|09
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 aNeighbourhood 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 managementteam and a Board member. This approach ensures highchallenge and support from the Board around all areas of thebusiness and builds a very strong and committed leadershipteam, 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 thatwe should explain how the roles of Chairman and Deputy add tothis powerful mix and also keep the Chief Executive on his toes!
John Pollard’s challenge is to work with Ken to keep all ourefforts 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 businessexperience and the skills from his day job as a Solitcitor andCoroner add a real sense of clarity to way the business is run.
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 intouch 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 theneighbourhoods we serve.
Over the next twelve months we will be giving this even more attention as we work on the objective of havingneighbourhood plans that drive the business. Richard’s external skills, knowledge, experience and considerable network also adds considerably to the overall strategicmanagement competence of the Group.
Ken realises the value that having John and Richard to work so closely with gives him and the organisation: “John andRichard 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
Ni PORTFOLIO SUCCESSES:
Integration
John TurnerBoard Member
Anne WardChief Integration Officer
Ni PORTFOLIO SUCCESSES:
Integration
John TurnerBoard Member
Anne WardChief Integration Officer
forward to meeting with John; he is full
of ideas and has such a positive attitude,
and is passionate about our role as a
Neighbourhood investor.”
John added: “It has been a terrific first
year for plus dane. It has been able to
get on with the business of integrating
a range of complex businesses while
delivering the Ni objective to invest
more in neighbourhoods, which was
the principal reason for the merger.
I am delighted with the progress and
particularly enjoy the Integration Portfolio
role as it enables me to see the big
picture of the whole business which
complements my strategic skills.”
Our successes in this uNique year:
n Maintaining customer satisfaction
during a period of considerable change
n The successful integration of the
former PLUS and Dane Housing
Groups on schedule in July 2008
n Production of a complex change
management plan that is meeting
the merger objectives
Anne Ward, Chief Integration Officer,
has been at the helm of the integration
process during plus dane group’s first
year. As former Chief Executive of Dane
Housing Group, Anne brings years of
experience and a real passion for the
Neighbourhood investor mission.
Working with Board member John Turner,
Anne has led on a number of initiatives
that have paved the way for the benefits
that merging the two organisations is
bringing to our neighbourhoods.
She has found invaluable support from
John, reflecting his multidisciplinary range
of skills, both in his professional life and
local authority Councillor roles. John has
experienced a comprehensive range
of change management situations and
this, combined with his keen eye for
financial performance and customer care,
makes a winning portfolio of skills that
entirely complements the demands of
successful integration.
Anne says: “It is fantastic to be working
closely with John. He has been so
supportive to me in my career - when I
was Chief Executive of Dane Housing,
John was the first Chair of the Dane
Housing Board. We are now together
again as we work alongside each other
on integration. He is so generous with
his time and knowledge. I always look
12|13
Together, we have been able to utilise our change and
project management skills to positive effect, successfully
responding to the challenges of merger integration.
“”
forward to meeting with John; he is full
of ideas and has such a positive attitude,
and is passionate about our role as a
Neighbourhood investor.”
John added: “It has been a terrific first
year for plus dane. It has been able to
get on with the business of integrating
a range of complex businesses while
delivering the Ni objective to invest
more in neighbourhoods, which was
the principal reason for the merger.
I am delighted with the progress and
particularly enjoy the Integration Portfolio
role as it enables me to see the big
picture of the whole business which
complements my strategic skills.”
Our successes in this uNique year:
n Maintaining customer satisfaction
during a period of considerable change
n The successful integration of the
former PLUS and Dane Housing
Groups on schedule in July 2008
n Production of a complex change
management plan that is meeting
the merger objectives
Anne Ward, Chief Integration Officer,
has been at the helm of the integration
process during plus dane group’s first
year. As former Chief Executive of Dane
Housing Group, Anne brings years of
experience and a real passion for the
Neighbourhood investor mission.
Working with Board member John Turner,
Anne has led on a number of initiatives
that have paved the way for the benefits
that merging the two organisations is
bringing to our neighbourhoods.
She has found invaluable support from
John, reflecting his multidisciplinary range
of skills, both in his professional life and
local authority Councillor roles. John has
experienced a comprehensive range
of change management situations and
this, combined with his keen eye for
financial performance and customer care,
makes a winning portfolio of skills that
entirely complements the demands of
successful integration.
Anne says: “It is fantastic to be working
closely with John. He has been so
supportive to me in my career - when I
was Chief Executive of Dane Housing,
John was the first Chair of the Dane
Housing Board. We are now together
again as we work alongside each other
on integration. He is so generous with
his time and knowledge. I always look
12|13
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:
Cheshire and
Staffordshire
Mike Doran, Managing DirectorCheshire and Staffordshire
Ni PORTFOLIO SUCCESSES:
Cheshire and
Staffordshire
Mike Doran, Managing DirectorCheshire and Staffordshire
“In many ways the joining together of staff
and resident groups has highlighted the
common needs and aspirations of
everyone irrespective of the places they
live and the challenges they face.
The common values of Passion,
Innovation, Excellence and Respect
have been immediately understood and
received a positive response not just from
staff and tenants but also from our other
partners. They recognise we have a
deep and practical commitment to
helping people open doors in order to
meet and encourage their aspirations.
We have also delivered a number of
new and innovative services both within
Cheshire and across the Group.”
Mike adds: “The merger has given us
access to expertise and resources in
areas of training and employment
which will be of particular benefit as
our neighbourhoods face the current
recession. I am sure that the flying
start we have made will be built on
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 annualreport is dedicated to the memory of James.
Our successes in this uNique year:
n Neighbourhood investment and
influencing plans developed with
local residents, identifying what the
key issues and priorities for action
are in each neighbourhood
n Establishing a key role for plus dane
group with the two new Cheshire
Local Authorities
n Prolific Offenders Scheme supporting
ex-offenders in the community has
been seen as highly successful by the
Police and Local Authority, and we are
being asked to extend our work
across Cheshire East
n The development and build of an
innovative Extra Care scheme in
Congleton, and involving residents
in its design and planning
n Launch of a financial inclusion service
leading to empowerment and savings
for our customers
n A new initiative to deliver more locally
focused services on Bromley Farm
n Working alongside health services to
deliver health and well being schemes
to a wide range of people
Plus dane group’s Cheshire and
Staffordshire operation is under the
leadership of Managing Director,
Mike Doran. The area comprises a real
mix of properties, tenures and of course,
customers, all with different needs
and aspirations.
One of the greatest challenges of the
last year has been successfully bringing
together the Cheshire and Staffordshire
portfolio with that in Merseyside.
Mike says: “The past year has been
both challenging and stimulating,
uniting these two organisations that
share common goals but worked in
very different environments.
16|17
We have brought together two highly committed
organisations operating in very different environments. “”
“In many ways the joining together of staff
and resident groups has highlighted the
common needs and aspirations of
everyone irrespective of the places they
live and the challenges they face.
The common values of Passion,
Innovation, Excellence and Respect
have been immediately understood and
received a positive response not just from
staff and tenants but also from our other
partners. They recognise we have a
deep and practical commitment to
helping people open doors in order to
meet and encourage their aspirations.
We have also delivered a number of
new and innovative services both within
Cheshire and across the Group.”
Mike adds: “The merger has given us
access to expertise and resources in
areas of training and employment
which will be of particular benefit as
our neighbourhoods face the current
recession. I am sure that the flying
start we have made will be built on
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 annualreport is dedicated to the memory of James.
Our successes in this uNique year:
n Neighbourhood investment and
influencing plans developed with
local residents, identifying what the
key issues and priorities for action
are in each neighbourhood
n Establishing a key role for plus dane
group with the two new Cheshire
Local Authorities
n Prolific Offenders Scheme supporting
ex-offenders in the community has
been seen as highly successful by the
Police and Local Authority, and we are
being asked to extend our work
across Cheshire East
n The development and build of an
innovative Extra Care scheme in
Congleton, and involving residents
in its design and planning
n Launch of a financial inclusion service
leading to empowerment and savings
for our customers
n A new initiative to deliver more locally
focused services on Bromley Farm
n Working alongside health services to
deliver health and well being schemes
to a wide range of people
Plus dane group’s Cheshire and
Staffordshire operation is under the
leadership of Managing Director,
Mike Doran. The area comprises a real
mix of properties, tenures and of course,
customers, all with different needs
and aspirations.
One of the greatest challenges of the
last year has been successfully bringing
together the Cheshire and Staffordshire
portfolio with that in Merseyside.
Mike says: “The past year has been
both challenging and stimulating,
uniting these two organisations that
share common goals but worked in
very different environments.
16|17
We have brought together two highly committed
organisations operating in very different environments. “”
Ni PORTFOLIO SUCCESSES:
Merseysideand
Lancashire
Lilian HazellBoard Member
Clare Budden, Managing DirectorMerseyside and Lancashire
Ni PORTFOLIO SUCCESSES:
Merseysideand
Lancashire
Lilian HazellBoard Member
Clare Budden, Managing DirectorMerseyside and Lancashire
“Board member Lilian Hazell has made
an invaluable contribution to our work,
bringing with her a unique strategic and
customer perspective. She has acted as
a ‘critical friend’ in relation to our new and
existing initiatives for older and younger
people, and has also acted as an
advocate for customers.”
Lilian – who was born in Merseyside
but has lived most of her adult life in
Cheshire – is a plus dane group
resident, and brings with her to the Board
a wide range of personal and
professional skills and experience.
She says: “After spending time with the
staff teams in Merseyside, getting to
know what they do and how they deliver
the service, it has been great to see such
dedicated and enthusiastic staff who
really care about all the work the Group
does. I have also attended all three of the
Merseyside Boards and started to
build my relationships with them, and
understand what the key issues are
for them.”
Lilian has also been to meet tenants and
residents and led a presentation to plus
dane board with a group of residents
about how they have created a
community garden. She is a key
contributor to the Together Forum, which
represents residents from both Cheshire
and Merseyside, and has made it one of
her priorities to understand what the
company does well in Cheshire and
Merseyside and to encourage the
sharing of best practice.
Our successes in this uNique year:
n Neighbourhood investment and
influencing plans developed with
local residents, identifying what the
key issues and priorities for action
are in each neighbourhood
n Maintaining excellent relations
with local authority partners
n Successfully completing the first
year of the Liverpool Mutual Homes
management contract for 4,500 homes
n Exceeding the voids and bad
debt targets
n Restructuring the staff teams to
enable us to deliver an improved
neighbourhood service, and reducing
management costs and the proportion
of turnover spent on overheads
The Merseyside portfolio of plus dane
group comprises the three subsidiary
housing associations and associated
Neighbourhood investor activities of
CDS, Hornby and New Generation.
The portfolio has over 11,000 homes
in ownership and management.
Led by Clare Budden, Managing Director,
the last year has seen some key changes
that have laid a solid foundation for our
future neighbourhood investor activities.
Clare said: “We have continued to invest
in improvements to homes, to reduce
the levels of non-decency and ensure we
will meet the Decent Home target in 2010
– this is a vital part of our work.”
“We have also reviewed the governance
and integrated working between the
three associations.”
“Another priority has been to enhance
the opportunities for customers to
influence what we do and the ways we
work, through the creation of new forums
including a joint forum for Merseyside
and Cheshire residents to come together.”
20|21
Tackling complex situations and laying solid foundations
for our future as a Neighbourhood investor in the area. “”
“Board member Lilian Hazell has made
an invaluable contribution to our work,
bringing with her a unique strategic and
customer perspective. She has acted as
a ‘critical friend’ in relation to our new and
existing initiatives for older and younger
people, and has also acted as an
advocate for customers.”
Lilian – who was born in Merseyside
but has lived most of her adult life in
Cheshire – is a plus dane group
resident, and brings with her to the Board
a wide range of personal and
professional skills and experience.
She says: “After spending time with the
staff teams in Merseyside, getting to
know what they do and how they deliver
the service, it has been great to see such
dedicated and enthusiastic staff who
really care about all the work the Group
does. I have also attended all three of the
Merseyside Boards and started to
build my relationships with them, and
understand what the key issues are
for them.”
Lilian has also been to meet tenants and
residents and led a presentation to plus
dane board with a group of residents
about how they have created a
community garden. She is a key
contributor to the Together Forum, which
represents residents from both Cheshire
and Merseyside, and has made it one of
her priorities to understand what the
company does well in Cheshire and
Merseyside and to encourage the
sharing of best practice.
Our successes in this uNique year:
n Neighbourhood investment and
influencing plans developed with
local residents, identifying what the
key issues and priorities for action
are in each neighbourhood
n Maintaining excellent relations
with local authority partners
n Successfully completing the first
year of the Liverpool Mutual Homes
management contract for 4,500 homes
n Exceeding the voids and bad
debt targets
n Restructuring the staff teams to
enable us to deliver an improved
neighbourhood service, and reducing
management costs and the proportion
of turnover spent on overheads
The Merseyside portfolio of plus dane
group comprises the three subsidiary
housing associations and associated
Neighbourhood investor activities of
CDS, Hornby and New Generation.
The portfolio has over 11,000 homes
in ownership and management.
Led by Clare Budden, Managing Director,
the last year has seen some key changes
that have laid a solid foundation for our
future neighbourhood investor activities.
Clare said: “We have continued to invest
in improvements to homes, to reduce
the levels of non-decency and ensure we
will meet the Decent Home target in 2010
– this is a vital part of our work.”
“We have also reviewed the governance
and integrated working between the
three associations.”
“Another priority has been to enhance
the opportunities for customers to
influence what we do and the ways we
work, through the creation of new forums
including a joint forum for Merseyside
and Cheshire residents to come together.”
20|21
Tackling complex situations and laying solid foundations
for our future as a Neighbourhood investor in the area. “”
Ni PORTFOLIO SUCCESSES:
Enterprise
Glen LewisBoard Member
Gerard MurdenManaging Director for Enterprise
Ni PORTFOLIO SUCCESSES:
Enterprise
Glen LewisBoard Member
Gerard MurdenManaging Director for Enterprise
Plus dane group’s Enterprise team is
tasked with a vital role within the
organisation. Identifying both internal and
external business opportunities, they look
to establish and support new enterprise,
maximise income and create jobs.
Clearly 2008-09 has been a challenging
year for Enterprise, working within difficult
financial conditions.
Managing director Gerard Murden said:
“The Enterprise team has had to create
a new identity as part of our overall
Neighbourhood investor offer this year.
We have been working with complex
issues in what is a very changed
landscape from when we first planned
our focus on Homes, Neighbourhoods
and Enterprise in 2007-08.”
Having my portfolio Board member
Glen Lewis as support has been
extremely valuable. Glen’s experience in
the social housing and private sector
gives him a unique perspective that really
brings something new to the team.”
Glen himself says he sees the impact of
the team’s work as a great reward. He
says: “This has allowed me to support
Gerard Murden as MD for Enterprise and
encourage staff to understand more fully
the commercial aspects to their work,
providing critical, but friendly advice,
networking and an external perspective
to how we should seek to maximise
our commitment to being a
Neighbourhood investor.”
Our successes in this uNique year:
n Playing a leading role in attracting
the £30 million Tesco development
to Toxteth with 500 jobs, 250 for
local residents
n Hosting visitors from 12 European
countries to see our best practice
project to reduce worklessness on
the Pinehurst Estate
n Launching Everybody OnLine as
a new social enterprise delivering
digital inclusion
n Developing plus dane’s first
employment strategy supporting
100 trainees and work-placements
throughout the organisation to assist
young and unemployed people
into employment
n Securing £100,000 to improve
security and feelings of safety for 400
vulnerable tenants whilst providing
skills training to unemployed people
n Winning contracts to deliver services,
originally developed for plus dane
tenants, to new external customers
such as gas servicing on Merseyside
24|25
Good governance and good team
working going hand-in-hand to
help us achieve our goals.“”
Plus dane group’s Enterprise team is
tasked with a vital role within the
organisation. Identifying both internal and
external business opportunities, they look
to establish and support new enterprise,
maximise income and create jobs.
Clearly 2008-09 has been a challenging
year for Enterprise, working within difficult
financial conditions.
Managing director Gerard Murden said:
“The Enterprise team has had to create
a new identity as part of our overall
Neighbourhood investor offer this year.
We have been working with complex
issues in what is a very changed
landscape from when we first planned
our focus on Homes, Neighbourhoods
and Enterprise in 2007-08.”
Having my portfolio Board member
Glen Lewis as support has been
extremely valuable. Glen’s experience in
the social housing and private sector
gives him a unique perspective that really
brings something new to the team.”
Glen himself says he sees the impact of
the team’s work as a great reward. He
says: “This has allowed me to support
Gerard Murden as MD for Enterprise and
encourage staff to understand more fully
the commercial aspects to their work,
providing critical, but friendly advice,
networking and an external perspective
to how we should seek to maximise
our commitment to being a
Neighbourhood investor.”
Our successes in this uNique year:
n Playing a leading role in attracting
the £30 million Tesco development
to Toxteth with 500 jobs, 250 for
local residents
n Hosting visitors from 12 European
countries to see our best practice
project to reduce worklessness on
the Pinehurst Estate
n Launching Everybody OnLine as
a new social enterprise delivering
digital inclusion
n Developing plus dane’s first
employment strategy supporting
100 trainees and work-placements
throughout the organisation to assist
young and unemployed people
into employment
n Securing £100,000 to improve
security and feelings of safety for 400
vulnerable tenants whilst providing
skills training to unemployed people
n Winning contracts to deliver services,
originally developed for plus dane
tenants, to new external customers
such as gas servicing on Merseyside
24|25
Good governance and good team
working going hand-in-hand to
help us achieve our goals.“”
Ni PORTFOLIO SUCCESSES:
three60
Nigel HodgesBoard Member
Paul PattersonManaging Director three60
Ni PORTFOLIO SUCCESSES:
three60
Nigel HodgesBoard Member
Paul PattersonManaging Director three60
The relationship has been particularly
important over the last year, maximizing
three60’s ability to manage risk through
a property crisis. This includes designing
a way forward through opportunities
created as a result of the economic
recession and into the future.
Paul says: “Nigel and I have a good
understanding of the challenges facing
business in a commercial market.
Importantly we work together through
regular contact and meetings with a
clear agenda set to review the current
and the future growth plans.”
Another essential element of Paul and
Nigel’s work is to ensure the governance
of three60 and that the business activity
of the subsidiary is well communicated
between the three60 Board and the
plus dane Board.
Nigel says: “despite the challenging
economic environment we now have
to operate in, there are still attractive
opportunities for commercial enterprises
such as three60. I am pleased to be
able to lend my experience in the private
sector to the Group and three60.”
Our successes in this uNique year:
n Creating a commercial portfolio and
network to source partnerships that
will move forward mixed use
development activity, maximizing
opportunities presented in the
current economic climate
n Establishing £1.7m of income from
commercial property investment,
and establishing a joint venture
partnership with Ethel Austin Properties
n Retained banking facilities and
restructured investment portfolio
banking facility with RBS that
enabled the purchase of three
Somerfield stores
Three60 is an investor and developer of
high value residential and commercial
property portfolios, with a five year
investment plan of £100m. This unique
function ensures that it plays a vital role
in our Neighbourhood investor vision.
Future profits from three60 will be
reinvested back into the Group and
its Neighbourhood investor plans,
bringing the benefits if its work out into
the wider community.
Managing Director Paul Patterson says:
“Established commercial activity sets the
foundations to move the company
forward – expanding the Group’s
regeneration offer, with profit, and making
sure it is well placed for partnership
arrangements with HCA and local
government stakeholders.”
Paul works closely with Board member
Nigel Hodges on ensuring the viability of
three60, looking at it from a financial risk
and business development perspective.
Nigel brings with him a wealth of
business experience at a high level
and in particular, service quality related
expertise from an international, high
profile, private sector company.
28|29
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.
“”
The relationship has been particularly
important over the last year, maximizing
three60’s ability to manage risk through
a property crisis. This includes designing
a way forward through opportunities
created as a result of the economic
recession and into the future.
Paul says: “Nigel and I have a good
understanding of the challenges facing
business in a commercial market.
Importantly we work together through
regular contact and meetings with a
clear agenda set to review the current
and the future growth plans.”
Another essential element of Paul and
Nigel’s work is to ensure the governance
of three60 and that the business activity
of the subsidiary is well communicated
between the three60 Board and the
plus dane Board.
Nigel says: “despite the challenging
economic environment we now have
to operate in, there are still attractive
opportunities for commercial enterprises
such as three60. I am pleased to be
able to lend my experience in the private
sector to the Group and three60.”
Our successes in this uNique year:
n Creating a commercial portfolio and
network to source partnerships that
will move forward mixed use
development activity, maximizing
opportunities presented in the
current economic climate
n Establishing £1.7m of income from
commercial property investment,
and establishing a joint venture
partnership with Ethel Austin Properties
n Retained banking facilities and
restructured investment portfolio
banking facility with RBS that
enabled the purchase of three
Somerfield stores
Three60 is an investor and developer of
high value residential and commercial
property portfolios, with a five year
investment plan of £100m. This unique
function ensures that it plays a vital role
in our Neighbourhood investor vision.
Future profits from three60 will be
reinvested back into the Group and
its Neighbourhood investor plans,
bringing the benefits if its work out into
the wider community.
Managing Director Paul Patterson says:
“Established commercial activity sets the
foundations to move the company
forward – expanding the Group’s
regeneration offer, with profit, and making
sure it is well placed for partnership
arrangements with HCA and local
government stakeholders.”
Paul works closely with Board member
Nigel Hodges on ensuring the viability of
three60, looking at it from a financial risk
and business development perspective.
Nigel brings with him a wealth of
business experience at a high level
and in particular, service quality related
expertise from an international, high
profile, private sector company.
28|29
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:
Development
Catrina HewitsonBoard Member
Sasha DeepwellManaging Director Development
Ni PORTFOLIO SUCCESSES:
Development
Catrina HewitsonBoard Member
Sasha DeepwellManaging Director Development
With nearly 1,500 new homes in the
pipeline, plus dane group is a lead
development partner with the Homes and
Communities Agency (HCA) and is the
accountable body within Plus Harvest
Developments (PHD).
As the government’s HomeBuy Agent
for Merseyside and Cheshire, plus dane
group provides an even wider choice
for it’s customers.
Sasha Deepwell, Managing Director of
Development, fully acknowledges the role
Board member Catrina Hewitson has
played in bringing all this hard work to
fruition. She says: “Catrina has worked
with the team to help formulate strategy,
and is also a key member of the
Development Investment Panel. She
brings a wider perspective through her
expertise as a management consultant –
ensuring that we develop our approach
in an inclusive and strategic way.”
Catrina, who runs her own business
specialising in individual, team and
organisational development through
coaching, learning and facilitation, says:
“I think as a Board member you bring an
aspect of objectivity – you are without
assumptions, and you can cause people
to think things through a little more. I
think also you can see from a tenant’s
perspective and represent that rather
than the organisation’s.”
“We have an incredibly diverse portfolio,
and offer so much choice to residents,
which is the right thing to do – the
ambition, scale and creativity of the
Development plan is amazing.”
Our successes in this uNique year:
n A pipeline of nearly 1,500 new
homes for affordable rent and
home ownership
n
n Over 90 apartments let at below
market rent in just five months as
part of the £1.2 billion Liverpool One
development through our innovative
deal with Grosvenor
n Plus Harvest Developments (PHD)
best ever year-end results in the
Homes and Communities Agency
funded programme – reaching top
quartile performance nationally
n Winning the HomeBuy Agent role
for Merseyside and Cheshire for the
next two years
n Major progress on key projects across
regeneration areas, in partnership
with Liverpool City Council in the
Welsh Streets renewal area, with
Sefton Council in the South Sefton
renewal plans and with Halton
Borough Council and the HCA in the
regeneration of Castlefields
Plus dane group’s development team
creates and sustains attractive, vibrant
places for people to live, work, learn
and play.
Genuinely connected to, and respecting
our customers, we believe in an holistic
approach to regeneration, providing
excellent homes, broader opportunities,
dynamic places and changed
perceptions in some of our region’s
most challenging neighbourhoods.
Increasing the supply and choice of
homes – one of our core Ni promises
– is at the heart of what we do.
32|33
Creating and
sustaining attractive,
vibrant places for
people to live, work,
learn and play.
“”
With nearly 1,500 new homes in the
pipeline, plus dane group is a lead
development partner with the Homes and
Communities Agency (HCA) and is the
accountable body within Plus Harvest
Developments (PHD).
As the government’s HomeBuy Agent
for Merseyside and Cheshire, plus dane
group provides an even wider choice
for it’s customers.
Sasha Deepwell, Managing Director of
Development, fully acknowledges the role
Board member Catrina Hewitson has
played in bringing all this hard work to
fruition. She says: “Catrina has worked
with the team to help formulate strategy,
and is also a key member of the
Development Investment Panel. She
brings a wider perspective through her
expertise as a management consultant –
ensuring that we develop our approach
in an inclusive and strategic way.”
Catrina, who runs her own business
specialising in individual, team and
organisational development through
coaching, learning and facilitation, says:
“I think as a Board member you bring an
aspect of objectivity – you are without
assumptions, and you can cause people
to think things through a little more. I
think also you can see from a tenant’s
perspective and represent that rather
than the organisation’s.”
“We have an incredibly diverse portfolio,
and offer so much choice to residents,
which is the right thing to do – the
ambition, scale and creativity of the
Development plan is amazing.”
Our successes in this uNique year:
n A pipeline of nearly 1,500 new
homes for affordable rent and
home ownership
n
n Over 90 apartments let at below
market rent in just five months as
part of the £1.2 billion Liverpool One
development through our innovative
deal with Grosvenor
n Plus Harvest Developments (PHD)
best ever year-end results in the
Homes and Communities Agency
funded programme – reaching top
quartile performance nationally
n Winning the HomeBuy Agent role
for Merseyside and Cheshire for the
next two years
n Major progress on key projects across
regeneration areas, in partnership
with Liverpool City Council in the
Welsh Streets renewal area, with
Sefton Council in the South Sefton
renewal plans and with Halton
Borough Council and the HCA in the
regeneration of Castlefields
Plus dane group’s development team
creates and sustains attractive, vibrant
places for people to live, work, learn
and play.
Genuinely connected to, and respecting
our customers, we believe in an holistic
approach to regeneration, providing
excellent homes, broader opportunities,
dynamic places and changed
perceptions in some of our region’s
most challenging neighbourhoods.
Increasing the supply and choice of
homes – one of our core Ni promises
– is at the heart of what we do.
32|33
Creating and
sustaining attractive,
vibrant places for
people to live, work,
learn and play.
“”
Ni PORTFOLIO SUCCESSES:
Finance
Roger MorrisBoard Member
Peter ShawManaging Director Finance
Ni PORTFOLIO SUCCESSES:
Finance
Roger MorrisBoard Member
Peter ShawManaging Director Finance
As well as a long history with the plus
dane group, Roger has also worked with
numerous charities and voluntary groups
both in Merseyside and nationally.
He says: “It is often during the informal
discussions that Peter and I have that the
good ideas come up – we bounce them
off each other, and it is very valuable for
both of us. These are challenging
financial times and it is important to work
together for the very best outcomes.”
Another essential element of Peter and
Roger’s work is to communicate all
aspects of Finance to a wide variety of
audiences – both internal and external.
“We see the Board of plus dane as a
microcosm of that,” says Peter,
“representing many different professional
and social backgrounds with a varied
financial approach and awareness – all of
whom we need to communicate efficiently
and effectively with to ensure that all
audiences have a full grasp of the
financial issues and challenges. That
is yet another way the Board improves
our work.”
Our successes in this uNique year:
n Contributing to the integration process
by introducing key group-wide
financial management systems and
a standardised approach to finance
n Establishing frameworks to monitor
and record efficiency savings
achieved from the merger - £350,000
in 08-09, with projected figures of over
£600,000 per annum from 2010
n Working closely with colleagues in
our Development team to establish
clear cashflow requirements for
the next four years
Having secure finances in place is the
bedrock of plus dane group – allowing us
to deliver our neighbourhood investor
goals out in the communities we serve.
Peter Shaw, Managing Director of
Finance, works closely with Board
member Roger Morris in ensuring the
stability and success of our business
on a number of key levels – including
funding requirements, pensions
strategy, integration and asset scrutiny.
The relationship is an invaluable one,
pulling together years of experience to
help build a better plus dane.
Peter says: “My background is more
recently with Dane in Cheshire, and
Roger has a long history in Merseyside
– between us we have an excellent
knowledge of plus dane. We meet
regularly to discuss not only specific
meetings or issues, but just to have
informal conversations and to think
forward about the future financial strategy
of the Group. Often as an MD, you can
become focused on specific issues
– but Roger brings a slight outsider’s
perspective that can introduce a different
way of looking at the issues.”
36|37
We share each others’ history, knowledge
and experience with the Group to inform,
plan and build for the future.
“”
As well as a long history with the plus
dane group, Roger has also worked with
numerous charities and voluntary groups
both in Merseyside and nationally.
He says: “It is often during the informal
discussions that Peter and I have that the
good ideas come up – we bounce them
off each other, and it is very valuable for
both of us. These are challenging
financial times and it is important to work
together for the very best outcomes.”
Another essential element of Peter and
Roger’s work is to communicate all
aspects of Finance to a wide variety of
audiences – both internal and external.
“We see the Board of plus dane as a
microcosm of that,” says Peter,
“representing many different professional
and social backgrounds with a varied
financial approach and awareness – all of
whom we need to communicate efficiently
and effectively with to ensure that all
audiences have a full grasp of the
financial issues and challenges. That
is yet another way the Board improves
our work.”
Our successes in this uNique year:
n Contributing to the integration process
by introducing key group-wide
financial management systems and
a standardised approach to finance
n Establishing frameworks to monitor
and record efficiency savings
achieved from the merger - £350,000
in 08-09, with projected figures of over
£600,000 per annum from 2010
n Working closely with colleagues in
our Development team to establish
clear cashflow requirements for
the next four years
Having secure finances in place is the
bedrock of plus dane group – allowing us
to deliver our neighbourhood investor
goals out in the communities we serve.
Peter Shaw, Managing Director of
Finance, works closely with Board
member Roger Morris in ensuring the
stability and success of our business
on a number of key levels – including
funding requirements, pensions
strategy, integration and asset scrutiny.
The relationship is an invaluable one,
pulling together years of experience to
help build a better plus dane.
Peter says: “My background is more
recently with Dane in Cheshire, and
Roger has a long history in Merseyside
– between us we have an excellent
knowledge of plus dane. We meet
regularly to discuss not only specific
meetings or issues, but just to have
informal conversations and to think
forward about the future financial strategy
of the Group. Often as an MD, you can
become focused on specific issues
– but Roger brings a slight outsider’s
perspective that can introduce a different
way of looking at the issues.”
36|37
We share each others’ history, knowledge
and experience with the Group to inform,
plan and build for the future.
“”
Ni PORTFOLIO SUCCESSES:
Knowledge,Innovation
andPerformance
Linda MinnisBoard Member
Jayne PhillipsManaging Director KIP
Ni PORTFOLIO SUCCESSES:
Knowledge,Innovation
andPerformance
Linda MinnisBoard Member
Jayne PhillipsManaging Director KIP
The Knowledge Innovation and
Performance portfolio brings together
Human Resources, Learning and
Development, Governance, ICT,
Excellence, Communications and
Knowledge functions into one multi
disciplinary team.
Jayne Phillips, Managing Director
and Linda Minnis, Board member,
work together to ensure this unique
arrangement delivers real added value,
with a complete focus on customers
and neighbourhoods.
Jayne says: “Linda and I are both
passionate about people and have such
a positive relationship – which means we
have some really lively discussions.
Our complementary skills mean that
we both have a real focus on making
sure that the organisation makes the
most of the wealth of employee talents
in order to make a real difference in
neighbourhoods. I really value Linda’s
commercial awareness, which brings
a different dimension to our ideas.”
Linda runs her own company which
supports organisations from all sectors
across a diverse range of areas, such as
corporate, public and community affairs,
business ethics and social responsibility
and human resource development,
including diversity.
She says: “It has been great using my
skills and experience to benefit plus dane.
I have been particularly pleased to see
the launch of the core values of passion,
innovation, excellence and respect
together with the Ni Academy approach,
which brings the advantage of a pool of
talented employees, Board Members and
residents who can all make a positive
contribution to Ni whilst developing their
own skills at the same time.”
Our successes in this uNique year:
n Becoming a Sunday Times
Top 100 employer
n 93% of staff identifying with the
Group’s mission, vision and values
n Putting in place a strong contemporary
Governance structure
n Building and implementing a new
organisational structure with the
objective of maintaining standards of
service delivery whilst managing
significant change
n Further strengthening a highly
motivated and skilled staff team and
enabling it to begin delivering Ni,
including innovative Colleague and
Leadership Academies
n Implementing a new joined up IT
infrastructure soon after merger
n Facilitating excellence health
checks to support continuous
service improvement
n Launching the new Neighbourhood
investor brand and working with
customers to produce a new
residents’ magazine, UNiTY
40|41
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.“”
The Knowledge Innovation and
Performance portfolio brings together
Human Resources, Learning and
Development, Governance, ICT,
Excellence, Communications and
Knowledge functions into one multi
disciplinary team.
Jayne Phillips, Managing Director
and Linda Minnis, Board member,
work together to ensure this unique
arrangement delivers real added value,
with a complete focus on customers
and neighbourhoods.
Jayne says: “Linda and I are both
passionate about people and have such
a positive relationship – which means we
have some really lively discussions.
Our complementary skills mean that
we both have a real focus on making
sure that the organisation makes the
most of the wealth of employee talents
in order to make a real difference in
neighbourhoods. I really value Linda’s
commercial awareness, which brings
a different dimension to our ideas.”
Linda runs her own company which
supports organisations from all sectors
across a diverse range of areas, such as
corporate, public and community affairs,
business ethics and social responsibility
and human resource development,
including diversity.
She says: “It has been great using my
skills and experience to benefit plus dane.
I have been particularly pleased to see
the launch of the core values of passion,
innovation, excellence and respect
together with the Ni Academy approach,
which brings the advantage of a pool of
talented employees, Board Members and
residents who can all make a positive
contribution to Ni whilst developing their
own skills at the same time.”
Our successes in this uNique year:
n Becoming a Sunday Times
Top 100 employer
n 93% of staff identifying with the
Group’s mission, vision and values
n Putting in place a strong contemporary
Governance structure
n Building and implementing a new
organisational structure with the
objective of maintaining standards of
service delivery whilst managing
significant change
n Further strengthening a highly
motivated and skilled staff team and
enabling it to begin delivering Ni,
including innovative Colleague and
Leadership Academies
n Implementing a new joined up IT
infrastructure soon after merger
n Facilitating excellence health
checks to support continuous
service improvement
n Launching the new Neighbourhood
investor brand and working with
customers to produce a new
residents’ magazine, UNiTY
40|41
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.“”
42|43
How do wemeasure 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 (Continuous Market Engagement) (all areas)
Total 1,483+ £173,860,875 £29,503,518
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
embedded within the Group and it is
evident that further rationalisation and
joint working will deliver our efficiency
savings plan over the next five years.
“”
plus dane group - Neighbourhood investor
Units owned 11,171
Units managed 4,500
Total 15,671
Turnover £51, 849, 720
If you would like more financial information about plus dane group
please contact Peter Shaw, Managing Director Finance
t 01260 288 257 | 0151 708 4600
* Now Cheshire West
** Now Cheshire East
42|43
How do wemeasure 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 (Continuous Market Engagement) (all areas)
Total 1,483+ £173,860,875 £29,503,518
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
embedded within the Group and it is
evident that further rationalisation and
joint working will deliver our efficiency
savings plan over the next five years.
“”
plus dane group - Neighbourhood investor
Units owned 11,171
Units managed 4,500
Total 15,671
Turnover £51, 849, 720
If you would like more financial information about plus dane group
please contact Peter Shaw, Managing Director Finance
t 01260 288 257 | 0151 708 4600
* Now Cheshire West
** Now Cheshire East
44|45
Plus dane group is a lead partner in
Plus Harvest Developments (PHD).
PHD is a major partnership of 16 developing housing
associations. Established in 2005, PHD has invested in
excess of £125m, securing almost £60m grant to widen
the supply and choice of homes in rural and urban
environments across the North West region.
Members share their expertise in regeneration,
development, affordable home ownership and
neighbourhood investment to create stunning, eco-friendly
homes in great neighbourhoods where people choose to
live, work, learn and play.
By working in partnership, PHD has created over 1,200
affordable new homes across the full range of tenures and
has a track record of success on major projects including:
n Affordable homes in both urban and rural locations
n Large-scale regeneration projects
n Specialist and supported housing
n Intermediate tenure and home ownership products
n Community, leisure and commercial projects that
support regeneration
A lead partner with the Homes and Communities Agency
(HCA), PHD’s affordable housing allocation for the period
2008-2011 is in the top ten nationally. PHD aims to support
both government and the communities it serves, by
doubling the number of new homes it delivers.
This year, PHD announced its best ever year-end
performance figures, achieving top quartile positions for
rent and low cost home ownership completions, rent start
on sites and expenditure. PHD exceeded its targets by up
to 206% and almost doubled its grant allocation.
For further information and a full list of PHD members,
please visit www.phdevelopments.org.uk
PHD 2008-09 development programme
year ended 31 March, 2009
Units Total Scheme Cost Grant
741 £76,472,734 £37,643,465
PHD 2008-11 development programme
as at 31 March, 2009
Units Total Scheme Cost Grant
1,380 £156,009,480 £69,914,218
44|45
Plus dane group is a lead partner in
Plus Harvest Developments (PHD).
PHD is a major partnership of 16 developing housing
associations. Established in 2005, PHD has invested in
excess of £125m, securing almost £60m grant to widen
the supply and choice of homes in rural and urban
environments across the North West region.
Members share their expertise in regeneration,
development, affordable home ownership and
neighbourhood investment to create stunning, eco-friendly
homes in great neighbourhoods where people choose to
live, work, learn and play.
By working in partnership, PHD has created over 1,200
affordable new homes across the full range of tenures and
has a track record of success on major projects including:
n Affordable homes in both urban and rural locations
n Large-scale regeneration projects
n Specialist and supported housing
n Intermediate tenure and home ownership products
n Community, leisure and commercial projects that
support regeneration
A lead partner with the Homes and Communities Agency
(HCA), PHD’s affordable housing allocation for the period
2008-2011 is in the top ten nationally. PHD aims to support
both government and the communities it serves, by
doubling the number of new homes it delivers.
This year, PHD announced its best ever year-end
performance figures, achieving top quartile positions for
rent and low cost home ownership completions, rent start
on sites and expenditure. PHD exceeded its targets by up
to 206% and almost doubled its grant allocation.
For further information and a full list of PHD members,
please visit www.phdevelopments.org.uk
PHD 2008-09 development programme
year ended 31 March, 2009
Units Total Scheme Cost Grant
741 £76,472,734 £37,643,465
PHD 2008-11 development programme
as at 31 March, 2009
Units Total Scheme Cost Grant
1,380 £156,009,480 £69,914,218
46
If the political and economic forecast were to be convertedinto a weather forecast, the outlook would be ‘stormy withoccasional 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.
Should we be depressed as an organisation? No, but we need to be cautious.
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.
We have continued to cut out waste and gained greaterefficiency from our suppliers. This has been recognised byboth the new HCA and the banks who continue to put moneyinto our organisation because for them, we are a good bet.
However, we have also been very active with our partnersproving that ‘Neighbourhood investor’ actually meanssomething. We will shortly launch thirteen neighbourhoodplans 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.
That approach has been warmly endorsed by the councils inwhich we work at the highest level, so we are confident thatwe can deliver the services that are needed by our customers.
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 DeputyChair at plus dane isn’t bad either!
Richard KempDeputy Chairman
Looking outsideand to the future
46
If the political and economic forecast were to be convertedinto a weather forecast, the outlook would be ‘stormy withoccasional 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.
Should we be depressed as an organisation? No, but we need to be cautious.
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.
We have continued to cut out waste and gained greaterefficiency from our suppliers. This has been recognised byboth the new HCA and the banks who continue to put moneyinto our organisation because for them, we are a good bet.
However, we have also been very active with our partnersproving that ‘Neighbourhood investor’ actually meanssomething. We will shortly launch thirteen neighbourhoodplans 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.
That approach has been warmly endorsed by the councils inwhich we work at the highest level, so we are confident thatwe can deliver the services that are needed by our customers.
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 DeputyChair at plus dane isn’t bad either!
Richard KempDeputy Chairman
Looking outsideand to the future
James Klass1965 - 2009
a uNique investorThis report is dedicated
to the memory of James Klass,
valued Board member and much-missed
part of the plus dane family.