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

e peter.shaw@neighbourhoodinvestor.com

* 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

e peter.shaw@neighbourhoodinvestor.com

* 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.