Paul Crawford

HCA Partnership Event

Group Chief Executive, DCH

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DCH and KHA merger strategies

merger strategies developed during 2016

enhancing our strategic vision and purpose

increase growth and service quality

seeking opportunities with south west organisations

clarity of where financial capacity would be invested

mindful of sector retrenchment given rent uncertainty

Why DCH and Knightstone?

A great opportunity:

timing was right for both

good geographical fit

cultural similarities

shared heritage

compatible growth ambitions

opportunities for efficiencies

untapped potential

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Progress leading to heads of terms

discussions with Chairs and CEOs from autumn 2016

outline business case agreed by boards Dec – Feb 2017

early agreement on leadership roles

creation of Joint Board Working Group

heads of terms agreed June 2017

aim of completing merger by summer 2018

Agreed heads of terms

We will:

substantially increase the number of new affordable homes

create capacity to deliver 15,000 new homes over the next 10 years

transform services – meeting customer needs and aspirations

drive value for money, creating beneficial savings

create a strong, resilient organisation in our changing sector

Transforming services

Milestones

CollaborationThings considered at an early stage

Governance

Transformation

Staff recruitment

Identifying talent

Risk appetite and ambition

Growth ambition for 10 years and beyond

Some issues to consider

Rationale for merger

Avoiding self interest

Cultural differences

Clarity on vision and ambition

Consider standalone options

HCA

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Any questions?