Corporate Plan

2010-2020

FOREWORDYou can achieve a lot in a decade.

For the last ten years, we’ve transformed our business as

both housing provider and maintenance contractor. Many of

those challenges were set out in the transfer offer to New

Charter Homes’ tenants.

For a new decade, we want to set out a fresh set of

objectives for our people and create expectations for our

customers and partners. These don’t preclude reacting to

opportunities none of us can forecast. A decade ago, no one

expected a role for housing providers to sponsor Academies.

So we will continue to react to the times, and can count on

the support of our Boards.

Achieving our growth target will depend on the

endorsement of our current customers and partners to

win over new friends. And despite national economic

difficulties and deficits, we provide products that will remain

in high demand. There’s a lot to be confident about.

The New Charter Group is unrecognisable from our

first steps into the millennium. This Corporate Plan aims to

make us stride through the next decade - growing, greener,

and greater.

Ian MunroGroup Chief Executive

Ged CooneyChair, New Charter Housing Trust Limited

Great

Ian Munro and Ged Cooney

Homes

Great Neighbourhoods

Great People

Cavendish 249, our headquarters in Ashton-under-Lyne

Nobody can know what our world will be

like in ten years time. April 2010 saw the

completion of the transfer Investment

Programme for New Charter Homes, the

second full year of the programme for Gedling

Homes and the twentieth anniversary of Aksa

Housing Association. Now is the time to

provide new impetus to our mission.

Our vision is

Great Homes,

Great Neighbourhoods,

Great People.

Our people understand this vision; its

simplicity frames work with customers and

partner agencies.

Any future direction for the Group must

meet this expectation.

30,000Number of

homes owned or

managed by 2020

By 2020 we will...

. . .be a leading social business, supporting

individuals and building communities.

. . .be a partner of choice for local authorities

and other agencies and nationally influential.

. . .be financially strong, making maximum use

of new and existing assets in the delivery of

our vision.

. . .own or manage 30,000 homes.

...be striving towards carbon neutrality.

Over the next three yearswe will...

. . .be on target to delivering 30,000 homes

by 2015.

. . .be providing a fantastic customer

experience.

. . . re-engineer our organisation to meet the

challenge of the next ten years and to better

deliver our vision.

. . . research, create and develop new business

opportunities.

. . .explore novel financial solutions to drive

out maximum value from our current and

future asset base.

Cavendish Mill, bought in 2008 and transformed

150New homes added

in each of the next

three years

OUR VISION

By 2020 we will...

. . .be providing homes for a range of

customers. Most homes will be affordable

rent, but some will provide housing solutions

for ownership and market rent.

. . .ensure all our homes are as fuel-efficient and

green as is affordable.

. . .build new homes in places where people

want to live.

. . .be supporting customers with specific needs.

Over the next three years we will...

. . .establish new products to meet the needs of

a wider range of homeseekers.

. . . support many m ore people to lead fruitful,

independent lives.

. . .develop a clear fuel-efficiency and green

home strategy.

. . .build or acquire at least 150 new homes

per year.

. . .develop new standards of investment and

repair in consultation with our customers.

. . . further improve our repairs services to meet

rising expectations from our customers.

Great Homes

Roofer Geoff Shelmerdine at Palace Road in Ashton-under-Lyne.

By 2020 our neighbourhoods will...

. . .be vibrant places where people want to live;

secure, clean and inspirational.

. . .provide strong and sustainable communities

embracing diversity of tenure, lifestyle,

ethnicity, gender and disability.

. . .engender aspiration and achievement for

young people.

. . .be financially inclusive.

. . .become places where people can become

involved in the management and direction of

their community.

Over the next three years we will...

. . .understand our communities better and

target resources accordingly.

. . . refocus and prioritise our budgets to meet

our vision’s aspirations.

. . . take every opportunity to bring in resources

from outside the Group.

. . .provide greater innovation in the way

customers are involved in scrutiny and

direction of our business and ensure greater

accountability.

Great Neighbourhoods

3 Number of years to

refocus our budgetsHappy customers

New homes at Redesmere Close, DroylsdenNew homes at Redesmere Close, Droylsden

By 2020 our people will...

. . .be advocates for the business and live our

vision, values and behaviours.

. . .confirm we are an employer of choice.

. . .continue to be well rewarded.

. . .be open to rapid and continual change and

responsive to innovation and new ways

of working.

Over the next three years we will...

. . . further improve our leadership capacity.

. . .provide opportunities for greater

involvement and engagement.

. . .better align our people to the service

expectations of our customers.

Great People

The Sunday Times awards

Staff across the Group join Ian Munro to mark three stars from Best Companies

MAKING IT ALL HAPPENAn ambitious plan needs the right framework

and strategies to bring it to life. Our first ten

years have helped us develop clear principles,

which now underpin our plan.

. . .our GREAT values run through everything

we do; helping our people and our partners

see that we are an ethical, responsible and

accountable business.

. . .our philosophy of continual improvement

means our approach is based on

commitments to systems thinking, coaching,

employee engagement, customer focus,

performance management and leadership,

. . .as a social business working in a regulated

sector, we maintain the highest standards of

corporate social responsibility and

governance; striving to ensure we meet

standards way beyond the expectations of

government and regulators and society.

By 2020 these principles will be...

. . . totally embedded across the company.

. . . informing all our decision-making.

. . .helping us to respond to rapid changes in

our operating environment.

Over the next three years we will...

. . . further embed our values and continue to

increase our levels of employee

engagement.

. . . re-design how we work, ensuring we are

improving the experience of our customers.

. . .continue to invest in the business, ensuring

new technologies help us to improve our

services.

. . . further improve how we make use of our

understanding of the needs of our tenants

to develop the businesses.

. . .keep working to ensure equality and

diversity are at the heart of the company.

10Number of yearswe have operated

Paul Spencer filmed for the second series of BBC's NeighbourhoodWatched

DEVELOPINGOUR BUSINESS

New Charter Homes

Over the next ten years, our Tameside-based

transfer landlord will continue to be the most

significant provider of affordable homes in

the borough.

By 2020 New Charter Homeswill be...

. . .continuing to invest in existing homes.

. . . sustaining safe and healthy communities.

. . . involving customers in every aspect of

its work.

. . .an excellent landlord.

In the next three years New Charter Homes will...

. . .be delivering a new investment programme

emphasising sustainability and quality of

place.

. . .build a minimum of 300 new homes across

Tameside and elsewhere.

. . .have formulated clear strategies for our

poorest quality neighbourhoods.

. . . retain its high score for tenant satisfaction.

. . .have achieved Three Star, or its equivalent,

status following any inspection.

. . .ensure our partnership working with other

agencies is aligned with our vision.

3Inspection Stars

we aim for

89.3%of tenants satisfied

with New Charter

Homes

Modern Apprentices Natalie Smith and Katie Turton pamperingsome of our homelesss clients

New Charter Academy gets government go-ahead to build itsnew campus

New Charter's Lorna LeFevre shares a joke with customer Frank Gittens

Aksa Housing Association

Aksa is an integral Group member. Over the

next ten years it is unlikely that the need for a

specialist provider for black and minority ethnic

households will be diminished.

By 2020 Aksa will...

. . .be providing homes for BME communities

across the North West.

. . .own or manage over 1,500 homes.

. . .have developed new products and services

within its area of expertise.

. . .be a driving force in relation to community

cohesion in the areas in which it operates.

. . .have achieved Three Star, or its equivalent,

status following any inspection.

Over the next three yearsAksa will...

. . . remain a strong, independent specialist

member of the Group.

. . .have changed its name to Aksa Homes.

. . .buy, build or manage a further 150

new homes.

. . .develop a specialist BME housing

support business.

. . . further improve its performance as a

landlord.

150Growth in Aksa

homes over next

three years

1,500Homes ownedor managed byAksa in 2020

Samosas and sprouts at Aksa Housing Association's East meets West celebration

Gedling Homes

Over the period of this plan, Gedling Homes will

have delivered its initial investment programme

and will have become a well-established landlord

in the East Midlands.

By 2020 Gedling Homes will...

. . .have completed its initial investment

programme and be delivering reinvestment

and high standards of asset management.

. . .build, manage or own over 4,000 homes

within Gedling and beyond.

. . .be an excellent landlord providing quality

services to high levels of tenant satisfaction.

. . .be a partner of choice and key delivery agent

for Gedling Borough Council.

. . .have developed a range of products which

meet the needs of a diverse clientele.

Over the next three yearsGedling Homes will...

. . .be nearing completion of the initial

investment programme.

. . .have been inspected and achieved a

minimum of Two Stars, or its equivalent.

. . .be nearing completion of construction of its

50th new home.

. . .be beginning to work across local authority

borders.

4,000 Gedling Homes’stock by 2020

2Minimum

Inspection Stars in

next three years

Gedling Homes’ new headquarters

New Charter Building Company

NCBC remains an essential component of our

successful business. A directly-employed

workforce will continue to be important in

ensuring our properties are maintained to the

highest standards.

By 2020 NCBC will be...

. . .working for a range of clients in diverse

markets providing high quality building

maintenance, refurbishment and

improvement services.

. . . returning significant rates of return for the

benefit of the Group.

. . .continuing to develop staff and expertise in

cutting-edge building technologies.

Over the next three yearsNCBC will...

. . .generate over £15m. of value to the Group.

. . .compete successfully for new work across

the North West.

. . .keep demonstrating value for money as a

preferred Group partner, developing new

skills to meet changing needs.

. . .ensure a work portfolio is developed to

balance fluctuations in internal and external

profiles.

. . .be a much more diverse employer.

Energy efficient detailing at Loweswater Close, Ashton-under-Lyne

Joiner Dave Miller has not missed a day's work for 30 years

New Charter Housing Trust Group

Cavendish 249,

Cavendish Street,

Ashton-under-Lyne,

Lancs

OL6 7AT

T 0161 331 2000

F 0161 331 2001

E contact@newcharter.co.uk

Issued August 2010 by New Charter Housing Trust Limited, a company Limited by Guarantee,

registered in England and Wales, company number 3807262;

registered office: Cavendish 249, Cavendish Street, Ashton-under-Lyne, OL6 7AT

Designed by N

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image.co.uk Front: Welfare benefits advisor Kay Hargreaves enjoys the moment with Gedling Homes customer Patricia Roper

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