2015:The nextfive years...

Corporate Plan2010–2020

New Charter Group has changed significantly since its

creation in 2000. We have grown and developed a wide

range of services and created new opportunities and

partnerships way beyond those originally envisaged.

Our changing world requires a plan which can be flexible

and responsive. Planning over any length of time in a

rapidly changing world will always be problematic, although

the direction of travel we adopted in 2010 remains largely

valid. The new version of the plan looks towards 2020 with

actions which support our vision…

Our people continue to

understand this vision;

its simplicity frames work with

customers and partner agencies.

Any future direction for

the Group must meet this

expectation.

Watch a video summaryof this Corporate Plan here

By 2020 we will...• remain a leading social business, supporting individu

als and building communities.

• continue to be providing outstanding landlord services.

• continue to be viable, well governed and well regarded by any relevant regulatory regime.

• be a partner of choice and be in>uential.

• be ?nancially strong, making maximum use of new and existing assets in the delivery of our vision.

• own or manage 30,000 homes, an ambition that can only be achieved through mergers

with like-minded organisations.

• offer a range of rental products which will includesolutions for the most

marginalised of customers.

• be providing a fantastic customer experience.

• continue to respond to the challenges offered by public expenditure reductions

and welfare reform.

• research, create and develop new business opportunities.

• make effective use of additional resources driven out of effective use of our asset base.

• provide greater innovation in the way customers are involved in scrutiny and direction

of our business and ensuring greater accountability.

Our Vision:

Have developed strategies

which ensure we understand

our assets and their

contribution to overall viability.

Support many

more people

to lead

independent lives.

Have provided in excess of

1250 new homes for a range

of customers. Most homes will

be social or affordable rent, but

some will be homes for ownership

and market rent.

Ensure all our homes

are as fuel-ef?cient and

green as is affordable.

By 2020 we will...

Our Vision:

By 2020 ourneighbourhoods will...

Be working in

partnership with others

to get the best outcomes

for our neighbourhoods.

Be vibrant places

where people want

to live.

Become places where people

are able to become involved

and contribute to the life of

their community.

Provide strong and sustainablecommunities embracingdiversity of people and tenure.Be more ?nancially anddigitally inclusive.

Our Vision:

Have a highly engaged,

highly skilled and well

trained resilient workforce.

Have greater insight into

the needs of existing and

new customers and respond

appropriately.

Have established well de?ned

talent management and

succession planning strategies.

Employ people who are open

to rapid and continual change

and responsive to innovation

and new ways of working.

By 2020 we will...

Be continuing to help young people

to raise their aspirations and achieve

more than they thought possible

through our sponsorship of Great

Academies Education Trust.

Provide customers

with opportunities

to become

economically active.

Have further embedded our

commitment to our values

driven leadership throughout

the company.

Understand our communities

better and target resources

accordingly.

An ambitious plan needs the right

framework and strategies to bring

it to life. Our ?rst ten years helped

us to develop clear principles which

continue to 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.

We will continue to ensure we

understand the risks we face,

ensuring we mitigate and build

resilience where we can but we

will be prepared to continue to do

new and innovative things where

these are in the interests of our

customers or business.

Our Value Impact and Performance

construct will help us to ensure we

understand our costs of operation

and inform our social and ?nancial

return on investment.

Making it all happen

y

us to develop clear prin

continue to underpin ou

Our GREARR TAA va

through every

do; helping ou

and our partn

that we are an

responsible an

accountable b

nue to ensure we

he risks we face,

mitigate and build

here we can but we

red to continue to do

vative things where

the interests of

our costs of operation

ur social andd ???nancial

vestment.

Our philosophy of continual improvement

means our approach is based on

commitments to systems thinking,

coaching, 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,

regulators and society.

As a so

regulate

highest

social re

governa

we meet

the expe

regulator

By 2020 these

principles wil

l be...

• embedde

d across the

company.

• used to e

nsurewe re-

designhow we wo

rk, ensuring

we areimpro

ving the expe

rienceof our

customers.

• underpinn

ing investme

nt in the bus

iness,ensuri

ng new

technologies

help us to im

proveour se

rvices.

• further im

proving our

understandi

ng of our ten

ants to

develop the b

usiness.

• helping to

ensureequalit

y anddivers

ity areat the

heart

of thecompa

ny.

Corporat

e Plan

2010–202

0

Developing our business

Our Tameside-basedtransfer landlord willcontinue to be themost signi?cant providerof affordable homes inthe borough.

By 2020 New Charter Homes will...• be inspiring people to achieve their aspirations through a choice of homes,employment, health & wellbeing opportunities.

• have achieved ?ve-star status across all the neighbourhoods where we operate.

• have developed the Independent Living Service for older people.

• be providing ef?cient and cost effective services that demonstrate social impact and value.

By 2020 we will...have developed a minimum

of 1250 new homes with a

tenure mix to support future

further development.

Developing our business

Aksa will continueto be a strongcommunity basedhousing association.

By 2020we will be...developing services and

accommodation which meet

the needs of older people

in the community.

By 2020we will be...continuing to grow

and have built or

acquired 50 new

homes a year.

By 2020Aksa Homes will be...

• supporting residents intosustainable work or

self-employment.

• working with partners toreduce tenants’ dependency

on public services.

• acting as a voice for thecommunity that we serve,

promoting regeneration and

protecting community assets.

• delivering a high quality sociallettings agency to over 300 homes.

Developing our business

By 2020we will...have delivered a minimum

of 100 new homes.

By 2020 we will...have a strong range of new

and existing products to meet

the needs of older people.

By 2020we will...have expanded

GH Response to

provide services

externally.

As a maturingorganisation,Gedling Homeswill have becomea well establishedlandlord in theEast Midlands.By 2020

we will...provide a range of new

housing solutions to meet

the needs of a wider

customer base. By 2020we will...be delivering ?ve-star

neighbourhoods.

Developing our business

NCBC remains an essentialcomponent of our successfulbusiness. A directly employedworkforce will continue tobe important in ensuring ourproperties are maintained tothe highest standards.

Generating over

£15M of value

to the Group.

Demonstrating value for

money as a preferred

Group partner, developing

new skills to meet

changing needs.

Competing successfully

for new work across

the North West.

Continuing to develop

staff and expertise in

cutting-edge building

technologies.

By 2020 NCBC will be...

Be a much more

diverse employer.

Developing our business

Providing support for vulnerablepeople through partnerships andcollaboration will continue to beimportant over the next ?ve years.

By 2020we will...raise the skills, creativity

and resilience of our

workforce.

By 2020 Threshold will...• have retained core contracts and won new work.

• be providing new support services enabling increasing numbers of people to become more self-reliant.

• be working with more partners.

• have expanded the range of creative housing solutions for customers.

Developing our business

Supporting a locally based newsprintand radio offer has helped ensureplurality for local media in Tameside.

By 2020we will be...providing a strongcombined newsprintand radio offer plus aclear digital focus.

By 2020we will be...providing opportunities

for volunteers to develop

skills and expertise.

By 2020we will be...viable.

Developing our business

As a small charity GreatNeighbourhoods hasestablished a track recordof supporting widerGroup initiatives as wellindividuals and communitybased organisations.

By 2020we will be...continuing to support

gifted and talented

individuals.

By 2020we will be...providing a greater level of

strategic support to Group

initiatives.

By 2020we will be...assisting community

based projects.

SUPPORTING

INDIVIDUALS

New Charter GroupCavendish 249,Cavendish Street,Ashton-under-Lyne,OL6 7AT

Main switchboard:0161 331 2000

Email:contact@newcharter.co.uk

Twitter:@newchartergroup

Web:www.newcharter.co.uk

Resource Reg. No. 2110