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2002 annual report
contents
group structure The Group comprises five companies, all limited by guarantee. There are no shareholders.
Group structure
2
The year in review
3
Executive summary
5
Forthcoming issues for 2002/3
7
Delivering our promises
9
Investing in the future
11
Hearing your voice
12
Our performance
14
Balance sheet Group income and expenditure
18
Those on board
19
New Charter Housing (North) and New Charter Housing (South) own the homes, organise the repairs and investment and run the housing service. Much of the repairs and investment works are carried out within the Group by New Charter Building. New Charter Housing Trust provides common services such as information technology, finance and legal support to the subsidiaries. The Trust is also responsible for coordinating the activities of the other companies within the Group. New Charter Property Services Limited was established during 2001/2, and provides a property holding company for the Group’s non-housing assets (e.g. offices).
NEW CHARTER HOUSING TRUST
NEW CHARTER HOUSING (NORTH) LIMITED
NEW CHARTER BUILDING COMPANY
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annual report 2001/02
NEW CHARTER HOUSING (SOUTH) LIMITED
NEW CHARTER PROPERTY SERVICES LTD
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the year in review When we transferred homes from Tameside Council in March 2000 we set out with ambitious plans, backed by our tenants in the ballot
We started with some difficult problems, which had been building up for many years. Homes which needed huge amounts of investment, a day-to-day repair service which was, frankly, not very efficient, and high numbers of empty properties were key challenges. The work we have done over the last 2 years has been to make major changes in all these areas. We are particularly proud of the way in which we have now managed to turn around our performance on day-to-day repairs. Our repairs performance is excellent. We know this because our customers tell us. We are meeting or exceeding all the Housing Corporation’s guidelines on timescales. While we are becoming faster, we are also becoming more efficient. We have reduced the numbers of operatives within the Building Company carrying out this work, and working closely with staff and Unions helped our tradespeople to be much more productive. This is good for our customers – our tenants – but also means that any profits the Building Company make are fed back into the Group to help make the repair budget go further. Ged Cooney Chair New Charter Housing Trust
We are not stopping there. We know there are a lot more improvements we can make to our repair service. We launched our new Repair Centre in May 2002, which will provide a comprehensive response to repair requests, ensuring consistency and certainty about when repairs are going to be done. We are working closely with the Tenants Federation on our proposals to improve our day-to-day repair service. In the first 2 years since transfer, we spent over £30million on improvements to homes. We have already produced a detailed programme for this coming year, in consultation with the Federation, and published in our Newsletter. We are arranging consultation on our programme for the following 7 years – until 2010 – which is the date we promised that all improvements would be carried out. When we transferred, we had large numbers of empty properties, a problem which got worse during our first year of trading. We recognised that we had a problem and Board Directors set our management a difficult challenge to get these empty property numbers down. Through some hard work and excellent effort by the staff of New Charter, we have managed to reduce our empty properties by more than half.
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Major improvements have been made in the way in which we relet our homes, but just like repairs, we are not going to stop here. During the next year, our target is to reduce the number of empty properties and improve the speed at which we make them available for new tenants. We all want to have as few empty properties as possible: tenants – because they do not want potential eyesores on our estates; New Charter – because we want to make sure we get as much rent as we possibly can. This helps us keep up the improvement and repair work to which we are committed. Another major area of concern of our customers is the difficult problems of crime, nuisance and anti-social behaviour. These problems face everyone, whether they are a New Charter tenant, owner-occupier, or living in a private rented home. New Charter recognises that, as a major landlord in the Tameside area, it is responsible to help tenants enjoy our homes without interference or nuisance from neighbours. We are proud of the way in which New Charter has developed policies over the years. We work closely with the Police and Tameside Council in developing new ways for tackling some difficult problems. New Charter has expanded its team of officers dedicated to the task, and has been at the forefront of asking the Government to give landlords greater control over bad behaviour by tenants. We are pleased that
Ian Munro Group Chief Executive
Government has listened and we are expecting strengthened policies soon. We want to continue to work closely with the Federation and tenants groups so we can concentrate our efforts in a way which helps deal with some of the difficult problems we face. Sometimes this is not easy. Often perpetrators of crime or nuisance are not even our tenants. However, where there is any connection with tenants of our properties we do have – and we use them – policies to try to tackle these problems.
Number of void properties 2001/2 1300 1200 1100 1000 900 800 700
We have done a lot together over the last 2 years. We have made some major improvements in the way in which New Charter runs its business – but there is still a lot to do. Working with our customers, we will continue to develop the improvements we need and want to make to our service.
600 500 1
5
9
13
17
21
25
29
33
37
41
45
49
week number
Ged Cooney Chair, New Charter Housing Trust Ian Munro Group Chief Executive annual report 2001/02
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executive summary New Charter is delivering the pledges made at transfer
New Charter came into being because of housing transfer. As a new groundbreaking group of companies with a new mission, aims and values, we inherited all our assets – homes, staff and ways of working – from Tameside Council.
Our strategy is built around six key aims. These help shape our objectives each year and deliver our mission for the Group.
Deliver the pledges to tenants as promised as part of the transfer.
Ensure we perform the three key landlord tasks of repairs, re-lets and rents to excellent levels of satisfaction.
Develop the organisational culture so that there is a full integration across the Group with a special reference to the Building Company.
Perform as a sound, well-managed group of companies with particular reference to ensuring people are:
Our work is driven by our mission statement:
New Charter Housing Trust Group exists to build and support communities in the provision of safe, comfortable, secure and affordable homes through partnership with customers and others.
New Charter is delivering the pledges made at transfer. This is more than merely improving bricks and mortar; it is also about radically changing the way we deliver services, and about actively involving our customers. We have to deliver the promises made to our tenants, our funders, the Council, and other partners. The transition from Council housing department to independent social landlord has proceeded extremely well. The past year has seen continuing consolidation of the Group’s position, and an increasing understanding of our new operating environment.
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– Properly rewarded and motivated for the business – Developed as individuals and teams in a way that maximises the contribution to the success of the business.
Ensure that performance and customer service are at the heart of everything we do.
Grow through judicious development, merger, acquisition or further transfer to secure the business future.
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forthcoming issues for 2002/3 We believe there are six key issues that New Charter will face in the coming year
Rent Restructuring
Demand
Equality and Diversity
Customers
New Charter does not have to start the restructuring process until financial year 2005/6, following the expiry of the Rent Guarantee to transferring tenants. However, our rent plan will be produced by April 2002 which indicates how we will approach restructuring. Separating service charges from the rent is a particular difficulty which we will have to overcome. A fundamental review of the policy of
Evidence from the last financial year shows demand for our homes is high. Nevertheless, in the medium term, we face competition from accessible owner occupation (low interest rates and relatively low and stable local house prices) and a potential increase in good quality rented houses adjacent to our borders. We will use the information from Tameside Council’s Housing Needs Survey undertaken in 2001 to anticipate changing local demand patterns.
The “Race and Housing Challenge Inquiry Report” will be a substantial driver to inform and develop actions on race and housing issues. New Charter operates in an area of diverse communities, and we will need to improve our liaison and communication with black and minority ethnic community groups, ensuring we reflect the needs of our existing and potential new customers.
The large number of new customers we attracted during 2001/2 shows our product is popular. We will use the information from our tenants’ survey to keep our existing customers, and respond to areas of dissatisfaction. More homes receiving improvements, attention to environmental issues such as vandalism and litter, and working with other agencies to reduce crime in our community are key tasks. We will also improve our accessibility and business processes by introducing a Repairs Centre to handle repairs requests and two more high street shops to serve the communities in Stalybridge and Ashton-under-Lyne.
uplifting rents on relets to tenants who did not transfer from the Council will have to take place as this is inconsistent with the thrust of rent reforms. We expect a movement upwards for many houses within our rented stock, and a reduction in real terms for flats. We do not expect the movement to target rents will create problems in the demand for our homes.
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Investment Programme Regulation The change in emphasis from the Housing Corporation, our regulator, and the arrival of an inspection regime will give particular challenges to the Group. We anticipate inspection during May 2003, and will prepare for the period of inspection, and ensure our business processes are subject to continuous improvement throughout the Plan period.
We need to increase our investment as a proportion of total repairs activity, and in both volume and value of asset enhancement. We will ensure the monitoring of our investment is more closely related to the Business Plan, particularly in average costs achieved and numbers of homes improved. We will review construction procurement arrangements to help this, and explore long-term partnering with external contractors and with our own Building Company.
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delivering our promises In the second year following transfer the organisation has continued to improve its performance in its key business activities
Revenues
Repairs
Investment
Involving Customers
Rent Guarantee Once again the promise made to tenants has been delivered, with rent increases limited to RPI+1%. Rent Collection Of £36.942 million rent due in the year, £36.936 million was collected, a collection rate of 99.98%. Rent Arrears These have remained at a consistent level of 3.3%, well below the Housing Corporations target of 5%. Rent Loss from Voids There has been a 12 % reduction in rent loss on the previous year, with a significant improvement in the later months.
71,000 repairs completed in the year. Stored Repairs (9,000 repairs inherited from the Council) have been completed. Over 2400 void properties repaired and brought back into letting. 98% of all repairs reported were completed within timescale. Our performance exceeded all the targets set by the Housing Corporation, and we are now one of the top performing RSL’s in England. Repairs Spending (including voids) was £13.7 million.
Over £30 million spent on improvements. Properties completed with new: Doors & Windows 2255 Rewires 411 Roofs 85 Kitchens 1224 Painting 1330 Bathrooms 289 Heating 763
Major investment schemes were undertaken at: Dewsnap, Dukinfield Ladbrooke, Ashton Corporation Rd, Denton Micklehurst, Mossley St Annes Rd, Audenshaw Fold Ave, Droylsden Hickenfield, Hyde Hurst Grove, Ashton
A major customer satisfaction survey completed in Autumn 2001, contacting over 3,000 tenants. Tenants Federation participation in designing our Investment Programme and the Tenants’ Handbook. Financial support to the Tenants Federation and tenants associations. Comprehensive consultation on improved payment choices. Complaints from tenants are a valued source of information and are used to improve services.
Relets Business Success
Over 2400 households rehoused in the year, almost double last year’s total. Void properties are now 20% less than at transfer, down from over 1,200 to less than 670 during the year. 472 homeless families rehoused, a 50% increase from last year.
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The Building Company has reduced its overheads and increased productivity, by introducing a new Bonus Scheme. Our uPVC window factory has increased output by 30%, producing over 9,000 double glazed windows, and maintained its ISO 9002 accreditation. A new shop was opened in Denton, with Ashton-under-Lyne and Stalybridge to follow. Our first new build scheme started with the building of 13 bungalows in Audenshaw. We launched an Apprentice Scheme, initially with 12 places available each year.
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investing in the future Providing new rented housing is important to New Charter
hearing your voice We are committed to listening to tenants and acting on their views
Our main focus is modernising the transferred homes. However, we also have a modest programme of new building to meet new demand. Providing new rented housing is important to New Charter.
Over 3,000 took part in our opinion survey in Summer of 2001. Our policies have been reviewed and amended to take on board our tenants ideas.
In 2001/02 works started at Water Street, Audenshaw, building 13 bungalows for the elderly. These high specification homes have good security measures and are cheap to heat. They replace an old sheltered scheme which proved very unpopular.
53% of tenants were generally satisfied with our services. The industry norm for this satisfaction rating is about 75%. Our goal is to increase satisfaction to this level.
Planning is also underway for 21 flats for older people at Crickets Lane, Ashton-under-Lyne. These flats will replace homes lost on a site needed for the new tram system running into Manchester. Our tenants wanted to stay together and Crickets Lane provides a unique opportunity to maintain a vibrant community in the middle of the town centre.
One main source of discontent was property condition. The Investment Plan for future years has now been reshaped as a result. This means accelerating the door and window programme, fitting all homes with new uPVC windows within the next 5 years. Another concern was estate appearance. We have responded by enhanced caretaking and landscape maintenance. More is being spent on environmental improvements, providing much needed fencing and gates to improve security and estate appearance. On the positive side, tenants rated many of our services as first class. This was particularly true of the repairs service, and tenants felt our staff had very positive attitudes. They also considered the rent we charge represents extremely good value for money. This year we hope to form a Tenants Panel of 2000 tenants, and complete another satisfaction survey using the Panel.
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our performance 2001/2002 NEW CHARTER HOUSING (NORTH) Properties in Management Vacant and available for letting 322 Vacant but unavailable for letting 53
Occupied 7978
Lettings Total Number of Lettings 1293 Lettings by Ethnic Origin (%) White: British White: Irish Asian: Indian Asian: Pakistani Asian: Bangladeshi Black: Caribbean Black: African Mixed Other Refused
96.9 0.6 0.0 0.4 0.2 0.1 0.3 0.9 0.5 0.1
Rent Arrears as a proportion of net rent Rent Arrears £675,538
Rent to be collected £20,721,452
3.26% of rent due is arrears.
Lettings by previous tenure (%) Council tenant 3.5 Social landlord tenant 24.2 Private tenant 17.5 Tied home or renting with job 0.7 Owning/buying 6.2 Family/friends 39.7 Any temporary accommodation 5.5 Other 2.8
Repairs Repairs reported by tenants
Rent losses from voids £1,453,910 7.02% of rent due lost to voids.
Number
Rent Collection performance (net of voids) Proportion of rent due and collected: 100.05%
Emergency 12,947
Target timescale for completion
% completed within timescale
4 hours
100
Urgent
11,147
7 days
100
Routine
11,927
28 days
94
Total
36,021
Weekly Rents (average based on a 52 week year) BEDSIT 1 BED
£47.05
2 BED
£47.85
3 BED
£48.15
4 BED
Average rent
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£43.56
£49.52
Average spent on each property per week for repairs was £16.85 Average spent on each property per week on investment was £14.62
£47.67
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our performance
our performance
2001/2002
2001/2002
NEW CHARTER HOUSING (SOUTH)
GROUP STATISTICS
Lettings Total Number of Lettings 1114
Services to other bodies
Maintenance and Property Improvement Properties in Management Vacant and available for letting 213
Vacant but unavailable for letting 83
Occupied 7191
Rent Arrears as a proportion of net rent Rent Arrears £631,257
Rent to be collected £18,710,004
3.37% of rent due is arrears. Rent losses from voids £1,035,141 5.53% of rent due lost to voids.
Lettings by Ethnic Origin (%) White: British White: Irish Asian: Indian Asian: Pakistani Asian: Bangladeshi Black: Caribbean Black: African Mixed Other Refused
Proportion of rent due and collected: 99.90% Weekly Rents (average based on a 52 week year) 1 BED
£47.85
3 BED
£48.01
4 BED
£48.45
Average rent
15
£47.05
annual report 2001/02
£47.58
Women’s refuge 109
Total number of Right to Buy Sales New Charter North 98 New Charter South 105 Equal Opportunities Staff and Board Members
% completed within timescale
Bed and breakfast 129
STAFF N White: British 111 White: Irish 0 Asian: Indian 0 Asian:Pakistani 0 Asian: Bangladeshi 1 Black: Caribbean 0 Black: African 0 Mixed 0 Other 1
S 118 0 0 1 1 0 1 0 0
T 191 0 1 0 3 0 1 0 2
BC 344 0 2 0 0 0 0 0 0
TOTALS
121
198
346
113
Source of homelessness cases Violence from outside home 57
Emergency
12,876
4 hours
100
Urgent
8,874
7 days
100
Routine
10,866
28 days
96
Total
32,616
Average spent on each property per week for repairs was £14.83 Average spent on each property per week on investment was £9.87
Other 18 Owner occupier/mortgage repossession 33
Community Care/Supported Housing 54 Private tenants/assured shortholds 117 Relationship breakdown 18
Domestic violence 189
BOARDS
PC
BC
N
S
Lodger breakdown 92
T Sources: RSR, CORE, and DTLR homelessness returns.
(dormant in 2001/2)
£46.25
2 BED
Households temporarily accommodated in the year NCHT Emergency accommodation 129
Repairs Repairs reported by tenants Number Target timescale for completion
1224 2255 411 289 763 1330
Property Sales
Lettings by previous tenure (%) Council tenant 4.5 Social landlord tenant 22.3 Private tenant 14.7 Tied home or renting with job 0.7 Owning/buying 8.9 Family/friends 40.2 Any temporary Accommodation 4.6 Other 4.1
Rent Collection performance (net of voids)
BEDSIT
Properties with new: Kitchens Windows and doors Rewires Bathrooms Central heating Painting
93.2 0.4 0.0 0.2 0.2 0.0 0.1 0.6 1.2 4.1
Homelessness Assessments and Temporary Housing (provided on behalf of Tameside Council) Cases dealt with in the year 2161 Cases accepted as homeless 1603 Cases accepted in priority need 1094 Cases dealt with within target (33 working days) 94.0%
White: British White: Irish Asian: Indian Asian:Pakistani Asian: Bangladeshi Black: Caribbean Black: African Mixed Other
1 0 0 0 0 0 0 0 1
6 0 0 0 0 0 0 0 0
11 1 0 2 0 0 0 0 0
12 0 0 1 0 0 0 0 0
8 0 0 3 0 0 0 0 0
TOTALS
2
6
14
13
11
All data are at 31/3/02 or for the 2001/2002 financial year.
KEY N North S South BC Building Company T Trust PC Property Company
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group balance sheet
as at 31st March 2002 £’000
Tangible Fixed Assets Housing Properties Other Tangible Assets
£’000
158,486 7,536 166,022
Current Assets Stock Debtors Cash at bank and in hand
Creditors Amounts falling due within one year
548 3,644 0 4,192
(16,587)
Net Current Liabilities
(12,395)
Total Assets less Current Liabilities
153,627
Creditors Amounts falling due after more than one year
138,059
Capital and Reserves Revaluation Reserve Revenue Reserve
25,394 (9,826) 153,627
group income and expenditure account £’000 Turnover Operating Costs Operating Surplus Surplus on Sale of Property Interest Receivable and Other Income Interest Payable and Similar Charges Deficit on Ordinary Activities Before Taxation Taxation on Ordinary Activities Deficit for the Year
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£’000
39,362 (39,586) 224 1,056 30 (9,228) (8,366) (187) (8,553)
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those on board Our Directors are drawn from our tenants, nominations from Tameside Council and independent specialists Joseph Fitzpatrick (North) The Boards of North and South have 12 places; the Trust has 9; the Building Company 5; and our Property Services Company had 2 places. In 2001/2, we held elections for our tenant places. The Directors are:
Elizabeth Coase (North, Trust) Tenant Director living in Stalybridge. A primary school teacher, with a BA Honours degree in history and politics. Good knowledge of Government policy and local housing issues.
Philip Allen (North) Tenant Director living in Ashton-under-Lyne. Resigned in March 2002.
Peter Ball-Foster (South) Tenant living in Hyde. Provides agency services to processed food companies in Greater Manchester. Previously owned and ran specialist travel agency in Germany. Member of local Scouting Executive Committee.
Tony Berry (South) Recently appointed as Chief Executive of Ashton Pioneer Homes following an earlier role as Head of Development for the Places for People Group. Has over 20 years experience in housing construction and management.
Andrew Broadhurst (North) Chartered Surveyor and former Chairman of the Royal Institution of Chartered Surveyors (Greater Manchester General Practice Division). Experience with Housing Associations, compulsory competitive tendering and TUPE transfer of employees.
Director living in Hyde. Has been a Councillor on Tameside MBC representing the Newton Ward for many years. Previously employed by ICI (Vymura) Ltd at Hyde where he was a trade union representative. Has had a strong interest in housing issues for a considerable time both as a local Councillor and as a tenant.
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Also a Director of Ashton Pioneer Homes – the first smaller transfer in Tameside. A Tameside Councillor representing Ashton.
Pat Haslam (South) Former Councillor for 20 years and a former Mayor of Tameside. A retired Civil Servant.
Ged Cooney (Trust) Councillor for Droylsden since 1990 and a joiner by trade. Since 1987 he has been Branch Secretary of the building union UCATT. Chair of New Charter Housing Trust.
Mike Creamer (North) Group Chief Executive with the Portico Housing Association. Has developed social housing in both Tameside and Greater Manchester. Has played a leading role in other housing transfers.
Hamid Ghafoor (North, Trust) Independent Director. Currently employed by Beever Struther Chartered Accountants as an Audit Manager dealing with Registered Social Landlords. Has extensive knowledge of financial aspects of housing associations and housing companies such as New Charter.
Stephen Hall (Building, Trust) Living in Stalybridge. Works for High Peak Borough Council as a Property Surveyor in the Housing Department.
Steve Cross (North) Formerly Director of Planning and Engineering with Tameside Council. Chartered Civil Engineer, with extensive senior management experience of both blue and white collar staff. Resigned March 2002.
Margaret Downs (South) Formerly Deputy Mayor of Tameside. Councillor for Denton since 1992 and is a former Chair of Tameside’s Equal Opportunities sub-committee.
Julie Hardman (Building, South, Trust) Tenant Director living in Dukinfield. Chair of New Charter Housing (South) Ltd. Chair of Tameside Welfare Rights. A member of the NHF North West Chairs Committee and a member of the Merseyside & Northwest Voluntary Board Members forum. She is also a Greater Manchester Police Authority custody visitor and a founder member of Tameside Victim Support.
Jimmy Burns (North) Chair of New Charter Housing (North) Ltd. Investigator with the Independent Housing Ombudsman and former Director of Housing with Liverpool City Council. Experience as Regional Manager for a Housing Association, as consultant to The Housing Corporation and a past President of the Chartered Institute of Housing. Non-executive Director of Bebington & West Wirrall Primary Care Trust.
Bill Harrison (North)
Jed Hassid (Trust) Independent Director with background in Management Consultancy and Finance. Governor of South Trafford College.
Frank Haynes (South) Tenant Director living in Dukinfield. Previously employed by Dukinfield Council and Tameside MBC in the painting department, and then undertook voluntary work for Age Concern.
Michael Humphreys (Building) Experienced Chartered Surveyor with Collingwood Housing Association in Greater Manchester, and fellow of the Institute of Housing.
Anne Lucas (South) Housing Manager with Johnnie Johnson Housing Trust. Previously co-ordinated Sheltered Housing Services with Collingwood Housing Association after managing customer services in a Local Authority Housing Department.
Charles Mannan (South) David Evans (North, Trust) Former Councillor. Specialised in strategic planning and transportation. Professional career in local government. Background in law, equal opportunities and public relations. Chair of school governors in Denton and Ashton. An officer of Ashton-Under-Lyne Credit Union.
Adrian Harrison (Trust) Independent Director living in Ashton-underLyne. Currently employed as Training Manager with Henry Boot Training Ltd, involved in craft and operative training at Dukinfield. He is a Class 1 Football Association referee, Secretary of the Stalybridge and Hyde Referee’s Association and a member of the Manchester Referee’s Association.
Barrister working for Tameside Welfare Rights. A former Director of Ashton Pioneer Homes. Resigned March 2002.
Elaine McLean (South) Director, Liverpool Ropewalks. Experience as Trafford’s Director of Economic and Community Regeneration, Head of Regeneration in Tameside and as Chief Development Officer with Knowsley MBC.
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Ian Munro (Building) Group Chief Executive of the New Charter Housing Trust Group responsible for the overall management and direction of the Group. Independent Director to New Charter Building Company Ltd. Previously employed as Director of Housing with Tameside MBC prior to transfer of the housing stock to New Charter.
Khalil Rehman (North, Trust) Co-opted to the Boards of New Charter Housing (North) Ltd. and New Charter Housing Trust Ltd. Previously employed as a Financial Manager by TMG Corporate Finance. Also a Director on the Board of Ashton Pioneer Homes.
Vincent Ricci (South) A Councillor who works in the building trade and is a member of the Transport and General Workers Union. Deputy Chair of Tameside’s Resources and Community Scrutiny Panel and Chair of Tameside Council’s Lifelong Learning and Cultural Services Scrutiny Panel.
Philip Smith (North) Tenant Director. Has always been a resident in Ashton-under-Lyne. Concerned at the condition of housing under Tameside and strongly supports the work of New Charter in improving the situation.
Bill Skilki (Building) Employed by North West Development Agency. Former Managing Director of Northern Division of House Builder.
Graham Tossell (North) Tenant Director living in Mossley. Currently employed as research journalist. Previously spent 3 years teaching in Zimbabwe. Currently a local correspondent with the Reporter newspaper and a school governor at Milton St. Johns
Robert Wheeler (Building) Town Centre Manager for Tameside Council responsible for Droylsden and Mossley. Previously a manager for Tameside MBC’s Building DSO. Resigned March 2002
Joan Ryan (South) Independent Director living in Hyde. Employed as Executive Director by Groundwork Tameside. Previously employed by Manchester City Council dealing with various issues including strategy and development.
John Shenton (South, Trust) A Councillor for several years, lectures in housing management at Salford University. Former Chair of Tameside’s Housing Committee. Former Chair of Hyde District Assembly and Manchester Care and Repair.
Steve Simpson (North) Independent Director. Currently employed by Salem Myers Associates dealing with the structural condition and repairing of residential properties. Extensive experience of housing associations and housing companies similar to New Charter.
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annual report 2001/02
Michael Wood (South) Tenant living in Denton. Painter and Decorator for over 25 years. Actively concerned with maintaining highest standards of craftsmanship at best value prices. Directors leaving in 2001/2 Margaret Barker (South) Alan Bezer (North) Lily Ferrall (Trust) Helen France (Trust) John Grimshaw (North) Stephen Jones (Trust, North) Geoff Melling (Trust) Keith Yates (North)
This publication is New Charter’s Annual Report. It tells you about the performance of the group of companies during the period April 2001 to March 2002. You can ask a friend or relative to phone us on 0161 331 2131, or if you can tell us which language you speak, we will arrange for an interpreter.
November 2001 November 2001 December 2001 December 2001 November 2001 November 2001 December 2001 June 2001
Property Services Company Hugo Stephens Pinsent Curtis Biddle Ltd
Produced by Staniforth Communications 0161 274 0100 Photography by Studio 3000, Stalybridge 0161 338 3000
Registered Office: Frederick House Dukinfield Road Hyde Cheshire SK14 4QD Tel 0161 331 2000 Fax 0161 331 2001 www.newcharter.co.uk