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UNITED HOUSING ASSOCIATION
LIMITED
CORPORATE BUSINESS PLAN
2011 - 2014
CORPORATE BUSINESS PLAN
Contents Page
Foreword by Chairman 3
Foreword by Chief Executive 4
Background and Operating Environment 6
Our Vision, Mission and Values 7
Key Strategies 8
Key Achievements 2010-11 10
Corporate Objectives 2011-2014 11
Managing Risks 18
Taking our Strategy Forward 18
Financial Projections 19
Key Performance Indicators (KPIs) & Targets 23
Organisational Structures 24
Board and Executive Team Biographies 29
1
FOREWORD BY UNITED’S CHAIR
I am delighted to present this three year Corporate Business Plan (2011-2014) of United Housing Association (UHA). This Business
Plan, developed by residents, staff and board members, sets out our vision for the future and the steps that will be taken to build on past
successes.
Through an effective and modern governance structure, UHA will continue the pursuit of excellence. We will ensure efficiency and
innovation through customer involvement in improving service delivery. To accompany this, we will also effectively determine,
implement and monitor a strategy within the framework of strong financial control and diligent risk management.
Steady growth and diversification will be achieved through partnerships, regeneration and community development and attracting new
partners who share our vision.
Key to our success will be flexible, motivated and skilled staff members, committed to exceeding customer expectations through
excellent service delivery. We aim to provide an environment where employees can excel, reach their full potential and where UHA can
become recognised as an excellent employer.
At the heart of everything we do will be our customers. We are committed to improving their lives through community investment and
provision of sustainable, affordable homes and services, in partnership with others, that meet the diverse needs and aspirations of our
communities.
Many challenges and opportunities lie ahead. My fellow board members and I look forward to rising to those challenges to ensure a
bright future for United.
Jenny Vernon
Chair
June 2011
2
FOREWORD BY THE CHIEF EXECUTIVE
Welcome to the readers of our Corporate Business Plan (2011-2014).
There is no doubt that housing associations continue to operate in challenging environments and particularly now, when the world has
seen fallen markets, recession and a depressed housing market. Despite these economic challenges, there is an increasing need to
provide affordable homes and housing services for people. There continues to be high deprivation in areas which have high
concentrations of BME people in the South-West and United will continue to strive to assist these communities whenever and however
we can.
Our short-term goals focus on improving what we do. We aim to improve customer satisfaction and are striving to provide services that
our residents can be proud of. We want to be a beacon for other independent small, specialist housing associations. We want to be an
efficient, high-performing social landlord for all and in particular one which respects, understands and delivers culturally sensitive
services to the diverse range of people who make up our communities.
Growth is still important to us, but not growth for growth’s sake. We believe that it is more important to sustain our financial viability,
particularly in the current economic climate and to focus on improving service to residents. To do this, we will continue to work in
partnership with others to provide new homes and services for people, helping to regenerate neighbourhoods.
There are a number of people who will contribute to our successes over the life of this business plan; the board, staff, residents,
partners, regulators and all who we do business with. We look forward to the years ahead.
Eileen Brown
Chief Executive
June 2011
3
BACKGROUND AND OPERATING ENVIRONMENT
HISTORY OF THE ORGANISATION
United Housing Association (UHA) was formed in 1986 with the prime objective of advocating and providing good quality, affordable
housing and related services for the black and minority ethnic (BME) community in Bristol. It was set up because the needs of the BME
community were not being met satisfactorily by the local authority or existing housing associations.
UHA was registered with the Housing Corporation in 1987 and is the largest independent BME registered housing association in the
South West region and 9th largest in the country.
Since then UHA has expanded across Bristol into Bath & North East Somerset, South Gloucestershire, Swindon and most recently North
Somerset as there are significant numbers of BME communities (higher than the regional average) in these areas.
UHA has enjoyed on-going support from the Tenant Services Authority, local authorities (Bristol, South Gloucestershire, Gloucester,
Swindon and Bath). Successful strategic partnerships have helped to grow – the association now has 1032 homes in ownership and
management.
This year (2011) UHA celebrates its 25th birthday and it is therefore most fitting to thank all of the people who have supported United
over the years.
4
BACKGROUND AND OPERATING ENVIRONMENT
THE NATIONAL CONTEXT
In general
The social housing sector has not, for a very long time, operated in such challenging times:
The affordable housing budget has been drastically reduced to just £4bn to 2015
The recent global recession has increased the cost of borrowing and stringent covenants are being imposed. The
financial market remains vulnerable
A reform of the welfare benefit system is taking place as part of the coalition government’s strategy to get people off
benefits and into work
Public sector spending reductions averaging 20% will take place over the next 3 years.
New legislation set out in ‘The Localism Bill’ will enact changes to future housing tenures, encourage mobility,
change Housing Revenue Accounting and regulation
The abolition of the TSA will take place in 2012, with the Homes and Communities Agency (HCA) assuming
responsibility for overseeing regulation, based upon economic and business risk
The demand for affordable housing continues to grow. The average age of a first-time buyer is 37
The 2010 Equalities Act is already under review
The need to save energy and implement sustainable environmental strategies is growing
Yet
The demand for affordable housing is growing. There are 158,400 households on social waiting lists in the South West in
2009 (Home Truths, NHF – Spring 2010)
The average age of a first time buyer is 37 with 20% - 25% deposits required. Average house prices in the South West
£210,830 in 2009
BME people are more likely to live in poor quality, overcrowded accommodation in areas of deprivation
7.7% of the working age population is unemployed, which represents 2.43 million people (National Statistics Office April 2011)
Despite these challenges we have aspirations to ‘be the best BME service provider, focusing on people and communities’. We aim t
provide services which are sensitive to diverse communities and we want to work in partnership with others to meet the needs of diverse
communities. Even though times may be tough, we will aim to provide new affordable housing through development and by taking up
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other opportunities for growth. Our business plan is reviewed annually and to take into account of a rapidly changing industry. Above all,
we will continue to pursue excellence in all that we do.
Our Vision, Mission and Values
In the past few months, the board, residents and staff considered what UHA should stand for, where it wants to be and what we are
passionate about. Our thinking and collaboration has resulted in a new vision and mission and a set of values which will serve the
Association over the life of this Business Plan. We are committed to building communities, not just homes.
Our Vision
To be the best BME housing and service provider, focusing on people and communities
Our Mission
To provide homes and services that enhances the quality of people’s lives
Our Values
a. Putting customers first
- We listen to what our residents and other key stakeholders say, to learn, change and continuously improve
b. Respecting diversity
- We celebrate difference and aim to provide culturally sensitive services
c. Improving quality of life
- We work in partnership with others to provide quality services and build positive communities
d. Pursuing excellence
- We strive to achieve high performance and provide services that are value for money
e. Valuing staff
- We invest in our staff and provide a great working environment
6
CORPORATE OBJECTIVES
We have determined five key priorities for UHA over the life of this Business Plan, which are set out below:
1 Excellent Customer Service
To be the first choice association for customers by providing responsive and excellent customer services to diverse
communities.
2 Organisational Strength
To develop strong governance, effective management and financial strength in order to maintain long term viability, stability
and independence.
3 Business Growth
To expand and diversify in order to provide and manage homes and services for people.
4 Sustainable Communities
To sustain and regenerate neighbourhoods by strengthening and developing strong links with the diverse communities and
stakeholders in our areas of operation.
5 Excellence
To strive for excellence and make best use of skills and resources in order to achieve continued business success.
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Key strategies
A number of key strategies inform the business plan
Access and customer care
Diversity and equality
Resident involvement
Value for money
Effective Governance
Risk Management
Human Resources
Asset Management
Estate Management and anti-social behaviour
Procurement
Business continuity
New and revised strategies in development
Financial inclusion
Environment and energy
Income management
Revised I.T. strategy
Revised development strategy
8
Key achievements 2010-11
We are proud of the significant achievements delivered against our business plan objectives in the past two years. The highlights
include:
Excellent Customer Services
Held two successful residents’ conference
Enhanced ways in which residents can be involved
Commissioned and conducted a mock inspection and delivered service improvements prioritised by residents
Changed repairs and maintenance contractors
Organisational Strength and business growth
Improved regulatory status
Developed and implements a value for money strategy
Acquired the management of 20 homes
Developed local partnerships and progressed joint working and procurement
Improved ratings for floating support services
Sustainable Communities
Provided equalities advice for local housing strategies
Reviewed and published a new diversity and equality policy, strategy and action plan
Enhanced how we deal with anti-social behaviour, in collaboration with the CIH Anti-Social Behaviour unit
Collaborated with others to bid for the development of new homes
Excellence
Moved office to New Bond House
Reviewed and revised a new Human resources strategy
Developed a new website
Achieved decent homes standards
Completed a stock condition survey
Completed a programme of cyclical maintenance and improvements.
For a full copy of our ‘Towards Excellence Plan, go to www.unitedha.org.uk
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CORPORATE OBJECTIVES – 2011 - 2015
To realise our corporate objectives, a number of strategic actions have been developed which are detailed below, together with our
financial plans and risk appraisal. These objectives have been developed in collaboration with residents, staff, board members and other
key stakeholders.
Objective 1: EXCELLENT CUSTOMER SERVICES
To be the first choice association for customers by providing responsive and excellent customer services to diverse communities
What we want to achieve Outcomes / Key indicators Target dates
11/12 12/13 13/14 14/15
1.1 A review of resident involvement, influence Effective and meaningful engagement with
and scrutiny residents
1.2 Implementation of the resident involvement Effective and meaningful engagement with
review residents
1.3 The commission of a customer satisfaction Customer satisfaction is tested and action
survey and the development of an action plans are implemented to heighten
plan to address the outcomes satisfaction
1.4 Achievement of resident profiling targets Information is collected which informs
and implementation of the customer insight customer insight
plan
1.5 Implementation of the customer insight plan Current and future needs of residents are
met
1.6 Joint events for residents, staff and board Residents, staff and board members are all
members to work together to shape involved in the design and shape of
business priorities business priorities
1.7 The development ‘Towards Excellence Continuous improvement
Plan 2’ – the association’s detailed service
improvement plan
1.8 Interactive web-based services for tenants Accessible services and digital inclusion
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1.9 Reporting of performance against service Accountability against performance targets
standards in the annual report to tenants
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Objective 2: ORGANISATIONAL STRENGTH
To develop strong governance, effective management and financial strength in order to maintain long term viability, stability and
independence
What we want to achieve Outcomes / Key indicators Target dates
11/12 12/13 13/14 14/15
2.1 The adoption and implementation of The modernisation of the association’s rules
the NHF 2011 Model Rules, together
with an alignment of governance
procedures in accordance with the
new rules.
2.2 A review of the shareholding Active shareholder involvement
membership and development of
plans to actively engage shareholders
2.3 The development of a new Efficient and effective governance
governance strategy and action plan,
aimed at full compliance with the NHF
‘Excellence in Governance’ 2010
2.4 An assessment funding requirements Funding is available to pursue the association’s
and loans secured to fund new homes growth through new affordable developments
2.5 Delivery of the value for money Efficiency
strategy and generation of healthy
reserves
2.6 Consistent identification of risks and Risk is identified, evaluated and mitigated
actions taken to mitigate risks Business security
2.7 Full compliance with the TSA Regulatory compliance
standards
2.8 Upper quartile performance in all KPI Performance targets are achieved
areas
2.9 Collaboration with others to achieve Partnership working
the association’s objectives Value for money
Sharing of best practice
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Objective 3: BUSINESS GROWTH
To expand and diversify in order to attain economies of scale and deliver a range of products and services within our identified areas
of operation
What we want to achieve Outcomes / Key indicators Target dates
11/12 12/13 13/14 14/15
3.1 The development of 40 new, New homes are provided
affordable homes for rent
3.2 Exploitation of the opportunities for New homes are brought into management
growth in the number of homes
managed by the association
3.3 Sustained supported housing Services meet residents, future residents and
services which satisfy the needs of housing strategy objectives
the BME communities in Bristol,
Gloucester and South
Gloucestershire
3.4 Conduct a business review, to Actions developed to achieve business security
consider future opportunities for
growth, viability and direction
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Objective 4: SUSTAINABLE COMMUNITIES
To sustain and regenerate neighbourhoods by strengthening and developing strong links with the diverse communities in our areas of
operations
What we want to achieve Outcomes / Key indicators Target dates
11/12 12/13 13/14 14/15
4.1 Implementation of the financial Tenancy sustainment and alleviation of poverty
inclusion strategy
4.2 Completion of tasks within the Fairness
diversity and equality action plan,
including compliance with the
Equalities Act 2010.
4.3 Collaborative working with others to Fulfilment of community objectives
achieve ‘localism’ and support of
community initiatives
4.4 Completion of tasks within the Community cohesion
community development plan
4.5 Maintain strong links with community Community cohesion
groups and work in collaboration
with these groups on initiatives
which promote / achieve community
cohesion
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Objective 5: EXCELLENCE
To strive for excellence and make best use of skills and available financial and human resources in order to achieve continued
business success
What we want to achieve Outcomes / Key indicators Target dates
11/12 12/13 13/14 14/15
5.1 The development of service Continuous improvement
improvement plans in collaboration
with residents, board and staff
5.2 Procurement of responsive Excellent maintenance services
maintenance contractors
5.3 Procurement of grounds Excellent services
maintenance and cleaning
contractors
5.4 Pilot a handyperson scheme for Excellent services
residents and evaluate the benefits
and costs
5.5 Validation of the stock condition Excellent asset management
survey
5.6 The achievement of the decent Excellent asset management
homes standards and completion of
planned maintenance programmes
5.7 The development of an ‘affordable Alleviation of fuel poverty
warmth’ strategy and action plan
5.8 Retention of the IIP accreditation IIP award
5.9 Submission for entry into the ‘The United becomes an employer of choice
Times 100 best companies’
5.10 Implementation of a new Clarity of organisation and cultural objectives
competency framework
5.11 A trainee / apprenticeship scheme Employment of young people
for young people
5.12 A review of the terms and conditions United is an employer of choice
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employment and implementation of
5.13 Establish a diversity and equality Fairness is achieved
group and a health and safety Health and safety is achieved
committee to oversee delivery of the
health and safety and equality and
diversity strategies
5.14 Testing of the business continuity Risks are tested and mitigated
plan
5.15 The development and Improved environment
implementation of an environmental
policy and strategy, incorporating
resident priorities for clean, safe
estates
5.16 Development and implementation of Legal and regulatory compliance
the new affordable rent tenure
policy, in collaboration with residents
and in line with local authority policy
5.17 An annual review of this business Regular review of the business plan objectives
plan, reporting progress of Communication of the business plan
achievements achievements
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MANAGING RISKS
As with any business, a number of risks exist or could develop which threaten achievement of the Association’s objectives. Our view is
that business risk is increasing as a result of the economy, public sector spending reductions and changes to government housing
strategy. Despite these increased risks and following a review of our business, the board, staff and residents are committed to United’s
independence and striving for excellence.
Our risk framework is regularly reviewed, updated to reflect changing environments and monitored by our Audit Committee and internal
auditors to ensure we take action is taken to mitigate substantial risks to the business.
At the time of writing this business plan, the top risks for the association are:
Failure of not receiving housing benefit direct
Failure to use customer insight to shape / develop new services
Failure to keep the business plan under review
High tenancy turnovers (high incidence of void properties)
Changes in the HA funding regime / accounting practices which have a negative impact
High levels of bad debts
TAKING OUR STRATEGY FORWARD
Our ambitious plans need to have a sound foundation by building on and ensuring good governance standards, proper management and
a financially strong organisation. We are committed to improving services, our governance and our business processes in order to
achieve our ambition ‘to be the best BME housing provider, focusing on people and communities’.
The board and staff recognise that in taking each of our actions forward it will be important to focus on both risks and rewards. It is
essential to have clarity on the purpose of all actions we intend to take and to have a clear understanding of the benefits that will be
derived to residents, the business as a whole and to the community.
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FINANCIAL PROJECTIONS
The financial projections within this Business Plan take into consideration our aspirations for the future and the achievement of certain
targets, such as our rent restructuring plans and the decent homes standard, as well as continued growth and service improvements that
provide excellent value for money. These projections have been based on some key assumptions which are set out below:
Key Economic Assumptions Comments
RPI for rent increases 2011/12 2.5% 2.5% thereafter
RPI for cost increases 2011/12 2.5% 2.5% thereafter
LIBOR 7.0% (incl) 7.0% thereafter
New borrowing margin 2.00%
Our strategy for growth can be found in our Development Strategy that was approved by the board in February 2009 and is in the
process of being updated. We intend to consolidate the business by ‘buying out’ existing leases which fall under the Strategic Alliance
Partnership from 2011/12 onwards. In addition, our plans assume taking on up to 10 new homes every year for the next four years
under the Affordable Homes Programme, which will be dependent upon new borrowing margins being suitably attractive from 2011/12
onwards.
Our financial projections take into account acquisition of leases we have through the Strategic Alliance Partnerships with Aster, Somer
and Sovereign Housing Associations. Knightstone Housing Association has also helped United to grow by allowing us to purchase newly
developed properties. Our plans are to purchase all these leases by 2015. These purchases will be dependent upon new loan facilities
being in place by 2011/12 and we will be taking account of the market conditions.
In December 2010, we carried out a stock condition survey; the results will be input into the Business Plan in 2011 once they have been
fully validated by the Property Services Team.
Set out below are graphs which show the financial projections in relation to interest cover, operating margin and debt. Each year, we
review our financial projections and the assumptions made within this Business Plan.
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EBITDA Interest Cover Ratio
The primary indicator of financial performance for RP’s (Registered Providers) used by the TSA is the EBITDA interest cover ratio which
measures the ability to meet total loan interest costs (including capitalised interest and major repairs costs) from net rental income.
United Housing Association
EBITDA Interest Cover Ratio
200%
190%
180%
170%
Interest Cover %
160%
150%
140%
130%
120%
110%
100%
09
11
13
15
17
19
21
23
25
27
29
31
33
35
37
39
41
43
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
Revised Base
Internal Target greater than
TSA Benchmark
This graph demonstrates that we predict that we can comfortably meet our interest payments to our lenders. This is shown because the
base level plan line is above our internal target and the TSA benchmark. This is important as it is a key requirement of our lenders that
we are able to meet our interest payments to them.
19
Operating Margin
Operating margins demonstrate how RPs are using rental income (turnover) to fund operating costs. Operating margins are calculated
by deducting operating costs from turnover and dividing this by turnover to get a percentage. The lower the margin, the higher costs are
as a proportion of turnover.
United Housing Association
Operating Margin
100%
90%
80%
Operating Margin %
70%
60%
50%
40%
30%
20%
10%
0%
08
10
12
14
16
18
20
22
24
26
28
30
32
34
36
38
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
Operating Margin
This graph demonstrates that UHA’s operating margin is relatively static over time. This demonstrates good cost control over the long
term and supports the fact that UHA remains a viable entity to provide a long term service to residents.
20
Net Debt
Net debt looks at the total amount borrowed by UHA, less any cash balances that it holds.
United Housing Association
Net Debt per Unit
50
45
40
Net Debt per Unit £000
35
30
25
20
15
10
5
0
08
10
12
14
16
18
20
22
24
26
28
30
32
34
36
38
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
Net Debt per Unit £000
This graph shows the net debt which is currently £21k. It is projected to peak at £27m in 2016/17 and to be fully repaid 20 years from
2010/11.
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KEY PERFORMANCE INDICATORS (KPIs) & TARGETS
UHA has developed a ‘balanced scorecard’ which measures:
critical areas of the Business Plan, including financial performance
regulatory indicators
softer measures such as customer and staff satisfaction, community investment, etc that are recommended by the European
Foundation of Quality Management (EFQM) as best practice in corporate performance monitoring
Our aim is to achieve top quartile performance and this relies on achieving key targets which are set out below:
Housemark
Outturn
Median 2011/12 2012/13 2013/14
2010/11
(2009/10)
Total No. of Units N/A 1043 1043 1064 1083
BME Lettings N/A 59.18% 75% 75% 75%
Average re-let days 35 24 19 18 17
Rent loss as a % of income 0.70% 0.65% 0.6% 0.5% 0.5%
Arrears: Current 4.88% 4.76% 3.5% 3.4% 3.3%
Rent collected as a % of debit 99.5% 100.5% 100.5% 101% 101%
Repairs completed within target:
Emergency 98.8% 97% 98.8% 99% 99%
Urgent 97.5% 85% 97.5% 98% 98.5%
Routine 97.5% 86% 97.5% 98% 98.5%
No. of home safety checks carried 99.7% 99.96% 100% 100% 100%
out
Customer Satisfaction 68.4% 93.8% 94% 95% 96%
With Repairs
Customer profiling information 72.8% 51% 86% 88% 90%
Decent Homes (outstanding) 1.90% 0.05% 0.05% 0.04% 0.03%
Targets are indicative of our aims and are annually reviewed and set by the board.
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ORGANISATIONAL STRUCTURES
In November 2008, the board approved a new structure for the organisation, which is designed to ensure there are sufficient staffing
resources to achieve our objectives. In January 2009, UHA retained the Investors in People (IIP) accreditation, with acknowledgements
of greater staff collaboration and morale, improved training and development opportunities and strong leadership.
The staff team continues to be a key asset of UHA and during the life of this Business Plan, we will;
use a number of initiatives to develop the organisation
provide a good working environment that live up to the expectations of staff
develop skills and capacity of staff to deliver the type of services that residents expect
aim to be an employer of choice
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Key BOARD
Exec Team
Finance/HR
Chief Executive
Housing Eileen Brown
Maintenance
Corporate
Services
Deputy Chief Head of Housing Head of PS
Executive Services Victoria Farrow
Ed Rowberry Charlie Mosse
Performance Fin. Off HR & CS Housing & Fin CSO (Maint) Maintenance Surveyors
Management Officer Admin Co-ordinator X2
Officer
Hsg Mgr
Fin & CS Asst
PA
HO’s CSO Scheme
X3 Coordinators Floating Res Inv. &
X2 Support Officers community
X2 development
officer
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BOARD
Our governance structure was revised in 2008, as part of our Effective Governance Strategy. Our board members have a range of
skills. We have a number of board ‘champions’ who work with the Executive team to develop key strategies in particular areas. Our
board and committee members are:
Jenny Vernon
Chair
BA (Hons); PG Dip Housing; PG Cert Business Psychology; MCIH
Jenny has been a board member since 2006. She is a director of the Good Governance Network, specialising in involving residents in
effective governance and embedding change in housing organisations. Uniquely, she has been a community activist, tenant, employee,
consultant and board member of various housing organisations, giving her a more holistic viewpoint and is firmly committed to principle
of inclusivity in decision making.
Guy Reid-Bailey
Chair, Remuneration Committee
OBE, CQSW, Dip in Applied Science
Guy is a founder member of United and actively involved with several community organisations. He is a mentor of young offenders along
with senior management and board members, Guy has responsibility for overall direction, control, performance and recruitment of senior
personnel. He is also responsible for reviewing, training and appraisal for senior personnel and is a spokesperson for UHA on all
external matters including lending Institutions for the betterment of the Association.
Lily Khandker
BA (Hons), DMS
Lily joined the board 2000 and is a member of the Remuneration Committee. Lily works as an Equalities & Diversity Manager, working
for Wiltshire Police and prior to this has worked for Bristol City Council as an Equalities Manager. During Lily’s time as a board member,
she has been involved in different committees.
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Ian Harries
Audit Committee Chair
BA (Hons) Housing, HTDLUS, MCIH
Ian joined the board in 2008 and is Chair of Audit Committee. He has spent almost 30 years in housing, gaining an Honours Housing
degree from Sheffield Hallam University and a Higher Diploma in Land Use Studies specialising in Estate Management and Valuation.
Ian is a Housing Consultant, specialising in continuous improvement of housing services and has a range of clients including
Government departments, Local Authorities, arms length management organisations and Housing Associations.
Jolanda Anderson
PG Dip Housing, BSc Sociology
Jolanda joined the board in 2009. She is a Business Excellence Manager for Merlin Housing Society and has worked in housing for 15
years. Jolanda is keen to commit her time and expertise to the important role of improving services for UHA residents, by contributing to
the Association’s vision of striving towards excellence in performance and service delivery. As well as serving on the board, Jolanda is
Vice-Chair and a member of the Audit Committee.
Surinder Phanda
MBA, BSc (Hons) Computer Science
Surinder joined the board in 2009 and is a member of Audit Committee. Currently working as a freelance business advisor, Surinder has
over 10 years experience in the ‘high tech’ industry. Her role at UHA is to constructively challenge and contribute to the development of
the Association’s strategies, scrutinise the performance of management in meeting agreed goals and objectives and help ensure we are
working to the TSA regulatory framework.
Malcolm Wilson
Malcolm joined the board in 2010. He has more than 20 years experience working for registered landlords (RSLs). Until April 2007 he
was Finance Services Director of Wandle Housing Association in south London, before joining RCT Homes as Resources Director and
Company Secretary. He is now Commercial Director at RCT Homes, leading on regeneration activities. Malcolm has held a number of
appointments as a board member, including as a statutory appointee.
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Lisa Blackwood
Lisa has been co-opted onto the board since November 2010, in her capacity as Chari of the Association’s Customer Panel. Lisa has
been actively involved as a United resident for many years and is a community activist and community advocate. She is a member of
St Paul’s Unlimited which seeks to identify and participate in issues affecting those who live in the St Paul’s area of Bristol, and in her
spare time helps voluntarily to provide support and temporary housing services for homeless people.
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THE EXECUTIVE TEAM
Eileen Brown
Chief Executive
MCIH
Eileen joined UHA as the Managing Director in May 2008. She is a qualified housing professional with over 20 years experience at
director level in Housing Associations, including as Chief Executive of a small community housing association. She started her career
by working for a local authority housing department in 1982 and moved on to work for three major London Housing Associations.
Eileen works at a national level to consider and promote BME housing issues and is passionate about improving services for residents.
Edward Rowberry
Deputy Chief Executive
BA(Hons), ACA, MBA
Ed joined UHA on 15th June 2009. He started his career at KPMG where he qualified as a qualified Chartered Accountant. He has
subsequently spent several years in management and finance positions with various Blue Chip Organisations. His experience includes
five years working at a large property developer, where he had financial responsibility for two large mixed use schemes.
Ed is also on the board of two small Housing Associations.
Victoria Farrow
Head of property services
BA (Hons)
Vicki joined UHA in October 2009. She is a qualified Quantity Surveyor and has over 10 year’s experience of working in Social Housing
Organisations. Vicki has worked for a number of local housing associations, worked on reconstruction and refurbishment projects in
Romania and Barcelona and previously lectured in building maintenance and related topics.
Charlie Mosse
Head of housing services
MCIH, BA (Hons), MBA
Charlie joined UHA in July 2008. He has worked in social housing for over 10 years, for both Local Authorities and Housing
Associations, leading a range of housing management and supported housing initiatives and services. Charlie was awarded with an
MBA in 2007 and is the Chair of a local Housing Association.
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Copies of this Corporate Business Plan can be made available in other formats upon request.
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