VALUE FOR MONEY STATEMENT

Transcription

1 Paradigm Housing Group VALUE FOR MONEY STATEMENT 2013/14

2 Introduction In April 2012 the Homes and Communities Agency (HCA) published their new regulatory framework for social housing in England. In accordance with the standard, we publish an annual self-assessment on how we are achieving Value for Money (VfM) in delivering our strategic vision. Value for money has been integral to how we have managed our business over the past 25 years. As the first large-scale voluntary transfer, Paradigm was created to provide low cost housing solutions for those who could not afford to access what was, and still is, an extremely high priced market. The original members were also passionate about providing quality services to customers in a consistent and professional manner. These aims are still being adhered to today as the pressure on families and individuals in our areas of operation continues to be demanding - through a combination of exceptionally high housing costs, private sector wages that have not kept up with inflation during the economic downturn and the impact of welfare reform. VfM at Paradigm recognises that an integrated approach to quality services and efficiency go hand-in-hand. Our Board, committees and involved residents constantly challenge us to deliver more for less whilst not compromising on quality. Sometimes this can mean cost increases (such as delivering our Affordable Warmth strategy) but that means, due to our chosen benchmarking methodology, we have to work harder to achieve savings elsewhere. Embedding value for money is fundamental to our culture and will remain so for the next 25 years of our existence. 2

3 Our strategic aims Our central strategic aim, published in our Strategic Plan , is to run a successful and profitable business providing homes and housing services that customers value. Our approach is to leverage our balance sheet and asset base to provide affordable homes in areas of high demand but balance this with the recognition that we must provide excellent services to our customers. The Paradigm Belief Circle (below) explains not only what we want to deliver - but also how we plan to do it - by balancing both profit and customer satisfaction. Paradigm, its Board, its Executive and its staff, believe that a balance of quality services, a focus on profit and also affordability for its customers is the best way to ensure that our efficiency continues to improve. We place particular attention on a number of key financial ratios which include achieving an annual minimum profit and targeting year on year decreases to our per unit operating cost. Further information on these indicators, our benchmarked performance and our targets can be found later in this document. OUR BELIEF CIRCLE RUNNING A FINANCIALLY SOUND BUSINESS PROVIDING NEW HOMES THE PARADIGM FOUNDATION PROFIT STAFF EXCELLENT To run a successful and profitable business, providing homes and housing services that customers value VALUED CUSTOMER EXPERIENCES CUSTOMER SATISFACTION CLEAR SERVICE STANDARDS 3

4 We have integrated our customer involvement approach to such an extent that - in partnership - we have developed a framework of continuous improvement and a range of mechanisms by which we can judge our performance. Further information on our operational performance and future targets can be found on page 17 of this document. Whilst we aim to maximise our profit, we will not do so at the expense of our core customer base. Our rent policy clearly states that not only should the rents we charge be within the local housing allowance and eligible for housing benefit, but we have also set an actual cap on the rent charges for a Paradigm home. We have been focused on reducing service costs for all of our residents and some of our achievements can be seen on pages 7 and 8. The cost in use of our homes is also important and our disposal programme focuses on properties where energy efficiency is poor. This, combined with our affordable warmth programme, means that our homes provide real value for money for the rents that our customers pay. 4

5 Measuring VfM PROFIT The Board and the Executive at Paradigm see themselves as custodians of an important legacy. Our core purpose is to nurture and grow that legacy and protect it and its customers for the long term. This can only be achieved by running a financially sound business. As a charitable housing provider we operate to a core set of values, however we never apologise for endeavouring to maximise our profits as every penny is re-invested in new homes or improving services. A financially sound business Our financial strategy has a clear requirement that we should achieve a minimum annual surplus (10% of turnover) and that each part of the business should make a positive contribution to that surplus. For 2013/14 the Group surplus was 12.8m (11.1%), a small increase in monetary terms on the previous year. Income for the year was 115.5m and a simple breakdown of how we used that money is set out below: 120 Other Surplus 100 Sales Operating surplus Interest payable 80 Other 60 Cost of sales 40 Lettings Depreciation 20 Leases Management 0 Operating income 115.5m Repairs Operating costs 77.5m Operating surplus 38.0m Surplus (after tax and interest payable) 12.8m 5

6 Key financial indicators BUSINESS PLAN TARGET Operating surplus for the year as % of turnover % 32.5% 36.0% 32.9% 25.5% Operating surplus, excluding first-tranche surplus, for 40.0% 42.2% 41.6% 38.9% 36.7% 26.1% the year as % of turnover, excluding first-tranche sales Annual surplus as % of turnover 10.0% 11.1% 11.1% 6.9% 5.0% 3.3% Rent losses (voids and bad debt as % of rent and service charges receivable) Rent arrears (current tenant arrears as % of rent and service charges receivable) Rent arrears (rolling average adjusted for timing of housing benefit, used for management purposes) Interest cover (Earnings Before Interest Tax Depreciation and Amortisation divided by interest payable and capitalised interest) Gearing (total loans less cash as % of capital employed) Return on investment (earnings for the year as % of average total debt) Return on assets (surplus for the year as % of average total assets, adjusted for property revaluation) 1.5% 1.6% 1.6% 1.3% 1.8% 2.2% 3.5% 4.0% 4.0% 4.5% 4.8% 4.6% 2.5% 3.0% 3.7% 4.4% 4.8% n/a % 55.5% 63.8% 66.9% 69.5% 71.0% 7.0% 7.8% 7.1% 5.9% 5.9% 6.0% 1.8% 1.7% 1.6% 0.8% 0.7% 0.7% In order to continue to develop and grow our business we aim to generate at least 40% operating surplus (excluding the impact of first-tranche shared ownership sales) so that we build net worth within the business, enabling us to borrow and invest in new homes. In maximising our borrowings a key restriction is the availability of security for new loans. Increasing numbers of new properties are shared ownership and on larger developments, built over longer timescales than our traditional schemes. These factors contribute to delays in the lending process which mean that effective treasury management is becoming even more critical for developing social landlords like Paradigm. Treasury As a business, we have and continue to borrow a large amount of money to fund the development of new homes. Our total borrowings at March 2014 were 646.9m and having a robust treasury management strategy is essential. Some key treasury facts and achievements during 2013/14 include: our average cost of fixed-rate funds is 4.82% over 50% of debt is fixed for more than 20 years 6

7 78% of current debt is at fixed rates to reduce interest rate exposure our recent AHF bond using the Government Guarantee achieved an all-in cost of just 3.93% for a 28 year term. six months of cash secured and available at any time. Procurement The way in which any organisation approaches the procurement of goods and services can have a profound impact on its overall business efficiency. Paradigm has recognised that effective procurement supports business objectives and can provide financial and qualitative benefits to the organisation and our customers. Well-delivered policies and procedures exist and larger scale tender opportunities have created substantial savings, allowed for social value and contributed to our corporate social responsibility commitments. The table below shows some of our retendering savings for 2013/14. With a view to providing VfM, many contracts now have both lower costs and enhanced specifications. Area Previous contract spend p/a New contract spend p/a Potential annual saving Kitchen supply* 604, , , % Windows and doors supply* 867, , , % Grounds maintenance/ 448, , , % estate services Security 191, ,242 27, % Head office cleaning 56,517 42,965 13, % Mobile telephony 194, ,613 66, % Mechanical & electrical 14,075 11,972 2, % servicing, e.g. lifts, etc Estates services cleaning 564, , , % Totals 3,236,169 2,520, , % % *Contracts commenced during 2013/14. 7

8 Our outline target for cost savings for is 2.3m and anticipated savings through 2014/15 contributing to this are: Area Cost saving activities Target saving Repairs Restructure, boiler review programme 790k Housing Management Restructure, contract reviews, office leases 330k Development Restructure 100k Central services Vacant posts not replaced, discretionary subscriptions 135k From 2013/14 our service charge policy has been to recover costs in full from those residents who benefit from the services. The impact for some residents has been an increase in service charges and in order to minimise this a cap has been applied, restricting the charge for We recovered 80% of service costs (including management fees) in 2013/14 and expect this to increase to 90% in 2014/15, reaching 100% as the cap is lifted. VfM in service charges is not only about recovering costs, but also about minimising those costs wherever possible against agreed service standards. The savings arising in 2014/15 from retendering the cleaning and grounds maintenance contracts will be passed on to residents through lower service charges. Further areas identified for review in 2014/15 include reliance on third-party management companies, internal management costs and communal utility charges. Asset management and the effective use of resources Any business wishing to achieve financial efficiency will optimise the management of its assets and Paradigm is no different. Changes to the way in which major works are planned and targeted disposals can improve the quality of the stock, the outcomes for customers and generate significant resources for re-investment. Our main portfolio is social housing assets and we achieved an operating surplus excluding build for sale of 33.6m in 2013/14, equivalent to an operating margin of 8

9 42.2%. This is far in excess of the 32.6% average achieved by the private registered provider sector, according to the HCA s 2013 Global Accounts. Our asset management strategy sets out our approach to ensure that our assets meet our long-term expectations in terms of location, condition, cost in use and rate of return on investment. Optimising asset location to reduce operating costs is undertaken in four different strategic ways: Rationalisation Development Disposal Consolidation We are not afraid of putting customer service ahead of revenue. In recent years we have undertaken two major rationalisations - in 2008/9 we transferred 600 properties in the far north of our operating area to Sovereign and in 2012/ of our outer western region properties to Orbit. Proceeds from both projects was re-invested. A key part of our evaluation of new schemes is whether it is adjacent or near to existing Paradigm properties to infill our footprint and minimise operating costs Using our asset management database to review which properties we should dispose of when they become vacant We have started merger discussions again with the Aldwyck Housing Group - whose footprint of 11,500 properties is geographically identical to ours - offering significant cost-saving opportunities for managing customers, repairs and procurement, as well as reduction in management costs and improved overall operating efficiencies. We are embarking on a significant retendering exercise for all of our maintenance suppliers but have already achieved in the last year savings of around 20% on kitchen components, windows and doors. Our developed in-house IT system is fully integrated with both our financial and investment works system so that we have up-to-date information on the age and cost of all the key components in our properties. This enables efficient works planning to achieve best value - we are now scheduling our investment improvement works on a rolling geographic, postcoded basis - and ensures 100% compliance with Decent Homes standards. 9

10 Using this asset information, we undertake value-for-money reviews on our void properties to determine their best use - for refurbishment and re-letting or disposal - for example those properties which have poor sound insulation and would require significant investment to bring them up to standard. In 2013/14 we generated nearly 2.5m from 36 empty property sales. For those properties that we keep and re-let, the conversion to Affordable Rents (AR) increases the future rental stream and allows us increased borrowing ability as a consequence. In 2013/14 we converted 213 properties, increasing income by 446k, enabling additional borrowing of 8.9m. The restriction of AR conversions within each local authority limits our target to 79 conversions for 2014/15. We have continued to increase the volumes of work we can carry out with our inhouse workforce, which delivers lower cost and promotes the Paradigm culture of going the extra mile and carrying out all the necessary repairs at one visit. We are also in our second/third year of apprenticeship intake - supporting both the worklessness issue of young people and providing a sustainable workforce for the future. We maximise our operating surpluses by ensuring our properties are of high-quality and in demand, keeping voids, bad debt and arrears low and driving down costs of management and maintenance. This enables us to achieve best-in-sector operating margins and strong returns on our investment: Activity ROI target General social housing 5.0% New business opportunities and development 7.0% Commercial activities 10.0% We currently achieve 5.2% measured as operating surplus (excluding build for sale) divided by external debt. Whilst it would be possible to increase this ratio by reducing development volumes and/or repaying debt we consider just over 5% to be a target that demonstrates best use of Paradigm`s resources. 10

11 Provide new homes Our core social purpose is to provide as many new affordable homes for people who cannot afford to rent or buy in the open market. We aim to provide a range of housing solutions and, whilst we have not in the past concentrated on building homes for outright sale, we see the implementation of a prudent and limited outright sale programme as a way of subsidising our affordable homes programme. Our development activity is funded from three principle sources: proceeds of property sales, capital grant and private borrowing. Reducing levels of grant mean we need to increase our borrowings and/or surpluses from sales in order to be able to invest in delivering homes for future customers. Development appraisals reflect the total cost in use for residents, to ensure they receive value for money in the enjoyment of their home. Each scheme proposed for Board approval includes a table showing the estimated weekly outgoings for each property type including rent, estimated utility bills, council tax and service charges. We have also introduced a rent cap of 200 per week for all tenants to ensure that our rents are affordable to all tenants including those in receipt of benefits. Highlights of our development and sales activity during 2013/14 include: 452 homes completed and available for rent and shared ownership 888 homes started and under development at year end - exceeding our commitments under the Affordable Housing development programmes Shared ownership first-tranche sales of 250 homes generating over 23 million and 43 outright sales generating almost 13 million. Received over 8 million of grant. Since the year-end our Board has approved a pipeline of 27 schemes delivering over 1,500 new homes - representing an investment of a further 200 million - under the Government s new Affordable Housing programme for

12 Invest locally through the Paradigm Foundation In order to simplify the message to staff that every penny matters we established the Paradigm Foundation. Having the Foundation enables us to ring fence our added value work so that we can clearly focus on our true costs of running a housing business. There is an added incentive for staff in that we provide at least 2% of our annual profits to the Foundation (2012/13: 250k, 2013/14: 330k), so the greater the profit we make, the more funds the Foundation will receive. The Foundation operates independently from Paradigm and its key aims are: supporting residents and their families into work, education and training alleviating financial hardship through initiatives and small grants relating to income maximisation and financial welfare encouraging community involvement through grant funding for small and larger community projects. The Foundation is managed by its five trustees and its achievements during include: 67,500 grants awarded to Citizens Advice Bureaux across the areas in which Paradigm operates, to enable their work providing debt advice, counselling and support 150,000 grants provided to a number of community groups in Chiltern District, South Buckinghamshire and Hertfordshire for wide-ranging projects including a skate park, youth centre, road crossing and community café 14 small individual grants allocated to Paradigm residents for education and training, including work-based schemes to help them into employment. 12

13 CUSTOMER SATISFACTION We believe that at the heart of a good customer-centred service is the philosophy of doing what you say you are going to do, when you say you will do it and get it right first time. Married to that, and just as importantly, is the how we do it. As a values driven organisation, the how we carry out our business is vitally important to us and throughout our service excellence journey we have worked as a team with our Board, our residents and our staff to improve services. This team approach has led to a unique blend of targets, standards and involvement that saves us time and money and leads to first class service delivery. Clear Service Standards In order to deliver a service with minimum waste it is important to provide clarity for customers and staff about what we can and can t do. Our customers have told us what is important to them and our refreshed service standards will focus on keeping customers informed, personalising responses and tailoring services, resolution of issues, and reliability and responsiveness. Key targets The production of easy to read and accessible standards for customers and staff A programme of Housing Fundamentals training for all our staff To develop flexibility in our offer where customers request it and it achieves better VfM and customer satisfaction To ensure our standards are adaptable and appropriate for vulnerable individuals and those who may need more support To use our business and customer intelligence on impact, cost and affordability to drive improved standards Outcomes On-going our existing service standards are being refreshed following consultation with residents and staff On-going programme to deliver the training will be rolled out in On-going key part of our VfM strategy Achieved and confirmed by residents attending VIP (vulnerable important people) events. Vulnerable Persons strategy launched May On-going developing suite of indicators in property services dashboard to demonstrate performance improvements for customers and inform operational decisions 13

14 Valued Customer Experiences There are clear reasons why, like any other successful business, we need to focus on the customer experience. Our commitment to deliver right first time will help improve cost efficiency as well as having a positive impact on our reputation and customer satisfaction. We see our staff as our customers too and creating positive and productive environments where people want to work assists with employee retention and motivation which in turn provides an improved experience for residents. Key targets Establishing a Customer Insight team Customer Experience Fundamentals training for all staff Greater accessibility and self-service options Review and simplify complaints processes and procedures Rate your repair Outcomes On-going external consultants provided initial direction, internal manager appointed to implement approach (July 2014) On-going training and learning experiences being developed for delivery from Autumn 2014 On-going initiatives to ensure website is userfriendly and automated payment options are underway Achieved - New complaint procedure introduced in January Average days to resolve complaint reduced from 15 days to 9 days On-going - Insight Manager to review approach to high-volume transactional surveys Winter

15 Our involved residents undertook an audit of our performance against the HCA consumer standards and reported their findings to the Residents Forum and the Board. Overall feedback was that the residents were happy with our performance which met the requirements of the consumer standards. They made some recommendations for further improvement and we are implementing all of them. HCA standards Tenancy - tenure, allocations and mutual exchange Home - quality of accommodation and repairs and maintenance, including health and safety Recommendations None Ensure first-time fix rate for repairs continues to improve and meets agreed target Implement and deliver to performance indicators for aids and adaptations work Gather residents feedback to improve aids and adaptations service Be more consistent with technicians calling ahead for next repair Offer third repairs appointment slot as advertised Avoid It s not our policy as response and give proper reason for not acting Neighbourhood and community - local area co-operation, neighbourhood management and ASB Tenant involvement and empowerment - service choice, complaints and understanding diverse needs None During 2014/15 review impact of new policies and strategies for: - complaints - equality and diversity - vulnerable persons 15

16 Excellent Staff We recognise that the success of our business depends on the quality of our managers and staff and, as such, we have a comprehensive set of challenging targets to achieve. Key targets Promote and celebrate Team Paradigm and our colleagues To have a comprehensive training strategy from induction to leadership development To introduce a new Total Reward strategy To introduce and embed the new governance structure and to carry out a thorough governance compliance assessment Outcomes Achieved with successful staff conference On-going new manager brief to implement strategy On-going full implementation planned for 2014/15 On-going new Board and subcommittees have operated for over a year and internal audit have agreed to undertake a compliance review in the 2014/15 plan 16

17 Benchmarking and Performance For some time Paradigm has adopted a self-sustaining approach to benchmarking and target setting. Using HouseMark, we are able to analyse trends over time and set realistic targets. As part of the benchmarking process, we compare the cost and performance of our services against both a small, regional data set and then a wider all-england peer group of traditional and large-scale stock transfer housing associations - over 200 associations against which to benchmark. This approach gives us some challenges in terms of specific performance outcomes that are influenced by organisational size and/or footprint - but the principle of organisations all striving for better performance means our targets naturally become harder to achieve. We review our overall performance at all housing and maintenance committee meetings throughout the year and in greater depth with the Residents Forum and Board members twice annually. At the winter meeting - influenced by our benchmarking approach - we agree new targets for the coming year. At a detailed cost level, against eight other large housing associations in the South East, our total cost per property (cpp) of management is 1,590 for 2014/15 is shown below. As the HouseMark data that we benchmark against is not readily available until December of the next financial year, we can only show the 2012/13 comparative information from other landlords Paradigm 2012/13 Paradigm 2013/ Paradigm Radian Paradigm AffinitySutton Guinness South Southern Housing Group A2Dominion Group Hyde Group Notting Hill Housing Group AmicusHorizon 17

18 At 1,390 in 2012/13 we were the lowest cost provider. Our costs have increased this year mainly driven by the exceptional weather impacts on our repairs costs. We continue to challenge ourselves regarding cost of service and our target total cpp indicator for 2014/15 is to achieve UQ against the 200+ other housing associations Central Overheads/pp Responsive Repairs and Void Works/pp ,044 Housing Management/pp / /14 Responsive Repairs and Void Works As set out in last year s VfM Statement, Paradigm has been making significant changes to its property services team throughout 2013/14. Key changes included: appointment of a specialist Director responsible for repairs and maintenance comprehensive review and restructure removing layers of management and focussing activities on front-line services integration fully into Paradigm, from a previous cost-plus operating subsidiary Lean process reviews on gas servicing and breakdowns, as well as influencing component level input to new development designs and specifications. Whilst these activities have reduced the overall cost of management, the total cost of most repairs has increased since last year. Driving this is a combination of the exceptional winds and floods of early Spring 2014, accountancy changes and salary increases as a result of a comprehensive benchmarking review. 18

19 Additionally whilst our void-repair costs are higher than some, this is a reflection of the refurbishment standards agreed with residents - so any future cost reduction initiatives will focus on prudent and efficient process and delivery of these works, rather than any reduction in quality. The cost of some repairs however, such as central heating breakdowns, has reduced and the team are using new dashboards and weekly performance reports to look to reduce the cost of repairs across other categories. As job volumes have gone up in some areas, we have proactively increased the amount of work delivered by our own technicians - where this is cheaper for us to do it ourselves. In conjunction with the savings from retendering the supply contract, we now self-deliver replacement windows and doors and have increased the number of kitchens, bathrooms and central heating boilers our own technicians install. Our targets for 2014/15 are to: reduce costs of repairs materials by 8% by re-negotiating most of the major supply contracts we have, ensuring maximum quality and value for money develop and use on-line dashboards to manage the efficient use of our resources to minimise costs and maximise customer service review our voids process to reduce the costs of exceptional voids to upper quartile levels and, working with housing management, reduce the time properties requiring major works are empty to ensure we do not exceed 0.6% target for average void rent loss as % of income Cost Cost per property Poor performance High cost 09/10 10/11 11/12 12/13 Poor performance Low cost Quartile position 13/14 Performance Good performance High cost Good performance Low cost Actual 09/10 10/11 11/12 12/13 13/14 Cost per property Upper Quartile Benchmark Q2 Q2 Q2 Q3 Q3* * Forecast Cost per property ( ) / / / / /14 Actual Satisfaction with repairs (%) / / / /14 Upper Quartile Upper Quartile 19

20 Lettings and voids process Last year s ambition to improve average relet times was achieved relet times reduced by 6.2 days from 24.5 days in 2012/13 to 18.3 days in 2013/14. A review of our lettings process using Lean techniques enabled us to streamline processes and introduce specialist roles to focus on delivering smooth and efficient lettings, benefiting both the business and the customer s experience. We relet 686 homes and supported 266 mutual exchanges - many of which provided us with a more cost-effective means of housing new tenants, made best use of the housing stock and allowed us to better support those tenants needing to downsize as a result of welfare reform. Our plans to manage 25% of lettings internally rather than wholly through LA nominations were achieved. A new management move initiative began in April 2014 and we anticipate assisting 66 households to move to more suitable accommodation this year, up from the 31 we assisted in 2013/14. However, we have identified a possible increase in our costs for 2014/15 in the revision of choice-based lettings fees levied by our local authority partners. To mitigate the impact of these additional costs, our targets for 2014/15 are to: implement second phase of the Lean review, to reduce average void costs per property, without compromising the service and quality of home provided up-skill our staff as part of the Housing Fundamentals programme highlighting, for example, what to do in situations such as the death of a tenant, which will ensure that both prompt and sensitive action is taken to turn round the empty property. Cost per property Average re-let times (days; target 21) Cost Poor performance 11/12 10/11 High cost 09/10 12/13 13/14 Good performance High cost / / / / /14 Upper Quartile Poor performance Low cost Good performance Low cost Void rent loss (%; target 0.6%) Quartile position Performance 09/10 10/11 11/12 12/13 Actual 13/14 Cost per property / / / / /14 Upper Quartile Upper Quartile Benchmark Q2 Q3 Q3 Q4 Q4* 20 * Forecast

21 Arrears In September 2012 we completed our Income Recovery Lean review to streamline our processes with a view to reducing net arrears. Since then rent arrears have steadily reduced, equivalent to cash savings of over 600,000 and there are now 10% fewer tenants in arrears. The costs associated with rent collection increased slightly during 2012/13 but have reduced in 2013/14 and we anticipate they will be within upper quartile peer comparison. We continue to review the processes and structures within the rent recovery team, including increased promotion of direct debit payments, additional self-service payment options and investigation of micro-payment systems - which could potentially help some customers further mitigate the impacts of welfare reform. Our target for 2014/15 is 3.55% rent arrears whilst maintaining UQ performance in cost per property measures. Cost Cost per property Poor performance High cost 09/10 10/11 11/12 Poor performance Low cost Quartile position Performance Good performance High cost Good performance 12/13 13/14 Low cost 09/10 10/11 11/12 12/13 Actual 13/14 Cost per property Upper Quartile Benchmark Q4 Q2 Q2 Q1 Q1* * Forecast Cost per property ( ) 2009/ / / / /14 Actual Upper Quartile Current Tenant Rent Arrears (%; target 3.55) / / / / /14 Upper Quartile 21

22 Conclusion This statement has been designed to demonstrate and highlight Paradigm s holistic approach to achieving value for money. It should never be assumed that this is our sole document where we demonstrate our commitment to this topic. From our Strategivc Vision document through to our Annual Report to Residents and Annual Report and Financial Statements, we continually highlight different ways we embrace the continum that is VfM. We have not yet achieved all our aspirations in this area and the Board and the Executive are focussed on meeting the targets set out in this statement. When these targets are met, we will look to exceed them as this is a journey that doesn t - and should never have - an ultimate conclusion. 22

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24 1 Glory Park Avenue Wooburn Green Buckinghamshire HP10 0DF 24