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Victor da Cunha




Chief Executive

Vic joined the business in 2011, initially focusing on integrating three housing associations into one, bringing together our culture, governance and strategy. From these foundations, Curo was formed in 2013 as a re-energised commercially-savvy business with a strong social purpose.

Today Curo has more than doubled its turnover and has a pipeline of over 2,700 new homes in development. It has established itself as an ambitious business with a regional and national reputation for innovation.

Under Vic’s leadership, Curo has become an Investors In People ‘Gold' employer, has been ranked 27th Best 100 Not for Profit Company to work for in the UK by the Sunday Times and has won many awards for our services and our new homes and regeneration activities.

Vic is Chair of Homes for the South West - a collaboration between housing associations working together to increase affordable housing supply in our region. Together these organisations can deliver 16,000 new homes between 2019 and 2024.

Vic is also a Governor of Bath College, one of our local partners, sits on the National Housing Federation's Diversity, Equalities & Inclusion group and is active on the Bath Chamber of Commerce where he sits on the economic development sub-committee.

In 2019, Vic won Business Insider South West Property Personality of the year and the Vistage Life Time Achievement Award.

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That was the year that was

Victor da Cunha takes a look back at 2014-15, year three of Curo's Big Plan. Mission: to make a positive and profound contribution to the neighbourhoods we work in – inspiring and empowering people to succeed in life.

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The 2015 General Election result: Housing & welfare pledges, promises & challenges

After a long night of black coffee and the occasional powernap, I first want to say congratulations to all new and returning MPs, both in our region and across the country as whole. Unexpectedly, we have a Government with a clear majority and, to boot, they have a range of housing commitments, some of which they say they will enact in the first 100 days of office. I confess, some do look a little worrying for housing associations and for those we serve; others interesting to explore.

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Time for hard-headed commercial decisions

The role and scope of housing associations has moved further, and faster, than many could have foreseen. In the last 20 years, housing has gone from being a concern about the homeless and poorest to a national crisis, affecting virtually all parts of society, including some of the most well paid. The crisis is deepening and we are at its frontline. With no apparent national long-term strategy, it’s vital to ask: are we fit enough, and do we have the right mind-set, to handle what’s to come over the next 20 years?

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Don't shoot the messenger

The recent shooting of a housing association employee and bailiff during an eviction should be of real concern to housing providers, and a reminder that our frontline workers often have to deal with the consequences of policies created in Westminster.

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Let's say yes to new housing

I was pleasantly surprised by the level of interest which local people showed to the recent piece run in the Bath Chronicle: Rents set to soar, pricing workers out of Bath homes. It shows that, for many, housing supply and the impact it has on people’s lives is important. I, for one, say that’s to be welcomed.

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The survival of the responsive

Like Curo, all housing associations need to adapt in order to survive these unprecedented times. Nevertheless “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change”. As we do, let’s keep a tight grip of our values and core purpose; in other words let’s not fiddle with our DNA.

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A case for enlightened transparency

There certainly have been too many examples in recent times that illustrate that some people’s desire for profits, above all else, leads to unacceptable and immoral behaviour. Most people say that things have to change and I am definitely one of them.

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