Annual Review - Circle Housing

Transcription

Circle by numbers
12 partners
81.5% overall general needs customer satisfaction
94% customer satisfaction with repairs
1,461 completed new homes; 211 for other housing associations
2,200 dedicated staff
5,400 people cared for and supported
63,500 homes owned and managed
300,000 customers provided with services
90+ local authority areas in which we provide homes and services
If you would like to receive this
information in any other format
or in a different language please
contact 020 7447 3035
Circle
Circle House
Our mission is to enhance the Life Chances of
residents and service users through providing
great homes, first class services and working in
partnership to build sustainable communities.
1-3 Highbury Station Road
London N1 1SE
Tel: 020 7288 4000
Minicom: 020 7288 4007
www.circle.org.uk
Follow us on twitter.com/circlehousing
Annual Review
2010-11
01
Stock profile
C
A
D
A. Mercian Housing Association
Owns and manages 3,400 properties in
the greater Birmingham area
B
B. Rockingham Forest
Working together with Rockingham
Forest Housing Association to provide
new homes in Northamptonshire
C. Roddons Housing Association
Managing nearly 3,800 properties
including 14 sheltered schemes in
Cambridgeshire
E
D. Wherry Housing Association
Owns and manages over 7,000 homes
in Norfolk, Suffolk, Lincolnshire and
Cambridgeshire
F
G
E. South Anglia Housing
Owns and manages over 7,000
homes across 26 local authorities in
Hertfordshire, Bedfordshire and Essex
H
12
11
15
T
5
2
17
19
IS
3
H
1
C
S
7
10 13
14
9
CH
4 6
8
23
24
21 22
20
25
02
16
18
954 new
F. Circle 33, Merton Priory Homes
and Old Ford
1. Ealing
2. Harrow
3. Brent
4. Hammersmith
5. Barnet
6. Kensington & Chelsea
7. Westminster
8. Camden
9. City
10. Islington
11. Haringey
12. Enfield
13. Hackney
14. Tower Hamlets
15. Waltham Forest
16. Newham
17. Redbridge
18. Barking & Dagenham
19. Havering
20. Merton
21. Wandsworth
22. Lambeth
23. Southwark
24. Lewisham
25. Croydon
Circle 33 owns over 15,000 homes
across London and in 48 local authority
areas
Contents
Merton Priory Homes manages and
owns over 9,000 properties in South
West London
01
Old Ford Housing Association
manages and owns over 5,000
properties in East London - Tower
Hamlets and Havering
G. Mole Valley Housing
Association
Manages 3,800 homes including 17 sheltered schemes in Surrey
H. Russet
Manages over 6,600 properties in Kent
homes built
in 2010/11
Circle by numbers
02-03 Stock profile summary
05-06 Chairman’s and Chief Executive’s introduction
07-10 Our success
11-24 Our strategic goals
25-26 The future
27-30 Facts and figures
31-32 Governance
33-34 Executive Directors Board
35
03
Registration
Annual Review 2010 / 11
04
Introduction from the Chair
Introduction from the CEO
A year of change
My first full year as Chair of Circle has certainly been lively and I am
honoured to be back in housing at such a pivotal time. The role of
Housing Association boards has never been more important as we support
and challenge our management team to do even more in a complex
economic and external environment.
At Circle we are determined to be
yet more rigorous in our approach,
to squeeze every penny to deliver
the best possible service to more
customers, and be nimble and
ready to adapt.
Since we were formed in 2005,
Circle has grown more quickly than
any other group in the housing
sector. We are now more than twice
the size we were five years ago
with over 63,500 homes owned or
managed in England and more than
2,200 staff.
Although this growth is huge and
complex to manage, we at Circle
are definitely not about numbers,
or growth for growth’s sake. Our
purpose and vision is focussed on
people - our existing and potential
residents and customers - who are,
and always will be, at the centre
of our approach. We just need to
be very good at the numbers to
achieve our goals.
Annual Reports are by their
very nature full of figures and
percentages, but what we are
really interested in is the difference
these numbers make to the lives
of our residents. So, while this
document describes how Circle has
continued to prosper and deliver its
commitments, we have made a real
effort to relate everything in it back
to our customers. We hope that
readers will go away understanding
that customers are at the heart of
everything we do.
Enhancing Life Chances has been
truly embedded as our mission.
Reinforcing our dedication to
reaching as many people as we
can, this mission is clear and will
remain. Whatever the economic
and political circumstances, we will
provide our customers with the best
homes, services and care and
“Enhancing Life
Chances has been
truly embedded as
our mission”
05
support while building sustainable
and cohesive communities.
Together with my Board, I am
committed to helping our excellent
management team to continue
to deliver to those in need of our
services.
Sir Robin Young
Chairman
This has been an unprecedented
year of change for housing. From
the way new affordable homes will
be delivered, to the announcement
of reforms to welfare benefit and
a further change of regulatory
approach.
It’s been important for me to be
involved in government and sector
discussions about these changes.
At the core of our conversations has
been the desire to make sure that
we have the freedom and flexibility
to put our customers first and to
maintain our financial stability.
We’ve been making sure that our
customers are at the heart of every
decision we make. On a practical
level, our teams have been offering
advice to people facing financial
difficulties as well as making
customers aware of the impact of
benefit changes. At a strategic level,
this means asking ourselves ‘will this
help us to Enhance Life Chances’
before any decisions are made.
It’s been a strong year for us.
Customer satisfaction is at an
impressive level, financially we
are robust, we’ve brought Group
operating costs down, and have
successfully integrated new
partners; Merton Priory Homes and
Mercian. We’ve also been forging
ahead with major regeneration
programmes, making an incredible
difference to the communities we
work in. In the Spring we changed
our name to Circle, to give us more
scope given our national reach and
high number of homes in London.
Every year I find it difficult to
summarise the dedication
demonstrated by our teams into a
few pages. I hope that you feel as
inspired as I do when reading about
how we have done and our plans
for the years ahead.
Mark Rogers
Group CEO
Alongside this, Circle has started
to transform as we review our
activities after the past six year’s
growth. This will ensure that we
are offering the best service to
our customers, offering the best
value for money, and are set up
in the best way to do this. Find
out more about this, how we have
performed on last year’s goals
and the new goals we have set
ourselves on pages 11 - 24.
Rest assured, at the core of all of
this planning and transformation
remains our mission to Enhance Life
Chances. This is the reason we exist.
“We’ve been
making sure that our
customers are at the
heart of every decision
we make”
06
Our successes
Sometimes we talk about what we have achieved and presume it is
obvious how this positively benefits our customers. Talking about financial
strength is really important but it doesn’t bring to life what Circle is really
about and what these successes mean.
Customer
satisfaction
With the vision to put customers
at the heart of all we do, work has
begun to further improve how our
customers feel about the services
we offer. Customer satisfaction is at
81.5% with satisfaction for repairs
at 94%. These results are good,
especially since they include, for
the first time, figures from newly
transferred Merton Priory Homes
(MPH). Great inroads have been made
at MPH and dedication to delivering
excellent customer service continues
across all of our partners. The figures
also show the areas in which we need
to make improvements and this will
be a key focus in the year ahead.
07
The economic downturn and
resulting cuts in public spending
have had a significant knock on
effect on many of the services
we provide to local authorities,
particularly in terms of care and
support services. By making
changes to the way we deliver these
we have been able to continue
to provide many of these much
needed services.
Regeneration
The £13.5million ‘Vision for
Vange’ project at South Anglia is
now complete, with final phase
handovers having taken place in
August 2010. In total 112 new
homes have been built to address
housing need in Basildon. A
programme of improvements to
existing homes on the estate has
also been undertaken including
work on improving lighting and
security and landscaping.
Following on from finding fame
in blockbuster movie Made in
Dagenham, residents from Orchard
Village also had cause to celebrate.
Spring saw the completion of
phase one of Old Ford Housing
Association’s £80 million
regeneration project in Havering.
Read more about how one Orchard
Village resident feels about her new
home and community facilities on
page 14.
My Story: Jeremy Hales
The Orchard in Erdington, Birmingham,
is a multi-million pound redevelopment
for vulnerable young people. Developed
as a partnership between Mercian
Housing Association, Birmingham
City Council and Birmingham YMCA,
it provides 83 new, modern homes for
young homeless people to help them get
back on their feet.
Resident, Jeremy Hales, said, “The facilities at
The Orchard are brilliant compared to where
I used to live. The workers are brilliant too. You
know you can go and talk to them if you have a
problem.”
“Obviously the flats, being brand new, are
immaculate. The design is modern and it is a nice
feeling walking into somewhere like this. You don’t
think of it as a hostel, it is like a normal block of
apartments and it feels homely.”
‘Putting
residents at the
heart of everything
we do’
08
Our
successes
Decent Homes
Our newest partner, Merton Priory
Homes (MPH), has made great
progress in its first year with 48 of
its 91 promises already completed.
MPH’s Decent Homes programme is
underway with more than 500 homes
already improved to the Merton
Standard.
We are really excited about the next
stage at MPH as we start to see lives
and the area transformed.
Providing jobs
An important part of Enhancing
Life Chances is how we address
worklessness and financial inclusion.
We are particularly proud that we
have provided 145 workless young
people with six month placements
through the Future Jobs Fund in
09
the last two years. These young
people have made an incredible
contribution to our organisation and
their time with us has given them
valuable work and life experience.
56 of those 145 young people
have gone on to secure permanent
employment.
Circle has supported around
1,500 people into employment
or accredited training. We have
generated external partnership and
cash funds of £4.8m over the past
two years. Of this, £2.8m was used
to fund a range of employment and
skills programmes.
Telecare
Our telecare services partner, Invicta
Telecare, helps around 95,000 older
and vulnerable people to remain
living independently each year. It’s
been a great year for Invicta. This
crucial service was recognised at the
Telecare Services Association’s (TSA)
prestigious annual National Telecare
and Telehealth conference this year
by winning a European Technical
Specification Award. See more about
Invicta’s highlights this year on
pages 19 and 20.
Raising finance
Without doubt one of our biggest
achievements last year was a
financial one. We raised £124 million
through a Bond Tap in November,
and were the first housing group
to go to investors following the
Comprehensive Spending Review.
Our treasury team was awarded
a special commendation at the
Association of Corporate Treasurers
deal of the year for their fantastic
work on this.
But what does this mean to our
customers?
It means we can build more
affordable homes and regenerate
further existing and new
developments. It means we can
continue to invest in new kitchen
and bathroom programmes and we
can carry on with our commitment
to investing in our communities.
It also shows that we have a good
reputation for being a financially
strong organisation that remains
focussed on its social purpose.
This is really important because we
can only continue to help people
if we have the money to back our
plans up.
10
Achieving our strategic goals
Homes
Getting people
moving
• We have built 1461 new homes
this year, helping hundreds of
people onto the housing ladder
and taken thousands more
families off the housing list and
into homes.
Circle runs the UK’s only national,
not-for-profit mutual exchange
service - www.houseexchange.
org.uk. House Exchange has
continued to go from strength to
strength. 53% of people who sign
up with us have been trying to
move for more than two years.
80% of these people go on to
move within six months of
registering with House Exchange.
Headline achievements
•All Circle’s partners have met,
and in most cases exceeded, the
Decent Homes standard by the
government deadline. Extensions
were granted by the government
to recent stock transfer areas in
MVHA, Merton Priory Homes and
Old Ford (Parkside).
• Continued to deliver on all
transfer promises at MPH, MVHA,
Parkside, Orchard Village and
Roddons.
With half a million people on the
transfer list, if all social landlords
signed up to one national mutual
exchange service we could help so
many more people move easily.
Circle worked with think tank,
Human City, to publish a report
called ‘Counting the Costs’.
This showed that lack of mobility
costs the UK £542 million each year.
Circle is calling for clear actions from
the government to help get social
housing tenants moving. We would
like to remove the barriers and
incentivise mobility by linking it to
health and employment initiatives.
As a result of the report we achieved
extensive media coverage which has
raised awareness of mobility. We are
also in talks with the government
about how a national mobility
scheme could work.
My Story: Alix Butler
House Exchange
Alix, her partner, Tom, and two young children,
Eddie and Jessie, recently moved from
Hellesdon to Mile Cross in Norwich thanks to
House Exchange. She registered after hearing
about the service from her mum.
“We were in a small two bedroom bungalow
and it was getting difficult to find the room for
everything. Added to this, I am studying for an
undergraduate degree in textiles and I need a lot
of room to do my coursework.”
“House Exchange was really easy to use - it was very
handy to have it all on a website.”
“The process took seven weeks in total. If we hadn’t
used House Exchange we would have had to stay
put and make it work in the smaller house. But it has
worked out so well for us. We can walk to a lot more
places, the children have their own bedrooms and we
have a lot more room – it has been very beneficial all
round for us.”
“House Exchange
was really easy to use - it
was very handy to have it all
on a website.”
www.houseexchange.org.uk.
11
12
My Story: Wendy Wright
Regenerating
communities
The regeneration of the Mardyke
Estate to become Orchard Village is
now well underway. Mardyke Estate
was a 1960s estate in Dagenham
with a mix of high rise and low rise
flats, many of which were outdated
bedsits.
In August 2007, 84% of its tenants
voted to transfer from Havering
Council to Old Ford Housing
Association, our partner in East
London.
Led by Old Ford, we have now
completed the demolition of the
first tower block and residents have
13
moved back into modern, high
quality low-rise homes. A total of
555 new homes will be built to
re-house existing tenants, who have
renamed the community Orchard
Village.
This development is about more
than just new buildings. It is also
about helping to create pride in
where people live and helping to
ensure that these communities
remain desirable places to live for
generations to come.
The £50 million Warner
refurbishment in Walthamstow was
also completed this year with all
homes fully meeting the Decent
Homes standards.
Most of the homes on the Warner
Estate had not been upgraded for
many years when Circle 33 began
the regeneration work in 2001.
A great majority had features dating
back to the late Victorian period,
including outside toilets, and
were largely occupied by elderly
residents. This was a regeneration
project that had to be handled
sensitively and our dedicated team
at Warner worked with residents to
get these vital upgrades complete
with minimal upheaval.
Wendy Wright moved into a new ground
floor, three bedroom home in Orchard
Village after living for many years in
a two bedroom flat on the fifth floor
of a tower block on Mardyke Estate.
Wendy said “It’s been excellent
really. For me personally, it’s the
freedom that it has given me. We
were in a tower block five floors
up before the move and now we
are on the ground floor which is
great for the kids. They can play in
the park out the back, I don’t have
to worry because it’s very secure.
“It’s really brought the community
together, I’ve spoken to people that I
hadn’t spoken to before. We were kept
up to date throughout the process, we
literally saw our new house being built. We
got to choose the colour, carpets and kitchen
units too”.
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Wealth and wellbeing day
Services
•South Anglia has delivered
£400k of Excellent Estates
Work. Residents decided what
improvements they wanted
including additional security
measures, boundary fencing,
intercom systems and lighting.
Improvements of this kind make a
huge difference to communities
and ensure residents get a say
as to where we concentrate our
efforts.
•Times remain tough in the job
market. By working in partnership
with other local providers Circle 33
has supported almost 600 people
15
into employment or training in
the last year and helped 400
people get into health and
wellbeing programmes.
•Wherry has been selected as a
Co-Regulatory Champion by the
Tenant Services Authority, as a
result of its work in creating and
embedding a Neighbourhood
Charter in Terrington St Clement.
Wherry has received a grant of
£3,000 which will be used to
fund a regional learning event
in Norwich to share its approach
and successes with residents from
other housing providers in the
region.
•Roddons has continued to deliver
on all of its transfer promises
to residents, including the
commitment to tackle anti-social
behaviour in Fenland.
•Wherry, Roddons and MPH have
all established Family Intervention
Projects to work intensively
with families in danger of being
evicted because of anti-social
behaviour. Roddons has also
been part of a national pilot
programme with Fenland District
Council and the Cambridgeshire
Constabulary to improve the way
information is shared and handled
by all agencies involved with antisocial behaviour cases.
More than 500 people from across Kent attended
Russet’s ‘Wealth and Wellbeing’ event last
summer. Recognising the need to provide
customers with advice and guidance on
important issues in an informal setting,
Russet organised for a number of different
organisations including banks, Citizens
Advice Bureau, Samaritans, Beat Project,
Kent Fire and Rescue and the National
Blood Service to attend the event.
Marilyn Smith, community development
officer at Russet, said: “Bringing people
together at events like this gives them
the chance to speak for the first time to
people who may have lived in the same
neighbourhood or even the same street as
them for many years.”
“It was excellent that so many people supported
the day and we hope many of those who came
along were able to benefit from the many advice and
information stalls which were on offer.”
16
My Story: Jade and Caroline
Care and Support
Our strategy for care and support
remains focussed on local areas to
meet local need. Circle Support is
continuing to make preparations
for the evolving personalisation
agenda.
support services in Kent following
Supporting People reviews.
• Circle Support retained Care
Quality Commission (CQC)
Excellent Status following
inspection for Learning Disability
services registered with the CQC.
• Completed 83 brand new
supported homes for vulnerable
young people in Erdington. The
Orchard was developed as a
partnership between Mercian
Housing Association, Birmingham
City Council, Birmingham YMCA
and the Homes and Communities
Agency (HCA). The ceremony
was officially opened by local
MP and Shadow Communities &
Local Government Minister, Jack
Dromey.
• Achieved overall A rating for
HARTS service for families and for
• Alone in London has given 675
young people face to face advice
17
on accommodation and 253
were supported into safe and
appropriate accommodation.
• A further 142 young people
received the support of an Alone
in London Family Mediator to
help them manage their home
situation and their relationship
with their family. 36 more were
supported to return home or
remain with their families.
Circle Support’s volunteer Befriending Scheme
has had great success in helping its service
users feel less isolated and more confident
about forming their own friendships.
“We meet every week and we’ve done lots of
different things,” says Caroline, a service user
who has been meeting with Jade, a volunteer
befriender. ”I think I’ve become more sociable
and confident. I’ve been making friends and
have got lots of phone numbers of friends now
and we call each other.”
“The scheme has really helped me. I have learnt
how to be more independent. Hopefully I’ll start
working soon as well.”
Jade has really benefitted from the relationship too.
“Professionally, I have learned a lot and this experience has
enabled me to gain paid employment within the care sector,
something that would be difficult without this experience.”
“I feel that we are now really comfortable and honest with each other”
Jade said, “There have been days when I have been tired or not in the
best of moods on a day of a visit but I have found that when I meet
Caroline she always lifts my spirits.”
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Adding value
through growth
•Sales of new homes have
exceeded targets. Our sales
proceeds have surpassed £4.2
million with profit on sales up by
£420k. This means we have more
funds to invest in our existing and
future homes and services.
By 2025, the number of people
over the age of 85 is predicted to
increase by 70% to 1.9 million, and
over the next 50 years the number
of over 65s looks set to rise from
9.3 million to 16.8 million. With
this staggering increase in the
ageing population the demand for
better alarm technology has never
19
been greater. Reliable, flexible and
state of the art equipment is not
just desirable, but crucial.
•Invicta has successfully extended
its Telecare contracts and secured
new business including:
- a new national contract with
Guinness Partnership which
owns and manages over 60,000
homes across the UK. Invicta
Telecare will now provide
the alarm monitoring service
to around 3,000 residents.
Guinness customers commented
that they were particularly
impressed by the calm and
efficient way Invicta operators
dealt with calls.
- launch of its biggest ever
project in partnership with
Novalarm to upgrade its Telecare
monitoring system. The project
is particularly exciting as it
could lead to an extension of
our services and potential
partnerships with Telehealth
services.
- being awarded a two year
Telecare Services framework
agreement by Buying Solutions
who procure for all UK public
services and is part of the
Efficiency and Reform Group
within the Cabinet Office.
-b
ecoming the first organisation
in the UK to achieve the
European Standard in Social
Alarm Monitoring services.
My Story: Frank Soady
Affordable homes in Mole
Valley
Mole Valley is one of the most expensive areas
to live in so developing affordable housing for
people living and working in the area is crucial.
Mole Valley Housing Association recently saw
the first residents move into New Chapter
House, a £2.8 million pound refurbishment of a
listed building in Dorking Town Centre, offering
shared ownership homes and social rented homes
for local people.
Frank Soady, one of the first residents to move into
the new development, said: “Affordable homes are in
really short supply in this area and we feel really lucky to
have moved into New Chapter House.”
“My wife has curvature of the spine and has difficulty walking so a
ground floor flat was essential. The fire station flats have given us a fresh
opportunity to start enjoying life again.”
“The homes are really nicely built. We now have space for all the family
to visit and we are really looking forward to settling in and enjoying our
garden this summer as it is a real sun trap.”
20
Involving customers
Enhancing performance through
business excellence
Headline successes
• 2010/11 saw the launch of our
Business Transformation team.
We are looking at how we can
evolve our structure, culture
and systems to help us grow
as an organisation. Business
Transformation will focus on four
inter-linked work streams: Repairs
and Maintenance, Customer,
Culture and People and Creating
Value through Assets. Read more
about Business Transformation on
page 25.
• We have been listening to and
involving our customers too,
asking what they would like to
21
change in the way we deal with
them. Feedback will help us to
understand what barriers need
to go, what systems need to be
updated and what tools we need
to do our jobs more effectively.
• The newly installed Circle
Procurement team has begun its
work to save the Group £4 million
a year by providing a coordinated
procurement resource. The team
is responsible for:
- delivering procurement savings
and improved quality and
service from our suppliers
staff and residents about
suppliers and contracts in
the decisions being made by
procurement
- s etting up simple, consistent
and repeatable processes
- h
elping us comply with the
Public Procurement Regulations
2006 and putting in place
contracts that are robust and
protect Circle’s interests.
We have travelled around the
country talking to colleagues and
customers to get their views on a
new repairs service. Moses Salisu
recently attended our Repairs and
Maintenance customer conference.
He said, “I can boldly say that my
views, opinions and concerns were
absolutely taken on board. Our
voice and input was listened to
from the beginning and throughout
the process. So we had real input
into how the service will meet our
needs, how it will be delivered in the
right way and what will be the right
standard of service delivery.”
“Being involved like this makes me feel
valued and honoured as a customer.
Besides, it gives me the assurance and peace
of mind that the service I will receive will meet
my needs and satisfaction.”
- p
roviding greater transparency
and wider consultation with
22
High performance, people
and culture
Everyone that works for Circle has
a role to play in enhancing the Life
Chances of our customers. We
expect a lot from our teams and
aim to recruit and retain great staff
to undertake important work.
We know it is a competitive market
out there and as a dynamic and
progressive organisation we need to
attract the best people to help us
achieve our goals and aims. Once
recruited we work to ensure each
and every person reaches their full
potential and put customers at the
heart of their work every day.
Headline successes
• Won the Greater London
National Training Award for
larger companies for our
innovative Senior Management
Development Programme, which
is accredited by the Institute of
Leadership and Management.
We are dedicated to delivering
excellent services that are good
value for money so having
strong managers is crucial for an
organisation the size of Circle.
• Presented with a prestigious
RoSPA Occupational Health and
Safety Gold Award.
My Story: Danielle Thorne
Case Study
Danielle Thorne monitors Wherry’s
performance and manages customer
feedback ensuring customer comments
are acted upon.
She has been at Circle for five years,
working her way up to her current
job through a variety of roles.
“I think I am proof that Circle
recognises and nurtures its staff
and offers good career progression
opportunities” she says. “After
completing my maths degree I
started at Circle as a temp in the
Data Admin Team. Within months
I successfully applied for the role
of Office Services Supervisor and
then Scanning Manager. Three years
ago I became Wherry’s Continuous
Improvement Officer and last year I
was promoted to Business Excellence
Manager.”
“My career highlight was when Wherry
achieved the Customer Service Excellence
award last year. I was ecstatic - it really shows
that we are committed to putting the customer
first.”
Danielle has also helped set up the Social Circle which
encourages staff in different teams and offices to
socialise outside of work to make working relationships
more effective. “One of the best things about working
at Circle is the people. Everyone really cares about
the customer and goes above and beyond to deliver a
good service.”
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24
The future
Last year we undertook
extensive customer
research and worked
with our Boards and
senior managers to
develop our vision for
Circle for the next ten
years. This has resulted
in us setting up a team
dedicated to leading
this for Circle under
the banner of Business
Transformation (BT).
25
Listening to our customers, staff
and partners is at the centre of BT.
We have held Group wide ‘think
tanks’, customer workshops and
working groups to put together
our plans for the future. As part
of this we have agreed that while
our overall mission is to Enhance
Life Chances, our vision for this is to
ensure that customers are at the
heart of everything we do.
From all of this research, four
key themes became clear to us
in terms of areas that we need
to concentrate on. These are
Customers, Value, Growth and
People. We have used these to
simplify our goals, taking the former
eight which we have reported this
year, into four goals which are;
• Number one in the sector for
customer loyalty
• Best at creating value from our
assets
• Reach more customers
• Brilliant place, fantastic people
who care
These four goals give us a
clear focus on the areas we will
concentrate on to transform our
organisation. There are already
some major changes on the way,
and these will mean that we are
well placed to continue to Enhance
Life Chances into 2020 and beyond.
‘Customers
are at the heart
of everything
we do’
26
Facts and figures
2010/11
Social housing properties manager
General needs
Supported housing and housing for older people
Circle Support
Alarm services
Sheltered Housing / Supported Housing / Foyers
Elders
C33
Mercian MPH MVHA
OFHA
RHA
Russet
SAHA
WHA
8,492
2,132 6,240 2,954
3,669
3,253
6,403
5,914
5,907
3
231 549
30
483
324
71
0
MPH MVHA
OFHA
RHA
Russet
SAHA
WHA
75 Alarm services
3111
2,824
Homeless
12
Learning difficulties
87
Totals
Mental health
52
Total Supported/Sheltered/Foyers
3,479
Physical disabilities
44
Total floating support
1,830
Overall Total
8,133
Teenage parents
6
Young people
167
Floating Support
Social housing properties owned
C33
General needs
Housing for older people and supported housing
Shared ownership properties (less than 100% equity)
Leasehold and staff accommodation
11,287
2,003 2,074
322 1,383
630 948
Total
No. of LAs in which RP operates
Performance
549
6,403
5,203
5,039
483
333
768
760
General
Homeless
5
30
15
241
733
902
283 2,538 402
832
99
127
258
80
8,856 3,910
3,937
3,857
7,104
6,962
6,781
13 1 1
2
1
6
21
27
3.1%
SAHA
WHA
101.4% 98.6% 101.3% 100.5% 100.5% 100.1% 100.6%
100.0%
5.1% MPH MVHA
5.5% OFHA
2.2%
25.5
22.0 36.9 RHA
4.1%
£78.80 £100.70 £88.17
29.8
Russet
1.7%
2.1%
3.0%
3.1%
£98.12 £73.06 £92.44
£93.39
£78.88
24.4
15.6
21.0
16.4
30.5
- general needs managed stock
Dwellings vacant and available for let
0.4%
0.3% 0.4% 0.4%
0.1%
0.1%
0.4%
0.6%
0.1%
0.4%
0.0% 0.1% 0.7%
5.1%
0.5%
0.3%
0.1%
0.3%
Emergency repairs completed in target- managed
99.1%
99.9% 99.0% 98.8%
96.7%
95.1%
99.6%
96.8%
99.4%
Urgent repairs completed in target - managed stock
98.3%
99.1% 99.2% 97.4%
97.8%
94.7%
97.4%
97.5%
98.5%
Routine repairs completed in target - managed stock 89.9%
96.2% 98.5% 98.8%
98.2%
96.6%
99.6%
97.3%
98.9%
- general needs owned stock
Dwellings vacant and unavailable to let
- general needs owned stock
Average SAP rating - general needs only
72.7
71.3 65.4
75.4
62.9
78.1
66.7
67.7
Homes failing Decent Homes Standard - owned stock
0.0%
0.0% 21.4% 13.4%
3.7%
1.7%
0.0%
0.0%
0.0%
72.8%
76.9% 76.0% 83.9%
75.1%
85.5%
90.8%
81.4%
87.7%
99.8%
98.8% 99.9% 100.0%
99.9%
99.8% 100.0%
99.9%
100.0%
Residents satisfied with overall service
64.2 - general needs managed stock
Homes with a valid gas safety certificate
- general needs and supported housing stock
Group management stock profile as at 31 March 2011
Social housing rented
2010
2011
50,540
50,218
Shared ownership
3,947
3,829
Keyworker
289
245
Leasehold
5,499
5,441
Staff accommodation
65
66
Non-social rented
2,672
2,312
Other non-social
84
163
Garages
1,532
1,541
Total stock owned
64,628
63,815
Accommodation managed on behalf of others
291
552
Less: Stock owned but not managed
(3,541)
(4,555)
Total stock managed
61,378
59,812
27
728
3,260
44
5 Mercian 159
843
3,031
3,238 £101.18
Average re-let turnaround times (days)
75 41
100.7%
Current residents arrears as % of rent roll - managed stock
6,240 2,954
Elders
Families
15,692
C33
Rent collected as % of rent due - managed stock
Average weekly gross rent - general needs only
Mercian 23
Learning difficulties
0
Mental health
38
Teenage parents
21
Young people
18
Who we employ
Ethnic Group
Circle Living
Ethnic Origin
White
British
Irish
Other
Grand Total
1,286
29
115
Home Ownership Performance
Shared ownership staircasing
* Figure does not include Mercian, MPH and MVHA
Right to buy completions
6
Mixed
White and Black Caribbean
14
Right to acquire completions
White and Black African
13
Social homebuy completions
White and Asian
Other
17
Asian or Asian British
Indian
41
Pakistani
13
Bangladeshi
28
Users satisfied with:
Other
27
Telecare service Black or Black British
Caribbean
156
African
148
Other
33
Chinese
Chinese
Other
Other
Not known
Not known
391
Undisclosed
Undisclosed
47
6
5
Telecare Data
Social alarm and telecare calls received 1,291,120
Out of hours repairs calls received 115,500
99.13%
Out of hours 95.2%
9
2,414
Who we house
C33
White Irish
18
41
Grand Total
White British
54*
33.1%
3.9%
Mercian MPH MVHA
OFHA
RHA
Russet
SAHA
WHA
61.3% 59.6% 77.8%
2.1% 1.8% 45.6%
85.6%
53.4%
81.3%
89.7%
0.5%
1.3%
0.2%
0.3%
0.7%
0.5%
White other
7.4%
1.0% 1.8% 1.6%
4.5%
3.4%
0.5%
2.0%
2.8%
Mixed
4.6%
4.2% 2.1% 0.5%
0.5%
0.3%
1.3%
1.2%
1.2%
6.0% 7.0% 0.4%
18.2%
0.0%
0.7%
2.9%
0.9%
13.8% 16.4% 0.4%
13.9%
0.3%
0.2%
2.6%
0.8%
Asian
6.4%
Black
23.7%
Chinese and other
Chose not to say or don’t know
Total
2.2%
0.9% 18.7%
10.7% 100%
100% 2.7% 0.3%
1.1%
0.0%
0.1%
0.4%
0.2%
8.6% 18.5%
14.9%
10.2%
43.5%
8.9%
3.9%
100%
100%
100%
100%
100%
100% 100%
28
Group income and expenditure account
2011 £m
Turnover
Less: share of joint venture turnover
(4.3)
Group turnover
322.8
286.5
Cost of sales
(22.5)
Operating costs before exceptional items
(219.6)
Exceptional pension credit
2010 £m
322.8
290.8
(52.8)
-
8.8 Operating costs (210.8)
Operating surplus
89.5
67.7
Share of operating surplus/(deficit) of joint ventures
(0.2)
(0.4)
Surplus on sales of assets
4.9
6.0
Impairment of joint ventures
8.9
(8.9)
Impairment of goodwill
(4.5)
-
Movement in specific work in progress provision
0.2
-
Negative goodwill
-
18.3
Net interest charge (70.5)
(69.8)
Taxation (0.2)
Surplus after taxation for the year
Minority interests
Surplus for the year after minority interests
Group Income
£m
-
Group Expenditure
(166.0)
Consolidated Balance Sheet
2011 £m
Tangible Fixed Assets
Housing properties at cost or valuation
1,937.2
Other tangible fixed assets
74.4
63.7
Goodwill
9.6
0.2
Investments
4.6
1.2
Share of joint venture assets less liabilities
-
-
Total
2,025.8
1,916.9
(0.5)
Current Assets
164.6
177.8
28.1
12.4
Creditors: amounts falling due within one year
(162.9)
(188.4)
-
-
Net current assets/(liabilities)
1.7
28.1
12.4
Debtors- due after one year 259.8
316.5
Total assets less current liabilities
2,287.3
2,222.8
Creditors - due after one year
1,910.7
1,859.9
Provisions
3.3
Other long term liabilities 13.2
36.3
Capital and reserves
Non-equity share capital
-
-
Designated reserve
6.3
6.3
Revenue reserve
355.9
316.8
Minority interests
1.2
1.2
264.8
Social Housing Lettings
175.9
General needs
212.0
General needs
129.2
Temporary social housing
Shared ownership
24.1
4.9
12.4
Supported housing
2.9
Shared ownership
7.3
11.4
Lease
Other income
58.0
Expenditure re other income
1,851.8
(10.6)
23.6
Temporary social housing
Lease
£m
Social Housing Lettings
Supported housing
2010 £m
12.9
57.4
First tranche sales
16.5
First tranche sales
15.7
363.4
324.3
Supporting people
16.7
Supporting people
16.1
Total
2,287.3
2,222.8
Management services
1.5
Management services
1.3
Community regeneration
1.0
Community regeneration
2.5
Non-social housing letting
9.9
Non-social housing letting
14.5
Other
12.4
Other
7.3
Application of Funds
Source of Funds
Management and operating costs
66.1
Supporting people income
16.7
Continued maintenance
43.8
First tranche
16.5
Planned maintenance
30.0
First tranche
15.7
Social housing lettings
Non-social housing
264.8
9.9
Other services income
14.9
Social housing other costs
15.4
Sale of housing properties
25.4
Supporting people contract costs
16.1
Non-social housing costs
14.5
Working capital movements
(15.7)
Social housing grants
50.2
Other costs including exceptional pension credit
Reduction in cash reserves and investments
12.7
Net interest paid
83.9
4.5
Corporation tax
0.3
Sale of bond investment
Increase in loans
65.8
Construction of housing properties
Purchase of other fixed assets
29
2.9
183.4
16.3
30
Governance
Sir Robin Young
Chair of Circle
Sir Robin Young became Chair of
Circle in January 2010. Sir Robin
has enjoyed a successful career in
Government, spanning 31 years. Sir
Robin was Permanent Secretary at
both the Department for Trade and
Industry and the Department for
Culture, Media and Sport as well as
Head of Economic and Domestic
Affairs at the Cabinet Office.
The changes around the
Management and Strategy Boards
introduced last year have worked
well.
The Management Board has the
legal responsibility to lead the
Group within a framework of
sound governance, continuous
improvement and effective control,
which enables risks to be properly
assessed and managed. The
Strategy Board defines and ensures
compliance with the values and
objectives of the Group and puts
in place strategies to meet these
objectives.
The Management Board comprises
Non-Executive Directors and
the Group Chief Executive and
includes Partner Board and resident
representation. The Strategy Board
comprises nominees from all the
Circle partners, Resident and Service
User Panel and up to a third of
independent members including
the independent members of the
Management Board.
All members are required to
contribute and share responsibility
for decisions and uphold the Circle
Code of Conduct.
31
Management
Board
Strategy
Board
Robert Burgin
Independent member
Simon Braid
Independent member
Simon Braid
Independent member
Tania Brisby
Independent member
(Appointed 01/03/2011)
Tania Brisby
Independent member
Alan Catterick
Group Partner member
(Resigned 01/01/2011)
Jane Clarkson
Independent member
Murray Foster
Jane Gurney-Read
Baroness Maggie Jones
Brenda Reynolds
Mark Rogers
Group Chief Executive
Martin Shaw OBE
Independent member
(Resigned - 20/09/2011)
Michael Webber
(Resigned - 30/09/2011)
Sir Robin Young
(Chair) Independent member
Robert Burgin
Independent member
Alan Catterick
Jane Clarkson
Independent member
Sheila Farmer
Invicta Telecare (Chair)
(Resigned 24/01/2011)
Murray Foster
Jane Gurney-Read
Alison Hill
RASP
Andrew Hill
Brenda Reynolds
Alan Riddell
Mark Rogers
Circle (CEO)
Martin Shaw OBE
Independent member
(Resigned - 20/09/2011)
Brian Stewart
Michael Webber
(Resigned 30/09/2011)
Sir Robin Young
(Chair) Independent member
Governance
Remuneration and
Succession Committee
Jane Clarkson
Jane Gurney-Read
(Appointed Chair designate
24/05/2011)
Martin Shaw OBE
(Resigned 20/09/2011)
Brian Stewart
Sir Robin Young
Group Audit Committee
Simon Braid
Appointed Chair 01/07/10
Jane Clarkson
Interim Chair to 01/07/10
Ayo Odukoya
Peter Wardle
Julia Witting
Group Company Secretary
Angela Firman FCIS
Jennifer Mills
Anne Moyies
(Resigned 01/02/2011)
Stephen Jacobs
Ayo Odukoya
Independent member
32
Executive
Directors Board
Mark Rogers
Group Chief Executive
Mark Rogers was appointed Group
Chief Executive of Circle after the
merger of Circle 33 and Anglia
Housing in 2005. Mark has over 20
years experience in the housing
sector.
Sarah Trota
Executive Director People
Heading up Circle’s People
portfolio, Sarah oversees the
teams responsible for recruitment,
employee relations, learning and
development, payroll, and facilities
management. This year Sarah also
became responsible for Business
Transformation. Sarah worked in HR
in the retail sector for over 20 years
33
Andy Doylend
Executive Director Operations
Andy manages the customer
services, asset management,
development, IT and care and
support teams within the Group.
Andy has 15 years experience in a
variety of housing disciplines.
Calum Mercer
Executive Director Finance
Calum is responsible for ensuring
the continued financial strength of
the organisation, risk management,
procurement, insurance and
pensions. Calum has over 20 years
experience in the financial sector.
34
Registration
Circle Anglia Limited
Mercian Housing Association Limited
Industrial & Provident Society Number 27604R
TSA Registered Number
LH4046
L0942
Circle Thirty Three Housing Trust Limited
Merton Priory Homes
L0031
L4548
Mole Valley Housing Association Limited
Circle Living Limited
L4500
Companies House Registration Number 5737166
Roddons Housing Association Limited
Circle Care and Support Limited
L4501
Companies House Registration
Charity Commission
3307684
1107432
Invicta Telecare Limited
Companies House Registration Number 04133585
Registered Office
Old Ford Housing Association
Companies House Registration
Charity Commission
3487210
L4221
1075125
Russet Homes Limited
LH3922
South Anglia Housing Limited
LH4094
Wherry Housing Association Limited
LH3866
Registered office for Group partners
Circle House
1-3 Highbury Station Road
London
N1 1SE
Registered office for Mercian, Art Homes and Zenith
Gee Business Centre
Holborn Hill
Aslon
Birmingham
B7 5JR
Major Lenders
Abbey
Barclays
Bank of Scotland
Lloyds Bank Plc
Dexia Public Finance Bank
Nationwide Building Society
The Royal Bank of Scotland Plc
35
Have a
say in your
community
A chance to...
Learn
new skills
Get
together with
others
Get into
work and
training
Live an
independent
life
Feel safe and
comfortable
in your home
36

Annual Review - Circle Housing

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