Contents

Over the Years 4 Working in the Community 16

From the Chair and Chief Executive 6 Performance 18

Involving Residents 8 Working in Partnership 22

Delighting our Customer 10 Financials 23

Meeting Housing Needs 12 People 24

Pursuing Excellence 14 Contacts 26

This review covers the year ended March 31, 2006, however to maintain continuity and convey consistent messages during the CBHA’s 10th Anniversary celebrations, events before and beyond this period have been included in some instances.

About CBHA

Established in April 1996 to continue the regeneration work of the Waltham Forest Housing Action Trust, CBHA is a true resident-led housing association with 10 resident places on its 15-member board.

CBHA owns/manages more than 1,600 properties located in four areas in Waltham Forest and also manages another 450 properties in Newham on behalf of Peabody Trust. Over the Years

Kay Parmenter, longstanding CBHA resident from Chingford, has good memories of the last 10 years with CBHA. She assisted the HAT, for example, in painting and decorating some of the fi rst houses. She has also enjoyed organizing street parties and festivals over the years for the young people. She says her most vivid memory of course is moving into her house. “I cannot be thankful enough,” she says. “The staff are brilliant. I can’t fault them. 4 They are friendly and very helpful.” Mrs Violet Moore of Leytonstone has always found the CBHA very good. At 87, she is house bound and is grateful to the staff for getting things done. Having been in her house for seven years, she recalls the adjustments made for her wheelchair and is delighted to have a front and back garden. Having lived in the one of the tower blocks, she stresses how much she likes living in her house. 5 From the Chair and Chief Executive

In fact, Eric Sizer and I are the Board members left from April 1996, so we celebrate our first decade along with the CBHA!

The organisation has carried on and improved upon the HAT’s involvement of residents in decisions that affect the quality of lives of all those who live in our communities. In practice things might be different because the issues have changed but in principle they are the same. Residents still have a big say.

At the heart of the CBHA is the resident majority Board and I am truly pleased to say we continue to speak with a strong voice and work cooperatively with the CBHA staff. We also have local committees and many activities for involvement. The staff team are hard working, represented by a really strong leadership team.

My neighbourhood in Walthamstow is one of four We work well together and many of the staff areas that the Waltham Forest HAT was charged themselves live in the areas—they are involved with regenerating several years ago. Part of their at a grassroots level. formula was to involve the community in the The journey has been exciting and fascinating for initiative, which was setup to last 10 years. me knowing that people have trusted me enough I along with several other community members in the different roles to speak on their behalf. became heavily involved, serving on what was My aim has always been to represent the entire known as the tenant steering committees, community as much possible, welcoming phone responsible for working with the HAT to transform calls, knocks at my door, whatever it takes. the neighbourhoods. Each step, from the steering committee to the I was elected to my local steering committee, CBHA board, from vice chair to chair, has been where I served as secretary and chair. We made logical to me, to just do more each time, giving a wide range of decisions, including assisting back to my own community.

flecting - Susan Nwalema with hiring the contractors to selecting our house When I look back over the years, it is exciting types. We spoke with a strong voice and the to see just how much we have achieved, some HAT’s leaders listened. of those achievements highlighted in this annual

Re Most of us therefore became quite accustomed review. to being involved in the decision making process I must say that my hope for the future is that we for our own community. I imagine that it would will continue to invest in our young people and have been extremely hard to return to a different grow the organization so that they have a legacy. way of life. And I hope we will celebrate our achievements So, we welcomed the notion of a housing not only for ourselves but also for others so association that would continue the good work that that they too might be inspired to transform had been started and that’s why I got involved communities throughout the nation by involving with the CBHA serving first on the shadow Board. residents in such a powerful way. 6 Looking ahead - Gary De Ferry 7 communities created beyond 2012. Some 9000 Some 9000 2012. created beyond communities as part of the are to be provided new homes Developments. City Olympics/Stratford rst ten years our fi to celebrate are pleased We Group we of the Peabody the older part and like (Peabody to the next 130 years! look forward established in 1862) was Trust and success. I am thankful to all who and success. I am what good things a variety of our residents of what good things a variety 2001. I therefore fi nd it very satisfying to satisfying nd it very 2001. I therefore fi early work to facilitate the 2012 Olympics and Paralympics. plan to ensure that our communities gain We ts from the process and we the maximum benefi intend to be part of the sustainable housing and and Paralympics in this locality in 2012. in this locality and Paralympics been managing Clays 2005 we have Since August Lane Estate in Newham on behalf of the Peabody story on page 22). This has allowed (See Trust with the LDA and the us to become involved say about the CBHA in this review to show we about the CBHA in this review to say of our continue to do things right in the opinion customers. offer once in Looking ahead, the next ten years and the a lifetime opportunities for East London the Olympics CBHA therefore, with the staging of The most important thing of all is that the vast the vast The most important thing of all is that supported us from of our residents have majority point of our history cant one; the most signifi day with us to stay cent vote the 97 per so far was in read customers. Many of our staff have grown-up with of our staff have customers. Many helped form the organisation and are part of and a freshness our culture. Others are new and bring the which keeps and different perspectives, organisation looking forward. have been involved, particularly the three highly particularly the involved, been have chairs, with whom I have committed and talented and Susan Westley Peter Preston, worked—Jacky Nwalema. team, prepared to a professional staff have We to delight our it takes change, to do whatever partnerships with our residents, Peabody Trust, Trust, Peabody with our residents, partnerships the Forest, of Waltham the London Borough others. many police, the LDA and to our Board has been key Our resident-led evolution I can say with confi dence that at ten (and I’ve I’ve that at ten (and dence confi with I can say the CBHA for the whole decade!) been here mainly due for the future, is well positioned is built on our foundation, which to a solid Involving Residents

CBHA’s commitment to involving residents has Involving residents means staff and residents been clear from the onset. The organisation was working together on all levels of the organisation, born out of the Waltham Forest Housing Action beginning at Board level and extending to local Trust (HAT) and continues to champion the HAT’s committees and events and activities. tenant-led corporate ethos. It remains at the top of CBHA’s agenda today.

Sue Graham knows better than most people the importance of engaging customers to deliver a service.

Now CBHA’s Area Housing manager, Tenancy Services, Sue worked with the post office in frontline positions before answering a Waltham Forest HAT job advertisement 13 years ago.

Since then she has been in a number of flecting positions, getting to know the customers on different levels. In 2002, she became an Area Housing manager, responsible for Leyton and Re now has full responsibilities for the Chingford area and all of Tenancy Services.

She is a major advocate of involving residents to improve their lives and believes that while the formal ways of involving residents such as through the Board and committees are key, involvement should and does happen daily.

She personally relies heavily on interacting with people. For example, she often walks about in the neighbourhoods to sound people out, ask their opinion and just touch base with them.

Based in Chingford for 10 years, she says: “My favourite part of the job is engaging with people. It is a leveller. Listening is key.”

speakers.” These are direct responses to She points out that CBHA does change service people’s needs. delivery because of customer feedback. For example, Sue has noticed that tenant A community governor at the Chingford Hall consultation during the evenings has lessened in School at the request of residents, Sue says that popularity with changing lifestyles of the tenants. she has stayed with CBHA all this time because she likes the ethos of the organisation. She is “We tend to have more coffee mornings now also a board member for Climbers Nursery. and also themed meetings on topics such as community safety, where we often have guest “It is very customer focused.”

8 Looking ahead 9 “Everyone made me “Everyone made “It’s give and take.” “It’s give and take.”

she says.

” , “I consider it a privilege to serve on the “I consider it a privilege committee Navinya is looking forward to representing the is looking forward Navinya as much as people in the community young different possible and thinks that listening to She doesn’t think the is key. perspectives personal issues boardroom is the place to resolve issues. community on focusing to forward looks but with two friends, she runs her In collaboration which provides own business, Moka Management, people in the area. fun activities for young She is excited about the opportunity to serve on to serve about the opportunity She is excited her experience and believes a Board committee the to value will help her add worker as a youth CDRIC. meetings—one to observe attended two Having participate, she already and the other to actually group. feels a part of the feel welcome.” “people didn’t has a strong interest and interest and has a strong with her mother, twin brother and young sister, is sister, and young twin brother with her mother, one of them. is the One of the obvious changes, she says, major visual difference but also everyone interact in the tower blocks but now knows each other.” some as well. life, in the Chingford area all her lived Having with tower remembers the old estate Navinya into a thriving been transformed blocks which has of family homes. Her home, shared community Resident Involvement (CDRIC). Involvement Resident co-opted to a person first young CBHA’s grown- has literally committee, the 22-year-old and has participated up with the organization activities and helped to organise youth in many Navinya Lee Navinya Therefore, youth. in working with background to asked was surprised when she not she was and Development Community join the CBHA Delighting Our Customer

Housing Director Paul Brown says: “Our customers are right at the top of CBHA’s agenda, steering and determining the levels of service we provide.”

Few would argue with him, particularly the customers themselves who consistently confirm their satisfaction with the CBHA’s customer care. In 2001, 97 per cent of the customers voted

flecting to stay with the organisation and not return to the local council. And throughout their ten year history customers have repeatedly given CBHA high marks in their annual customer survey. Re

Why?

“Because we take customer care very seriously,” says Paul. “And we love pleasing our customers.”

This way of thinking and acting is widespread across the organisation and has been from the onset. The general belief is that excellent customers care is linked to relating to the customers on different levels.

“Our staff are excellent in customer service,” Paul says. “Each one is dedicated to providing customers in the office and also visiting them at high levels of customer care and they get a home to put them at ease prior to their move. great deal of personal satisfaction from a job well done. “We try to put ourselves in the same position as our customers,” he says. “What would we want to know if we were in their position? Who would we “Furthermore, the organisation has had a want to contact?” relatively low staff turnover throughout the years and many of the staff are on first name terms This approach to customer service has not with our customers.” changed, although service delivery has over the years with the needs of the customers. Paul, himself, was involved with the organization’s first big moves, relocating people from the tower Paul says face-to-face communication is still key blocks to their new homes. A Housing Services and continues to happen through the area offices. manager then, he recalls how staff went the However, to keep up with changing times and extra mile, working early, late and weekends to embrace new technology CBHA has implemented achieve four to five moves per day with care and other ways to maintain consistent communication dedication to satisfy their customers. and feedback with their customers.

The key during the moves was keeping customers “Our customers are used to high quality,” he informed. While they wrote to people, they relied says. “They expect more and we are always heavily on face-to-face communication, seeing looking for ways to improve.”

10 Looking ahead [email protected] Website/Intranet

In January 2005, CBHA introduced a generic CBHA’s ultimate aim is to also provide as many email address, which service heads monitor and of their services as possible through the Internet, answer. Their target is to give a next working making forms, policies, and other important day response at the latest. The service currently, documents available through a secure website. receives 15 to 20 emails per week and is Customers will also be able to pay rent and expected to grow as more people go on-line. service charge online. This service is expected to be in place by the end of the year. CBHA@8500 Extended Operating Hours The new telephone system with one central number, installed in April 2005, has already CBHA already operates a six day per week helped to improve CBHA’s performance in service. We are now consulting with our repairs. Because over 60 per cent of the customers on operating times generally and, organization’s calls are repairs related, the more specifically, on extending telephone office property services teams operates CBHA@8500. hours to meet the needs of those who are unable Three repairs specialists answers incoming calls to communicate with us during the current and are normally able to arrange an appointment opening hours. immediately. All other general calls come in through the central number as well and are directed appropriately.

Resident Status Surveys

CBHA, originally in co-ordination with the HAT, has been commissioning Market Research UK to do an annual customer survey since 1994. The market researchers do face-to-face surveys with 25 per cent of CBHA households.

Each year there is an analysis of the survey and CBHA commits to an action plan to improve in any area where customers express 20 per cent or more dissatisfaction.

Some Key findings from the survey are as follows: Note: Key Best Value Performance Indicators = (BVPI)

BVPI 74 (Overall satisfaction with landlord): Involvement: 91% of the residents reported overall satisfaction 92% of residents feel their views are taken into with the service received from CBHA. account when CBHA makes decisions.

BVPI 75 (Opportunities to participate): Repairs (Dealing with): 89% of residents are satisfied with opportunities 91% of residents expressed satisfaction with the to participate as measured using Housing repairs and maintenance service. Corporation guidelines. Repairs (Time to complete): Communication: 95% of residents were happy with CBHA’s time to 91% of residents feel CBHA is good at keeping complete repairs. them informed about key issues.

11 12 Re flecting completed 126propertiesandcontinueto we inheritedfromtheHAT. To datewehave build afurther144homesontheresidualland the HAT’s morethan1600propertiesandto Our originalresponsibility was tomanage CBHA haschangedsignificantly. CBHA andnottoreturnthelocalauthority, the Housing ActionTrust’s tenantsvoted tostay with Five Meeting HousingNeeds as hewas intheprocessof settinguphisown TJ says ittookawhileto take thefinal decision grows inthearea. the purchaseagoodbuy, astheproperty market neighbourhood hasexperienced andconsiders pretty goodideaofthetransformation thatthe Having lived inthearea since1987,TJhasa and adaughterTara, six. have twochildren—a sonJide,whois9years old Government’s RighttoBuyscheme.Thecouple purchased theirhomethreeyears agounderthe and family)wifeDunni,anestateagent, Tijani Criminal DefenceSolicitorAdvocate years since97percentoftheWaltham Forest (mainly referredtoasTJby friends Adekunle he neededtobecertainthatwas makinga he hadtoconsidersupportinghisfamilyand company whichislocatedinBarking.Also, they havethe rightteam.” respectability. TheCBHAstaffdoagood job— on them.Thereisahigh level oftrustand “When theyarrangeforrepairs youcancount the areaandofferinggood customercare. TJ gives CBHAcreditforflexibility inmaintaining keeps themoffthestreets.” CBHA providesactivitiesforthechildren.This But Idon’thavetoworryaboutthatanymore. ago duetolackofsafeplaygroundforchildren. send mysonanddaughtertoNigeriasometime your childtoplay,”hesays,“Iwastempted distressing toaparentwhenthereisnowherefor safe toplay forhischildren. Another key issueforTJishaving somewhere better careofit. people whoowntheirproperty seemtotake big differenceinthevalue ofproperty. Butalso problems asdrugs,forexample,whichmakes a and arehappierthanlivinginanestatewithsuch He thinkspeoplehave moresenseofcommunity his currentneighbourhood. alleys andcarswereoftenvandalised.” blocks, youhadtogointolifts,sometimesdark issue ofsecurityhaschanged.Inthetower “You feelasenseofgoinghome,” started. CBHA haskept upthegoodworkthatHAT He feelsgoodabouthispurchaseandsays the worthwhile investment. Centro Court,asharedownershipschemein shared ownershipschemeinWalthamstow, and to growwiththeadditionofColchesterRoad, a scheme had bought their homes under the Right to Buy As of31March16.9percentourresidents other feedbackfromresidents. reaffirmed throughourcustomersurveys and uphold highstandardstomanageourproperties, . Inthemeantime,ourportfoliocontinues “It isvery hesays. Notsoin “The Looking ahead 13 Allan “We couldn’t “It allowed us he says. he says. he said. The couple had seen smaller less attractive The couple had seen smaller less attractive works at the Whipps Cross University Hospital, Hospital, Cross University works at the Whipps in Leytonstone. NHS Trust “This is great for us,” “This is great for ladder and also to stay to get on the property to family and to work.” in the area close “It is a very nice flat,” “It is a very nice flat,” we can afford something as nice for the amount pay.” more money. flats for significantly Centro offers a sense of community, Further, been there for eight months, Having Allan says. are his he and Jo know another couple who colleagues at Whipps Cross. are Minimum household incomes for Centro and £27,000 £24,000 for the one-bedroom units for the two bedroom apartments. Centro offers a complex of 20 new apartments new apartments of 20 a complex offers Centro such as workers key ownership to area for shared and social workers in the NHS, those employed below). (see Centro feature teachers of the management CBHA took over In addition, in Newham, on behalf of Lane, an estate Clays more about (Read last August. Trust the Peabody Lane on page 22). Clays has taken his first his first has taken Allan Park to buy shares of the property at any stage until at any to buy shares of the property 100 per cent ownership. he achieves past the complex, the couple While walking and it was couldn’t help but notice how attractive scheme. worker a key that it was apartments. Allan has with his girlfriend, Jo, Together looks and purchased 35 per cent of the property to making the entire purchase in time. forward he is able Through the shared ownership scheme, Key worker gets on property ladder at Centro property gets on worker Key as captions use these, maybe (Not sure how to instead of headlines) Physiotherapist buying part ladder by step on the property modern Centro Court ownership in one of CBHA’s offers six two bedroom houses and four one offers six two bedroom including two Six of the properties, bedroom flats. shared ownership units. of the houses are schemes. schemes. built on 10 properties comprising Road, Colchester estate, on the old Boundary Road the residual land Leytonstone associated with Key Working Living, a Living, Working with Key associated Leytonstone per cent of Altogether 18.1 initiative. government these through are owner occupiers our residents Pursuing Excellence

CBHA’s corporate ethos is indelibly sketched in the hearts and minds of its employees. Whether it is about repairs and maintenance, building new homes, collecting rent or simply answering the phone, the CBHA way is intrinsically linked to getting better all the time.

Edward Ogundele, Specialist Services director, says this idea of pursuing excellence is nothing

flecting new and is about getting it right the first time for the customer.

Excellent customer care is CBHA’s legacy from

Re the Waltham Forest Housing Action Trust (HAT), setup to regenerate what was then four run down council estates in the borough.

“The baseline for our focus on customer care has always been there. This is a product inherited from the HAT.”

During the process, the organisation gained a great deal of tenant satisfaction, involving people in the management of their homes and also providing them with advice, training, etc…

In 1999, the transition from the HAT to the CBHA was virtually seamless, as the CBHA’s staff eagerly embraced the HAT’s ethos and continued to progress with the work.

“We began really challenging standards, which has helped us to achieve our targets outlined in the Business Plan and gain a great deal of respect in general from our residents,” he says. “We apply the business plan to our day-to-day work, linking it to our area service plans and we are willing to listen to our customers, learn from our mistakes and try new ideas.”

One example of trying something new is the implementation of Specialist teams to decrease rent arrears. The CBHA acquired the HAT’s rent arrears as part of the handover.

14 Looking ahead 15 to

“People listen to each “People listen to he says. “At CBHA we are almost like a family “At CBHA we are organisation,” The Management other. It is not hierarchical. door policy, and is ready team has an open to ensure that we stay and willing to learn ahead.” “Our staff are well trained and happy and keen are well trained “Our staff services.” provide excellent to compete awards also uses The organisation don’t ensure that they standards, to against their become stagnate.

Our greatest asset is our staff, and we are committed to their training and we are committed to their training Our greatest asset is our staff, quality a national programme, in People The Investors and development. of and development in the training investment standard for effective recognises this. employees, CBHA has been accredited as an Investor in People since 1998 and was since 1998 and was in People CBHA has been accredited as an Investor IiP status three times, achieved have last assessed in July 2005. So we against each previous assessment. and continue to improve

London Excellence is an independent body who support organisations in all sectors London Excellence business excellence. to achieve The CBHA won the 2005 London Excellence Customer Focus award last autumn, award Customer Focus The CBHA won the 2005 London Excellence issued. was time the award the first a standard which in Excellence, are now committed to achieving Investors We expect to be assessed for IiE in 2007. in business. We promotes excellence The organisation continues to perform well against the Chartermark standard The organisation continues to perform during an action review. last year recognised for good practice and was London Excellence Chartermark national the Chartermark, the Government’s CBHA has been awarded most recently in customer service, three times, standard for excellence CBHA will participate in annual in December 2004. From 2006, the three years. every to inspections Chartermark health checks as an alternative Working towards Investors in People and making sure we maintain it prompts us to continue to pursue to continue to us prompts it maintain we sure making and People in Investors towards Working in a structured way. excellence that the organisation doesn’t become static.” that the organisation commitment to points out that CBHA’s Edward the organisation. runs throughout excellences Investors in People much of this success to the specialist approach, specialist approach, this success to the much of arrears. of managing way which is a more holistic to focus on all aspects of issues “We are now able he says. “The culture of related to rent arrears,” change as required, ensuring CBHA allows us to Edward, an engineer of the first Specialist team of the first an engineer Edward, working of way this that believes ago years several 2002, CBHA’s successful. Since very has been owing 50 per cent, by decreased arrears have Working in the Community

Waltham Forest Violent Crime & Guns Policy Officer Michael Jervis says CBHA plays an integral role in Defending da Hood. The Community Safety team at the London Borough of Waltham Forest coordinates and manages the programme, which adresses the gang issues in the borough and depends heavily on community partners.

flecting Michael points out that all the partners are key, including CBHA, London & Quadrant, Ascham Homes, Breaking Thru, Active Change Foundation, the police, community safety, health Re and youth service, as they all have different roles.

“Partnering works. It circumvents bureaucracy,” he says. “Our partners want to promote community safety.” And through working together, using each other’s resources Michael believes they can all achieve their aims and objectives, which overlap.

For example, CBHA provides administrative support for the massive database of young people who have signed up to receive text Following the 7 July bombings in London, the messages about Defending da Hood events. Council was asked to organise an event to enable They also do outreach work, provide staff Asian youth to build better communications links support, set-up focus groups, and offer facilities with their elders. Around 400 Asian young men when and where appropriate—all crucial to the participated. programme’s survival. Although it is too early to fully evaluate For the CBHA, Defending da Hood’s aims Defending da Hood, the programme has won work well with their approach to community three national awards: The Inside Housing award development, which centres on engaging young for community safety, Race Action Net award for people in positive activities and events. community engagement and diversity, and the Youth Justice Board award for youth engagement. Michael says Defending da Hood started in 2004 with strategic sessions about forging relationships Furthermore, one of the most dramatic outcomes between different estates and although it has of the programme has been a 40 per cent evolved, “the key has been breaking down the reduction in violent crime around the time of the language barriers between partners and young first event. people and listening.” “CBHA has a major role to play, particularly Thus far, six events have been held, bringing the Community Development staff who together hundreds of young people to enjoy an provide intelligence and chair committees,” evening of music, drama and dance as well as says Mike. “Defending da Hood couldn’t giving them an opportunity to discuss a serious happen without the CBHA.” topic such as violent crime. 16 Looking ahead 17 “It is a very good

boundaries of Hall Lane, New Road, Larkshall Lane, New Road, boundaries of Hall Road, Forest Road, Southend Road and Chingford Southend Road Road, Forest Road, Road. and The PCT has plans to expand the services come for people to are planning an open-day More and learn more about the health centre. in the near future. information will be available The building also has a tenant’s resource centre, resource also has a tenant’s The building and for the Valley now the headquarters which is Once Team. Safer Neighbourhoods Larkswood be used to the centre will relocated, they have needs. tenant representative facilitate The Health Centre employs Primary Care Trust Forest The Waltham services at GPs to deliver part-time a team of five the surgery. from 9 am to Friday is open Monday The practice serving patients from within to 6 pm, currently the

“We all share the workload, from discussing issues to assisting with each other’s “We all share the workload, from discussing issues to assisting with , one of the GPs at Chingway , one of the GPs at Chingway she says. she says. Although hers is a hectic schedule, she looks forward to coming to work daily. to coming to work daily. Although hers is a hectic schedule, she looks forward team,” surgeries to making tea and coffee.” has been a positive experience because staff are has been a positive helpful to each other. the whole person. working with people and already sees She loves the community-based influence the positive surgery is making. sharing the actual building with CBHA She says to have a more holistic approach to practicing a more holistic approach to practicing to have medicine. in hospitals for more than seven worked Having in the UK, she understands treating a years because of illnesses. She says range diverse she can now treat based is community Chingway and housing centre right at the heart of their and housing centre right at the heart community. Dr Dipti Ukil working at the Health & Housing Centre, finds way based surgery an excellent community team. Also, there is a boardroom in the building, team. Also, meetings have where numerous and varied already been held. of a health the benefits CBHA residents now have The Housing Centre access for CBHA residents, Now offering easier in located is centrally office the Chingford Area accommodates The Area office their community. Services Property the including members, staff 10 Performance

The figures detailed within this report show how we have performed in our key services during the period 1 April 2005 – 31 March 2006.

Repairs & Maintenance

The CBHA have the following targets for completing repairs:

Priority 1: Emergency Repair (anything that is a possible health and safety hazard) • We will complete within 24 hours.

Priority 2: Urgent but Non-Emergency Repair (not a health & safety hazard) • We will complete within 3 working days.

Priority 3: Standard Repair (inconvenience if left longer) • We will complete within 10 working days.

Priority 4: Routine Repair (non urgent) • We will complete within 20 working days.

Performance Completed on time Repairs ordered by priority Our targets for the

year are to achieve Priority 1 Priority 1

97% of all repair Priority 1 Priority 1

completions on Priority 1 Priority 1

time. Over the year Priority 1 Priority 1

we raised 7428 Priority 1 Priority 1

repair orders of Priority 1 Priority 1

which 98.92% were Priority 1 Priority 1

completed on time Priority 1 Priority 1 compared to 98.29% last year. These figures 0 20 40 60 80 100 0 500 1000 1500 2000 2500 3000 are broken down in the charts beside: 2006 2005

In addition to the speed of repairs 100 being completed, the CBHA also 80 2006 measure customer satisfaction with the service being provided 60 through reply cards and our annual 2005 Customer Survey. The following 40 satisfaction figures are taken from 20 our Customer Survey: Speed of completion Appointment system Quality of repairs Quality of repairs Attitude of operatives Overall repairs Service Speed of completion Appointment system Overall repairs Service Attitude of operatives 0 Our specialist repairs team on 020 7922 8500 now offers a single point of contact to help improve customer satisfaction levels with our services.

18 Gas Safety Checks

CBHA has a target to complete 100% of our gas safety checks. This is a legal requirement and is to ensure that your boilers and gas supplies are safe. The checks take around 20 minutes and can be arranged at a time that is convenient to you. Where access is not given, CBHA will take action against you to allow us to carry out these checks. CBHA will recharge you for any expenses incurred including legal fees.

During the course of the year CBHA completed 98.6% of our Gas Safety Checks. Action is being taken to gain access to the remaining properties.

Rent Collection & Arrears

It is essential that the CBHA collect all rent and charges owed to ensure that we are able to continue to provide the high standard and variety of services that our customers expect and deserve. Your rent is due every Monday in advance, although you can pay monthly in advance if you prefer.

There are many ways that you can pay your rent:

• by bank or building society standing order (please ask at your Area Office for a form) • at any Post Office in the country • by cheque or cash through the Handitill at your Area Office • debit or credit card over the phone • AllPay – at any Payzone or Paypoint (from 1 July)

We will also be introducing payment on-line (internet) and direct debits from later this year.

Performance Our Business Plan target for rent arrears reduction for the year was 10% or £82,830. The actual reduction in arrears for the year was 10.48% or £86,829.

Allocations & Lettings CBHA homes are allocated on the basis of the greatest housing need, as determined by our policy. We deal with high priority transfer requests from CBHA tenants first. Anyone can apply to move but there are certain restrictions on who will be made an offer. Generally, if you are in rent arrears you will be refused an offer until you clear those arrears. See your Residents’ Handbook for further details.

Performance

During the year 34 homes became vacant because the old tenant moved out. However, a total of 42 households moved into our vacant homes during the year as we had four empty properties carried over from last year and four new homes.

We aim to move a new tenant into a vacant home within 19 working days of the old tenant moving out. Following a review of this service we took on average 22 days to re-let these properties compared to 25 days last year. This figure was affected by a lack of suitable clients for sheltered scheme properties at the start of the year. If these delays were excluded, our turnaround time would have been 18 days.

19 Performance

Nuisance & Anti-Social Behaviour (ASB) Everyone has the right to enjoy life in their own way providing they don’t upset people living near them. A good neighbour will tolerate and understand the diversity and different lifestyles of others.

Performance

During this period the CBHA handled a total of 302 reports of nuisance and anti-social behaviour (ASB) compared to 181 last year. These can be broken down as follows:

80 2006

70 2005 60 50 40 30 20 Animals Graffiti Rubbish/fly-tipping Neighbour Nuisance Dispute Neighbour Nuisance Dispute Drugs Rubbish/fly-tipping

10 Graffiti Drugs Hate Crime Noise Nuisance Other Children/Youth Noise Nuisance Noise Other Children/Youth Loitering Animals Theft Theft Hate Crime 0 Loitering

There has been a further significant increase in the number of cases reported to the CBHA. However, as well as being a sign of the times, this is seen as positive as it indicates confidence that we will be able to help.

The biggest reasons for complaints were about nuisance from youth / children and noise in general. Both these categories have increased by around three times the figures from last year. CBHA are working to try and resolve these problem areas including linking our ASB and Community Development Teams and working in partnership with other agencies.

Around 88% of all reports of nuisance and ASB were responded to within our target times. We are aiming to further improve on this figure by targeting response times through our specialist ASB officers.

During this period the CBHA have issued a total of three Acceptable Behaviour Contracts (ABC) – agreeing what behaviour is and isn’t acceptable on our Areas. In addition, we participated in extending the Dispersal Order with our partners on our Leyton Area, preventing youths from congregating in groups of more than three. This Order has been lifted temporarily while we are awaiting the results of an appeal against a similar Order elsewhere. 20 Complaints

The CBHA welcomes comments and complaints about our services. We have a comprehensive Complaints Policy and Procedure to help you and a separate leaflet that explains the process is available from your Area Office.

The CBHA procedure has three internal stages:

Stage 1 initial complaint, handled by staff member receiving complaint or relevant manager. Resolve immediately if possible. If not, acknowledge within three working days, relevant manager to respond within ten working days.

Stage 2 if not satisfied, complaint can be referred to a Director. Respond within fifteen working days.

Stage 3 if unresolved / not satisfied, complaint will be heard by Board Members at Service Committee. Performance

The total number of complaints received during the year was 42, a reduction on last year when we received 62 complaints. This figure excludes complaints about anti-social behaviour, LBWF services (CLARENCE) or dissatisfaction expressed through repairs cards as these are recorded elsewhere.

This figure is broken down as follows:

�� 2006

�� 2005

��

�� Miscellaneous Management Management � Development Gardens Contractors Community Developmnet Allocations Miscellaneous Housing Development Housing Contractors Rents Rents Staff Community Developmnet Allocations Painting Staff Repairs Repairs Gardens � Painting 97.6% of complainants received an initial response within one day of receipt of their complaint and around 89% received a formal response within the timescales appropriate to the stage the complaint had reached. There are several reasons for the delays in responding including some complex cases that required more time to investigate. We are currently reviewing our complaints process to see if we can make it more efficient and responsive to our customer’s needs. This will help us to improve our response times and should also see an increase in customer satisfaction levels with this service. 21 Working in Partnership Financials

Peabody Trust and CBHA have worked in partnership from the onset to assure the successful continuation of the regeneration of four areas in Waltham Forest, which are all part of CBHA today.

In 1996, Peabody (in partnership with the Waltham Forest Housing Action Trust) established the CBHA as a subsidiary. flecting Steve Howlett, Peabody Group Chief Executive, says the jointly created model has been “a powerful part” of the entire Peabody Group. Re “It is good to have an organisation as part of the Group that involves residents so thoroughly,” he says. “The Trust didn’t necessarily have that skill in 1996. CBHA has helped the Trust to understand involving residents and has also been a stimulus for the Trust’s very successful resident inclusion strategy.” Given CBHA’s experience of relocating people successfully (having moved some 2,000 Another key thing that CBHA brings to the Group households in a short period of time), the is its local concentration, which has also been a organisation is not surprisingly on target. learning experience for the Trust. The overall key aims of the Clays Lane initiative, On a daily basis, the two organisations work however, include providing a viable housing together with Peabody providing support services solution for the more than 450 tenants, such as finance, human resources and IT to contributing to a successful Olympic games, CBHA. Last summer, however, the two teamed contributing to the Olympic legacy of permanent up in a special initiative. housing and safeguarding the Group’s financial position. At the request of the Housing Corporation, the Trust took ownership of Clays Lane estate in The Trust, CBHA, other housing associations and Newham, which is actually located on the site of local authorities are re-housing tenants. the future Olympic Village. “We are working towards achieving sustainable CBHA manages Clays Lane on behalf of the communities, before and after the Games,” Steve Group. says.

“CBHA’s involvement is very helpful,” says Steve. Together with the London Development Agency “We didn’t know the Olympics were coming to and the Olympic Development Agency, Peabody Stratford when we took over Clays Lane but since and CBHA are working to ensure a viable solution this exciting news was announced we have been for all parties—that London gets the most out working to achieve vacant possession of the of the Olympics and that communities are properties by July 2007.” regenerated and sustained.

22 Looking ahead 23

Financials Financials 6 2005 6 2005

00 2 £’000 £’000 200 £’000 £’000 The above are extracts from the audited Financial Statements of CBHA for the year ended Statements of CBHA for the year from the audited Financial are extracts The above 31 March 2006. Less: social housing grant and other grants and other grants Less: social housing grant (16,194) Outstanding loans deficit Pension (15,203) 33,966 33,940 1,812 1,469 Balance Sheet Housing properties at cost 57,277 55,887 Retained surplus Retained 2,013 3,709 Surplus from Right to Buy sales to Buy sales Surplus from Right income and similar Interest receivable and similar charges Interest payable 407 1,394 (2,321) (2,353) 2,930 428 Turnover Turnover costs Operating surplus Operating (4,486) 7,019 2,533 (3,306) 6,010 2,704 Income and expenditure and expenditure Income orking in Partnership Partnership in orking W 24 The CBHA Board P scheme since1988. been involved intheChingfordHallregeneration Elected totheboardinApril 2005,Jerryhas Jerry Nwakaeze 2003. She hasbeenaboardmembersinceFebruary Borough ofBarking&Dagenham. Hackney andpreviouslyworked fortheLondon participation officer withtheLondonBoroughof Coralie lives inWalthamstow andworksastenant Coralie Francis project inLeyton. of SCORE,acommunity, healthandsports Improvement Committee. Sheisalsoatrustee chair andoftheServiceContinuous A boardmembersince1997,Debbieisavice- Start projectinWaltham Forest. with 16years experience.SheworksforaSure Debbie isacommunity development professional Debbie Griggs NHF in2000. She was electedtotheNationalCouncilof also chairstheResources Committee. member since1996,Vevet isavice-chairand Solicitor &PublicTrustee Office). Aboard Department ofConstitutionalAffairs(Official Vevet isafinance officer /accountantatthe Vevet Deer of OrientRegeneration (O-Regen). previously chairofClimbersandaboardmember of SureStartSt.JamesandHATRA. Shewas chair oftheBoard.Sheisalsoaboardmember A CBHAboardmembersince1996,Susanis fundraising jobs. a numberofcommunity development and been involved withfor12years. Shehasheld Kids ClubinWalthamstow, withwhichshehas Susan worksastheNurserydirectorforClimbers Susan Nwalema Resident BoardMembers eople

October 2002. Leytonstone, hehasbeenontheBoardforsince for 25years. Aresidentboardmemberfrom the legalservicesofaGovernment department Mr Perwez isaretiredcivilservant. Heworked in A RehmanPerwez Planning. London University inEconomicDevelopment trained asatownplannerandhasanMScfrom has beenwiththemforfive years. Heoriginally and IslingtonSocial&MentalHealthTrust and Jerry worksasapsychiatric nursewithCamden organisation inWaltham Forest. is alsoontheboardofanother housing practice. Aboardmembersince2001,Rosemary She isasolepractitioner withherownprivate Rosemary hasbeenasolicitorfor16years. Rosemary Bonna Independent BoardMembers 2005. Victoria received theBlackAchievers Award in Network andvice-chairforSureStart. member oftheCommunity Empowerment Users andManagementCommittee,aboard community wheresheischairoftheEpicentre is alongstandingvolunteer intheLeytonstone Elected totheBoardinDecember2005,she Association in1996andcontinuestorunittoday. Victoria foundedtheSouthLeytonstoneGhanaian Victoria Baffour-Awuah New ResidentBoardMember Care sinceSeptember1999. domiciliary care.Shehasworked forLondon manager withLondonCareplc,whichprovides Involvement Committee.Sheisabranch of theCommunity Development &Resident Elected totheboardinApril2005,Anneischair Anne Flatts Giles Colchester Paul Brown, Housing Director Giles is a Chartered Accountant from the ‘Big Paul began his housing career as a resident local Four’ and had a career in banking and auditing authority caretaker and has held a number of before moving to consultancy. He has experience housing posts at junior and senior level. in the regeneration, housing and other sectors, Paul has considerable experience of working including working with tenant controlled with and helping develop tenants associations organisations. He has been a member of the and resident groups. He has also been an active CBHA Board since 1997. board member of BCHA (Basildon Community Eric Sizer Housing Association), part of the Swan Group, Eric is a London Borough of Waltham Forest since 1997. councillor and has been on the Board since 1996. Edward Ogundele, Revenue and Specialist He was an original Waltham Forest HAT nominee Services Director to the Board. He is also on the board of SCORE, Edward started his housing career as a volunteer a community, health and sports project in Leyton. with the Waltham Forest Housing Action Trust Mike Wilson (HAT) and has held a number of front-line and Mike is director of Regeneration at the North East managerial posts. London Strategic Health Authority. He was Chief Prior to the HAT & CBHA, he worked in the city Executive of the Waltham Forest HAT until 2002 with a firm of brokers before leaving and setting when the HAT handed over its regeneration work up his own business in property management. to the CBHA. Jude Leighton, Continuous Improvement He is chair of SCORE. Manager Jude was appointed to the Senior Management Peabody Group Team in April 2005, after becoming Continuous Improvement manager. She began her housing Julie Webb career with the London Borough of Waltham Julie joined the CBHA Board in November 2005, Forest where she worked with a number of teams following her appointment as Interim Resident including the Allocations team. Services director at Peabody Trust. She joined the HAT in 1992 and has been with the CBHA since inception in 1996. CBHA Senior Management Team Jude is a board member for the Queens Road Gary De Ferry, Chief Executive Childrens Centre. Gary helped to establish the CBHA in 1996 as the Housing Director of the Waltham Forest Housing CBHA Trustees Action Trust (HAT). Prior to working at the HAT & CBHA, he held a Steve Howlett, Chief Executive, Peabody number of positions in local authority housing Catriona Simons, Director of Finance, Peabody departments, including four years at the London Julie Webb, Director of Resident Services, Borough of Hackney as a District Comprehensive Peabody housing officer. He has also worked in the private Ken Olisa, Board of Governors, Peabody sector providing affordable and market rented Hattie Llewelyn-Davies, Board of Governors, housing. Peabody

25 Contacts

Chingford Area Office Walthamstow Area Office 5 Ching Way 7 Saxon Close Chingford Walthamstow London E4 8YD London E17 8LE

Leytonstone Area Office CBHA Clays Lane Office 433-443 High Road Stratford Leytonstone London E15 2HJ London E11 4JU

Leyton Area Office 40 Oliver Road Leyton London E10 5TE

For CBHA offices telephone 020 7922 8500 or email [email protected]

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