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 If you would like to receive this 63,500 homes owned and managed information in any other format customers provided with services or in a different language please 300,000 contact 020 7447 3035 90+ local authority areas in which we provide homes and services

Circle Circle House 1-3 Highbury Station Road London N1 1SE Our mission is to enhance the Life Chances of residents and service users through providing Tel: 020 7288 4000 great homes, first class services and working in Minicom: 020 7288 4007 Annual Review www.circle.org.uk partnership to build sustainable communities. Follow us on twitter.com/circlehousing 2010-11

01 Stock profile C A D A. Mercian Housing Association Owns and manages 3,400 properties in the greater Birmingham area B. Rockingham Forest B 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 E Cambridgeshire D. Wherry Housing Association Owns and manages over 7,000 homes in Norfolk, Suffolk, Lincolnshire and Cambridgeshire F E. South Anglia Housing Owns and manages over 7,000 homes across 26 local authorities in Hertfordshire, Bedfordshire and Essex G H F. Circle 33, Merton Priory Homes 954 new and Old Ford Circle 33 owns over 15,000 homes homes built across London and in 48 local authority in 2010/11 areas Contents 1. Ealing 2. Harrow Merton Priory Homes manages and 3. Brent owns over 9,000 properties in South 01 Circle by numbers 4. Hammersmith West London 5. Barnet Old Ford Housing Association 02-03 Stock profile summary 6. Kensington & Chelsea manages and owns over 5,000 7. Westminster properties in East London - Tower 8. Camden 05-06 Chairman’s and Chief Executive’s introduction Hamlets and Havering 9. City 10. Islington G. Mole Valley Housing 07-10 Our success 12 11. Haringey Association 12. Enfield 5 Manages 3,800 homes including 11-24 Our strategic goals 2 13. Hackney 11 T 17 sheltered schemes in Surrey 15 17 14. Tower Hamlets IS 19 15. Waltham Forest 25-26 The future 3 C 8 13 H. Russet 10 18 16. Newham 1 H S 14 16 Manages over 6,600 properties 7 9 17. Redbridge 27-30 Facts and figures CH in Kent 4 6 18. Barking & Dagenham 23 19. Havering 31-32 Governance 20. Merton 21 22 24 21. Wandsworth 33-34 Executive Directors Board 20 22. Lambeth 23. Southwark 35 Registration 25 24. Lewisham 25. Croydon

02 03 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 This has been an unprecedented are robust, we’ve brought Group Every year I find it difficult to year of change for housing. From operating costs down, and have summarise the dedication honoured to be back in housing at such a pivotal time. The role of the way new affordable homes will successfully integrated new demonstrated by our teams into a be delivered, to the announcement partners; Merton Priory Homes and few pages. I hope that you feel as Housing Association boards has never been more important as we support of reforms to welfare benefit and Mercian. We’ve also been forging inspired as I do when reading about and challenge our management team to do even more in a complex a further change of regulatory ahead with major regeneration how we have done and our plans economic and external environment. approach. programmes, making an incredible for the years ahead. It’s been important for me to be difference to the communities we work in. In the Spring we changed Mark Rogers At Circle we are determined to be Annual Reports are by their support while building sustainable involved in government and sector our name to Circle, to give us more Group CEO yet more rigorous in our approach, very nature full of figures and and cohesive communities. discussions about these changes. scope given our national reach and to squeeze every penny to deliver percentages, but what we are Together with my Board, I am At the core of our conversations has high number of homes in London. the best possible service to more really interested in is the difference committed to helping our excellent been the desire to make sure that customers, and be nimble and these numbers make to the lives management team to continue we have the freedom and flexibility Alongside this, Circle has started ready to adapt. of our residents. So, while this to deliver to those in need of our to put our customers first and to to transform as we review our maintain our financial stability. activities after the past six year’s Since we were formed in 2005, document describes how Circle has services. growth. This will ensure that we Circle has grown more quickly than continued to prosper and deliver its We’ve been making sure that our are offering the best service to any other group in the housing commitments, we have made a real Sir Robin Young customers are at the heart of every our customers, offering the best sector. We are now more than twice effort to relate everything in it back Chairman decision we make. On a practical value for money, and are set up the size we were five years ago to our customers. We hope that level, our teams have been offering in the best way to do this. Find with over 63,500 homes owned or readers will go away understanding advice to people facing financial out more about this, how we have managed in England and more than that customers are at the heart of difficulties as well as making performed on last year’s goals 2,200 staff. everything we do. customers aware of the impact of benefit changes. At a strategic level, and the new goals we have set Although this growth is huge and Enhancing Life Chances has been this means asking ourselves ‘will this ourselves on pages 11 - 24. complex to manage, we at Circle truly embedded as our mission. help us to Enhance Life Chances’ Rest assured, at the core of all of are definitely not about numbers, Reinforcing our dedication to before any decisions are made. this planning and transformation or growth for growth’s sake. Our reaching as many people as we remains our mission to Enhance Life purpose and vision is focussed on can, this mission is clear and will It’s been a strong year for us. Chances. This is the reason we exist. people - our existing and potential remain. Whatever the economic Customer satisfaction is at an residents and customers - who are, and political circumstances, we will impressive level, financially we and always will be, at the centre provide our customers with the best of our approach. We just need to homes, services and care and be very good at the numbers to achieve our goals.

“We’ve been making sure that our “Enhancing Life customers are at the Chances has been heart of every decision truly embedded as we make” our mission”

05 Annual Review 2010 / 11 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 My Story: Jeremy Hales The Orchard in Erdington, Birmingham, strength is really important but it doesn’t bring to life what Circle is really is a multi-million pound redevelopment for vulnerable young people. Developed about and what these successes mean. as a partnership between Mercian Housing Association, Birmingham The economic downturn and existing homes on the estate has City Council and Birmingham YMCA, Customer resulting cuts in public spending also been undertaken including it provides 83 new, modern homes for young homeless people to help them get satisfaction have had a significant knock on work on improving lighting and back on their feet. effect on many of the services security and landscaping. With the vision to put customers Resident, Jeremy Hales, said, “The facilities at we provide to local authorities, The Orchard are brilliant compared to where at the heart of all we do, work has Following on from finding fame particularly in terms of care and in blockbuster movie Made in I used to live. The workers are brilliant too. You begun to further improve how our support services. By making know you can go and talk to them if you have a customers feel about the services Dagenham, residents from Orchard problem.” changes to the way we deliver these Village also had cause to celebrate. we offer. Customer satisfaction is at “Obviously the flats, being brand new, are we have been able to continue Spring saw the completion of 81.5% with satisfaction for repairs to provide many of these much immaculate. The design is modern and it is a nice at 94%. These results are good, phase one of Old Ford Housing feeling walking into somewhere like this. You don’t needed services. think of it as a hostel, it is like a normal block of especially since they include, for Association’s £80 million regeneration project in Havering. apartments and it feels homely.” the first time, figures from newly Regeneration ‘Putting transferred Merton Priory Homes Read more about how one Orchard residents at the (MPH). Great inroads have been made The £13.5million ‘Vision for Village resident feels about her new at MPH and dedication to delivering Vange’ project at South Anglia is home and community facilities on heart of everything excellent customer service continues now complete, with final phase page 14. across all of our partners. The figures handovers having taken place in we do’ also show the areas in which we need August 2010. In total 112 new to make improvements and this will homes have been built to address be a key focus in the year ahead. housing need in Basildon. A programme of improvements to

07 Annual Review 2010 / 11 08 Our successes

the last two years. These young crucial service was recognised at the But what does this mean to our Decent Homes people have made an incredible Telecare Services Association’s (TSA) customers? contribution to our organisation and prestigious annual National Telecare Our newest partner, Merton Priory It means we can build more their time with us has given them and Telehealth conference this year Homes (MPH), has made great affordable homes and regenerate valuable work and life experience. by winning a European Technical progress in its first year with 48 of further existing and new 56 of those 145 young people Specification Award. See more about its 91 promises already completed. developments. It means we can have gone on to secure permanent Invicta’s highlights this year on MPH’s Decent Homes programme is continue to invest in new kitchen employment. pages 19 and 20. underway with more than 500 homes and bathroom programmes and we already improved to the Merton Circle has supported around can carry on with our commitment Standard. 1,500 people into employment Raising finance to investing in our communities. or accredited training. We have We are really excited about the next It also shows that we have a good generated external partnership and Without doubt one of our biggest stage at MPH as we start to see lives reputation for being a financially cash funds of £4.8m over the past achievements last year was a and the area transformed. strong organisation that remains two years. Of this, £2.8m was used financial one. We raised £124 million focussed on its social purpose. to fund a range of employment and through a Bond Tap in November, This is really important because we Providing jobs skills programmes. and were the first housing group to go to investors following the can only continue to help people An important part of Enhancing Comprehensive Spending Review. if we have the money to back our Life Chances is how we address Our treasury team was awarded plans up. worklessness and financial inclusion. Telecare a special commendation at the We are particularly proud that we Our telecare services partner, Invicta Association of Corporate Treasurers have provided 145 workless young Telecare, helps around 95,000 older deal of the year for their fantastic people with six month placements and vulnerable people to remain work on this. through the Future Jobs Fund in living independently each year. It’s been a great year for Invicta. This

09 Annual Review 2010 / 11 10 Achieving our strategic goals

My Story: Alix Butler

This showed that lack of mobility House Exchange Homes Getting people costs the UK £542 million each year. Alix, her partner, Tom, and two young children, Headline achievements Eddie and Jessie, recently moved from moving Circle is calling for clear actions from Hellesdon to Mile Cross in Norwich thanks to the government to help get social • We have built 1461 new homes House Exchange. She registered after hearing Circle runs the UK’s only national, housing tenants moving. We would about the service from her mum. this year, helping hundreds of not-for-profit mutual exchange like to remove the barriers and people onto the housing ladder “We were in a small two bedroom bungalow service - www.houseexchange. incentivise mobility by linking it to and it was getting difficult to find the room for and taken thousands more org.uk. House Exchange has health and employment initiatives. everything. Added to this, I am studying for an families off the housing list and continued to go from strength to undergraduate degree in textiles and I need a lot of room to do my coursework.” into homes. strength. 53% of people who sign As a result of the report we achieved extensive media coverage which has • All Circle’s partners have met, up with us have been trying to “House Exchange was really easy to use - it was very raised awareness of mobility. We are handy to have it all on a website.” and in most cases exceeded, the move for more than two years. also in talks with the government Decent Homes standard by the 80% of these people go on to “The process took seven weeks in total. If we hadn’t about how a national mobility used House Exchange we would have had to stay government deadline. Extensions move within six months of scheme could work. put and make it work in the smaller house. But it has were granted by the government registering with House Exchange. worked out so well for us. We can walk to a lot more places, the children have their own bedrooms and we to recent stock transfer areas in With half a million people on the MVHA, Merton Priory Homes and have a lot more room – it has been very beneficial all transfer list, if all social landlords round for us.” Old Ford (Parkside). signed up to one national mutual “House Exchange exchange service we could help so • Continued to deliver on all was really easy to use - it transfer promises at MPH, MVHA, many more people move easily. Parkside, Orchard Village and Circle worked with think tank, was very handy to have it all Roddons. Human City, to publish a report on a website.” called ‘Counting the Costs’. www.houseexchange.org.uk.

11 Annual Review 2010 / 11 12 Achieving our strategic goals

My Story: Wendy Wright Wendy Wright moved into a new ground Regenerating moved back into modern, high Most of the homes on the Warner floor, three bedroom home in Orchard quality low-rise homes. A total of Estate had not been upgraded for Village after living for many years in communities 555 new homes will be built to many years when Circle 33 began a two bedroom flat on the fifth floor re-house existing tenants, who have the regeneration work in 2001. of a tower block on Mardyke Estate. The regeneration of the Mardyke renamed the community Orchard A great majority had features dating Wendy said “It’s been excellent Estate to become Orchard Village is Village. back to the late Victorian period, now well underway. Mardyke Estate really. For me personally, it’s the including outside toilets, and freedom that it has given me. We was a 1960s estate in Dagenham This development is about more were largely occupied by elderly were in a tower block five floors with a mix of high rise and low rise than just new buildings. It is also residents. This was a regeneration up before the move and now we flats, many of which were outdated about helping to create pride in where people live and helping to project that had to be handled are on the ground floor which is bedsits. great for the kids. They can play in ensure that these communities sensitively and our dedicated team the park out the back, I don’t have In August 2007, 84% of its tenants remain desirable places to live for at Warner worked with residents to to worry because it’s very secure. voted to transfer from Havering generations to come. get these vital upgrades complete Council to Old Ford Housing with minimal upheaval. “It’s really brought the community Association, our partner in East The £50 million Warner together, I’ve spoken to people that I London. refurbishment in Walthamstow was hadn’t spoken to before. We were kept also completed this year with all up to date throughout the process, we Led by Old Ford, we have now homes fully meeting the Decent literally saw our new house being built. We completed the demolition of the Homes standards. got to choose the colour, carpets and kitchen first tower block and residents have units too”.

13 Annual Review 2010 / 11 14 Achieving our strategic goals Wealth and wellbeing day More than 500 people from across Kent attended into employment or training in • Roddons has continued to deliver Russet’s ‘Wealth and Wellbeing’ event last Services the last year and helped 400 on all of its transfer promises summer. Recognising the need to provide Headline achievements people get into health and to residents, including the customers with advice and guidance on wellbeing programmes. commitment to tackle anti-social important issues in an informal setting, •South Anglia has delivered behaviour in Fenland. Russet organised for a number of different £400k of Excellent Estates •Wherry has been selected as a organisations including banks, Citizens Work. Residents decided what Co-Regulatory Champion by the •Wherry, Roddons and MPH have Advice Bureau, Samaritans, Beat Project, improvements they wanted Tenant Services Authority, as a all established Family Intervention Kent Fire and Rescue and the National including additional security result of its work in creating and Projects to work intensively Blood Service to attend the event. measures, boundary fencing, embedding a Neighbourhood with families in danger of being Marilyn Smith, community development Charter in Terrington St Clement. evicted because of anti-social intercom systems and lighting. officer at Russet, said: “Bringing people Improvements of this kind make a Wherry has received a grant of behaviour. Roddons has also together at events like this gives them huge difference to communities £3,000 which will be used to been part of a national pilot the chance to speak for the first time to and ensure residents get a say fund a regional learning event programme with Fenland District people who may have lived in the same as to where we concentrate our in Norwich to share its approach Council and the Cambridgeshire neighbourhood or even the same street as efforts. and successes with residents from Constabulary to improve the way them for many years.” other housing providers in the information is shared and handled •Times remain tough in the job “It was excellent that so many people supported region. by all agencies involved with anti- market. By working in partnership the day and we hope many of those who came social behaviour cases. with other local providers Circle 33 along were able to benefit from the many advice and has supported almost 600 people information stalls which were on offer.”

15 Annual Review 2010 / 11 16 Achieving our strategic goals

My Story: Jade and Caroline Circle Support’s volunteer Befriending Scheme support services in Kent following on accommodation and 253 has had great success in helping its service Care and Support Supporting People reviews. were supported into safe and users feel less isolated and more confident about forming their own friendships. Our strategy for care and support • Completed 83 brand new appropriate accommodation. remains focussed on local areas to supported homes for vulnerable • A further 142 young people “We meet every week and we’ve done lots of meet local need. Circle Support is young people in Erdington. The received the support of an Alone different things,” says Caroline, a service user continuing to make preparations Orchard was developed as a in London Family Mediator to who has been meeting with Jade, a volunteer befriender. ”I think I’ve become more sociable for the evolving personalisation partnership between Mercian help them manage their home and confident. I’ve been making friends and agenda. Housing Association, Birmingham situation and their relationship have got lots of phone numbers of friends now Headline achievements City Council, Birmingham YMCA with their family. 36 more were and we call each other.” and the Homes and Communities supported to return home or • Circle Support retained Care Agency (HCA). The ceremony remain with their families. “The scheme has really helped me. I have learnt how to be more independent. Hopefully I’ll start Quality Commission (CQC) was officially opened by local working soon as well.” Excellent Status following MP and Shadow Communities & inspection for Learning Disability Local Government Minister, Jack Jade has really benefitted from the relationship too. services registered with the CQC. Dromey. “Professionally, I have learned a lot and this experience has enabled me to gain paid employment within the care sector, • Achieved overall A rating for • Alone in London has given 675 something that would be difficult without this experience.” HARTS service for families and for young people face to face advice “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.”

17 Annual Review 2010 / 11 18 Achieving our strategic goals

My Story: Frank Soady

been greater. Reliable, flexible and Novalarm to upgrade its Telecare Affordable homes in Mole Adding value state of the art equipment is not monitoring system. The project Valley just desirable, but crucial. is particularly exciting as it through growth Mole Valley is one of the most expensive areas could lead to an extension of • Invicta has successfully extended to live in so developing affordable housing for Headline achievements our services and potential its Telecare contracts and secured people living and working in the area is crucial. partnerships with Telehealth • Sales of new homes have new business including: Mole Valley Housing Association recently saw exceeded targets. Our sales services. the first residents move into New Chapter - a new national contract with proceeds have surpassed £4.2 House, a £2.8 million pound refurbishment of a Guinness Partnership which - being awarded a two year million with profit on sales up by Telecare Services framework listed building in Dorking Town Centre, offering £420k. This means we have more owns and manages over 60,000 shared ownership homes and social rented homes homes across the UK. Invicta agreement by Buying Solutions funds to invest in our existing and who procure for all UK public for local people. future homes and services. Telecare will now provide the alarm monitoring service services and is part of the Frank Soady, one of the first residents to move into the new development, said: “Affordable homes are in By 2025, the number of people to around 3,000 residents. Efficiency and Reform Group really short supply in this area and we feel really lucky to over the age of 85 is predicted to Guinness customers commented within the Cabinet Office. have moved into New Chapter House.” increase by 70% to 1.9 million, and that they were particularly - becoming the first organisation over the next 50 years the number impressed by the calm and in the UK to achieve the “My wife has curvature of the spine and has difficulty walking so a of over 65s looks set to rise from efficient way Invicta operators European Standard in Social ground floor flat was essential. The fire station flats have given us a fresh 9.3 million to 16.8 million. With dealt with calls. Alarm Monitoring services. opportunity to start enjoying life again.” this staggering increase in the - launch of its biggest ever “The homes are really nicely built. We now have space for all the family ageing population the demand for to visit and we are really looking forward to settling in and enjoying our project in partnership with better alarm technology has never garden this summer as it is a real sun trap.”

19 Annual Review 2010 / 11 20 Achieving our strategic goals Involving customers We have travelled around the country talking to colleagues and Enhancing performance through customers to get their views on a new repairs service. Moses Salisu business excellence recently attended our Repairs and Maintenance customer conference. Headline successes change in the way we deal with staff and residents about He said, “I can boldly say that my them. Feedback will help us to suppliers and contracts in views, opinions and concerns were • 2010/11 saw the launch of our understand what barriers need the decisions being made by absolutely taken on board. Our voice and input was listened to Business Transformation team. to go, what systems need to be procurement We are looking at how we can from the beginning and throughout updated and what tools we need - setting up simple, consistent the process. So we had real input evolve our structure, culture to do our jobs more effectively. into how the service will meet our and systems to help us grow and repeatable processes needs, how it will be delivered in the •  as an organisation. Business The newly installed Circle - helping us comply with the right way and what will be the right standard of service delivery.” Transformation will focus on four Procurement team has begun its Public Procurement Regulations inter-linked work streams: Repairs work to save the Group £4 million 2006 and putting in place “Being involved like this makes me feel valued and honoured as a customer. and Maintenance, Customer, a year by providing a coordinated contracts that are robust and procurement resource. The team Besides, it gives me the assurance and peace Culture and People and Creating protect Circle’s interests. of mind that the service I will receive will meet Value through Assets. Read more is responsible for: my needs and satisfaction.” about Business Transformation on - delivering procurement savings page 25. and improved quality and service from our suppliers • We have been listening to and involving our customers too, - providing greater transparency asking what they would like to and wider consultation with

21 Annual Review 2010 / 11 22 Achieving our strategic goals

My Story: Danielle Thorne Case Study High performance, people Danielle Thorne monitors Wherry’s performance and manages customer and culture feedback ensuring customer comments are acted upon. Everyone that works for Circle has Headline successes She has been at Circle for five years, a role to play in enhancing the Life working her way up to her current Chances of our customers. We • Won the Greater London job through a variety of roles. expect a lot from our teams and National Training Award for “I think I am proof that Circle recognises and nurtures its staff aim to recruit and retain great staff larger companies for our innovative Senior Management and offers good career progression to undertake important work. opportunities” she says. “After Development Programme, which completing my maths degree I We know it is a competitive market is accredited by the Institute of started at Circle as a temp in the out there and as a dynamic and Leadership and Management. Data Admin Team. Within months progressive organisation we need to We are dedicated to delivering I successfully applied for the role attract the best people to help us of Office Services Supervisor and excellent services that are good then Scanning Manager. Three years achieve our goals and aims. Once value for money so having ago I became Wherry’s Continuous recruited we work to ensure each strong managers is crucial for an Improvement Officer and last year I and every person reaches their full organisation the size of Circle. was promoted to Business Excellence potential and put customers at the Manager.” heart of their work every day. • Presented with a prestigious “My career highlight was when Wherry RoSPA Occupational Health and achieved the Customer Service Excellence Safety Gold Award. 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.”

23 Annual Review 2010 / 11 24 The future

Last year we undertook Listening to our customers, staff • Number one in the sector for extensive customer and partners is at the centre of BT. customer loyalty We have held Group wide ‘think • Best at creating value from our research and worked tanks’, customer workshops and assets working groups to put together • Reach more customers with our Boards and our plans for the future. As part senior managers to of this we have agreed that while • Brilliant place, fantastic people our overall mission is to Enhance who care develop our vision for Life Chances, our vision for this is to These four goals give us a Circle for the next ten ensure that customers are at the clear focus on the areas we will heart of everything we do. concentrate on to transform our years. This has resulted From all of this research, four organisation. There are already in us setting up a team key themes became clear to us some major changes on the way, in terms of areas that we need and these will mean that we are ‘Customers dedicated to leading to concentrate on. These are well placed to continue to Enhance Customers, Value, Growth and Life Chances into 2020 and beyond. are at the heart this for Circle under People. We have used these to the banner of Business simplify our goals, taking the former of everything eight which we have reported this Transformation (BT). year, into four goals which are; we do’

25 Annual Review 2010 / 11 26 Circle Support Facts and figures Sheltered Housing / Supported Housing / Foyers Alarm services Elders 3111 Alarm services 2,824 Homeless 12 2010/11 Learning difficulties 87 Totals Mental health 52 Total Supported/Sheltered/Foyers 3,479 Physical disabilities 44 Total floating support 1,830 Social housing properties manager C33 Mercian MPH MVHA OFHA RHA Russet SAHA WHA Teenage parents 6 General needs 8,492 2,132 6,240 2,954 3,669 3,253 6,403 5,914 5,907 Young people 167 Overall Total 8,133 Supported housing and housing for older people 3 231 75 549 30 483 324 71 0 Floating Support Social housing properties owned C33 Mercian MPH MVHA OFHA RHA Russet SAHA WHA Elders 159 General needs 11,287 2,003 6,240 2,954 3,031 3,260 6,403 5,203 5,039 Families 843 Housing for older people and supported housing 2,074 322 75 549 44 483 333 768 760 General 728 Shared ownership properties (less than 100% equity) 1,383 630 5 5 30 15 241 733 902 Homeless 23 Leasehold and staff accommodation 948 283 2,538 402 832 99 127 258 80 Learning difficulties 0 Total 15,692 3,238 8,856 3,910 3,937 3,857 7,104 6,962 6,781 Mental health 38 No. of LAs in which RP operates 41 13 1 1 2 1 6 21 27 Teenage parents 21 Young people 18 Performance C33 Mercian MPH MVHA OFHA RHA Russet SAHA WHA Who we employ Circle Living Rent collected as % of rent due - managed stock 100.7% 101.4% 98.6% 101.3% 100.5% 100.5% 100.1% 100.6% 100.0% Ethnic Group Ethnic Origin Grand Total Home Ownership Performance Current residents arrears as % of rent roll - managed stock 3.1% 5.1% 5.5% 2.2% 4.1% 1.7% 2.1% 3.0% 3.1% White British 1,286 Shared ownership staircasing 54* Average weekly gross rent - general needs only £101.18 £78.80 £100.70 £88.17 £98.12 £73.06 £92.44 £93.39 £78.88 Irish 29 * Figure does not include Mercian, MPH and MVHA Average re-let turnaround times (days) 25.5 22.0 36.9 29.8 21.0 16.4 30.5 24.4 15.6 Other 115 Right to buy completions 6 - general needs managed stock Mixed White and Black Caribbean 14 Right to acquire completions 18 Dwellings vacant and available for let 0.4% 0.3% 0.4% 0.4% 0.1% 0.1% 0.4% 0.6% 0.1% White and Black African 13 Social homebuy completions 5 - general needs owned stock White and Asian 6 Dwellings vacant and unavailable to let 0.4% 0.0% 0.1% 0.7% 5.1% 0.5% 0.3% 0.1% 0.3% Telecare Data Other 17 - general needs owned stock Social alarm and telecare calls received 1,291,120 Asian or Asian British Indian 41 Emergency repairs completed in target- managed 99.1% 99.9% 99.0% 98.8% 96.7% 95.1% 99.6% 96.8% 99.4% Out of hours repairs calls received 115,500 Pakistani 13 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% Bangladeshi 28 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% Users satisfied with: Other 27 Average SAP rating - general needs only 72.7 71.3 64.2 65.4 75.4 62.9 78.1 66.7 67.7 Telecare service 99.13% Black or Black British Caribbean 156 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% Out of hours 95.2% African 148 Residents satisfied with overall service 72.8% 76.9% 76.0% 83.9% 75.1% 85.5% 90.8% 81.4% 87.7% Other 33 - general needs managed stock Chinese Chinese 9 Homes with a valid gas safety certificate 99.8% 98.8% 99.9% 100.0% 99.9% 99.8% 100.0% 99.9% 100.0% Other Other 41 - general needs and supported housing stock Not known Not known 391

Group management stock profile as at 31 March 2011 2010 2011 Undisclosed Undisclosed 47 Grand Total 2,414 Social housing rented 50,540 50,218 Shared ownership 3,947 3,829 Who we house C33 Mercian MPH MVHA OFHA RHA Russet SAHA WHA Keyworker 289 245 White British 33.1% 61.3% 59.6% 77.8% 45.6% 85.6% 53.4% 81.3% 89.7% Leasehold 5,499 5,441 White Irish 3.9% 2.1% 1.8% 0.5% 1.3% 0.2% 0.3% 0.7% 0.5% Staff accommodation 65 66 White other 7.4% 1.0% 1.8% 1.6% 4.5% 3.4% 0.5% 2.0% 2.8% Non-social rented 2,672 2,312 Mixed 4.6% 4.2% 2.1% 0.5% 0.5% 0.3% 1.3% 1.2% 1.2% Other non-social 84 163 Asian 6.4% 6.0% 7.0% 0.4% 18.2% 0.0% 0.7% 2.9% 0.9% Garages 1,532 1,541 Black 23.7% 13.8% 16.4% 0.4% 13.9% 0.3% 0.2% 2.6% 0.8% Total stock owned 64,628 63,815 Chinese and other 2.2% 0.9% 2.7% 0.3% 1.1% 0.0% 0.1% 0.4% 0.2% Accommodation managed on behalf of others 291 552 Chose not to say or don’t know 18.7% 10.7% 8.6% 18.5% 14.9% 10.2% 43.5% 8.9% 3.9% Less: Stock owned but not managed (3,541) (4,555) Total 100% 100% 100% 100% 100% 100% 100% 100% 100% Total stock managed 61,378 59,812

27 Annual Review 2010 / 11 28 Group income and expenditure account 2011 £m 2010 £m

Turnover 322.8 290.8 Less: share of joint venture turnover (4.3) Group turnover 322.8 286.5

Cost of sales (22.5) (52.8) Operating costs before exceptional items (219.6) - Exceptional pension credit 8.8 - Operating costs (210.8) (166.0) Operating surplus 89.5 67.7 Consolidated Balance Sheet 2011 £m 2010 £m

Tangible Fixed Assets Share of operating surplus/(deficit) of joint ventures (0.2) (0.4) Housing properties at cost or valuation 1,937.2 1,851.8 Surplus on sales of assets 4.9 6.0 Other tangible fixed assets 74.4 63.7 Impairment of joint ventures 8.9 (8.9) Goodwill 9.6 0.2 Impairment of goodwill (4.5) - Investments 4.6 1.2 Movement in specific work in progress provision 0.2 - Share of joint venture assets less liabilities - - Negative goodwill - 18.3 Total 2,025.8 1,916.9 Net interest charge (70.5) (69.8) Taxation (0.2) (0.5) Current Assets 164.6 177.8 Surplus after taxation for the year 28.1 12.4 Creditors: amounts falling due within one year (162.9) (188.4) Minority interests - - Net current assets/(liabilities) 1.7 (10.6) Surplus for the year after minority interests 28.1 12.4 Debtors- due after one year 259.8 316.5 Total assets less current liabilities 2,287.3 2,222.8 Group Income £m Group Expenditure £m Creditors - due after one year 1,910.7 1,859.9 Social Housing Lettings 175.9 Social Housing Lettings 264.8 Provisions 3.3 General needs 129.2 General needs 212.0 Other long term liabilities 13.2 36.3 Supported housing 24.1 Supported housing 23.6 Capital and reserves Temporary social housing 4.9 Temporary social housing 2.9 Non-equity share capital - - Shared ownership 12.4 Shared ownership 7.3 Designated reserve 6.3 6.3 Lease 11.4 Lease 12.9 Revenue reserve 355.9 316.8 Expenditure re other income 57.4 Other income 58.0 Minority interests 1.2 1.2 First tranche sales 15.7 First tranche sales 16.5 363.4 324.3 Supporting people 16.1 Supporting people 16.7 Total 2,287.3 2,222.8 Management services 1.5 Management services 1.3 Community regeneration 1.0 Community regeneration 2.5 Source of Funds Application of Funds Non-social housing letting 9.9 Non-social housing letting 14.5 Other 12.4 Other 7.3 Social housing lettings 264.8 Management and operating costs 66.1 Supporting people income 16.7 Continued maintenance 43.8 First tranche 16.5 Planned maintenance 30.0 Non-social housing 9.9 First tranche 15.7 Other services income 14.9 Social housing other costs 15.4 Sale of housing properties 25.4 Supporting people contract costs 16.1 Working capital movements (15.7) Non-social housing costs 14.5 Social housing grants 50.2 Other costs including exceptional pension credit 2.9 Reduction in cash reserves and investments 12.7 Net interest paid 83.9 Sale of bond investment 4.5 Corporation tax 0.3 Increase in loans 65.8 Construction of housing properties 183.4 Purchase of other fixed assets 16.3

29 Annual Review 2010 / 11 30 Governance

Brenda Reynolds Sir Robin Young Management Strategy Group Partner member Governance Chair of Circle Board Board Alan Riddell Remuneration and Sir Robin Young became Chair of Robert Burgin Simon Braid Group Partner member Succession Committee Circle in January 2010. Sir Robin Independent member Independent member Mark Rogers Jane Clarkson has enjoyed a successful career in Simon Braid Tania Brisby Circle (CEO) Government, spanning 31 years. Sir Jane Gurney-Read Independent member Independent member Martin Shaw OBE (Appointed Chair designate Robin was Permanent Secretary at (Appointed 01/03/2011) both the Department for Trade and Tania Brisby Independent member 24/05/2011) (Resigned - 20/09/2011) Industry and the Department for Independent member Robert Burgin Baroness Maggie Jones Culture, Media and Sport as well as (Appointed 01/03/2011) Independent member Brian Stewart Martin Shaw OBE Head of Economic and Domestic Group Partner member Alan Catterick Alan Catterick (Resigned 20/09/2011) Affairs at the Cabinet Office. Group Partner member Group Partner member Michael Webber Brian Stewart The changes around the (Resigned 01/01/2011) Group Partner member Jane Clarkson (Appointed 24/05/2011) Management and Strategy Boards Jane Clarkson Independent member (Resigned 30/09/2011) introduced last year have worked Sir Robin Young Independent member Sir Robin Young well. Sheila Farmer Murray Foster Invicta Telecare (Chair) (Chair) Independent member Group Audit Committee The Management Board has the Group Partner member (Resigned 24/01/2011) legal responsibility to lead the Simon Braid Group within a framework of Jane Gurney-Read Murray Foster Appointed Chair 01/07/10 Group Partner member Group Partner member sound governance, continuous Jane Clarkson (Appointed 01/01/2011) improvement and effective control, Jane Gurney-Read Interim Chair to 01/07/10 which enables risks to be properly Baroness Maggie Jones Group Partner member Ayo Odukoya assessed and managed. The Group Partner member Alison Hill Strategy Board defines and ensures Peter Wardle Brenda Reynolds RASP compliance with the values and Group Partner member (Appointed 08/02/2011) Julia Witting objectives of the Group and puts (Appointed 01/01/2011) in place strategies to meet these Andrew Hill Group Company Secretary objectives. Mark Rogers Group Partner member Group Chief Executive Angela Firman FCIS The Management Board comprises Baroness Maggie Jones Non-Executive Directors and Martin Shaw OBE Group Partner member the Group Chief Executive and Independent member Jennifer Mills includes Partner Board and resident (Resigned - 20/09/2011) Group Partner member representation. The Strategy Board Michael Webber (Appointed 01/02/2011) comprises nominees from all the Group Partner member Anne Moyies Circle partners, Resident and Service (Resigned - 30/09/2011) User Panel and up to a third of Group Partner member independent members including Sir Robin Young (Resigned 01/02/2011) the independent members of the (Chair) Independent member Stephen Jacobs Management Board. Group Partner member All members are required to Ayo Odukoya contribute and share responsibility Independent member for decisions and uphold the Circle Code of Conduct.

31 Annual Review 2010 / 11 32 Executive Directors Board

Mark Rogers Andy Doylend Group Chief Executive Executive Director - Mark Rogers was appointed Group Operations Chief Executive of Circle after the Andy manages the customer merger of Circle 33 and Anglia services, asset management, Housing in 2005. Mark has over 20 development, IT and care and years experience in the housing support teams within the Group. sector. Andy has 15 years experience in a variety of housing disciplines. Sarah Trota Executive Director - Calum Mercer People Executive Director - Heading up Circle’s People Finance portfolio, Sarah oversees the Calum is responsible for ensuring teams responsible for recruitment, the continued financial strength of employee relations, learning and the organisation, risk management, development, payroll, and facilities procurement, insurance and management. This year Sarah also pensions. Calum has over 20 years became responsible for Business experience in the financial sector. Transformation. Sarah worked in HR in the retail sector for over 20 years

33 Annual Review 2010 / 11 34 Registration

Circle Anglia Limited Mercian Housing Association Limited Industrial & Provident Society Number 27604R Industrial & Provident Society Number 16836R TSA Registered Number LH4046 TSA Registered Number L0942 Circle Thirty Three Housing Trust Limited Merton Priory Homes Industrial & Provident Society Number 18652R Industrial & Provident Society Number 30843R TSA Registered Number L0031 TSA Registered Number L4548 Mole Valley Housing Association Limited Circle Living Limited Industrial & Provident Society Number 30312R Companies House Registration Number 5737166 TSA Registered Number L4500 Roddons Housing Association Limited Circle Care and Support Limited Industrial & Provident Society Number 30161R Companies House Registration 3307684 TSA Registered Number L4501 Charity Commission 1107432 Invicta Telecare Limited Companies House Registration Number 04133585 Old Ford Housing Association Registered Office Companies House Registration 3487210 Registered office for Group partners TSA Registered Number L4221 Charity Commission 1075125 Circle House 1-3 Highbury Station Road Russet Homes Limited London Industrial & Provident Society Number 27076R N1 1SE TSA Registered Number LH3922 Registered office for Mercian, Art Homes and Zenith South Anglia Housing Limited Get Have a Industrial & Provident Society Number 28100R Gee Business Centre together with say in your TSA Registered Number LH4094 Holborn Hill A chance to... others Aslon community Wherry Housing Association Limited Birmingham Industrial & Provident Society Number 26622R B7 5JR Get into TSA Registered Number LH3866 work and Major Lenders Learn training Abbey Barclays new skills Bank of Scotland Live an Lloyds Bank Plc independent Feel safe and Dexia Public Finance Bank life Nationwide Building Society comfortable The Royal Bank of Scotland Plc in your home

35 Annual Review 2010 / 11 36