Residents’ Voice Report APRIL TO SEPTEMBER 2025
Contents Section
Page
Introduction Complaints
3
4-10
• The Housing Ombudsman’s Complaint Handling Code
4 6 6 7 7 8 9
• Complaints performance • Complaints by service area
• Complaints compared to the number of transactions
• Refused complaints
• Primary causes of complaints and lessons learnt
• How we learn from complaints
Compliments
11
Resident satisfaction • Tenant satisfaction measures • Satisfaction survey feedback • Other resident satisfaction surveys • Insights review
13-16
13 15 16 16 17
• Resident Scrutiny Panel presentation to the CCHA Board
Consumer Standards and Awaab’s Law
18
Supporting our communities • Our Community Fund
20-24
22 24 24 25
• Supporting independent living residents • Giving back to the community
How you can get in touch with us
2
Introduction Welcome to the eighth edition of Castles & Coasts Housing Association’s Residents’ Voice Report. This report provides an overview of feedback received from residents between April and September 2025, including complaints, compliments, and satisfaction surveys. It highlights how we have learned from complaints, the improvements made through our Resident Scrutiny Panel, and the activities delivered across our communities. During this period, we’ve seen an increase in both complaints and compliments from our residents. We view this as a positive sign that residents feel confident in sharing their experiences with us. Complaints are always treated as valuable learning opportunities, helping us improve our services, while compliments reflect the hard work and dedication of our teams. We remain committed to listening, learning, and delivering the best possible outcomes for our communities. We hope you find this report informative and welcome any suggestions for improvement. Details on how to contact us can be found at the end of the report.
3
Complaints The Housing Ombudsman’s Complaint Handling Code The Housing Ombudsman’s Complaint Handling Code (CHC) has been in place for five years. The Code is designed to make it easier for residents to raise a complaint, and to ensure housing providers are consistent when dealing with complaints. All social housing providers must comply with the expectations in the CHC when handling complaints. When things go wrong, we’re committed to apologising and putting it right. Receiving complaints is valuable to us. They help us understand where something might not be working, and how we can improve, to prevent the same issues happening again. Each year we carry out a self-assessment to examine whether our Complaints Policy and process are aligned to the CHC, and that we are transparent in publishing our learning from complaints. The results are shared with CCHA’s Board, the Housing Ombudsman and published on our website here. We have recently appointed Andrew Giles as the board member responsible for complaints. Andrew provides oversight and scrutiny of complaints at every level of CCHA by conducting spot checks of our complaint handling processes, to make sure we are meeting the requirements in the CHC. If you’re ever unhappy with how we have handled your complaint, you can contact the Housing Ombudsman Service.
4
Complaints performance Our annual target for this financial year (1st April 2025 to 31st March 2026), is for us to be within lower quartile (fewest number of complaints) compared to other housing associations when compared against TSM benchmarking. The current benchmark for 2024/25 was 34.3 complaints per 1,000 homes, compared to our overall number of CCHA properties. This works out at around 152 complaints per year, or 13 new ‘stage 1’ complaints per month. As shown in the table below, we received 127 new stage 1 complaints between 1st April and 30th September 2025. We are closely monitoring the number of complaints we receive, as there has been a slight increase compared to last year.
Complaints received 1st April – 30th September 2025
Number of Stage 1 complaints received
127
Percentrage of complaints compared to CCHA properties
1.7%
Number of complaints escalated to Stage 2 Percentage of complaints escalated to Stage 2
21
16.5%
1st April to 30th September 2025
1st April to 30th September 2024
Indicator
Responded to within target timeframe
99% 52% 28% 20%
99% 72% 16% 12%
Upheld
Partly upheld
Not upheld
Complaints per 1,000 properties
Complaints per 1,000 properties
Period
Complaints
Apr 25 - Jun 25 Jul 25 - Sep 25
61 66
8.16 8.83
Total 17 We hold quarterly review meetings with department managers to scrutinise resident satisfaction results and complaints data to: • Identify any trends • Make sure that any learning from complaints is captured • Make sure that if changes are required, they happen, and we track that they happen, so we can improve services and help prevent recurrence of complaints. 127
5
Complaints by service area
2025 increase/ reduction compared to same period during 2024
April 2025 to September 2025
April 2024 to September 2024
Complaints by service area Home ownership Independent living Lettings and neighbourhoods Anti-social behaviour
6 6
4 7 10 2 23 8 5 45
▲ 20 ▼ 10 ▲ 60 ▲ 10 ▲ 17 ▲ 40 ▼ 40 ▼ 16 ▲ 10 ▲ 21
16 12 40 12 1 29 8 30 80
Total housing services
Compliance Planned works Responsive repairs Development Castles & Coasts Services (CCS)*
7 9
Total property services
74
▲ 6 ▼ 2 ▲ 2 ▲ 1
Income Custmer services GDPR
3 3 1
5 1 0
Total CCHA ▲ 24 As the table above shows, we received 24 more new stage 1 complaints than we did in the same period during 2024. We are monitoring this closely to check if there are any trends or patterns that we need to be aware of. 127 103 Most of our customer-facing teams have seen a rise in the number of stage 1 complaints logged this year. However, the area of greatest increase relates to property services, particularly with CCS. We’re committed to managing and reporting complaints in an open and honest way. While we see higher complaint volumes as learning opportunities, we are closely monitoring for any new patterns or issues to address urgently if identified.
6
Complaints compared to the number of transactions The table below shows the proportion of complaints a department has received between 1st April and 30th September 2025, compared to their ‘headline’ transactions, along with a definition for each:
Number of complaints
Number of transactions
Complaint proportion
Transaction definition
Department
Customer services Property services Lettings and neighbourhoods
3
40,255 12,647 11,107
0.007% Total calls and emails received
29 28
0.23% 0.25%
Total repairs logged Number of customer contacts (CRMs) raised
21 new homes delivered and 622 defects reported Total arrears cases managed
Development
8 3
643
1.2%
Income
27,508
0.01%
It can be difficult to compare the proportion of complaints a department receives against the number of services they have delivered, as many departments have a lot of contact with residents in the delivery of services. However, we continue to look at ways we can measure this. Refused complaints Between 1st April and 30th September 2025, we refused to log three stage 1 complaints: • The first of these requests was refused as the matters raised happened more than 12 months from the date of the complaint and had already been responded to, at stage 2 of our complaints process. • The second was refused as the matters happened over two years before the complaint request was made. • The third was refused as the issue raised was about an area that had been adopted by the local authority, so was not under the control of CCHA. This complaint also included a report of anti-social behaviour which we dealt with in line with our ASB Policy. In all cases, we gave the complainants our decision in writing as required by the CHC.
7
Primary cause of complaints
31% Length of time taken
18% Contractor error
1 2 % Customer expectation
10% Policy
Anti-social 1 2 % behaviour
Staff 9 % conduct
8 % Communication
Lessons learnt from upheld complaints *
*Complaints often have multiple ‘lessons learnt’ meaning the figures add up to more than 100%.
Managing 1 5 % expectations
32% Communication 23% Customer care
Keeping within 18% timescales
39% Contractor management
4 % Anti-social behaviour investigation management
1 4 % Managing repair jobs through to completion
Meet GDPR 1% guidelines
1% Managing out of hours service
8
How we learn from complaints The issue A resident complained about her boiler which had become prone to breakdowns. How we resolved it We replaced the boiler and completed all the finishing works to the satisfaction of the resident. Learning We improved the process to be followed by our contractors when recommending the replacement of boilers to CCHA. We also put a monitoring system in place to check for repeated breakdowns to allow us to identify boilers in need of replacement more proactively. The issue A resident made a complaint about the installation of cavity wall insulation in their home and the level of care taken by our contractors. The resident was concerned that the installation involved the use of materials which could potentially have exacerbated her ongoing health issues and felt that the contractors hadn’t considered her mental health condition when contacting her to discuss the works. How we resolved it We apologised for the inconvenience caused during the works and the levels of customer care offered. We also addressed these concerns with the contractor. We compensated the resident for the disturbance caused throughout the works, and assured them that the materials used were safe, and met all safety requirements. Learning We have put checks of our housing management system in place to identify any vulnerabilities or specific needs of residents before works are carried out in future. We have also been gathering up to date information on vulnerabilities or specific needs and training colleagues on how to identify them and take them into account when contacting our residents.
9
The issue A resident made a complaint about issues in their new-build home.
How we resolved it We assigned a single point of contact for the family to liaise with and apologised for the difficulties encountered. We also raised our concerns with the developer and were able to resolve the issues of concern to the satisfaction of the residents. Learning Assigning a single point of contact for residents can be highly beneficial when dealing with complex repair cases involving multiple contractors and teams.
The issue A resident had cause to complain about the standard of communal cleaning.
How we resolved it We worked with the contractor to improve the level of service delivered and compensated the residents in respect of this. Learning We now have regular communication with our contractors to ensure they understand our service standards for communal cleaning.
10
Compliments We’re really pleased to see a 24% increase in compliments received in this reporting period. We are grateful that residents take time to give us feedback, and we use this to help build on what we are doing well.
I can’t thank you enough for all you’ve done for me and my son, giving me the opportunity to make my son feel secure in a happy home after a very difficult year! I am very grateful, thank you. Thanks to the tenancy sustainment fund for supporting with flooring in my property. I have been in significant financial hardship due to my situation. Thanks ever so much for the support.
April to September 2025
April to September 2024
April to September 2023
Team
All colleagues Castles & Coasts Services (CCS) Customer services
7
6
29
124
128
132
70
24
14
Development
0
3
2
Income
61 13
27 16
30 13
Independent living Home ownership Lettings & neighbourhoods
4
1
1
36
34
27
Contractors
256
219
217
Property services
8 2 3 0
10
2 6 2 1
Planned maintenance
4 0 0
Aids and adaptations
Compliance
Total
584
472
476
All the Castles & Coasts staff that I have dealt with have been extremely pleasant also very professional in their roles, they understand on a personal level the diverse situations residents face. Very down-to-earth people.
11
The Income Officer is so lovely, polite, and very helpful, and she genuinely cares. One of the nicest people I have spoken to, she deserves a medal!
The Customer Services colleague was very helpful, maintained eye contact throughout, never once interrupted me and took relevant notes. I was impressed with her professional and helpful manner. She explained what would happen next and I left your office confident that the relevant information was collected, and my issue would be raised with the relevant people.
My appreciation and gratitude to the staff who connect the dots, your site managers who branch out and allocate the tasks, and your multi-skilled trades team who make the magic happen. I feel like King of my Castle. Home feels like heaven. Thank you all for your hard work and efforts, from a long-term resident.
I was very nervous about the surveyor coming to look at the damp and mould in my home. He was spot on, he listened to me, didn’t interrupt, and we organised a plan together about what we are going to do.
Every employee has completed the work with total confidence and politeness always. Many thanks.
Me, mam, and my kids would like to thank you for your help with finding us a new home. We got our keys yesterday and we can now start our new lives together. We love the house. Thank you very much.
12
Resident satisfaction Tenant satisfaction measures The Regulator of Social Housing requires every social housing landlord with over 1,000 homes to conduct a survey of how residents feel about how their landlord is performing. The results of this survey are called Tenant Satisfaction Measures (TSMs). TSMs mean far more to us than just collecting numbers; your feedback is important to us. One of our key aims is ‘placing the residents voice at the heart of all we do.’ Other resident satisfaction surveys Between April and September 2025, we asked our Residents’ Feedback Group (RFG) for their views on the following: • Resident Expenses Policy – we are pleased to report that residents found it to be fit for purpose and fair • Our use of social media – their feedback was valuable and will be used to inform the type of content published • Tenancy Policy – the group felt it was easy to read, fit for purpose and fair • Extra information we added to the quarterly rent statements – they felt the information was useful to residents
We aim to be inclusive, ensuring that every resident of a rented home receives a survey to give their feedback and express their views. If you haven’t received a call or email for your view yet, we will be carrying them out until the end of March 2026. Your TSM feedback, together with complaints data, transactions satisfaction, service feedback, and compliments, is used to inform quarterly service improvement workshops with our teams.
13
The table below shows that our TSMs have positively increased since we first started measuring them. Each year, the Regulator of Social Housing produces sector benchmarking information. The benchmarking for 2024/25 is also included below.
Apr to Sep 2025 2024/25 2023/24
Proportion of respondents who report that they are satisfied with the overall service from their landlord (RSH median benchmark: 71.8%) Proportion of respondents who have received a repair in the last 12 months who report that they are satisfied with the overall repairs service (RSH median benchmark: 73.6%) Proportion of respondents who have received a repair in the last 12 months who report that they are satisfied with the time taken to complete their most recent repair (RSH median benchmark: 69.5%) Proportion of respondents who report that they are satisfied that their home is well maintained (RSH median benchmark: 71.9%) Proportion of respondents who report that they are satisfied that their home is safe (RSH median benchmark: 77.6%) Proportion of respondents who report that they are satisfied that their landlord listens to tenant views and acts upon them (RSH median benchmark: 61.6%) Proportion of respondents who report that they are satisfied that their landlord keeps them informed about things that matter to them (RSH median benchmark: 72%) Proportion of respondents who report that they agree their landlord treats them fairly and with respect (RSH median benchmark: 77.9%) Proportion of respondents who report making a complaint in the last 12 months who are satisfied with their landlord’s approach to complaints handling (RSH median benchmark: 35.5%) Proportion of respondents with communal areas who report that they are satisfied that their landlord keeps communal areas clean and well maintained (RSH median benchmark: 66.7%) Proportion of respondents who report that they are satisfied that their landlord makes a positive contribution to the neighbourhood (RSH median benchmark: 64.6%) Proportion of respondents who report that they are satisfied with their landlord’s approach to handling anti-social behaviour (RSH median benchmark: 59.5%)
80.7% 76.9% 71.1%
80.5% 77.4% 72.1%
76.8% 74.4% 66.8%
81.7% 73.9% 68.0%
87.1%
80.4% 74.3%
72.2% 66.7% 58.7%
78.5% 71.8% 65.9%
84.6% 78.7% 73.2%
43.3% 37.8% 37.0%
73.6% 62.6% 54.7%
71.6% 60.6% 53.2%
69.0% 53.9% 51.5%
14
Insights review Through the summer we engaged with a partner organisation called CX-Feedback, who provide our satisfaction survey software, to do an independent review of all our customer satisfaction data and suggest areas for service improvements. We already run regular service improvement workshops with our colleagues to review complaints data, satisfaction data, compliments and our TSM survey comments to highlight and implement service enhancement actions. CX-Feedback provide resident related services to a few social landlords. We asked them to review all our complaints data, transactional satisfaction surveys, and our TSM surveys, from the last two years. We also asked of them, based on their knowledge of the sector, to share any best practice they have seen elsewhere. The results of this review were positive, and they made some recommendations that we have started to do:
• Improve our communication about our grounds maintenance service • Implementing an operative checklist when visiting a property. It includes many of the tasks our colleagues already undertake, but having a checklist will ensure they do not miss any of them. The list includes: o Introducing themselves to the resident o Asking the resident if they can enter the property o Using protective equipment if the job requires it o S ummarising the works being undertaken, with the resident o Checking with / showing the resident that it is fixed o If the job is not done, letting the resident know about the next steps o C leaning any mess, they may have left o Asking the resident to sign off the job report. This exercise was really useful and helped us to identify some service improvements. It found some areas where we need to work a little harder, but we welcome this feedback. In their conclusion, CX-Feedback said: “The evidence gathered consistently indicates that the association delivers an exceptionally high standard of service to all its residents.”
15
Satisfaction survey feedback We ask for feedback as soon as you receive a service from us, except for grounds maintenance and communal cleaning where we ask once a year due to the number of visits we undertake. This feedback is important, as it helps inform where we can make improvements. The table below provides an overview of feedback we received from these surveys between 1st April and 30th September 2025, as well as a comparison to the previous financial years:
Overall resident satisfaction by service area
Satisfaction Apr to Sept 2025
Response rate Apr to Sept 2025
Satisfaction 2024/25
Satisfaction 2023/24
Satisfaction 2022/23
Target
Aids and adaptations Customer services Income collection New tenant (lettings)
95% 90% 90% 95% 90% 90% 90% 90% 80% 80% 90%
40% 13% 15% 29% 29% 25% 15% 25% 18% 22% 18%
100%
100% 93% 95% 97% 94% 93% 99% 98% 98% 98% 98% 98% 98% 96% 96% 91% 92% 90%
96% 97% 99% 94% 89% 89% 98% 74% 85% 90%
New tenant (empty repairs) Planned works
Responsive repairs
91%
91% 90%
Gas servicing and compliance
98% 99% 97% 70% 75% 82% 80% 79% 76% 91% 91% 92%
Grounds maintenance Communal cleaning Overall satisfaction with CCHA services
Overall satisfaction with CCHA services, which we work out by taking the average score from different satisfaction surveys, was above the target of 90%. We’re pleased that most service areas met or exceeded the target. Satisfaction with our grounds maintenance service was below the 80% target, at 74%. This is an improvement on the previous year but we’re closely monitoring it to identify where improvements can be made. It is discussed in detail at monthly meetings with our contractors and allows us to focus on specific areas. Satisfaction with our responsive repairs service and planned works was also slightly below the 90% target. We are monitoring this closely. Resident satisfaction data is shared with our Resident Scrutiny Panel (RSP) and if feedback for a service area is falling short of expectations, the RSP may choose to select this area as the topic for their next
16
Resident Scrutiny Panel presentation to the CCHA Board In July 2025, our RSP Chair and Vice Chair attended a CCHA Board meeting. They presented a report setting out their experiences as involved residents, which was warmly received by the Board. A copy of their report is available on our website here. Find out more Would you like to find out more about the work of our RSP, or join the panel? We are actively looking for new members to join us, so please do get in touch if this is something that you feel would interest you. Find out how to get involved, and see summaries of all the scrutiny exercises completed by our RSP, on the ‘Customer Involvement and Feedback’ section of our website here.
17
Consumer Standards and Awaab’s Law Consumer Standards and our ‘getting to know you’ campaign The Consumer Standards set out the expectations of social housing providers for their delivery of services to residents, and the measures they have in place to meet these expectations. There are four main areas: 1. The Safety and Quality Standard 2. The Transparency, Influence and Accountability Standard 3. The Neighbourhood and Community Standard 4. The Tenancy Standard The Transparency, Influence and Accountability Standard focuses on the • Understanding diverse needs, barriers, support needs • Assessing if services deliver fair and equitable outcomes • Ensuring communication and information is clear, relevant, timely and appropriate • Services are accessible including providing support We wanted to better understand the diverse needs and individual support requirements of our residents. At the beginning of 2025, we launched our ‘getting to know you’ survey. We gave every resident the chance to provide up-to-date contact details, communication preferences, any vulnerabilities or specific needs they may have. diverse needs of residents and includes: • Using relevant information and data The surveys were conducted online and by telephone to make it as easy as possible to get involved. The survey was completely confidential and taking part was optional, but we’re pleased to report that over two thirds of our residents responded. We are now using this information to deliver our services to residents. You can change your contact preference with us at any time if your individual needs, circumstances or preferences change, by contacting our Customer Services Team.
18
We have trained our colleagues to ensure they continue to meet the needs of our residents. During this training, we developed the acronym CARE to use when working residents: • C heck for contact preference and any vulnerabilities • A sk is there anything we need to be mindful of when we speak to or visit you? • R espect individual and sensitive issues - think about how you would feel and don’t make any assumptions • E mpower customers to build fairness, confidence, and value for everyone You can read more about the ‘getting to know you’ campaign here. Awaab’s Law Awaab’s Law follows on from the publication of the Housing Ombudsman’s Spotlight on Damp and Mould and the inquest into the death of toddler, Awaab Ishak. Although the Government enacted Awaab’s Law on 27th October 2025, which falls outside of this reporting period, we feel it is important to provide an update on how we’re ensuring compliance with the new legislation: • We’ve updated systems, processes and equipment • We’ve trained teams to recognise the early signs of damp and mould, so that any colleague can report it • We use the information from our annual stock condition surveys, alongside Energy Performance Certificate (EPC) data, to prioritise works that we know will improve the thermal performance of homes, such as our window replacement programme. This all helps in our commitment to helping prevent damp and mould from happening in the first place. Linked to this, to make sure our responsive repairs service meets the needs of residents, regulations and legislation, we’ve also just published a new Responsive Repairs Policy, co-designed with our Resident Scrutiny Panel. Visit the healthy homes web page here to find hints and tips for preventing condensation and mould. If you’re concerned about condensation or mould, it’s really important that you report it to us as soon as you notice by using the contact details at the end of this report.
19
Supporting our communities Working in partnership to tackle anti-social behaviour (ASB) Colleagues from CCHA’s Lettings &
They also carried out an estate walkabout and mini clear up on CCHA’s Hillside Estate in Maryport. Joined by our partners from Cumberland Council waste services and enforcement teams, and the local PCSO, they spoke with residents to promote responsible waste disposal. Colleagues from Castles & Coasts Services (CCS) helped to remove around 2.5 tonnes of waste including fly tipping and bulky items from our gardens. Team members in the northeast tidied up our Jubilee estate in Newcastle in a joint effort with Newcastle Council, Northumbria Police and EPIC, and spent time door knocking and leaflet posting at CCHA homes in Morpeth with Northumbria Police, to help tackle anti-social behaviour.
Neighbourhoods (L&N) team have been out in force over the past few months, working with partner organisations to help make communities tidier and safer for residents. L&N colleagues attended the ‘Walk the Line’ project in Workington in April, collecting rubbish and removing fly tipping, as well as speaking with residents about the local area and collecting vital information on how to improve services. The project is part of Allerdale Local Focus Hub’s prevention work.
20
Jonathan Proctor, Lettings & Neighbourhoods Manager at CCHA said:
“This type of engagement is important for us. We really care about our communities and are keen to maintain this visible presence with regular estate walkabouts and work with partners. “Not only does this help us build invaluable relationships with residents, it raises awareness of how to report any issues of ASB to us so we can work with residents to manage these.”
We were proud to stand with organisations across the UK in support of ASB Awareness Week (ASBAW) 2025 in July, holding a series of estate walkabouts in neighbourhoods across 12 towns and villages in Cumbria and the northeast, to take a stand against ASB and promote safer communities. During the week we: c hatted with over 240 residents face to face in Carlisle, Cockermouth, Cramlington, Harriston, Hetton-le-Hole, Kendal, Longframlington, Maryport, Penrith, Temple Sowerby, Washington, and Workington knocked on more than 700 other doors and delivered hundreds of leaflets supported residents by raising 20 new ASB cases provided residents who weren’t aware of the process with detailed information on how to report ASB
Residents turned out in great numbers in August to take part in a CCHA-led community clean up event in Northside, Workington. The community day was part of the summer multi-agency programme of ‘Operation Respect’ events organised by Cumberland Council’s Local Focus Hubs, which aim to tackle anti-social behaviour and foster community cohesion.
21
Our Community Fund Our Community Fund provides much-needed funding to local organisations and groups for projects across our communities that support the following objectives: • Sense of community – bringing communities together • Training and employability – supporting residents to gain or develop skills • Health and wellbeing – improving this for our residents • Improving communities – reducing anti-social behaviour • Increasing financial and digital inclusion for residents
Since the last Voice Report, our funding has helped support ten local organisations, including: • Whitehaven Community Trust • Workington Town Community Trust • Focused Therapies • Grange-over-Sands Community Foodshare CIO • Friends of Chances Park, Carlisle • Cumbria Yoga Foundation • Carlisle Riding for the Disabled • The Happy Mums Foundation CIC • Rosehill Youth Theatre and the Solway Hall • iCan Wellbeing Group
22
Carlisle Riding for the Disabled We recently awarded £1,000 to Carlisle Riding for the Disabled (Carlisle RDA), an organisation that provides therapeutic riding and carriage driving sessions for children and adults with disabilities. These sessions offer physical benefits such as improved muscle tone, coordination, and posture, as well as mental wellbeing, social interaction, and sensory stimulation. Last year, Carlisle RDA delivered over 100 sessions to 50 riders, supported by 42 volunteers.
The Happy Mums Foundation We awarded £1,000 to The Happy Mums Foundation, a Cumbrian social enterprise dedicated to supporting maternal mental health through free, peer-led groups. Open to anyone who identifies as a mum, these child-friendly sessions provide a safe, non-judgmental space to share experiences and reduce isolation. Facilitated by trained individuals with lived experience, the group’s aim is to build confidence, following the Maternal Mental Health Alliance’s principles. Our funding will help relaunch a weekly support group in Penrith, alongside an awareness campaign to ensure mums know this vital resource exists. By combining grant funding with income from training and resources, Happy Mums is working toward sustainability while extending awareness of maternal mental health challenges.
Focused Therapies CIC We also awarded £1,000 to Focused Therapies CIC, an organisation dedicated to improving mental, physical, and emotional well-being for individuals facing financial hardship, isolation, or disability in some of Cumbria’s most deprived areas. Their services include one-to-one support, group courses, advocacy, and holistic therapies such as Reiki and Access Bars, alongside specialist assistance for those affected by domestic abuse, menopause, and PMDD. Our funding will help launch a new project offering personalised care packages, giving clients up to 12 hours of tailored support such as therapy sessions, wellbeing workshops, and holistic treatments over six months. This flexible approach ensures individuals receive the help they need in a way that works best for them. Details of the how to apply to the fund can be found on our website here.
23
Giving back to the community CCHA’s Charity and Volunteering Committee have been busy over the last few months. Here are a few examples of what they have been up to: Sponsored walks Following last year’s success, we planned two more sponsored walks, expertly guided by Neil, a resident from our Greta Gardens extra care scheme. Neil is an ex-mountain rescue volunteer and has seen firsthand the vital work of our chosen charity partner the Great North Air Ambulance Service (GNAAS). The walks were a huge success and sponsorship rolled in from colleagues, friends and family, and the residents of Greta Gardens added a whopping £429 from their coffee morning. Together, the walks raised £3,000.
Great North Air Ambulance Service
As a corporate partner of GNAAS, CCHA is committed to helping the service’s incredible work across the North of England. Over the past two years we have donated £15,000 to this vital service and look forward to raising even more funds through the full CVC’s activities.
Christmas toy collection Each year our colleagues generously donate toys to local charities to ensure that no child goes without a present on Christmas Day.
24
How you can get in touch with us We aim to make it as easy as possible for residents to access our services, in a way that meets individual needs and preferences, and have lots of ways for you to keep in touch. Visit us at our offices at 5 Paternoster Row, Carlisle or Stoneleigh, Park End Road, Workington on a Tuesday or Thursday between 10am and 2pm 0800 085 1171 cs@castlesandcoasts.co.uk View your account, pay your rent and log a repair anytime via our Residents’ Portal, which can be accessed here. Visit the ‘Contact us’ page on our website at castlesandcoasts.co.uk/contact On our ‘Contact us’ page, you’ll find lots of ways to get in touch: Webchat Reachdeck website accessibility tool
The ‘Chat now!’ button (pictured above) connects the resident with a member of the Customer Service Team to help with any queries. Callback service Request a callback If you click the ‘Request a callback’ button (picture above), you’ll be asked for your name and the number you’d like us to call you back on, free of charge. Then, as soon as a Customer Services Adviser is available, they’ll give you a call back.
The icon above is on every page of the website. Clicking on it gives you the options of adding a ‘screen mask’ in different colours, having the page read out loud, translated, displayed in larger text or simplified.
25
If you have any specific communication needs or need documents like this one in an alternative format, please contact our friendly Customer Services team on 0800 085 1171 or use any of the contact methods on page 25 and we’ll be happy to help.
Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26Made with FlippingBook - professional solution for displaying marketing and sales documents online