Impact Report 2011

Lench’s trust impact report

Our Achievements in 2011

The Bailiff’s Report

Operational developments

The 2011 AGM on 27th April 2011 was an auspicious day for Lench’s Trust.We opened the doors of William Lench Court for this event, the first of many in this wonderful new development. On that day, too, James Lloyd, retiring after 39 years as Trustee, laid the Foundation Stone in front of over 100 friends of theTrust.The residents of William Lench Court have rapidly become part of a caring, lively community.This is in part due to successful partnership arrangements Yardley GreatTrust for extracare, and the Jericho Foundation for catering at Lench’s Close and now also atWilliam Lench Court.We are pleased that these arrangements are working so well.

We are also undertaking a refurbishment at Lench’s Close as well as regular maintenance on all properties. Heath Avery, the architects for William Lench Court, drew up plans and for the building work for new communal and office facilities at Lench’s Close. Our chosen contractors, Neil S Shipley will complete by the end of April 2012.We have also replaced the 30-year old boilers used for communal heating at Lench’s Close.

With the sale of 271 Hagley Road, our Head Office moved intoWilliam Lench Court on 3rd May 2011, and we welcomed our first residents on 16th May 2011.

The quinquennial survey was completed and presented to the December 2011 Board Meeting.The only major requirement was for replacement windows and frames for both Lench’s Close andTanner’s Close.This work will be carried out during 2012.

Residents

Trustee Sarah Davis instigated a Scrutiny Panel.This is a resident-led committee which will audit and monitor those of theTrust’s activities and standards related to the residents and the almshouses. Its first meeting was in June, with a second in September.This Panel has decided that its first task will be to audit how theTrust communicates with the residents.

During 2011 the Trust appointed Mo Sajad as our Activities Co-ordinator.Working initially with residents atWilliam Lench Court, his remit has now widened to our other schemes.There are now regular activities on all schemes; for example, there is tai chi atWilliam Lench Court and a cookery club at Moseley with computer clubs, film clubs and bingo on all schemes.

Staff, Befrienders & Volunteers

This year has been one of exciting change, which does not happen without much aforethought and sheer hard work by everyone involved in the Trust. I should like to record here theTrustees’ gratitude to our staff, led by our Chief Executive, Jean-Luc Priez for their expert management of the day-to-day business of the Trust.The cheerfulness, sensitivity and effort of them all makes the Trust what it is.

It is with sadness that I report the passing away of Kevin Boyd, our Maintenance Officer for over 12 years. He will be missed greatly; it is movingly appropriate the residents of Lench’s Close bought a bench in his memory, a reminder to us all of what he did for the Trust.

In December 2011 Mark Boden was appointed our new Maintenance Officer.

Finances

Although we did not receive a full year’s income from William Lench Court we still remained in surplus for the year. Stock markets were volatile, plunging in August 2011 but recovering their losses over the remainder of the year.We managed to enjoy a small rise in the value of our investments in 2011.

Cash generation has improved from our original estimates and consequently the mortgage needed to complete the fundingWilliam Lench Court was £2.5 million, down from the £4.0 million we originally envisaged.As a consequence the term of this mortgage is 15 years against our original plans of 25 years.

Incorporation

TheTrustees agreed to incorporate the charity and this was finally approved by the Charities Commission in January 2012.The Trustees of the existing charity have become Members of the new incorporated body.

Board of Trustees

Having said farewell to James Lloyd on his retirement at the start of the year, we are delighted to welcome Amarjet Snehi to the Board. His investment expertise will prove invaluable to us. Len Clark, formerly a Council nominee, has now joined us in his own right. Councillor Peter Smallbone was nominated by the Council in September.

My final words in this my first Bailiff’s Report is to thank my co-Trustees for their service to the Board.Their dedication, combined with their breadth of experience, is of immeasurable benefit to the Trust.

KateCooper,Bailiff

Our values

The purpose of Lench'sTrust is to promote the well-being of older people of Birmingham by providing support and care to those in need. Such people should normally have been resident in the city for 5 years and be over 55 years of age.

within Lench’sTrust that engages with the wider Birmingham community.

2. Ensuring resident involvement and engagement in the day to day life of theTrust and in the development of services

During the latter part of 2011 theTrustees and staff held a series of workshop to review the Trust’s FiveYear Strategy . As a result the following mission statement was adopted:

3. Promoting diversity to enable Lench’sTrust to better represent the Birmingham population through appropriate service provision and an inclusive culture

4. Building and maintaining financial strength –strengthening our fundraising and enabling investment in our priorities

“Lench'sTrust – a charity helping older people in need to live meaningful lives in vibrant,caring and safe communities.”

5. Exploring opportunities for partnership working that will provide clear benefits to residents

We have also identified six core principles underpinning the work of the Trust:

6. Continuing to be recognised as a good employer – develop staff skills and capabilities in line with the priorities and strategy.

1. Service development – a strong understanding of different needs and the capacity to respond in a way that best meets those needs and that will differentiate us.This includes developing a vibrant community

The following Impact Report will review the Trust’s achievements against these core principles and the priorities agreed by the Board ofTrustees for 2011.

Service development

Over the last few years there has been a cultural and social shift which has presented new challenges to almshouses traditionally managed on a “paternalistic” approach – with “beneficiaries of the charity” grateful for the generosity of well-meaningTrustees.Whilst this model worked well for centuries it is fair to say that the new generation of “55+” has greater expectations than previous generations – if only because they can still be in many instances very active at work or in their local community, and they will live longer in the almshouse, sheltered environment.

Lench’sTrust has long recognised this and it has developed its services in recent years to address the following issues:

1. Residents wish to maintain their independence whilst having the security of living in a sheltered environment;

2. Our schemes must reflect the wider community and play an active part by opening their doors to local people or groups which may benefit from accessing our facilities and services;

3. The concept of “needs” which had traditionally been restricted to financial needs has been expanded to include health, social and housing needs.TheTrust has also introduced residents who part-own their accommodation (shared ownership) at its new scheme in Quinton as a way to extend its benefits to people who may not have qualified in other circumstances;

4. The development of an extracare scheme –William Lench Court in Quinton – has set a template for future developments where the communal facilities play such an important role to secure the sense of a caring community.

You said...

 Residents at Lench’s Close wanted better access to the communal amenities and redecoration of the main communal room.

 Residents at both Lench’s Close &Tanner’s Close asked for communal SkyTV aerials as the Trust does not allow individual dishes.

 For many years residents have been complaining about the aluminium framed windows because of condensation and poor insulation.

...We did

 A comprehensive refurbishment programme, including extension to and reconfiguration of the communal areas started at Lench’s Close in September 2011. Completion of the work is due in April 2012.

 Communal SkyTV dishes have been installed in both sites, with the Trust agreeing to pay the first year’s subscription to any residents taking up the service.

 Refurbishment of all windows and doors at Lench’s Close andTanner’s Close is planned for 2012.

William Lench Court (above) and work at Lench’s Close (below)

Residents’ involvement

The advantage of living in an almshouse, like in most small housing associations, is the human scale of any scheme where every individual counts and is personally known by the staff.This is in fact the reason why many people chose to apply for such accommodation in the first place.

Lench’sTrust has a long tradition of getting its residents involved through regular residents’ meetings and an annual Progress & Participation held with Trustees and residents at each site. However the Trust has developed its residents’ involvement over recent years with the election of Residents Committees in its three schemes (started in 2009) and a Scrutiny Panel in 2011.

We are keen to work with the residents and their families to improve the standards in housing and services provided and theTrust will endeavour to embed the followingTenant Services Authority’s standards in its practice:

 Resident involvement & empowerment;

 Quality of accommodation;

 Allocation in a fair, transparent and efficient way;

 Neighbourhood management and partnership;

 Value for money

 Governance and financial viability

You said...

 Residents have asked for theTrust to improve the ways it communicates with them so that they have a better understanding of the work we do.

...We did

 We have set up Residents Committees in all our schemes over the last 3 years,William Lench Court’s Committee having held its first meeting in January 2012. The Residents Committees discuss the day to day running of the schemes with the ManagementTeam.

 A newly appointed Scrutiny Panel, made up of residents and chaired by aTrustee, is currently reviewing the ways Lench’sTrust communicates with the residents and its recommendations will be put forward to the Board of Trustees.

 A new interactive website has been launched in 2011 and we are currently appointing Digital Champions in all schemes.

 We shall be holding the Trust’s first public AGM at Tanner’s Close in April 2012.

First meeting of the Wellbeing Committee (above) and Beryl Rogers, resident and volunteer at our William Lench Court shop, helps resident Hilda Deakin (below)

Promoting diversity

Lench’sTrust has long recognised the changing socio-economic landscape in Birmingham and over the last few years we have started to address this at both Board ofTrustees and staff level.

TheTrust is aware that more needs to be done if it wants to represent the diverse background of the communities it serves, especially in terms of:

1. The Black & Minority Ethnic communities which are still under-represented in our almshouses.

2. Older people who work for longer years – this will (is already) changing the dynamics in theTrust’s sheltered housing schemes and we must continue to nurture “vibrant” communities where all residents are encouraged to feel engaged within their abilities.

3. TheTrust must continue to improve the physical accessibility of its properties.

4. TheTrust must also meet the challenges of maintaining quality of life in a safe environment for older residents who are living with dementia.

Trustees, staff and residents will work together to meet this challenging agenda and it was encouraging to see the positive response to the joint awareness session organised by theTrust in September 2011.

Bonfire Night in November 2011 (above) and “Faith & Healing Foods” Event at William Lench Court (below)

You said...

 Residents wished to better understand the Trust’s selection criteria for beneficiaries of the charity.

 The communal areas at Lench’s Close are not available when the Scheme Manager is away.

 We would like more activities to respond to wider interests.

 Some residents have still difficulties to access the premises.

...We did

 We organise training on diversity which was attended by Trustees, staff and residents and which hopefully has led to a better understanding of the Trust’s approach towards diversity and selection of beneficiaries of the charity.

 The refurbishment of the communal areas at Lench’s Close will improve its accessibility, creating a space which will be open 24/7.

 We have appointed an Activity Coordinator to develop the range of activities on offer.

 Stairlifts continue to be installed as and when needed and the Lench’s Close refurbishment will improve physical accessibility.

Financial strength

TheTrustees have been keen in recent years to strengthen the Trust’s finances so that it could better target its resources to those most in need – and the first step towards this was to work with the Birmingham Housing Benefit office in 2010 to review theWeekly Maintenance Charge and the Service Charge for the residents.

Since then the Trust has been able to give grants to some residents, a new means of support which will be further expanded as more and more older people face hardship in the current, difficult economic circumstances.TheTrust is also able to continue improving its housing properties to maintain a high standard.

During 2010 theTrustees appointed a new Investment Management firm – Smith &Williamson – with whom they will continue to work in order to improve theTrust’s investment portfolio.

The third source of income for theTrust comes from its Investment Properties which have been passed on to it throughout the centuries and which prove very valuable – either through an annual rent or by the release of capital as and when the Trustees are able to secure a new long lease on any property.The latter may prove critical during 2012 when theTrustees hope to approve Phase 2 ofWilliam Lench Court if a long lease on one of its properties is agreed and completed in July this year.

TheTrustees have shown great prudence and foresight in their financial governance and, thanks to them, we look forward to continuing extending our services and support to our beneficiaries.

You said...

 Following the loss of Supporting People funding the residents have been anxious that Lench’s Trust maintains the affordability of its almshouses.

 At the same time the residents have expressed their wish that Lench’s Trust maintains and improves its properties to a high standard.

...We did

 When theTrust lost its Supporting People funding we did some work with Birmingham City Council to maximise our income from Housing Benefit.We also ensured that, following the increase on theWeekly Maintenance Charge, those residents most in need were not financially penalised by way of a grant.

 TheTrust continues to set aside sufficient funds in its annual budget for maintenance, extraordinary repairs and depreciation – to allow for routine maintenance as well as major repairs or refurbishment.

 Our newly appointed Maintenance Officer will continue to nurture good working partnership with contractors to ensure value for money on all our required work.

Mark Boden, Maintenance Officer (above) and one of the Trust’s investment properties on Newhall Street leased to Baker & Finnemore Ltd (below)

Partnership working

Lench’sTrust has been working with other similar organisations for a number of years, developing a good working relationship with local almshouses – such as Harborne Parish Land, the Sir Josiah MasonTrust andYardley Great Trust

or housing associations – such asWaterloo HA which was our development partner forWilliam Lench Court.

TheTrust is also member of the Birmingham Social Housing Partnership and theWest Midlands Small Housing Associations Forum which both give excellent networking opportunities to increase the knowledge and intelligence of its staff.

We will continue to explore further partnership opportunities with local businesses following recent successes such as the fundraising trek to Mount Kilimanjaro when friends from the Institute of Asian Business (IAB) joined us to raise money forWilliam Lench Court in 2010, and the appointment of a new Trustee from the IAB’s Board in 2008.

During 2012 we will work withYardley GreatTrust to extend the home care service (currently provided to the William Lench Court residents as part of the extracare) to the wider local communities and to other schemes.We will also work with the Birmingham St Mary’s Hospice to develop “Compassionate Communities” within our schemes.

You said...

 Some residents appreciate a luncheon club with affordable meals on a regular basis.

 All residents take pride in the magnificent gardens at our schemes and they had been concerned over the last few years of the reliability and calibre of our contractors.

 The residents atWilliam Lench Court wish that the Trust ensures access by many services for the benefits of all.

...We did

 Lench’sTrust has established a good working partnership with the Jericho Foundation, leading to a luncheon club at Lench’s Close 3 days a week and a cafeteria/restaurant service atWilliam Lench Court.

 Lench’sTrust appointed the Jericho Foundation to maintain the grounds at all its schemes and the Jericho Team has established a good relationship with the residents to improve and maintain the gardens.

 The Scheme Manager atWilliam Lench Court has built up relationship with the local General Practice and theWest Midlands Ambulance Service to secure a presence on site. More local partnerships are being built.

Lunch Club at Lench’s Close (above) and Yardley Great Trust Care Team at William Lench Court (below)

Being a good employer

Caring is at the very heart of Lench’sTrust’s ethos and this has always been extended to its staff who are key to the Trust’s achievements throughout its history. Like for its residents the advantage of a small organisation is that the individuals, rather than the numbers, count.

TheTrust has extensiveTerms of Employment which have evolved over the years and we ensure, through our professional contractors, that they are both up to date and relevant to our working practice – for example in terms of flexible working, salaries and pension arrangements.

Professional development is also key to theTrust’s achievements – and to the personal achievement of individual members of staff, which brings much job satisfaction.Training and networking opportunities are offered on a regular basis throughout the organisation.

We also outsource our Health & Safety advice and support to ensure that we maintain a safe environment, free of unnecessary risks and impediments, both for our residents and our staff.

Finally it is worth noting that theTrust’s policy of promoting diversity has seen much progress in its workforce and we will strive to continue in this important area to ensure Lench’sTrust fully represents Birmingham and all its diverse communities.

Head Office at William Lench Court (above) and a Scheme Manager Meeting (below) with (clockwise from top right): Lorna Pusey (Supported Housing Manager), Jayne McGettrick (William Lench Court), Maria Bell (Lench’s Close) and Marion O’Mara (Tanner’s Close)

You said...

 The staff is keen to continue its professional developments to keep abreast of new thinking and ways of improving their work for the benefits of the residents.

 Work-life balance continues to be critical for staff.

 The working environment is important for job satisfaction.

...We did

 Trustees approve an annual training budget which members of staff are encouraged to access for their continuous developments.Training in-house or outside the place of work, and attendance at conference and networking events is pro-actively encouraged.

 More staff are now taking advantage of our FlexibleTime working arrangements.

 The transfer of Head Office toWilliam Lench Court has vastly improved the working environment of the team and as been conducive, as reported by staff, to more “teamwork”.

 We are also currently improving the office space at Lench’s Close as part of the refurbishment.

Financial summary

“Lench’s Trust – a charity helping older people in need to live meaningful lives in vibrant, caring and safe communities”