Our Achievements in 2014
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This is my final report as Bailiff of Lench’s Trust as I have now completed my two years in the position. Tina Swani, who has served as Junior Bailiff in that time will become Bailiff at the AGM in April 2015 and Tom Storrow will take over the role of Junior Bailiff. My thanks to Tina for her help and my good wishes to her and Tom for the next two years. Operational developments Once again we have invested substantially at our older properties to bring them up to standard. The bathrooms at Tanner's Close were refurbished with the installation of wet-rooms at a cost of £125,000 by JHD Solutions Limited. This took place in the summer taking six weeks to complete, ahead of schedule to the delight of the residents. All thermostatic valves in bathrooms at Lench's Close were changed to comply with Health & Safety regulations. The only major work outstanding is the refurbishment of the kitchens at Lench’s Close. These are scheduled to be undertaken in 2016 over a few years. This will bring to a temporary close a major refurbishment program that will have taken nearly 10 years. We noted last year that one of the two semi-detached houses we acquired from William Riley Charity in 2006 was sold in the year and we disposed of the other property in late 2014 following the vacation of the site. Following the decision by Yardley Great Trust to withdraw their provision of care at William Lench Court, Lench's Trust was accredited as a Personal Care Provider by the Care Quality Commission in February 2014. We subsequently took over the Yardley Great Trust Care Team on 1st April 2014. We wish to thank Yardley Great Trust who had provided the service since we opened in May 2011. In addition, we especially indebted to Jackie Hordell who took on the role of Interim Care Manager on secondment from the Birmingham Community NHS Trust since October 2013 for steering us through this challenging period. Finances Our operating surplus reduced in 2014 from £289,187 to £162,760 despite a rise in the income from our properties. This is partly due to the continuing cost of the refurbishment of the housing accommodation and also the increased expenses of the services provided to residents. The additional costs of providing care services beyond the income generated showed a direct effect on the operating surplus of £42,434 to which must be added additional management costs to appreciate the true effect.
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The disposal of the second Maas Road property generated a surplus of £87,460 and profits of £21,751 were realised on the investment portfolio. Despite a volatile stock market the investments produced a return well ahead of the FTSE All Share Index and the trustees continue to benefit from the expertise of Adrian Taylor of Smith & Williamson. Whilst recognising the need for liquidity within the portfolio the investments are managed on a long-term total return basis. William Lench Court Following the adoption of the Business Plan for Phase 2 at William Lench Court we selected a local contractor, E Manton in the year for the building of 32 new apartments which will be a combination of single and double bedrooms. Contracts for the work, at a sum of just over £4 million, and financial agreements with Lloyds Bank to secure funding were all signed in January 2015 and preliminary work commenced on site in February 2015. It is expected that completion will be in the spring of 2016. We have an extremely healthy waiting list and do not envisage any difficulties in having full occupancy within a very short time frame. The addition of the extra apartments at William Lench Court will help the efficiency and cost effectiveness of the care team. Investment properties The lease for the hoardings at St Mary’s was finally signed in 2014 after many protracted months of negotiating, securing a good level of income for the site. It was decided during the year that we would review the management of our investment properties. A working panel of trustees was formed who interviewed a number of prospective property companies. Their recommendations were that the role be split - day to day operational issues would be dealt with by Pennycuick Collins and the strategic opportunities by Savills. This was endorsed by the Board of Trustees. We would wish to place our thanks to Robert Powell & Co who had until now managed two of our investment properties. Residents We conducted a Resident Satisfaction Survey in early 2014, with very pleasing results for the Trust – an overall satisfaction with our services of 97%. Following this survey we are working with the residents on improving our maintenance service through their Scrutiny Group. The Scrutiny Group, a resident committee continues to be led by Trustee Sarah Davis. Recommendations from the residents are made to the board on an annual basis and continue to give us valuable feedback. The Impact Report was again produced this year and presented to the residents by a number of Trustees at the Progress & Participation meetings held in May. It gives the residents much information about the Trust and its work every year, including how we are responding to their wishes. 4
I am encouraged to see that so many activities are undertaken by the residents. They are too numerous to mention but they would not be a success without the hard work of all involved, the residents, the scheme managers and volunteers. Staff & Volunteers Once again I would like to record the Trustees’ 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. This has been a particularly challenging year with the integration of the care team. In addition to the care team, we also welcome two new other members of staff: Shirley Taggart, who is assistant to Maria Bell at Lench's Close, and Annemarie Walker, assistant to Lorna Pusey at Head Office. Board of Trustees Once again, there were a few changes to the Board of Trustees in 2014. Martin Woodward retired in December 2014, having served on the Board since 2007. Martin’s contribution will be missed as he gave us his specialist knowledge of charity law and this was especially beneficial when the Trust incorporated a few years ago. Two new Trustees joined us in the year. Pauline Smith who was appointed in April 2014 and Dan Zastawny who joined in December 2014. Following dialogue with Birmingham City Council in the year, it was agreed by them that they would relinquish their rights of a nomination on the Board. We would stress that this does not stop our links with the council which is continued through working together in a number of areas. The Well-Being Committee continues to be chaired by Tina Swani, and it has a Residents’ Representative from each site. Richard Sarjeant took up the chair of the Finance Committee in April 2014 from Tim Cuthbertson and following the resignation of Martin Woodward as chair of the Personnel Committee, I have taken on that role. Once again I would like to thank my co-Trustees for their service to the Board. The Trust is very lucky to have such a dedicated board. Tony Guest, Bailiff
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The purpose of Lench's Trust is to promote the wellbeing 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.
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The Trust’s mission statement is: 4.
“Lench's Trust – a charity helping older people in need to live meaningful lives in vibrant, caring and safe communities.” We have also identified six core principles underpinning the work of the Trust: 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 within Lench’s Trust that engages with the wider Birmingham community.
5. 6.
Ensuring resident involvement and engagement in the day to day life of the Trust and in the development of services Promoting diversity to enable Lench’s Trust to better represent the Birmingham population through appropriate service provision and an inclusive culture Building and maintaining financial strength – strengthening our fundraising and enabling investment in our priorities Exploring opportunities for partnership working that will provide clear benefits to residents Continuing to be recognised as a good employer – develop staff skills and capabilities in line with the priorities and strategy. The following Impact Report will review the Trust’s achievements against these core principles and the priorities agreed by the Board of Trustees for 2014.
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Lench’s Trust is continuing its work to modernise its services, aligning itself to forward-looking housing associations around the country. A major refurbishment programme which started 5 years ago – including new bathrooms, kitchens, doors & windows, communal areas – continued in 2014 with the refurbishment of the bathrooms at Tanner’s Close, bringing all the Trust’s properties to a high standard. The last piece of the “jigsaw” – the refurbishment of the kitchens at Lench’s Close – will commence in 2016 and will bring all our properties to a high standard. We have also endeavoured to engage with the residents to address the following issues: 1. 2. 3. 4.
Residents wish to maintain their independence whilst having the security of living in a sheltered environment; 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; The concept of “needs” which had traditionally been restricted to financial needs has been expanded to include health, social and housing needs; The registration of Lench’s Trust as a care provider have given the Trust a new strategic purpose and we will be planning to expand the Personal Care Service to our 3 schemes in due course.
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You said...
The residents at Lench’s Close set up their own Luncheon Club (above) and E Manton takes possession of the land at William Lench Court for Phase 2 (below).
Residents asked for more support at Lench’s Close to assist the Scheme Manager in providing independent living. Residents wish to see the range of activities increased to meet their varied interests. Residents at William Lench Court have raised concerns about the use of agency staff by the Personal Care Service and by having a lone carer at night.
...We did
Shirley Taggart joined the Trust in early 2014 to work alongside Maria Bell, Scheme Manager at Lench’s Close. Resident-led activities have increased in all schemes, including a very successful line dancing class at Tanner’s Close. Throughout the year we have reviewed our working practice and staffing levels for the care team at William Lench Court, leading to a new shift pattern which will be fully introduced during 2015. This will mean less agency staff and 2 carers at night.
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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 choose to apply for such accommodation in the first place. Lench’s Trust has a long tradition of getting its residents involved through regular residents’ meetings, formal and informal:
Coffee mornings & residents meetings; An annual Progress & Participation held with Trustees and residents at each site; Residents Committees in its three schemes (started in 2009); A Scrutiny Group started in 2011 to monitor the Trust’s activities; A complaints Panel in partnership with other housing associations to hear residents’ complaints and act as a “mediator”.
We are keen to work with the residents and their families to improve the standards in housing and services provided and the Trust endeavours to embed the following Tenant 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
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You said...
A resident at Tanner’s Close started a Line Dancing class in 2014 (above), and the Lench’s Close Theatre Group goes from strength to strength (below).
The Scrutiny Group presented its first report on maintenance at the end of 2013, making recommendations on behalf of all residents to improve the service. The Residents Satisfaction Survey made similar comments on the need to improve the maintenance service – one of the main issues being the lack of feedback/communication on repairs reported to the Scheme Manager.
...We did
The Trust’s housing database is used to record and monitor repairs, which allow:
The Maintenance Manager to follow up reports in a more efficient manner; Senior Managers and Trustees to monitor performance against agreed response time.
We introduced a system of coloured tickets when reporting repairs to facilitate monitoring. A Maintenance Programme is now displayed at each scheme to allow residents to be more aware of imminent maintenance. A group of residents at William Lench Court is involved with the development of Phase 2 on an ongoing basis. 10
Lench’s Trust 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 of Trustees and staff level. The Trust 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.
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Older people who work for longer years – this will (is already) changing the dynamics in the Trust’s sheltered housing schemes and we must continue to nurture “vibrant” communities where all residents are encouraged to feel engaged within their abilities.
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The Trust must continue to improve the physical accessibility of its properties.
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The Trust 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 are committed to work together to meet this challenging agenda.
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You said...
Max Rogers, Activities Coordinator and Media Officer, has set up computer classes in all 3 schemes (above) and the Youth Challenge Team made video diaries with the residents at Lench’s Close during the summer (below).
We would like more activities to respond to wider interests. Some residents have requested the Trust adapt its premises to accommodate additional assistance to daily living. Residents asked for reassurance that the Board of Trustees represent theirs and the wider community’s needs.
...We did
The range of activities offered to residents and visitors is expanding. During 2014 we introduced a new door entry system for the communal rooms at Lench’s Close to extend accessibility. At the end of 2014 the Board of Trustees appointed their youngest ever Trustee, Dan Zastawny, at the age of 27. Clenton Farquharson, who is a wheelchair user, will join him and the rest of the Board during 2015.
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The main income for the Trust is the weekly maintenance contribution (WMC) made by the residents towards the upkeep of the almshouse properties. We are working hard to ensure that not only we continue to provide value for money, but also that our residents do not face financial hardship. In recent years we have for example been able to provide grants to those most in need to help them meet their weekly maintenance contribution and to maintain their independent living. In April 2014 the WMC increased by 3.2% and the Trust gave grants to 8 residents to a total value of £2,500. The Trustees continue to monitor carefully our investment portfolio with our Investment Manager, Smith & Williamson, to maximise its income. The third source of income for the Trust 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.
During 2014 the Trust has been able to fund a number of its charitable activities – services to residents, financial grants, activities and events – from its surplus income, such as:
Additional support at Lench’s Close with a new Assistant to the Scheme Manager; Funding for the Grounds Maintenance Officer covering the 3 schemes; Subsidy across the board to keep the service charges affordable and fair.
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You said...
Residents are anxious that Lench’s Trust maintains the affordability of its almshouses and that it provides value for money. Residents are concerned with the rising cost of utilities.
...We did The bathrooms were refurbished at Tanner’s Close with new, accessible wet rooms in all flats (above) and Laura Whitehouse, the Trust’s Finance Manager (below).
Lench’s Trust continues to work with colleagues as part of a Benchmarking Club on a number of key performance indicators. During 2014 the Trustees decided to appoint internal auditors whose role is to ensure the Trust meets its obligations in terms of value for money, good governance and efficiency. The programme for 2015 is likely to include tendering and the award of maintenance contracts. The ACEVO Energy Basket set up with British Gas and SWALEC continues to ensure the best competitive prices for our residents.
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Lench’s Trust has been working with local almshouses – such as Harborne Parish Land and Yardley Great Trust – and other housing associations through the Birmingham Social Housing Partnership and the West Midlands Small Housing Associations Forum. A Benchmarking Club meets on a quarterly basis at William Lench Court to review performance against key performance indicators – a work which leads to much co-operation and dialogue between organisations akin to Lench’s Trust. The Trust also continues to explore further partnership opportunities with local businesses, having built an excellent working relationship with its preferred contractors. For example the contract for Phase 2 at William Lench Court was awarded to a medium sized local contractor in preference to other national wellknown contractors. Over the last few years we have expanded our partnership working to a wider range of organisations – from local schools to the Youth Challenge Team and to U3A and to the Whitehouse Ladies which uses our activity rooms at William Lench Court and Tanner’s Close respectively.
As our motto says we are still “building bridges in the community”!
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You said...
The Youth Challenge Team held a Media Workshop with the residents at William Lench Court during the summer (above) and the residents raised a splendid £1,350 for MacMillan over the 3 schemes by holding coffee mornings (below)
Residents are keen to be seen as part of the wider community. Residents asked the Trust to reassure them that we were endeavouring to provide a safe and secure environment for them to enjoy.
...We did
The Youth Challenge Team has been visiting our 3 schemes every summer over the last few years, partaking in a number of activities – gardening, games tournament, sharing of stories, etc. We accommodate local groups or individuals who wish to organise activities for the benefit of the wider community. Lench’s Trust has developed excellent links with the local Police Officers and the Community Support Officers are attending regular coffee mornings to meet our residents and to provide advice on safety matters.
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Caring is at the very heart of Lench’s Trust’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. The Trust has extensive Terms 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 the Trust’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 and we have, for example, an ongoing contract with Midlands Training for the training and professional development of the Trust’s staff. 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 the Trust’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’s Trust fully represents Birmingham and all its diverse communities. 17
You said...
The Lench’s Trust Personal Care Team with Jackie Hordell, Interim Registered Care Manager (above) and our latest additions to the staff – Shirley Taggart, assistant to Maria Bell at Lench’s Close, and Annemarie Walker, Lorna Pusey’s assistant at Head Office (right).
All staff should be given the appropriate level of support and resources to allow them fulfil their role & responsibilities. The staff are keen to continue their professional developments. Staff asked to widen the use of flexible working to suit their personal circumstances.
...We did
We have listened to residents and given additional staff support to both the Scheme Manager at Lench’s Close and to the Maintenance Manager. The Trust is committed to implementing a Staff Development Plan, meeting key training requirements as per the Care Quality Commission standards and the housing regulations. We have a contract with Midlands Training to deliver such a plan. More flexible working patterns are approved when the service allows – for example a member of staff has been allowed to take a year sabbatical and further study leave to assist him completing his higher education.
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Summary Financial Statements for the year ended 31/12/14 2014 £
2013 £
Incoming Resources Income from lettings
1,234,347
1,179,830
Investment Income
178,633
164,021
Other Income
154,306
69,843
1,567,286
1,413,694
Total incoming resources Resources Expended Direct housing expenditure
661,212
536,825
Management & Administration
674,836
501,622
19,053
16,367
1,355,101
1,054,814
212,185
358,880
Fund balances brought forward
4,072,781
3,749,945
Change in funds during the year
237,642
322,836
4,310,423
4,072,781
Investment properties expenditure Total resources expended Net Income/Expenditure
Fund balances carried forward
Balance Sheet As at 31st December
2014 £
2013 £
Net Assets Housing Properties
5,295,097
5,320,176
412,288
412,288
2,475,283
2,508,573
Fixed Assets (Fixtures, fittings, office equipment, etc...)
135,050
199,594
Monies Owed to Lench’s Trust
83,683
61,176
701,363
838,028
Total Assets
9,102,764
9,339,835
Creditors: amounts falling due within one year
(241,647)
(386,490)
Net Assets
8,861,117
8,953,345
8,861,117
8,953,345
Investment Properties Investment Portfolio
Cash at Bank
Represented by: Capital & Reserves
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Lench’s Close
Tanner’s Close
Incoming resources Income from residents Other income Total incoming resources
Incoming resources
Incoming resources 466,753 2,978 469,731
Resources expended
Services
William Lench Court
Income from residents Other income Total incoming resources
167,409 7,152 174,561
Resources expended
106,801
Income from residents Other income Total incoming resources
538,173 5,658 543,831
Resources expended
Services
20,172
Services
150,776
Depreciation & P/L on disposal of fixed assets
45,323
Depreciation & P/L on disposal of fixed assets
60,225
Depreciation & P/L on disposal of fixed assets
134,652
Repairs & Maintenance
88,330
Repairs & Maintenance
24,327
Repairs & Maintenance
61,622
51,979
Management & Administration
145,137
Management & Administration
126,772
Management & Administration
Total resources expended
367,226
Total resources expended
156,703
Total resources expended
492,187
Net Income/ Expenditure
102,505
Net Income/ Expenditure
17,858
Net Income/ Expenditure
51,644
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Lench's Trust Incoming resources 2014
Lench's Trust Resources Expended 2014
5% 1%
12%
Direct housing expenditure
Income from lettings Investment income
48%
Other income
Governance costs: management & admin
51%
Investment properties expended 83%
Our capacity & occupancy as at 31 st December 2014 No. of Units
No. of Residents
Lench’s Close
64
73
Tanner’s Close
24
28
William Lench Court
63
80
151
181
Average number of full time equivalent persons employed during the year 2014
2013
Office
5
5
Other Site Staff
5
5
Care Staff
7
-
17
10
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Trustees
Anthony Guest (Bailiff) Tina Swani (Junior Bailiff) Timothy Cuthbertson Sarah Davis Shihab Hossein Kate Cooper Richard Sarjeant Louise Brooke-Smith Tom Storrow Pauline Smith Dan Zastawny
Auditors Mazars LLP 45 Church Street Birmingham B3 2RT
Bankers Lloyds Bank 114-116 Colmore Row Birmingham B3 3BD
Investment
Advisors
Smith & Williamson 3rd Floor 9 Colmore Row Birmingham B3 2BJ
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Registered Office William Lench Court 80 Ridgacre Road Quinton Birmingham B32 2AQ Homes & Communities Agency No. A2074 Registered Charity No. 1145847 Companies House Registered No. 7860164
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