A NEW OUTLOOK Annual Report 2012
CONTENTS
n Introducing n Engaging n Sustaining n Managing n Developing n Investing n Growing
2-3 4-5 6-7 8-9 10 - 11 12 - 13 14 - 15
Established in 1959 in Esher, Surrey, Rosemary Simmons operates mainly in Surrey and Sussex. Employing 25 members of staff and governed by a voluntary board; we have around 550 homes in management and development, providing services for more than 800 people.
PUNCHING ABOVE OUR WEIGHT We offer a wide range of accommodation, including family houses and apartments for smaller households, as well as homes for shared ownership. In recent years, our skill set and resources have expanded to provide management services for other local housing providers and charities. We have been punching above our weight: obtaining support from the Homes and Communities Agency and local authority partners to provide much needed, high quality new homes for local people. These new houses and apartments meet the latest environmental standards and are designed to offer high quality, whilst remaining affordable. Between 2012 and 2014 we will be developing a number of new homes in Thames Ditton, Guildford, Esher, Byfleet and Egham. Many of these are on sites already owned by Rosemary Simmons or our sister organisation, the Fellowship Houses Trust.
Front cover images, clockwise from top left: Ian Lines and daughter, Wardur Court, The Weedon family, Pound Green
INTRODUCING 2
We are proud that our residents value the services we provide. This is supported by our customer satisfaction ratings and performance indicators, which compare very favourably with larger associations.
OUR VALUES
The strategies we are adopting will see Rosemary Simmons become a stronger organisation, retaining our charitable purpose but with a commercial approach.
T EAM WORKING R ESPECT U NDERSTANDING OUR CUSTOMERS S UPPORTIVE T RANSPARENCY AND OPENNESS
2011-12 has been a pivotal year for the future of Rosemary Simmons. Wendy Pridmore, our Chief Executive for many years, moved on during the year to take on a new role leading a local charity and was succeeded by Paul Yates as Chief Executive in January 2012. Having overseen six years of planned and sustained growth, Trevor D’Cruz now completes his term of office as Chair. A new Chair will be elected to succeed him this autumn.
We believe that our values can be summarised as follows:
We have taken advantage of these changes to review our vision and values, building on the achievements of our founders Roger and Iris Simmons. After consultation with staff, board members and residents, we have set the vision for what we want to achieve and written a new Corporate Plan that will see us prosper over the next three years by meeting the following objectives: n
Delivering excellent services
n
Financial viability & efficiency
n
Achieving growth in homes & services
n
Investing in homes through active asset management
n
Becoming a stronger organisation
OUR VISION Our vision is to remain independent and financially viable. We will invest our resources to deliver the best possible homes and services, and recognise the longer term financial and personal benefits of creating sustainable tenancies and stable neighbourhoods. We will look to achieve this by: n n
Improving the quality of services we currently provide P roviding high quality homes in great locations, addressing gaps in the local market
n
R etaining our charitable purpose but with a commercial approach
n
Providing more sustainable and energy efficient homes
n
E nsuring value for money in all activities and effectively managing risk Trevor D’Cruz, Chair; Alistair Court-Smith, Deputy Chair; Paul Yates, Chief Executive
3
FOCUSING ON WHAT MATTERS MOST TO RESIDENTS At Rosemary Simmons we are committed to engaging with our residents to deliver real service improvement. Over the past few years we have been concentrating our efforts on individual engagement as part of a long process of regenerating a number of sheltered housing schemes. We’re now moving involvement to a new level, and focusing on what matters most to residents. We know from surveys that our residents think highly of our services; but we’re not resting on our laurels. We are committed to offering further opportunities for residents to get involved and help shape our services but in a way that suits them. A Residents’ Panel that is being established, will over time become the focus for involvement at Rosemary Simmons. We have offered opportunities to residents to engage with us and recognise that the views of our customers will be vital in helping us move forward.
Housing Committee meeting
ENGAGING 4
Over the last year we have opened up the Housing Committee to residents and hope to co-opt more residents over the next year. We understand that not everyone feels comfortable attending a formal meeting, therefore, we are extending opportunities for residents to receive support and training to make sure that everyone’s voice is heard.
CASE STUDY: AN INVOLVED RESIDENT
“It seemed to me to be a perfect opportunity to find out more about how they are managing my investment in my home.”
Brian Blake Brian Blake has been a leaseholder at Elizabeth Hart Court, in Weybridge, for the last six years. Throughout this time he has seen an improvement in the management of the scheme “and long may it continue”. Whilst Brian had been in contact with Rosemary Simmons previously, when he saw an opportunity offered for tenants to get more involved in the business, he decided he would take advantage.
further explore the balance between Rosemary Simmons’ responsibility as a charitable trust and its obligation to be a financially viable and stable organisation. “There is an expectation from leaseholders that Rosemary Simmons is not simply a ‘professional’ landlord but that they have a duty of care and social understanding.”
“As a leaseholder, I have a financial interest in Elizabeth Hart Court. It is a joint interest with my landlord, Rosemary Simmons. It seemed to me to be a perfect opportunity to find out more about how they are managing my investment in my home.”
Brian points out that being a committee member may not be for everyone and he has found the experience a challenge. Having been a contracting civil engineer for the last 50 years, Brian knew nothing about the complexities of Housing or being a leaseholder but is learning fast, and there is much to learn.
With the thought of protecting his investment firmly in mind, Brian responded to an invitation to attend the Housing Committee’s quarterly meeting as an observer in March. The meeting stirred his interest further and when he was invited back to the July meeting he was happy to be co-opted to the Housing Committee as the first leaseholder member.
“My knowledge is growing enormously and whilst it can be hard getting up to speed, it is extremely worthwhile. I have been accepted as an individual and my opinions are as valid as anyone else’s. Even though I have had complaints in the past, I have had respect for Rosemary Simmons and even more so now that I have got to know the clearly talented individuals who work and operate within it.”
Brian appreciates that his position is not as a conduit for Elizabeth Hart Court affairs or to raise individual’s issues, as other mechanisms are already in place for this, but an opportunity to influence the wider way in which Rosemary Simmons operates. He is particularly interested to
5
SUCCESSFULLY DELIVERING AFFORDABLE ECO-HOMES Rosemary Simmons has an ambitious environmental and sustainable side to its development plans. We are successfully delivering affordable eco-homes that not only enable local people to remain in the area but, due to the latest construction techniques and high levels of insulation, reduce heating bills to save residents’ money.
Wardur House, Walton-on-Thames
SUSTAINING 6
CASE STUDY: WARDUR COURT AND WARDUR HOUSE
“It’s very nice and I really like living here on my own. I feel very warm and cosy which makes me feel at home.” David Willett, Wardur House James Johnson, Rosemary Simmons Maintenance Officer, in boiler room Situated in a leafy residential area within 250 metres of Walton-onThames station, we have provided 22 homes for social rent and shared ownership. Developed on the former site of a single detached property that previously housed an unpopular sheltered bedsit scheme, Wardur Court is set within well maintained gardens with several substantial trees. Our design has ensured space standards are well above those provided in other similar social housing. For example, the 2-bedroom homes all have second ‘en-suite’ bathrooms and cycle storage, with some of the shared ownership homes benefiting from private balconies or gardens. Refuse storage and recycling facilities have all been carefully integrated into the built fabric of the scheme.
SUSTAINABILITY AND INNOVATION All homes on the site achieve Code for Sustainable Homes (CfSH) Level 4, with renewable energy provision by a biomass fuelled district heating system, which burns inexpensive recycled wood pellets to provide both heating and hot water to all homes. The success of this, based on actual consumption in the first year, compared to average costs provided by Energy Saving Trust for a ‘smaller household’ of £756 per year, equates at a saving of approximately £252 per year for each resident.
The scheme was constructed using a SIPS (Structural Insulated Panel) system, prefabricated off-site to allow less on-site construction; as well as achieving enhanced fabric performance, insulation and air tightness standards. The homes incorporate low-energy mechanical extract ventilation systems and smart metering, allowing tenants to monitor and control the amount they will have to spend on energy. We were keen to consult with the local community at every opportunity. In fact the contractor, W. Stirland Ltd, achieved a Bronze Considerate Contractors Scheme ‘Performance Beyond Compliance’ Certificate, for its part in liaising with the neighbours and gladly overcoming any initial objections. We are utilising the knowledge gained from this successful project and installing a biomass system in our Dunmow House development in Byfleet, where the 16 homes now under construction, will benefit from further savings and affordable warmth due to a more refined and improved approach.
7
PROVIDING MANAGEMENT SERVICES TO LOCAL ORGANISATIONS Walsingham Lodge, Barnes
Rosemary Simmons has been providing management services to local housing associations and charities since 2000, when we took over responsibility for managing the Fellowship Houses Trust. Since then we have provided management services for a small Surrey-based housing association and in 2010 began providing management services for 38 homes at Walsingham Lodge in Barnes. Our approach is very clear: By extending the values and history of Rosemary Simmons, we offer a professional, cost-effective, personal service to residents, landlords and other providers who aren’t large enough to employ a range of professional staff. We offer housing management, leasehold services, service charge calculation and resident consultation, responsive repairs, planned maintenance, health and safety and an accounting service.
MANAGING 8
We have managed a range of health and safety issues at Walsingham Lodge on behalf of the Barnes Workhouse Fund, including asbestos management, employing the expertise that we operate in the management of our own housing stock. We have the proficiency in older persons’ housing, leasehold management and health and safety, that many smaller organisations find difficult to cope with. At Walsingham Lodge we’ve also been investigating whether the Barnes Workhouse Fund and its residents might benefit from the latest technology to bring down bills when we replace their boilers this year. We think our management service is special and others seem to agree.
CASE STUDY: BARNES WORKHOUSE FUND Barnes Workhouse Fund was established in its current form in 1970, with the assets dating back to 1778, the date that the original Barnes Workhouse was built. In 1975, the Trustees bought some land in Barnes, in the London Borough of Richmond upon Thames, and built sheltered accommodation to offer vulnerable older residents a secure home. The result of this philanthropy remains today in the form of Walsingham Lodge and the Berkeley Road Bungalows. When the Barnes Workhouse Fund tendered for a partner to administer the day-to-day management of its accommodation in 2010, Rosemary Simmons proved to be the stand out preferred candidate. Since then, it has continued to exceed expectations, as Mrs Miranda Ibbetson, Clerk to Trustees explains:
Jackie Taylor, Scheme Manager
“Rosemary Simmons offers a perfect service for us. Always approachable and contactable, they are small enough not to be bound by bureaucracy. They are completely on top of the management services but are still able to be flexible and understand that our residents all have different personal needs. They are a well-oiled machine; you know that if something is planned, it will happen and it will work. They have proved this with their performance, results and in beginning to deliver their five year plan.” The Barnes Workhouse Fund Trustees, whilst clearly community-minded, come from all walks of life and are not housing managers. When they unanimously voted to appoint Rosemary Simmons to take over the management, the main concern was how the transfer might affect the residents. However, Rosemary Simmons ensured it went very smoothly and, largely thanks to the transfer of the employment of the current Scheme Manager, Jackie Taylor, the warm and welcoming atmosphere remains.
“They are completely on top of the management services but are still able to be flexible and understand that our residents all have different personal needs.”
Walsingham Lodge residents
9
OPPORTUNITIES TO WORK IN PARTNERSHIP
Rosemary Simmons is actively pursuing opportunities to provide more affordable homes for local people in one of the most expensive parts of the UK. We are currently developing 58 new homes to be delivered by Spring 2014, with most being completed in 2013. This represents a 12% growth in numbers of homes provided from last year. Despite the austere times, we are focussed on expanding our development arm and are proactively looking for more opportunities to work in partnership with others, to continue to provide quality affordable homes in the area.
Swinburne Court, Lancing
DEVELOPING 10
CASE STUDY: IMBER CROSS Jenny Edwards is a programme co-ordinator for the “Through the Roof ” charity based in Epsom and received an MBE from the Queen in March for her services to charity. A tenant board member for Rosemary Simmons, she moved into the original bungalows at Imber Cross, in Thames Ditton, in 2001. She immediately fell in love with the pleasant cul-de-sac surrounded by countryside and set about fashioning her home. A keen ornithologist, Jenny spends hours studying the abundant wildlife that her location attracts. The bungalows were designed by Rosemary Simmons’ founder, Roger Simmons, in the 1960’s and they have served their purpose very well. However, due to their age, the bungalows relied on heating provided by night storage heaters, which were not particularly efficient or controllable. Whilst the bungalows had been adapted for wheelchair users like Jenny, because of the many advances in available technologies, insulation and sustainability, it was decided that building new homes would be more beneficial than upgrading the old ones. However, Jenny will always have fond memories of the old bungalows: “It was the first time for many of us that we were able to live independently as we were enabled to look after ourselves.”
Jenny Edwards MBE
The new homes are able to further support the independence of wheelchair users, with innovative technologies meaning that homes are more adaptable for individuals’ lives. The new homes in Imber Cross are fitted with sinks that can be raised or lowered to suit, remote controlled windows and automatic front doors. Aware that moving home is always an upheaval; Rosemary Simmons ensured the minimum of disruption by phasing the development to allow all the residents to remain in their bungalows whilst their new homes were being built outside. “It’s been enormously advantageous being able to stay in a place where we know we’ll be able to cope. It’s not like able-bodied people who can just move into a new place. Of course it is inconvenient at times but it would have been awful to have to up sticks and go somewhere I couldn’t cope. I am very grateful for that.” The six new ground floor apartments, which all exceed space standards, include courtyard gardens, internal balconies and en suite bathrooms. Designed in consultation with an Occupational Therapist to optimise usability for wheelchairs, each apartment has been further adapted for the individual who will be living there. The first floor has a further six new 2 bedroom apartments available for social rent, meaning the development has enabled 12 new family homes to be built on the site of the six old bungalows.
Imber Cross, Thames Ditton
11
A STEADY AND SUCCESSFUL YEAR From a financial standpoint, 2011/12 has been a steady and successful year for Rosemary Simmons. We have restructured our loan finance and through our membership of the Wayfarer development consortium, we successfully bid for £575,000 in Homes & Communities Agency grant funding to build 30 new homes through the Affordable Rent programme 2011-15.
Where the money comes from Rent
2011/12
2010/11
£
£
1,564,987
1,391,081
Service charges
216,281
182,038
Leasehold service charges
304,395
279,068
Interest receivable and similar income Shared ownership sales Other income
13,445
7,561
0
1,031,250
80,874
60,157
2,179,982 2,951,155 Surplus on sale of properties
182,029
66,978
2,362,011 3,018,133 Where the money goes
2011/12
2010/11
£
£
Service charges
217,832
223,396
Leasehold service charges
306,374
275,295
Routine maintenance
229,862
220,400
Major/planned repairs
88,937
158,794
Depreciation of properties
245,156
236,983
Housing Management
486,717
395,993
Development services
7,882
79,363
0
749,700
465,078
393,721
49,435
54,059
Shared ownership costs Interest payable and similar charges Others
2,097,273 2,787,704 Surplus for the year Clockhouse Court, Guildford
INVESTING 12
264,738
230,429
Balance sheet Year ended 31 March
2012
2011
£
£
16,661,003
16,494,053
Other fixed assets
1,225,740
1,240,472
Short term investments
2,049,972
1,828,165
Housing properties net of grant
Net current assets Total assets less current liabilities
(409,196)
(251,296)
2,866,516
2,817,341
19,527,519 19,311,394
Capital and reserves Creditors falling due after more than one year Provisions Non equity share capital Revenue reserves
8,525,641
8,574,253
0
0
26
27
11,001,852
10,737,114
19,527,519 19,311,394
The 2011/12 surplus of nearly £265,000 will be used to help fund the development of new homes, as well as maintaining our existing ones.
Key Performance Indicators
Rosemary Simmons 2011/12
Housemark average* 2011/12
Housing Management Current rent arrears
1.70%
2.54%
Void re-let time calendar days
27
26
✔ ✘
Percentage of homes with gas safety certification (where required)
100%
100%
✔
Satisfaction of tenants with the responsive repairs service
98%
86%
✔
Percentage of responsive repairs passing post inspection
100%
n/a
The percentage of responsive repairs completed ‘right first time’
100%
n/a
Repairs Service
Percentage of repairs completed within 93% target timescales
98%
✔ ✔ ✘
2009 results**
Housemark average
Overall satisfaction with RSMHA services
90%
88%
Satisfied with quality of their home
94%
87%
Satisfied with repairs & maintenance service
91%
86%
Obtain good VFM from their rent
90%
85%
Think RSMHA takes account of their views
77%
74%
✔ ✔ ✔ ✔ ✔
*Housemark is a national benchmarking service which allows housing organisations to compare and improve performance and achieve value for money. **At the time of going to print 2012 results were not available.
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Sophie Brazil, Esher
Gunters Mead, Esher
Joan Nicholls, Barnes
REALISING OUR VISION
GROWING 14
“We will ensure customers have a greater influence on all areas of the service.”
Staff Training
To help us realise our vision, we have identified some overall objectives for delivery over the next 3 years. The first is to Deliver Excellent Services. To improve customer satisfaction by 2015, we will develop our services in line with customer expectations. Developing our Resident Involvement Strategy by the end of the year will ensure customers have a greater influence on all areas of the service. We will have a Residents’ Panel in place by April next year and hold our first tenants’ conference in 2013, as well as ensuring residents continue to be represented on the Board. Financial Viability and Efficiency will see a Value for Money Strategy developed to look closely at how we can become more efficient. This target will mean exploring shared services, looking at our operating costs and reviewing our leasehold operation. We will also make every effort to protect the organisation and our customers from changes to welfare benefits being introduced over the next year.
by 2015, and will promote our management services to attract new management contracts with suitable clients. We will review our corporate identity and marketing strategy in order to promote ourselves and become more visible in the marketplace. Our Active Asset Management will ensure we are investing sufficiently in our housing stock to fulfil our growth plans by August 2015. We will make certain that we are on track by implementing an asset management strategy by June next year. We will make best use of our housing assets and maintain our high quality standards to ensure our homes are energy efficient and reduce energy bills for our customers. These will all be backed up by Becoming a Stronger Organisation. We will deliver our training plan, develop further opportunities for staff, introduce a Learning and Development Strategy and retain the highest standards of governance.
We will Achieve Growth in Homes and Services by adopting a Boardapproved growth strategy and reviewing our criteria for risk for new investment and new business. We will deliver at least 58 new homes
15
LIFE PRESIDENT Iris Simmons MBE BOARD Trevor D’Cruz FCA (Chairman) Stephen Cooper LLB, Solicitor (non practising), MCIArb, FRSA Alistair Court-Smith C Eng, MICE, FAPM Jenny Edwards MBE, RSCN, SRN, NNEB, Diploma in Theology & Church Ministry Jill Gale MBA, CIHCM (resigned 15th September 2011) Chelliah Krishnamoorthy BSc (Eng), MSc, MICE, MCIWEM, C Eng, FIE (Sri Lanka) Bernard Payne FRICS, Chartered Surveyor Bruce Roberts FCIS, FCMA, JDipMA (resigned 15th September 2011) Ingrid Saffin Solicitor Jane Worsley BA (Econ), CIHCM Christopher Clarke B. Com (Hons) CA Nick Williams MRICS (appointed 21st February 2012)
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SENIOR MANAGEMENT TEAM Paul Yates Chief Executive & Secretary BA (Hons), CIHCM (appointed 16th January 2012) Wendy Pridmore Chief Executive & Secretary MA (Oxon) CIHCM (resigned 31st December 2011) Ian Lines Property Director BSc dip Surv MCIOB Nick Coverdale Housing Director BA (Hons) Shaun Cooper Finance Director FCMA
ROSEMARY SIMMONS MEMORIAL HOUSING ASSOCIATION Rosemary House, Portsmouth Road Esher, Surrey KT10 9AA 01372 461 440 www.rsmha.org.uk