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Chairman's Introduction

As I write this year’s introduction, we are amidst a worldwide once-in-a-lifetime pandemic, a situation that has thrown the country’s entire healthcare system into turmoil. As those on the frontline battle to support the vulnerable of our communities, the UK’s care homes have been thrust into the spotlight as the worst hit by chronic understaffing and a significant lack of, and delay in, testing.

Successive governments have failed to address the well-known problems within the social care sector, and now the Covid-19 pandemic has exposed the consequences, with care home deaths accounting for a substantial proportion of Covid-19 deaths, it would be an understatement to say the past few months have been challenging for our team.

If there is to be a silver lining in this dreadful situation, it will be that it has demonstrated just how truly incredible and vital those who provide care are. Working in the sector, we are well aware it takes a very special person to do this job but in general, those providing care were largely overlooked, until now.

So this year’s annual report is dedicated to our staff, the heroes who keep our services running. Every single person who works for us and our network of volunteers too. You are not only dedicated and compassionate, you have the skills needed to support someone vulnerable, in often challenging circumstances. The pandemic has only served to amplify the challenge for you all, but regardless, you have kept calm and carried on. We are proud of you and grateful to you, now and always, thank you.

Zach Miles

Chairman 

Thank you to every single one of our members of staff, for keeping our residents safe during this pandemic. You are all heroes.

Extending our gratitude to all staff
for their love and support.

Thank you!

You all work so hard,
we’re extremely proud.

We appreciate your loyalty.

We are stronger together.

In my 20 years of working for the organisation, whenever there has been a difficult situation, whether severe weather or a major incident, you have always risen to the challenge and ensured our residents’ wellbeing is not compromised. And as a team you have done it again, during this very difficult time.

I have been truly overwhelmed to see the level of commitment, in ensuring you can come to work day in day out and support our residents. I am really grateful to each and every one of you. Thank you all.

Leon Steer,

Chief Executive

2020

Review of the Year

Expanding our Services Autumn 2019

Young and Old Together Winter 2019

It’s a Merry Christmas for Graduates Winter 2019

New Scheme Topped Out Spring 2020

A Worldwide Pandemic Spring 2020

The Year in Numbers

4

100th birthdays celebrated

114

New employees joined us

103,232

Visits to our website

264

Stories posted to our Facebook page

39

The number of years worked by our longest serving employee

13

Pets currently living in our extra care housing schemes

Credits and Partners

Rapport Housing & Care

Registered office:
Rapport Housing & Care
The Old Wharf,
Station Road,
Cuxton, Rochester,
ME2 1AB

National Westminster Bank PLC

Bankers:
National Westminster Bank PLC
PO Box 106,
Gillingham,
Kent,
ME7 1AG

RSM UK Audit LLP

Auditors:
RSM UK Audit LLP
Marlborough House,
Victoria Road South,
Chelmsford,
Essex,
CM1 1LN

Triodos Bank NV

Funders:
Triodos Bank NV,
Deanery Road,
Bristol,
BS1 5AS

Financial & Operating Performance

The organisation’s main area of activity continues to be residential care, with income here accounting for 70% of turnover from social housing lettings.

Residential care occupancy for the year was 74.0%. This overall rate includes a rate of 55.8% at the organisation’s Barnes Lodge Care Home, with the third floor, of 34 beds, having remained empty over the last two months of the year, in anticipation of the introduction of nursing care. Excluding Barnes Lodge, residential care occupancy for the year was 86.3%, with this a fall from the equivalent figure of 92.8% seen for the previous year, and largely attributable to a drop in occupancy across all homes in the first six months of the year. Average occupancy rates seen in the last quarter of the year had increased however, with an average rate here of 89.1%, increasing to 91.6% for the quarter ended December 2019.

A total of 57 new, permanent residential care admissions were made during the year with this figure significantly less than the total of 109 such admissions made during the previous year. The majority of this reduction, 41 admissions, was due to Barnes Lodge with the previous year having reflected the home opening up the upper two floors. The number of self-funding admissions relative to those funded by a local authority has also fallen to 74%, down from the figure of 85% seen in the previous year, with this again due to Barnes Lodge.

In contrast a further 150 admissions were made during the year for respite care, with 54 at Barnes Lodge, reflecting a significant increase on the 87 respite admissions which were seen during the previous year, with 43 of these at Barnes Lodge. The majority of respite admissions were for self-funding clients, with only six funded by a local authority. As at the end of September 2019 5.7% (15 beds) of all available beds were being used for respite care, with four of these at Barnes Lodge. This is a slight increase from the position at the start of the year in October 2018 when a total of 12 beds, 4.5% of all, were being used for respite care with six of these at Barnes Lodge.

The organisation’s occupancy rate for its supported housing schemes was 83.6% with this the same as the rate seen in the previous year. Excluding the four schemes within the London Borough of Bromley, which have now closed, supported housing occupancy across the remaining three schemes was 93.9%.

Occupancy in respect of the organisation’s extra care housing schemes has remained high throughout the year, with an overall rate across all three schemes of 98.2%.

The financial statements show a deficit for the year of £434,232 before any transfers from reserves. Included in this figure however is a £290,611 loss on the disposal of fixed assets with this in recognition of the demolition of the organisation’s former residential care home in Kemsing, as the site has been cleared to allow for its redevelopment as a new extra care housing scheme.

The financial statements also include an impairment charge of £221,957 made in recognition of four former supported housing properties that the board of trustees had approved for disposal as at the end of September 2019. Two of these were being held vacant with contracts having been exchanged in respect of their sale, whilst the other two were still operational, although subject to a closure programme. The charge made reflects the difference between the carrying value of these four properties and the anticipated net realisable value from their sale. All properties have now been sold.

The operating surplus for the year is £395,202 a significant improvement on the operating surplus of £13,385 for the previous year. Within the figure however is a surplus of £945,382 (2018: £555,022) in respect of the sale of our Older Persons Shared Ownership (OPSO) properties at our Rosewell House Extra Care Housing Scheme. The underlying operating deficit was £523,770 with this largely attributable to the organisation’s care homes. Whilst this figure is an improvement on the equivalent deficit of £555,0222 seen in the previous year it does reflect lower occupancy levels across the organisation’s largest home Barnes Lodge in Tonbridge. The impact of this however has been partly offset by high occupancy levels across the rest of the organisation’s residential care portfolio.

The organisation’s total net assets as at the end of September 2019 were £38,751,778 with this a decrease of £1,168,456 from the figure of £39,920,234 as at the end of the previous year. The majority of this decrease was due to net current assets reflecting the use of cash reserves and draw down of short-term development funding being used to fund the organisation’s development programme activities.

The organisation welcomes residents from all backgrounds. In particular, it believes it is important that access to accommodation is not restricted to those who can afford to pay its fees. All the organisation’s housing rents are set in accordance with guidance from the housing regulator on social and affordable rents. Subject to their own personal circumstances, many of those who benefit from our supported housing, extra care housing and domiciliary care services also receive subsidy from a local authority towards their costs.

As at the end of the financial year, 62% of all of the organisation’s residential accommodation, including both residential care and housing, was either occupied by, or available to, those who may be unable to meet the cost of such accommodation from their own means. The organisation is currently on site with another two extra care housing schemes which will provide a further 57 affordable units, increasing the above figure to 68%.

As at the end of the financial year, 33% of residents within the organisation’s care homes were in receipt of subsidy from a local authority towards the payment of their fees.

The organisation aims to ensure that resources are focussed on front line service delivery, with this including appropriate investment in those property assets which are used to deliver our services. We have continued to invest in our property stock throughout the twelve months to September 2019, with expenditure of £427,791 on day to day maintenance and planned major repairs.

From the organisation’s beginnings over 50 years ago to the current day, the organisation’s success has come from understanding the needs of our residents. The board recognise that the organisation’s future care and support must therefore continue to be person-centred, as well as adaptable and staff, along with volunteers, must be competently trained and feel valued. Further, the organisation’s environments need to reflect the expectations of older people who have to make the immensely difficult decision to leave their current home to live with us.

The year to September 2019 has seen work continue on plans to redevelop two of the organisation’s former residential care home sites as extra care housing schemes. Building works on the first of these in Wateringbury, in the Borough of Tonbridge and Malling, commenced in November 2018. Supported by capital grant funding secured from Homes England, the scheme is due to complete in winter 2020. It will provide 51 one and two bedroom apartments with a mix of affordable rent, OPSO and market sale.

Work has also continued on the development of an extra care housing scheme on the organisation’s site in Kemsing, Sevenoaks. Again, supported by capital grant funding from Homes England, the completed scheme will provide 51 one and two bedroom apartments with a mix of affordable rent, OPSO and market sale. Some pre-construction works, including demolition of the former care home were completed during 2018 however full building works, originally anticipated to start in spring 2020, have been delayed by the Covid-19 pandemic.

Together, the Wateringbury and Kemsing schemes will provide an additional 102 extra care housing apartments, with 57 (56%) of these available as affordable units. As a condition of planning, all the apartments will only be available, for rent or purchase, to those aged 55 or over with a minimum care need of three and a half hours a week. Completion of the Wateringbury and Kemsing schemes will see the organisation providing accommodation and support to just under 700 older people, across six district/borough local authority areas including one London Borough (Bromley), but mostly within the county of Kent, and one unitary local authority area, being Medway Council.

As part of the organisation’s strategic planning process, the operational and financial implications identified as part of all planned development and expansion works are modelled into the organisation’s longer-term financial projections and business plan and used to shape the organisations overall financial strategy. The focus of the organisation’s strategic plan, as reflected in the business plan, goes beyond simply ‘bricks and mortar’ and considers the sustainability of the market for its services, in terms of the changing housing and care needs and demands and aspirations of older people, including both those paying privately and those whose care needs are commissioned via a local authority. As such, the business plan is underpinned by the need to ensure that the organisation’s property portfolio is sustainable, both in terms of meeting housing and residential care needs and aspirations and that it is economically viable and ‘fit for purpose’.

Prior to 2010, the organisation was financed largely from retained surpluses, some of which have arisen through the receipt of a number of legacies and donations, which are restricted as to their use.

In July 2009, the organisation developed its first five-year business plan (2008-2013) which was used primarily to secure funding for its first extra care housing development, Watling Court, on the site of a former care home. Whilst the plan also included proposals for the future redevelopment of a number of the organisation’s other care home properties as extra care housing schemes, these were more aspirational and based on the assumption that the organisation would be able to secure further capital grant and additional loan funding to do so.

Funding for the Watling Court development was obtained from the then Homes and Communities Agency, (now known as Homes England) in the form of a £5 million capital grant, with the balance being met by a private loan secured from Triodos Bank. The loan agreement with Triodos was completed in June 2010 and afforded the organisation a total of £7.65 million of loan funding which was used to repay a previous loan with NatWest bank, as well as to fund the Watling Court development. Some monies were also used to fund the extension of two of the organisation’s existing homes, to provide an additional 15 residential care beds. As at 30th September 2019, the £7.65 million facility had been fully drawn down with a balance owing to Triodos of £5.6 million. It is due to be repaid, in full, by September 2035.

In October 2016, the organisation secured further loan funding from Triodos towards the development of Lawson House Extra Care Housing Scheme in Larkfield. The funding secured included access to a development finance facility during the construction period, plus a long-term loan of £5.5m, on completion of the scheme. The long-term loan was drawn in August 2018 and used to repay the previous development finance in full.

Access to further long-term funding of £3.14m for Rosewell House Extra Care Housing Scheme in Tonbridge, plus further development finance facility, was agreed with Triodos in January 2017. The long-term loan was drawn down on completion of the scheme in June 2018, with the development loan subsequently repaid in full in December 2018.

Funding for the Wateringbury extra care housing scheme was secured from Triodos in November 2018. This funding will provide a further long-term loan of £1.46m, to be drawn down on completion of the scheme, plus access to a £4m development finance facility to be drawn down during the construction period. As at the end of September 2019 a total of £3m had been drawn against this development loan facility.

The facilities agreed are subject to annual approval of the business plan and a satisfactory annual performance against agreed financial covenants, including asset cover. All funding covenants for the twelve months to the end of September 2019 were met.

The organisation aggregates all cash balances for the purpose of treasury management and utilises such balances against its net spending needs, before drawing on new borrowing.

Our Strategic Priorities

Our Philosophy & Values

Our Philosophy We want everyone who meets us, no matter in what context, to experience our friendly, caring, compassionate philosophy, which runs through our whole...

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Investing in Care

Commitment to the provision of a quality service that meets the needs of the people we support. We will strive to be a person-centred organisation...

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Investing in our Property Assets

Our property assets are an important part of enabling us to deliver services to the people who we support, both now and in the future...

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Investing in our Workforce

Our workforce will continue to be our greatest asset. To thrive in a competitive sector, our strategy will improve our effectiveness to value our workforce...

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Delivering Value for Money

Our Value for Money (VFM) strategy confirms the actions that we will take to achieve an understanding of how our services compare with others. In...

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Investing in IT

We will invest in our information technology to enable us to achieve our strategic priorities, both now and into the future. We aim to ensure...

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Let us help you get on the right track

Thanks for answering!

From the information we have gathered we have found the best solution for your situation to be the following:

Question 1

Do you require 24 hour care and support or are you largely independent, in need of a little bit of support?

Question 2

Would you prefer to rent a bedsit within a small house or to buy or rent an apartment within a scheme?

Extra Care Housing

Extra care housing refers to tenancy-based accommodation where the tenant lives in their own apartment – for which they pay rent – but receives care and support from a care provider of their choice.

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Supported Homes

Extra care housing refers to tenancy-based accommodation where the tenant lives in their own apartment – for which they pay rent – but receives care and support from a care provider of their choice.

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Residential Homes

Our residential care homes provide 24/7 care, compassion and companionship for older people who are finding it difficult to cope at home alone. Residents can choose to stay for respite (short term) care or a permanent move.

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