Annual Report2020

This has been a year like no other for all of us. We are living in unprecedented times in most of our lifetimes and, at the time of writing, Aberdeen city area has been reversed into lockdown. What we do know is that what was “normal” in our lives, previous to the Pandemic, is unlikely to return anytime soon.

I want, therefore, to pay tribute to our excellent Abbeyfield Scotland staff who have risen to the challenge, in an exemplary manner in the last few months, keeping our business running and our residents safe and well.

Our staff, in our Houses, have become our residents’ link to the outside

world, in the absence of visits from nearest and dearest. I appreciate how

fortunate we, in ASL, have been in that we have, at the time of writing,

no Covid-19 in any of our Houses. This is, in no small way, down to the

adherence by our staff to the infection control guidelines and the correct

use of PPE for individual circumstances. We owe a great debt of gratitude

to our staff, in the field, for all the hard work and commitment they have

demonstrated and I take this opportunity, in this Annual Report, of thanking

them. In due course, I intend visiting each of our Houses to deliver my

thanks personally.

To our management team, led by Karen, and our staff based in our

Edinburgh office, you also have my gratitude and thanks. As a home

worker, for various periods during my working life, I know how difficult

it is to be working from home day in and day out. It is quite a different

perspective from working from home on the odd day, here and there.

My thanks to you all for effecting the transition so painlessly and without

any detriment to the ASL operation.

Message from the ChairMargaret Nethery Board Member

Margaret is our newest Board member having joined the Board on 29 January 2020. Margaret has considerable experience in the charity sector in marketing and fundraising. She headed up marketing and fundraising departments in various national charities and also established a presence in Scotland of UK wide charities. Her original background was in advertising and feature writing. Margaret has served on a number of charitable boards.

Since retiring, Margaret continues to be actively involved as a Rotarian and is a past president of her local club.

“The service has good communication.”

Covid-19 aside, when I was elected as Chair in September

2019, ASL had undergone a Strategic Options Appraisal,

resulting in the decision to find a suitable partnership

arrangement to enhance our service offering and use of

our accommodation. I am pleased to report that we have

identified potentially beneficial arrangements and we hope

to be able to advise further later in the year.

On a less positive note, the lockdown has seen a slight rise

in our void rate and it is only in the last 3 weeks that we

have begun the process of assessing potential residents.

During the year, we had commissioned a House-by-House

Appraisal and, as the lockdown is easing, we can now

progress on the outcomes.

Unlike many other RSLs, we have a large geographic

spread for such a small Housing Association. It is

important, therefore, that we look at all of our Houses as

individuals as no two geographic locations experience the

same local conditions. This process is now underway and

we look to this exercise to go some way towards a flexible

service model.

Whilst it is clear, in some geographic areas, our current

model remains successful, it is also increasingly clear

that our offering is not that which the current market is

seeking. The appraisals seek to investigate different ways

of delivering services on which Abbeyfield Scotland’s

excellent reputation is built, safeguarding our residents and

our organisation going forward.

Finally, may I say a thank you to the Board. I will not

pretend that this has been anything other than a difficult

year. We are a relatively new Board, certainly in RSL terms,

with the longest serving member, other than myself,

elected in 2017. We also, as an RSL, inhabit a heavily

regulated sector and I pay tribute to all Board members,

not only for your support to me and Abbeyfield Scotland,

but the speed with which you have caught up with our

regulation and relevant legislation.

The next 12 months promise to be just as challenging

as the 12 months past. I hope that the easing of the

lockdown proceeds and, as we approach the winter flu

season, we see fewer recurrences of Covid-19 spikes.

Stay safe and well.

Message from the Chair

Karen Barr | CEO

Abbeyfield Scotland Ltd.

Nance Smith | Chair

Abbeyfield Scotland Ltd.

Working more efficientlyThe last few months have seen us rely on technology in a way that we never envisaged, and more crucially made us realise how dependant we are on robust and efficient access to our data. Like most organisations, we very quickly realised where our weaknesses are – where we still rely on paper copies, filing cabinets in the office, or spreadsheets held in the depth of our shared drives. I’m sure we are not alone in recognising that these were the most frustrating barriers to our efficient remote working as they have simply become practice through habit as opposed to being a necessary way of storing and accessing data.

Before any of us had ever heard the terms Covid 19, lockdown or social distancing, Abbeyfield had started to source an alternative housing management system by which to manage our business. This new system had to allow us to store our data securely and efficiently and enable us access from wherever we were working. It also needed to provide the mechanisms by which we could enhance our knowledge of the need of our customers and properties in order to ensure ambitious and visionary business decisions could be based on robust data and projections.

Just before lockdown, we met with various companies and assessed and compared the management products on offer. Following this rigorous process involving many of the team, we contracted with a company called Designer Software and their product Homemaster.

Introducing any new system is complex and requires an oversight of our needs, a vision for the future, and a determination to ensure that the investment made will truly be of benefit to the organisation. We used this as an opportunity to audit all of our data – “is it accurate?”, question our processes and practice – “is there a more efficient way?” and review our policies – “do they reflect the service we want to offer?”. Whilst this journey is not yet complete, we started using Homemaster on the 3rd August 2020 and are currently in Phase 2 of our implementation, aiming for conclusion by early October.

Like all organisations making such a significant system change, we had the usual challenges. Aside from the accuracy and efficiency issues noted above, we were in the midst of lockdown. Enhanced services were in place to protect our residents from the risk of Covid-19, our office staff were all working remotely and getting together to prepare for the switch over was just not feasible, and spending time face to face with Designer

Software to configure Homemaster to meet our needs was impossible. All that said, we managed it and now have our new system in place supporting our business needs. We hosted all configuration workshops, training sessions and sign off sessions via Microsoft Teams which allowed us all to see the same information and explore the system under the detailed guidance of our Project Manager from Designer Software.

Now in Phase 2 of our implementation, we are looking forward to going beyond the basic housing management functions and fully utilising the management tools and efficiency that Homemaster provides us.

Nicola Thom who was commissioned by Abbeyfield to coordinate the implementation project stated “it was a daunting challenge to implement a new Housing Management system for an organisation I had only recently began to work with. However, the collective input, knowledge and professionalism from the team at Abbeyfield and the comprehensive guidance and support from Designer Software made the whole experience hugely rewarding. I am delighted that Abbeyfield has an integrated management tool that will only serve to drive business improvements and operational efficiency as it becomes more embedded within the organisation.”

Chris Prime the HomeMaster Project Manager said ‘Working with Abbeyfield during the lockdown in implementing HomeMaster to enable them to derive the benefits afforded by our web-based hosted solution has been a highly rewarding experience. As an organisation, due to the Pandemic, we have now implemented a number of HomeMaster solutions remotely and there is no doubt this new way of working delivers significant benefits and costs savings to our customers.’

Nicola Thom | Temporary Housing Manager

Annual Report 2020The Board presents its report and the Financial Statements for the year ended 31 March 2020.

Legal StatusAbbeyfield Scotland Limited is a Registered Social Landlord and is a registered non-profit making organisation under the Co-operative and Community Benefit Societies Act 2014 Number 1883R(S). Abbeyfield Scotland Limited is constituted under its Rule Book and is a registered Scottish Charity with the charity number SC012549.

It is also registered with the Financial Conduct Authority and the Scottish Housing Regulator.

Principal ActivitiesAbbeyfield Scotland’s principal activities are the provision and management of affordable rented accommodation and the provision of care and support services for lonely or frail older people.

REVIEW OF BUSINESS AND FUTURE DEVELOPMENTS Our Strategic Aims

Our VisionAbbeyfield Scotland Ltd (The Group) is acknowledged as an exemplary provider of care and support services for people who value their independence.

Our MissionWe are committed to managing our assets and developing the business to ensure that the Abbeyfield Group remains a viable, relevant and successful option for housing and services into the future.

Our Strategic ObjectivesThe Group’s strategic objectives are:

• to develop a sustainable new model of living and services, building on a distinct target market.

• to concentrate on new developments using new models of service delivery and considering the best use of current stock alongside this.

• to engage in a programme of remodelling existing properties and structures.

• to improve the organisation’s performance, by developing its people, improving service quality, delivering high quality services to larger groups and developing strategic options.

2019/20 2018/19

14 Houses 15 Houses

non-self-contained properties 127 133

self-contained properties 12 12

properties leased to Crandeen Ltd for private rental 5 5

Total 144 150

Managed PropertyThe table below shows our stock:

Financial ReviewThere was an overall deficit of £252,577 (2018/19 – surplus £108,646). No properties were sold in the year compared to the previous year where one property was sold for a profit of £253,686.

Operating deficit is £275,803 (2018/19 – deficit £163,716).

Abbeyfield Scotland is fortunate in carrying no debts and having a healthy cash reserve of £1.5m.

However, the challenge of maintaining the quality of our homes and providing for their remodelling and redevelopment now and in the future continues to be substantial. In recent years, we have invested to ensure all non-exempt properties met the Scottish Housing Quality Standard (SHQS) by 2015. Meeting the Energy Efficiency Standard for Social Housing (EESSH) by 2020 is a further mandatory requirement although it is reassuring that 64.3% of our properties to which EESSH is applicable already meet the Standard.

The sum of £258,158 has been budgeted for repairs, planned and cyclical maintenance in 2019/20 and £25,000 on redecoration and internal improvements. Further investment to improve access and facilities will be supported by adaptations grants from Scottish Government.

The Group owns 5 bungalow style properties in Aberdeen, valued at approximately £1.6m, managed at market rents by Crandeen Ltd.

“I really enjoy working at the

house.”

Development and PerformanceThis report details developments that have occurred during the year relating to the main activities undertaken by Abbeyfield Scotland and how we have performed.

Corporate Governance Abbeyfield Scotland Ltd is governed by a voluntary Board which is elected by the members of Abbeyfield Scotland. It is the responsibility of the Board to set the strategy, policy and overall direction for Abbeyfield. At the 2019 AGM the Board, following the resignation of Ken Robertson, Interim Chairman from January 2019, elected Nance Smith as Chair. Ken Robertson diverted office to Company Secretary. The Board numbered 9 at 31 March 2020.

The Chief Executive and the management team are responsible for achieving the set strategy and undertaking the operational activities in accordance with the agreed policies during the year.

A Strategic Options Appraisal would be carried out by July 2019.

The Chief Executive is tasked with a review of the Organisation’s Business Plan from 2020/25 onwards, working with the regulatory authorities in meeting Abbeyfield’s objectives and governance requirements.

Abbeyfield Scotland Ltd is primarily regulated by The Scottish Housing Regulator and the Care Inspectorate. Abbeyfield submitted its first Annual Assurance Statement in October 2019, indicating areas for improvement to meet full compliance. The statement is supported by an action plan for full compliance by 31st March 2020. The medium term of engagement with The Scottish Housing Regulator continues, with open and transparent relations between the parties.

PartnershipsCrandeen Property Ltd, Abbeyfield’s wholly owned subsidiary, is not registered with the Scottish Housing Regulator. As at 31 March 2020 the Board of Crandeen Ltd had one member appointed by Abbeyfield Scotland and two independent members. Arrangements for control of the wholly owned subsidiary are governed by the Intragroup Agreement between the parties. At 31 March 2020 this was placed under review.

Abbeyfield Scotland Ltd is affiliated to the Abbeyfield Society. In Scotland a grouping called Abbeyfield Societies in Scotland Ltd exists to promote collaboration between the various Abbeyfield member societies in Scotland (of which Abbeyfield Scotland is by far the largest).

PerformanceResident consultation Resident satisfaction surveys are undertaken annually.

Overall satisfaction in 2019/20 with their Abbeyfield services was reported by 88% of respondents while 80% reported satisfaction with quality of their home.

Allocations and income maximisationVoid rental loss for retained houses was 18.15% of rent and service charges receivable (2018/19 – 16.2%). Under close scrutiny by Board and management, our actions in this crucial regard have been to raise local and national awareness of Abbeyfield’s services with improved targeted promotional activity supplemented by local and corporate marketing.

Rent arrears at 31 March 2020 remained, amounting to 1.56% of the annual gross rent due (2019/20 – 1.99%).

Responsive repairs

The in-house management of repairs has enabled much closer management of repairs since 2017/18.

Category Performance Measure Target 2019

202020182019

Emergency Average time to complete 5 hours 5.67 hours 3.87 hours

Non-Emergency Average time to complete 6 days 10.09 days 7.89 days

Health & Safety In the past year gas safety checks, electrical condition reports, portable appliance testing, water hygiene tests and renewal of Houses in Multiple Occupancy (HMO) licences were undertaken. These demonstrate the paramount importance placed upon the health and safety of our residents and staff.

Gas safetyAll gas safety checks are completed in September, several months before their anniversary date and each contractor will be provided again with a comprehensive list of all equipment that requires to be checked.

Fire safetyFire safety training is undertaken by all staff at least yearly and evacuation tests are carried out regularly at all premises.

Action required as a result of legislation, training, risk assessment and evacuations is taken seriously at both Board and management levels and monitored closely.

Asset Management Abbeyfield Scotland reviews its asset management strategy on a regular basis and an important element in the reconfiguration of the business has been the closure over several years of a number of unsustainable properties. No houses were closed in 2019/20. No further closures are identified at this time and the Governing Body are taking an active role in a review of our stock.

Our people and our houses are vital assets and the performance of our houses is kept under close appraisal. The results of this appraisal feed directly into our programmes of reconfiguring and remodelling services and the redevelopment of our properties.

Contact DetailsAbbeyfield Scotland Ltd, 14 New Mart Road, Edinburgh EH14 1RL

Tel: 0131 225 7801 Web: www.abbeyfield-scotland.com Follow us: facebook twitter

Abbeyfield Scotland Ltd is a Registered Social Landlord (The Scottish Housing Regulator No. 20) and is a registered non-profit making organisation under the Co-operative and Community Benefits Act No.1883 R(S). Abbeyfield Scotland Ltd is constituted under its Rule Book and is a registered

Scottish Charity with the charity number SCO12549. Designed by cole-ad.co.uk

Get in touch!

Enhancing and developing our services

Unfortunately, due to Covid-19 our plans to promote and extend the services within the Aberdeenshire community were greatly affected. However, the easing of lockdown and the recruitment of a new Marketing and Communications Officer to help promote the services will see us pick up the pace once more! Despite lockdown we have been able to pilot the integrated services within our houses in Stonehaven and Torphins. The pilot is due to conclude in Autumn 2020 and is aimed at ensuring that the service works at its best to meet the needs of residents.

The care and support service was given an unannounced inspection by the Care Inspectorate in February 2020. This was the first time that the service had ever been inspected and we are delighted to announce the grades the service was awarded.

In June 2019, Abbeyfield Scotland were pleased to integrate the care and support service that was formerly part of our subsidiary, Crandeen Ltd (now Crandeen Property Ltd). As the service was based in the city of Aberdeen, this provided an exciting opportunity for us to incorporate our housing support and care at home services in the North East. It has created a modern and flexible framework to meet the care and support needs of not only our own residents but our local communities also.

Well done to all the team!

Quality of care and support:

starstarstarstar

Good

Quality of staffing:

starstarstarstar

Good

Quality of management and leadership:

starstarstarstar

Good

Carolynn Malone | Service Manager

“I have no complaints, staff and the manager are very helpful, always open

to suggestions.”