Annual Review 2011/12 - Royal Masonic Benevolent Institution

The RMBI –
a mark of
distinction
ANNUAL REVIEW 2011–2012
Caring for older Freemasons and their dependants for over 160 years

RMBI ANNUAL REVIEW 2011–12

INTRODUCTION | 3
The RMBI seeks to offer high quality care, support and
assistance to older Freemasons and their dependants.
We are committed to ensuring that the individual’s right to
dignity, respect, choice and control over their own lives is
upheld and maintained.
Contents
Introduction 3
Making life better for
our residents 5
A Charity we can be proud of 6
Higher standards of care 9
Improving and tailoring our
services 10
Committed to improving
end-of-life care 13
Aiming for exceptional
standards in person-centred care 14
Our locations 17
Staff development – the key
to improving our services 19
Creating a positive living
environment 20
Introduction
The RMBI offers person-centred care and support to older people living
in our Homes and in the community.
We have 17 Homes throughout England and Wales with over
1,000 residents.
Our Care Advice Team makes over 1,900 visits a year to Freemasons
or their dependants in their own homes, providing advice and support,
to help them continue to live independently and have a good quality
of life.
In this Annual Review we explain how we have improved our services in
2011-12, ensuring that they meet not only our internal and regulatory
quality standards but also certain other external standards and accreditation.
We have forged ahead with more staff training in dementia care and endof-life
care, continued with our ambitious programme of re-building and
refurbishing our Homes, and introduced new software systems to reduce
paperwork and free up more staff time. All these developments are
helping to improve the quality of life of the people living in RMBI
Homes, while ensuring that we work as efficiently and cost-effectively
as possible.
Excellent financial results in a
difficult financial environment 22
Help support us 24
RMBI Festivals 25
Securing our future 26
Our Governing Body 27
“
I feel that I’m free to do what
I want to do.”
A resident at Albert Edward Prince of Wales Court, Mid Glamorgan

RMBI ANNUAL REVIEW 2011–12

MESSAGE FROM THE PRESIDENT | 5
Making life better
for our residents
Message from the President
Willie E Shackell, CBE
Once again it is pleasing to report a successful year for the RMBI, with further improvements
to the standard of our accommodation, consolidation in staff training on dementia and
end-of-life care, the piloting of new IT systems for managing residents’ care plans and for
staff management, and a record year for legacy donations. These are all part of our plans
for making life better for our residents and reducing bureaucracy for our staff.
We are now four years into our
five-year plan for upgrading the
Homes and improving fire safety –
a plan that will have cost over £30
million, but one that will put us in
the forefront of care home provision.
By the end of 2012 the rebuilding of
James Terry Court in Croydon will be
complete and with it we will have 13
flats available for independent living.
We very much hope that Masons
and their dependants will wish to
occupy them as their new home.
Our staff continue to show great
loyalty and commitment to the RMBI
and to the residents. They have
borne the brunt of the upheaval
caused during the modernisation
programme, have embraced the
opportunity for training in dementia
and end-of-life care, and are
adapting well to the new IT systems.
We are most grateful to them all.
The Association of Friends groups
at each of our Homes continue to
enhance the lives of our residents
with many imaginative projects and
ideas. They are an essential element
of the RMBI family and show the
caring side of Freemasonry at
its best.
The central Friends of the RMBI,
through its Honour Roll and Annual
Ball, regularly provides over £35,000
a year to fund the RMBI holidays
for Annuitants. Our thanks are due
to VWBro Brian de Neut who has
chaired the Association with such
skill for the last three years and is
continuing for a further year.
Donations have held up well this
year with legacies of over £4 million.
Such gifts are so important to
the RMBI and your support in the
future would be much appreciated.
Our annual Festival was another
resounding success this year with
Leicestershire and Rutland achieving
the magnificent total of over
£1.7 million.
Finally, a word of thanks to the
Trustees who have the responsibility
for the future of the RMBI. Their
commitment, insight, knowledge,
advice and experience in their
various fields of expertise are
vital to our work.
Sincere thanks to you all for your
support and generosity.
“
I feel as though
everyone is a
friend.”
A resident at Barford Court, Hove
“
The staff are all
polite and friendly
and help in any
way.”
A resident at Prince George Duke of
Kent Court, Kent

A Charity we
can be proud of
Message from the Chairman
James Newman
The last year has, as ever, been a busy one for the Board of Trustees and all its sub-committees.
The Trustees considered a number of new initiatives as well as ensuring that the finances, care
facilities and services provided by the Charity were robust, compliant and up-to-date.
The Committees of the Board – Care,
Investment, Property, and Audit
and Risk – have all contributed to
the development of policies and
implementation programmes, which
the Trustees have supported. These
have helped to ensure that the care
services we provide are the best we
can make them for all our residents
and their relatives.
The Trustees also approved a number
of measures to improve efficiency
in the Homes. A new computerised
staff-rostering system was
successfully introduced (see page 19).
The Trustees have also been keen
to take advantage of better business
and IT systems now available, and
have recently approved a trial of
a system for computerising all
care records in the Homes
(see page 10).
As well as all these initiatives, the
Trustees have approved a Corporate
Plan for 2012-13 which ties into
the financial budget and provides
the Trustees with a more robust
mechanism to monitor progress with
the Executive Directors, for more
information see page 26.
The Nominations Committee held
interviews for new Trustees during
the year and I am delighted to
welcome Sir Paul Williams as a
Co-Opted Trustee. I also welcome
Frank Nichol and Ian Newby, who
have joined our Care Committee,
and David Southern who has joined
the Property Committee. All will be
co-opted as Trustees at the AGM
in October. And I welcome Adrian
Webster to the Property Committee,
Keith Knowles to the newly formed
Fundraising Committee, and Simon
White to the Investment Committee.
Sadly, David Seal, who has been
a member of the Investment
Committee for many years, has
decided to retire and I would like to
thank him for all his wise counsel and
astute advice to the Committee.
Our Executive Team, under the able
leadership of David Innes, continues
to deliver a Charity of which we can
all be proud.
Finally, can I thank my fellow Trustees
for all their support and commitment
and especially the President and
Deputy President for ensuring that
our Masonic connections continue
to be strong.
“I receive more care than would be
available were I at home. There are
plenty of activities available if I want
to go to them and I enjoy meeting
new people.”
A resident at Queen Elizabeth Court, Llandudno
RMBI ANNUAL REVIEW 2011–12

MESSAGE FROM THE CHAIRMAN | 7

RMBI ANNUAL REVIEW 2011–12

CHIEF EXECUTIVE'S REPORT | 9
Higher
standards of care
Chief Executive's report
David Innes
Operationally, the RMBI has had an excellent year during which the overall standard of
care has risen, satisfaction levels have increased and several efficiency measures have been
introduced to keep expenditure under control.
The staff in our Homes have
worked extremely hard to ensure
that we provide the highest possible
standards of person-centred care
and are fully compliant with the
new regulatory framework and best
practice within the sector. In addition,
30 members of staff, including many
Home Managers and their Deputies,
have been undertaking a year-long
Diploma in Person Centred Dementia
Care which will enable us to provide
even more support to the increasingly
large number of residents with a
dementia. Once again, I would like
to acknowledge the commitment
and dedication of all our staff and
volunteers, without whom the RMBI
would not be what it is today.
During the course of the year, Phase
1 of our new Home in the grounds
of James Terry Court in Croydon was
opened (with 48 beds), and Phase 2
(with 28 beds) is scheduled to open
in early 2013. Major refurbishment
works have also been completed
at Connaught Court in York and The
Tithebarn in Liverpool, while similar
projects continue at Prince George
Duke of Kent Court in Kent, and
Shannon Court in Surrey. I am acutely
conscious that the majority of our
residents and staff have had to endure
considerable disruption over the last
few years. However, I know that it
has been worthwhile as our Homes
are much improved in terms of both
facilities and fire safety.
At a national level, there appears to
be little political will to tackle the very
significant funding crisis in the care
sector, and the future of primary care
trusts and GP commissioning is far
from clear. Also, our main regulatory
body, the Care Quality Commission
(CQC), has not been particularly
effective as the regulator and there
have been further very disturbing
revelations, by the BBC’s Panorama
programme, about the CQC’s ability
to monitor services appropriately.
Against this backdrop, the RMBI
has continued to contribute to the
debate on all these issues through
the National Care Forum. We have
also taken part in a number of
seminars and trials to help develop
best practice. Our involvement has
helped to enhance our status as a
leading provider in the sector.
Away from the Homes, we have
expanded our Care Advice Team to
eight members which will enable
them to provide advice and guidance
to even more Masons and their
dependants. The team increasingly
works on behalf of all four Central
Masonic Charities and is closely
involved with the Freemasonry
Cares initiative.
Our sheltered housing complexes at
Harewood Court in Hove and Robert
Eliot Court in Cornwall continue to
flourish, and Harry Priestley House
in Doncaster, our home for adults
with learning disabilities, has been
recognised as a centre of excellence.
Looking ahead to 2012-13, the
global financial situation continues
to be uncertain, the needs of our
residents will undoubtedly increase,
and maintaining occupancy levels at
our Homes will be very challenging.
However, with the support of our
wonderful Associations of Friends and
the wider Masonic community, I see
no reason why the RMBI should not
have another very successful year.
“
What I enjoy most
about living here
is the company,
and the feeling
of security and
safety.”
A resident at Connaught Court, York

Improving and
tailoring our services
In 2011-12 our focus was on offering the best possible service to residents with an increasingly
wide range of care needs, while ensuring we were as efficient and cost-effective as possible.
During the year we introduced a
support role for two Care Services
Facilitators. They are helping us to
implement our care strategy, which
focuses on meeting people’s individual
needs, wants and wishes, and to offer
more appropriate care to people with
a dementia and those residents who
need end-of-life care. As a result,
our Homes are able to offer a more
flexible service, and more residents are
able to stay with us even when their
needs become more complex.
We have continued to introduce
cost-effectiveness measures across
our Homes, where possible without
impacting on the quality of the service
we offer. Reviews of the range of
services we offer – including how
these are delivered, and how much
we charge for the different levels
of care – have been carried out at a
number of our Homes. Our Homes
vary greatly in size, design and layout.
During 2011-12 we made more places
available for residents with a dementia
at Barford Court in Hove and Albert
Edward Prince of Wales Court in Mid
Glamorgan, and we introduced a
service for residents with a dementia
at our newly rebuilt James Terry Court
in Croydon. We have also made plans
to change the range of care services
provided at a number of our smaller
Homes, for implementation during
2012-13. These include plans to
introduce a specialist dementia service
at The Tithebarn in Liverpool, increase
the number of places at Ecclesholme
in Manchester, and make more
places available for residents with a
dementia at Queen Elizabeth Court in
Llandudno.
Underpinning all of this was the need
to ensure we were compliant with all
the relevant legislation we operate
under. The pattern of inspections
offered by our main regulatory body,
the Care Quality Commission (CQC),
has been variable and sporadic. For
more on how we have dealt with this,
see page 14.
Working closely with Provincial and
Lodge Almoners, our Care Advice
Team continues to offer much-needed
support and advice to those members
of the Masonic community who need
some assistance but are not ready to
go into a care home. The team has
now been strengthened with the
creation of an additional 2.5 posts.
During 2011-12 we carefully analysed
how we could streamline our paperbased
residents’ care plans (the
records of their care needs). We have
identified a care-specific software
system which we are confident will
greatly help us with this, and will be
running a pilot scheme in three of
our Homes during 2012-13 to test
this system in action. Ultimately it is
envisaged that our staff will be freed
up from spending lots of time on
completing paperwork – time that
can be spent with residents, which is
where we want them to be.
“The staff are very
helpful and kind to
me and I love them.”
A resident at Prince Edward Duke of
Kent Court, Essex
RMBI ANNUAL REVIEW 2011–12

IMPROVING AND TAILORING OUR SERVICES | 11

RMBI ANNUAL REVIEW 2011–12

IMPROVING END-OF-LIFE CARE | 13
Committed
to improving
end-of-life care
Living through the later stages of life is a sensitive and emotional journey – not only for
the person who is at the end of their life, but also for their family. This is why the RMBI is
committed to doing all we can to improve the quality of the end-of-life care offered in our
Homes, to ensure that our staff offer care which respects residents’ individuality and maintains
their dignity.
“
In 2011-12, staff at a number of our
Homes began accredited training on
end-of-life care. Some have obtained
accreditation from the Gold Standards
Framework (a national standard of
care for people nearing the end of
their life), and some have embarked
on other equally prestigious accredited
schemes.
Every person has different needs,
but some worries are common to
most people at the end of their life.
Concerns include fear of abandonment
and fear of being a burden. People at
the end of their life also have concerns
about loss of dignity and loss of
control.
The period at the end of life is
different for each person. The signs
and symptoms people have will vary
as their illness or condition continues,
and each person has unique needs
for information and support. Through
enhanced training and support we
are able to make sure that a person’s
care continues, with the emphasis on
improving their quality of life and that
of their loved ones, and on making the
person comfortable.
The RMBI places a great emphasis on
ensuring that staff are appropriately
trained and equipped to deliver care
that is sensitive to meeting the needs
of the individual and of their family.
Staff are supported to ensure they have
the confidence and know-how to help
residents and their families with the
medical, psychological, social, spiritual
and emotional issues around dying.
Communication about end-of-life
care and decision-making during the
final months of a person’s life is also
important. Research has shown that,
if a person is able to discuss his or her
options for care early on, that person’s
level of stress decreases and their ability
to cope increases. Studies also show
that people prefer an open and honest
discussion about choices for end of life
early on and are more satisfied when
they have this conversation.
Using the good practice methodology
gained through their training, RMBI
staff are enabled to support families
and confidently address any questions
and concerns that family members may
have about the end-of-life care of their
loved one.
The care and
support my mum
and our family have
received at the
Home have been
outstanding and
the true meaning of
humanity, dignity
and compassion
is completely
understood and part
of the being of all
staff there, especially
her carers in these
past few difficult
weeks. Words cannot
possibly express our
heartfelt thanks and
gratitude.”
A relative of a resident at
Prince Michael of Kent Court, Watford

Aiming for
exceptional standards
in person-centred care
Achieving Dementia Care Matters
‘Butterfly Service’ status
The RMBI is committed to making its dementia care service
exceptional, and our substantial investment in dementia care
training for staff over the last three years is now benefiting
the ever-increasing number of people with the condition
who are living in our Homes.
We have been working closely with Dementia Care Matters since 2009, and
with a number of other specialist dementia providers, to deliver our dementia
care training. Dementia Care Matters works with care providers with the aim
of improving the quality of the lived experience for people living in care homes
– not only for those residents living with a dementia, but also for the other
residents living in the same home.
The Butterfly Service status is a nationally recognised kitemark, awarded
by Dementia Care Matters, to identify dementia care homes that are
committed to achieving good quality of life for people living in care homes.
Unannounced visits by trained impartial auditors provide evidence of whether
a care home providing dementia care focuses on the real everyday lived
experience of people in lounges and dining rooms, rather than on policies,
procedures and systems. The audits are carried out using a qualitative
observational tool. Homes that meet level 3 or above achieve the Butterfly
Service status, which means that the Home is demonstrating exceptional
person-centred dementia care.
Geoffrey Dicker House, the dementia support unit at Cornwallis Court in
Suffolk, obtained its Bufferfly Service status in April 2011 and, following a
recent annual audit, their kitemark has been renewed until 31 March 2013.
Prince Edward Duke of Kent Court in Essex was also recently awarded
Butterfly status, in July 2012. Over the coming years all RMBI Homes with
a specialist dementia support unit will work towards obtaining the award
and a further five of our Homes are due to be audited between July and
September 2012.
Debra Keeling, RMBI’s Deputy Director of Care said, “We have seen excellent
outcomes for the residents from the holistic approach that the Dementia Care
Matters model uses and we look forward to achieving even better results
going forward.”
Quality matters
The pattern of inspections
offered by our main
regulatory body the Care
Quality Commission (CQC)
has been variable and
sporadic. It has therefore
been crucial for the RMBI
to develop its own internal
mechanisms to check and
validate our Homes.
Our new role of Internal Quality and
Compliance Auditor has greatly helped
with this work. All RMBI Homes in
England have been assessed against the
CQC’s 16 essential standards of quality
and safety to establish a baseline of
compliance and to identify areas where
we need to improve. A similar approach
is used for our Homes in Wales.
Various quality measures have also
been introduced, including a rolling
programme of audits, observations and
measurements against quality standards.
This will help to make sure that RMBI
Homes continue to maintain high
standards in the delivery of care,
both now and in the future.
RMBI ANNUAL REVIEW 2011–12

AIMING FOR EXCEPTIONAL STANDARDS | 15

14
4
13
16
7
6
5
10
1
3
17
9
15
12
8
2
11
RMBI ANNUAL REVIEW 2011–12

Our locations | 17
Our locations
1
Albert Edward Prince of
Wales Court, Mid Glamorgan
Tel: 01656 785311
Email: albertedward@rmbi.org.uk
9 17
Lord Harris Court,
Zetland Court,
Berkshire
Bournemouth
Tel: 01189 787496
Tel: 01202 769169
Email: lordharris@rmbi.org.uk
Email: zetland@rmbi.org.uk
2
Barford Court,
Hove
Tel: 01273 777736
Email: barford@rmbi.org.uk
3
Cadogan Court,
Exeter
Tel: 01392 251436
Email: cadogancourt@rmbi.org.uk
4
Connaught Court,
York
Tel: 01904 626238
Email: connaught@rmbi.org.uk
10
Prince Edward Duke of Kent
Court, Essex
Tel: 01376 345534
Email: stistedhall@rmbi.org.uk
11
Prince George Duke of Kent
Court, Kent
Tel: 020 8467 0081
Email: pgdokcourt@rmbi.org.uk
12
Prince Michael of Kent Court,
Watford
Tel: 01923 234780
Email: princemichael@rmbi.org.uk
Harewood Court, Hove
Tel: 01273 739515
Harewood Court has sheltered
apartments for sale. To find out
more, please contact our selling
agents, Parsons Son & Basley,
on 01273 326171.
Harry Priestley House,
Doncaster
Tel: 01405 814777
Managed on behalf of Masonic Care
Limited by the RMBI, this Home
accommodates a small group of
adults with learning disabilities.
5
Cornwallis Court,
Suffolk
Tel: 01284 768028
Email: cornwalliscourt@rmbi.org.uk
6
Devonshire Court,
Leicester
Tel: 01162 714171
Email: devonshire@rmbi.org.uk
7
Ecclesholme,
Manchester
Tel: 0161 788 9517
Email: eccleshm@rmbi.org.uk
13
Queen Elizabeth Court,
Llandudno
Tel: 01492 877276
Email: queenelizabeth@rmbi.org.uk
14
Scarbrough Court,
Northumberland
Tel: 01670 712215
Email: scarbrough@rmbi.org.uk
15
Shannon Court,
Surrey
Tel: 01428 604833
Email: shannon@rmbi.org.uk
8 16
James Terry Court,
The Tithebarn,
Croydon
Liverpool
Tel: 020 8688 1745
Tel: 0151 924 3683
Email: jamesterry@rmbi.org.uk Email: tithebarn@rmbi.org.uk
Robert Eliot Court, Cornwall
Tel: 01726 75349
Robert Eliot Court provides sheltered
housing on a leasehold scheme. To
find out more, please contact the
Scheme Manager Jenny Pappin on
01726 75349.
“
I am content and
feel secure here.
Everyone is very
kind and there is
always someone
to pass the time of
day with.”
A resident at Shannon Court, Surrey

RMBI ANNUAL REVIEW 2011–12

STAFF DEVELOPMENT | 19
Staff development –
the key to improving
our services
We have continued to invest in the development of our staff, and to expand and promote the
provision of person-centred care services. Leadership in this cultural change is driven by the
Homes’ Management Teams who have embarked on the accredited Diploma in Person Centred
Care. Every RMBI Home now has at least one member of the staff team either qualified in or
working towards this Diploma.
In all our Homes, every member
of staff has completed foundation
learning in providing person-centred
care. The interactive sessions involved
in this facilitate discussion and debate
through examples and understanding
of people who experience care
services. Through follow-on
participative staff meetings, staff
are encouraged to be actively
involved in the design and delivery
of local care practices to meet the
needs of the individuals living at
their particular Home.
The learning and development of
our staff on a wider scale remains
our key focus. A review of learning
and development commissioned by
the RMBI in 2011-12 highlighted
the need for staff training in an
ever-growing range of topics,
indicating that support for the local
Management Teams could be better.
The review also recommended the
introduction of an Assistant Director,
Learning and Development, and this
appointment has now been made.
This role will provide expertise to
ensure that appropriate learning
strategies are designed and then
delivered consistently throughout
all our Homes.
Attracting and retaining a competent,
stable workforce are vital, and during
the year we have overhauled our
recruitment and selection methods,
and candidates for all vacancies are
identified and selected on the basis of
their qualities and competencies and
potential abilities. Once they are in
post, we support their development
and ensure they enjoy their time
with us, and annual staff turnover
at the RMBI is 12%. Although this
represents a slight increase compared
with the previous year, it is well below
the overall staff turnover rate for the
care sector of 22%.
Historically, the RMBI has retained
a large amount of manual
administrative work related to staff.
Following the launch of Snowdrop
(an HR staff database system) some
years ago, we are planning to expand
and upgrade the system to ensure
this continues to handle staff
records efficiently.
Further automation has been
undertaken this year in respect
of processing information about
staff attendance. Two Homes took
part in a trial of Kronos, a time
and attendance system. This was
enormously successful and we
achieved about a 75% saving in
time spent on administration and
management approval systems,
while improving the accuracy of
information on working hours,
and therefore pay data, for salary
processing. Kronos was introduced to
all our Homes during 2012. We plan
to introduce additional functions to
the system so that all staff data and
information on working hours can
be transferred electronically across
multiple staff computer systems. This
will eliminate multiple data entry and
therefore further reduce time spent
on administration.
Snowdrop and Kronos provide analysis
tools to optimise staffing levels, and
also provide valuable information
on staff trends for both internal and
external benchmarking.
“There is always
somebody around
if I need them.”
A resident at Devonshire Court,
Leicester

Creating a positive
living environment
Age-related changes and impairments can make it more difficult for people to understand and
navigate the built environment. Sensory, mobility or cognitive impairments, and sometimes
a combination of these, can affect a person’s functioning, behaviour, independence, and
ultimately their quality of life.
Our challenge over the years has
been to design ‘enabling’ buildings
for our Homes. We base them on the
needs of the people who will live in
them – buildings that will allow them
the freedom and confidence to use
their abilities to the fullest extent in
all things from the mundane to the
creative. At the same time we have
to keep them safe from dangers
such as falls.
We have incorporated the learning
and guidance from the industry to
create in our Homes positive living
environments which are dementiafriendly.
For example, our design
features include: the use of contrast
which plays a vital role in signposting
different areas in the Home; use of
different lighting levels; and the use
of memory prompts such as pictures
or familiar objects to help with
orientation and to aid memory in
day-to-day living.
Fire upgrade works have been carried
out to bring the Homes up-to-date
with the most modern standards.
Lifts have been replaced and some
new ones have been installed to
improve overall access and ease of
movement around the Homes. We
have also embarked on refurbishing
corridors and many of our communal
areas. Bathroom renovations have
been carried out, and in many cases
en-suite facilities have been created
within bedrooms.
We have also carried out extensive
work to create positive outdoor spaces
through the introduction of ‘sensory
gardens’ which have beneficial effects
on people’s well being. Colours,
shapes, plants, vegetables and special
textures and features have been
introduced to help create innovative
and stimulating environments for all
the five senses.
“I really enjoy
the homely
surroundings and
the independence
that I can have.”
A resident at Lord Harris Court,
Berkshire
RMBI ANNUAL REVIEW 2011–12

POSITIVE LIVING ENVIRONMENTS | 21

Excellent financial results
in a difficult financial
environment Treasurer's report
I am pleased to report that the RMBI delivered excellent
financial results during 2011-12 in a very difficult financial
environment. The operating efficiency of our Homes
improved, charity income increased substantially, and
our capital improvement and maintenance programme
continued as planned.
“
The staff and
residents make a
happy and caring
environment.
One has ‘space
to be alone’ if
you wish it but
companionship is
always available.”
A resident at Zetland Court,
Bournemouth
Our Homes performed well as our
investments in property, systems and
training began to bear fruit. Despite
receiving no increase in funding from
local authorities and primary care
trusts, RMBI fee income was up by
£1.3 million (4%) as we increased
the number of rooms available
and maintained high occupancy
levels. The Homes’ operating costs
decreased significantly due to our
efforts to improve staff planning and
scheduling. This not only saves money,
but also results in more consistent and
high-quality care for our residents.
Total income rose to £40.4 million
in 2011-12, an increase of 6%. In
particular, there was a significant
increase in legacy income totalling
£4.4 million. Donations held up well,
totalling £2.5 million. This includes
a £180,000 grant received from the
Masonic Samaritan Fund for the
purchase of hoists and disability aids.
We are thankful for the continued
generosity of the Masonic community,
which remains remarkably resilient in
the face of difficult economic times.
2011-12 marked the third year of
our capital improvement and
maintenance programme, and the
RMBI invested a further £13.1 million
in our operating infrastructure.
While the largest single project is the
rebuilding of James Terry Court in
Croydon, major investments were also
made in several of our other Homes.
We are on track to complete this
programme next year.
These capital expenditures were
funded by drawing on our investment
portfolio which, as a result, decreased
to £37.6 million. Withdrawals have
now ceased and our current cash
balance should be sufficient to fund
capital expenditures in 2012-13.
Looking ahead, the care sector
and the RMBI will continue to face
a challenging environment, and
Government funding levels are
unlikely to increase. In response,
the RMBI will endeavour to further
improve operating efficiency, maintain
a strong balance sheet and, as always,
we will rely on the tremendous
support of the Masonic community.
RMBI ANNUAL REVIEW 2011–12

EXCELLENT FINANCIAL RESULTS | 23
All figures are in millions
CHARITY INCOME
£1.3
£0.5
£2.7 £2.5
£2.2
2010-11
£1.8
£4.4
2011-12
£1.6
Masonic donations
£2.7m
Masonic donations
£2.5m
Investments
£1.8m
Investments
£1.6m
Legacies
£2.2m
Legacies
£4.4m
Miscellaneous
£1.3m
Miscellaneous
£0.5m
TOTAL
£8.0m
TOTAL
£9.0m
CHARITABLE EXPENDITURE
£0.4
£0.6 £0.5
£0.4
£0.9
2010-11
£0.9
2011-12
£3.8
£3.4
Charitable support
£3.8m
Charitable support
£3.4m
Central care
£0.9m
Central care
£0.9m
Governance
£0.6m
Governance
£0.5m
Fundraising
£0.4m
Fundraising
£0.4m
TOTAL
£5.7m
TOTAL
£5.2m
CASH AND OTHER ASSETS
£12 £18.1
£56.1 £63.3
£50.1 £37.6
2010-11 2011-12
Care Homes and property
£56.1m
Care Homes and property
£63.3m
Investments
£50.1m
Investments
£37.6m
Net current assets
£12.0m
Net current assets
£18.1m
TOTAL
£118.2m
TOTAL
£119.0m

Help support us
As a charity, we rely on the generosity and kindness of others
to enable us to go on caring for our residents. Here are three
examples from 2011-12 of how your support has made a
difference.
• George Watson was a resident at Zetland Court, Bournemouth until his
death in 2005. His sister Mabel Sleight was so impressed with the care
George received that she remembered us in her will. Last year Mabel
bequeathed £175,000 to be used by Zetland Court for the care of
its residents.
• Many Lodges that are based close to our Homes like to ‘adopt’ their
local Home. Springfield Lodge No 6052 has supported their local Home,
James Terry Court in Croydon, to the tune of £100,000 over the past few
years. This money has helped provide enhanced facilities for residents
at the Home.
• The ability to hear and therefore take part in activities and events held in
our Homes is very important for many of our residents. The Provincial Grand
Lodge of Hertfordshire donated £3,000 towards the costs of upgrading the
sound equipment at Prince Michael of Kent Court in Watford.
Although we appreciate receiving donations for specific uses, general
donations are equally important as they help with the everyday costs of
running our Homes.
There are several ways in
which you can support
the RMBI.
• By cheque, CAF or KKL charity
voucher, or via a Lodge/Chapter
Relief Chest blue voucher.
• By debit or credit card,
using the RMBI website at
www.rmbi.org.uk or calling us
on 020 7596 2400.
• If you are passing by our head
office, we would be happy to
take a cash donation.
• By text message, texting
‘RMBI11’ and the amount you
wish to donate (up to £10).
• You can even sell items on eBay
and donate some or all of the
proceeds to the RMBI.
Leave a legacy
“I like living here
because there is
so much to do –
play games, music
and lots more.”
A resident at Ecclesholme,
Manchester
Leaving a gift in your will is also
an effective way of showing you
care, and helps make sure the
RMBI has the funds to continue its
work. For further information on
how you can leave a gift in your
will to the RMBI, please contact
us. You can also download our
free booklet – A guide to leaving a
gift to the RMBI in your will – from
the RMBI website.
RMBI ANNUAL REVIEW 2011–12

HELP SUPPORT US | 25
RMBI Festivals
Every year the RMBI needs charitable support to the value of around £5 million in order
to carry out its work. Much of this amount comes from the funds raised by RMBI Festivals
each year.
We rely on the money from Festivals to
support people who are unable to pay
their full care fees. For example, they may
have run out of personal savings, or they
may receive local authority support which
covers only part of the total cost of their
care and the RMBI needs to make up the
shortfall. The RMBI helps around 400
older Freemasons and their dependants
in this way and the valuable support
from the Festival Scheme ensures that
we are able to continue to do so.
The Festival of Leicestershire and Rutland
was launched in November 2006 with
a target of £1.5 million. The committee
for the Festival decided that the best
way to achieve the target was to work
with the 72 lodges in the Province and
aim to raise £64 per member (including
Gift Aid). An Events Committee was also
established to coordinate the fundraising
events programme.
A variety of events were organised,
including raffles, craft fairs, golfing
events, sale of Festival jewels and ties,
sporting events and the notable bike
rides undertaken by the bikers in the
Province ‘Long Way Home’ which
raised over £8,000. Also, Brethren
were encouraged to save 20p pieces in
Smartie tubes and this initiative raised
the considerable sum of £45,972.
The Festival’s concluding event
was a banquet held at the King
Power Stadium, home of Leicester
City Football Club. The event was
attended by the Lord Lieutenant
of Leicestershire, the Chair of
Leicestershire County Council, the
High Sheriff of Rutland, the outgoing
Lord Mayor of Leicester and the Chief
Executives of two local hospices –
LOROS and Rainbows. A thoroughly
enjoyable evening was had by all.
Guests of honour also included:
the Deputy Grand Master,
Jonathan Spence and his wife;
and Willie Shackell, the President
of the RMBI.
There was entertainment from
the Chanterelles Choir and the
evening was concluded when
David Innes, Chief Executive of the
RMBI, announced the magnificent
Festival total of £1,700,850 – a
truly superb fundraising effort by
the Brethren of the Province of
Leicestershire and Rutland.
The RMBI is extremely grateful to
the Province of Leicestershire and
Rutland for all the generous support
of the 2012 Festival, which will enable
the Charity to continue and develop
its important work.
From left to right: VW Bro. Willie Shackell CBE, President of the RMBI: W Bro. Peter Kinder, PDepGSwdB, Assistant Provincial
Grand Master of Leicestershire and Rutland: RW Bro. Jonathan Spence, Deputy Grand Master: RW Bro. David Hagger,
Provincial Grand Master for Leicestershire and Rutland and VW Bro. James Buckle, PGSwdB, Deputy Provincial Grand Master
of Leicestershire and Rutland.

Securing
our future
The key themes for 2012-13 are: to complete the many initiatives we have been working on
over the last few years; to ensure we have clear and deliverable plans for the next few years;
and to work closely with the other Central Masonic Charities for the benefit of Freemasonry.
Strategic priorities
The Board of Trustees has approved
a Corporate Plan for 2012-13 and
many of the details of the Plan are
presented in this annual review.
The Plan outlines the strategic
context in which the charity operates
and summarises the key work strands
that will be undertaken within the
RMBI under each of the following
four strategic priorities.
• Improving care standards
The current major transition to
person-centred care, the extensive
staff training programme for
dementia care and the investment
in end-of-life awareness should all
be largely completed by 2013. In
2012-13 we also need to identify
and develop other new initiatives,
such as day care, for the RMBI to
implement in 2013-15.
• Increasing operational efficiency
Social care funding is under
enormous pressure and research
shows that spending on older
people’s social care in England has
fallen short even of maintaining
the inadequate levels of provision
that were in place when the
Coalition came to power. Our
objective is to offer a range of
services that are care-effective
and cost-efficient.
• Developing the workforce
During the course of the year we
will be formulating a competencybased
Home management
development programme. The
aim of this initiative is to help
Home Managers, Deputy Home
Managers and selected other
individuals further develop
the skills needed to lead and
manage a multi-million pound
care-home business in today’s
care environment. In addition, a
comprehensive staff recognition
scheme is to be developed to
supplement the current awards
for long service.
• Creating 21st century facilities
2012-13 will be the penultimate
year of our major capital works
programme, with large projects
continuing at James Terry Court in
Croydon, Prince George Duke of
Kent Court in Kent and Shannon
Court in Surrey. In addition, a
number of smaller projects are to
be carried out over the next twelve
months including a dementia
extension at Cadogan Court in
Exeter and repairs to the roof at
Prince Michael of Kent Court in
Watford.
2012-13 will be another
challenging but rewarding year
for the RMBI as several major
initiatives are scheduled to be
concluded, and by early 2013 we
should be in a much stronger
position as a care provider. It is
likely that the care sector will
continue to evolve in the coming
years and the Masonic community
is also changing. The RMBI must be
prepared for the challenges that lie
ahead and be ready to meet new
requirements as they emerge.
“I like to keep my
independence but
also know I can
rely on aid at
any time.”
A resident at The Tithebarn, Liverpool
RMBI ANNUAL REVIEW 2011–12

Our Governing Body
| 27
Grand President
HRH The Duke of Kent, KG, GCMG, GCVO, ADC
Deputy Grand Presidents
Peter G Lowndes
Jonathan Spence
David Williamson
Grand Vice Presidents
Derek Buswell
Peter Cornish
Dr Alan Davison
John Moore
Russell Race
Brian Smith
Dennis Vine
Roland J Wade
President
Willie Shackell, CBE
Deputy President
Chris Caine
Treasurer
Randall Marks
Trustees
James Newman, Chairman
John Edgcumbe
Ken Howe
Sylvia Quayle
Sushil Radia
Dr John Reuther
Mark Smith
David Watson
Co-opted Trustees
Dennis Vine
Jonathan Weiss
Sir Paul Williams
Dr Mac Speake
The Management Team
Chief Executive
David Innes
Executive Director of Care
Operations
Kevin Harris
Executive Director of Finance
Chris Head
Director of Properties
Andrew White
Director of Human Resources
Jo Ashton

For more information about any of the RMBI’s services contact:
Royal Masonic Benevolent Institution
60 Great Queen Street
London WC2B 5AZ
Tel: 020 7596 2400
Fax: 020 7404 0724
E-mail: enquiries@rmbi.org.uk
www.rmbi.org.uk
Registered charity 207360 | A review of the period April 2011 to March 2012 | Published in October 2012
RMBI ANNUAL REVIEW 2011–12