Annual Report 2010/2011 - Royal Masonic Benevolent Institution

Creating
positive
outcomes
for people
ANNUAL REVIEW 2010–2011

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.
1,000
residents
in rmbi
homes
INTRODUCTION
INTRODUCTION 3
• The RMBI has a resident population of
about 1,000 older people in 17 Care Homes
throughout England and Wales.
• We employ a staff team of 1,250 in our
17 Homes.
• Our Care Advice Team makes over 1,900 visits a
year to Freemasons or their dependants in their
own homes, providing advice and support.
“I enjoy living here because of the kindness and care from all the staff.
I feel safe and secure.”
A resident at Albert Edward Prince of Wales Court, Mid Glamorgan
Contents
Introduction 3
Improving and enhancing the
lives of our residents:
Message from the President 4
Changing for the better:
Chief Executive’s report 6
What RMBI residents think 8
Putting people at the heart
of all we do 10
The impact of our work 12
Improving our Homes 14
A well-run business 15
Care in the community 16
Supporting our staff 18
Where we are 20
A solid financial performance:
Treasurer’s report and accounts 22
How you can help 24
Celebrating the Province of
Berkshire Festival 25
In safe hands: The role of
RMBI Trustees by the Chairman 26
Our Governing Body 27
• The RMBI has an annual turnover of £36 million
and a commitment of £33 million towards our
capital works programme.
The RMBI offers person-centred care and support to those living in
our Homes and in the community. Wherever possible we consult and
engage with residents and their relatives to get their views on how to
develop services they want. It is therefore gratifying to see the results
of our annual satisfaction survey in which nine out of ten residents
said they would recommend their Home to someone coming into a
care home.
In this Annual Review we explain how we have adapted our work this
year to meet the requirements set by the new regulator, the Care Quality
Commission. As more older people are choosing to live at home for as
long as possible, when people move into our Homes they are now frailer
and have more complex needs than in previous years. This review describes
the additional staff training we have provided to help meet those needs,
including training staff to care for people with dementia, and training in
end-of-life care. It also outlines some of the work involved in our major
programme of rebuilding, refurbishments and improvements to our Homes,
and the work we do in the community, offering advice and support to older
people living in their own homes. Finally, and most importantly, some of
those people who use RMBI services explain in their own words why they
value living at an RMBI Home and using our services.
“I am very happy here and enjoy living with friends I have
made and being looked after by such wonderful people.”
A resident at Scarbrough Court, Northumberland
RMBI ANNUAL REVIEW 2010–2011

MESSAGE FROM THE PRESIDENT 5
ImPROVING
AND ENHANCING
THE LIVES OF OUR
RESIDENTS
Message from the President
Willie E Shackell, CBE
It is pleasing to record another
very successful and full year for
the RMBI. It has been particularly
hectic for the staff. They have had
to adapt to the many changes
of requirements brought about
by the newly established Care
Quality Commission, the additional
training needed to meet the
demands of caring for those
living with dementia and the
Gold Standards Framework for
end-of-life care, as well as a real
tightening of budgets. They also
showed immense loyalty and a
real determination to get to work
during one of the worst winters
we have had for years. We are
most grateful to them all.
Building works continue at many of
our Homes as we move forward with
our major refurbishment plans. We
fully understand the inconvenience
and upheaval that this can cause the
residents and we appreciate their
forbearance as we strive to complete
the work to the exacting standards
expected.
We have had a number of changes
of Trustees and we welcome VWBro
Chris Caine to his new role as Deputy
President with specific responsibility
towards our Associations of Friends.
We recognise the essential role of
these groups, which are an integral
part of the RMBI, and hope to
develop and enhance the close
relationship we have with them.
On behalf of the RMBI I would like
to congratulate one of our Trustees,
WBro Sushil Radia, who was recently
recognised at the Great British
Care Awards 2011, with the most
prestigious ‘Outstanding Contribution
to Social Care Award’ for his
work over many years in the care
business and charitable world.
Our year ended at Ascot Racecourse
when WBro John Nixon, Chairman
of the Berkshire Festival Committee,
announced the final total raised
by the Festival – over £2.2 million
– which equates to each Berkshire
Mason giving an average of over £760
to the RMBI, the highest amount ever
achieved. We are always extremely
appreciative of all donations, but this
year Berkshire merits a special thanks.
Our aim is always to improve and
enhance the lives of our residents,
and our sincere thanks must go
to the Trustees, staff, relatives,
Friends and supporting healthcare
professionals for all their hard work,
loyalty and commitment to the RMBI
over the past year.
“I just like the way the Home is run and how I am made to
feel a part of it all living here.”
A resident at Cadogan Court, Exeter
“Keeping my independence but also knowing that I can rely
on aid at any time is comforting to me living here.”
A resident at The Tithebarn, Liverpool
RMBI ANNUAL REVIEW 2010–2011

CHIEF EXECUTIVE’S REPORT 7
CHANGING
FOR THE BETTER
OUR FOCUS IS ON:
CARE SERVICES, QUALITY
AND COMPLIANCE, AND
BUSINESS EFFICIENCY
RMBI ANNUAL REVIEW 2010–2011
Chief Executive’s report
The single biggest change that
has affected the RMBI this year
was the Health and Social Care
Act 2008 which came into force in
October 2010 and brought with it
a change to the regulator of the
care sector. The new regulator, the
Care Quality Commission (CQC),
announced a fundamental change
to the way in which good care
will be assessed, moving from
a process-based to an outcomebased
methodology. While I hope
that the RMBI has always tried to
provide the care that our residents
want, these changes have
required us to make fundamental
alterations to our policies and
procedures, resulting in a huge
amount of work for the staff in
Head Office, the Home Managers
and the care staff in the Homes.
The fact that all of this was completed
to a very high standard and within
very tight deadlines is a great credit
to them all. The CQC also suspended
the grading system for care homes
in September 2010 and will not be
introducing a replacement system
until summer 2012. This is very
unsatisfactory, particularly for the
three RMBI Homes that were graded
‘Adequate’ at the time. All three
have made significant improvement
since then but cannot change their
recorded grading.
Our resident population is becoming
increasingly frail and their care
needs ever more complex. We
have therefore provided additional
staff training this year, including a
dementia training programme called
‘Tomorrow Is Another Day’. Also,
over the next two years, all RMBI
Homes will be embarking on the Gold
Standards Framework for end-of-life
care. Successful completion of this
demanding programme will enable
us to provide far more comprehensive
support for our residents in their final
day, and their relatives.
Another fundamental change made
this year was the restructuring of
the Care Operations Team from a
regional to a functional basis. The
focus is now on three functions: care
services, quality and compliance, and
business efficiency. The new structure
will enable the RMBI to respond more
appropriately to the new regulatory
framework. It has resulted in the
creation of the post of Deputy Director
of Care Operations, filled by Debra
Keeling. Donna Lee now fills the
role of Assistant Director of Business
Efficiency and this is already beginning
to show dividends in the challenging
financial conditions currently affecting
the care sector. Edna Petzen, who is
now Assistant Director Marketing,
Quality and Compliance, has taken
the lead in our work on compliance
with CQC standards.
The construction of our latest new
Home in the grounds of James Terry
Court in Croydon is progressing
extremely well. Major refurbishment
and improvement projects are also
underway at well over half our Homes
and will significantly improve the lives
of our residents, and also the working
environment for our staff. I am most
grateful to the Trustees for having the
confidence in the RMBI to make this
significant financial investment in
our future.
Finally, I would like to thank all
members of staff for their loyalty,
dedication and sheer hard work.
They are a credit to the RMBI.
David Innes
Chief Executive
“The care and support that the staff give me is excellent.
Staff members are very kind and some give me more than just
physical care – they also offer friendship, which I value. I am very
comfortable with the way my care and medication are handled.”
A resident at Cadogan Court, Exeter
“I consider myself really lucky to have a place here and appreciate
everything that is done for me.”
A resident at Albert Edward Prince of Wales Court, Mid Glamorgan

WHAT RMBI RESIDENTS THINK 9
WHAT RMBI
RESIDENTS
THINK
Nine in ten residents
would RECOMMEND
THEIR HOME
High quality care provision has
always been a key priority for the
RMBI and, as in previous years,
we conducted an annual
satisfaction survey at all our
Homes, to get residents’ and
relatives’ views of our service
and highlight areas where we
can make improvements.
This year the survey was adapted to
make it much easier for residents
– including those who are frail or
have complex medical needs – to
complete it. To ensure that people
were encouraged to give open and
honest feedback, the RMBI worked
with Laing & Buisson, an independent
company with considerable experience
of customer satisfaction research, to
administer the surveys.
Survey forms were sent to 932
residents, and 548 people responded,
giving a response rate of 59% – a
significant improvement on last year’s
44% response rate.
“I am free to live in the way
best suited to me at this
stage in my life.”
A resident at Lord Harris Court,
Berkshire
Key findings
Over 90%
of residents liked their bedroom and felt safe and secure at the Home in
which they lived – 91% and 95% respectively.
Over 90%
of residents felt that the staff were helpful and polite to them
– 90% and 93% respectively.
77%
of residents felt that staff helped them to do things for themselves in
maintaining and promoting their independence.
80%
of residents felt that staff involved them in the way they are cared for at
the Home – a huge improvement on previous years when less than 50%
of residents said they felt involved. This excellent result can be attributed to
the considerable improvements in the way residents’ Care plans are now
completed, with residents and/or their relatives fully involved in the process.
51%
of residents felt that staff always spent time with them and 56% felt that
staff always helped them to make decisions. Clearly, this is an area for
improvement and our plan to re-evaluate staff roles will help ensure that
care staff have more time to spend with and support residents.
91%
of residents would recommend their Home to someone coming into a
care home.
The things that RMBI residents
liked best about living in their
Homes were:
• care
• freedom from worry
and everyday domestic
responsibilities
• safety and security
• kind, caring and helpful staff
• company
• the location and facilities of
the Homes
• independence
• privacy.
We will continue to evaluate
the results from the satisfaction
surveys and work with each Home
management team to identify and
address any concerns and issues at
specific Homes.
As well as running our own internal
quality assurance programme, we also
have links with external organisations
to ensure best practice at our Homes.
RMBI is a member of the National
Care Forum – an independent
organisation which promotes quality
outcomes for people receiving
care services through the not-forprofit
sector. The RMBI is involved
in their Quality First framework,
demonstrating our commitment
to providing high quality care and
support services and to continually
looking for evidence of the outcomes
and experiences of people receiving
those services.
“I have lived here a long time and like it very much.”
A resident at Zetland Court, Bournemouth
RMBI ANNUAL REVIEW 2010–2011

PUTTING PEOPLE AT THE HEART OF ALL WE DO 11
PUTTING
PEOPLE
AT THE HEART OF
all WE DO
We offer care and
support BASED ON the
person’s individual
needs and wishes
The past year has seen a
culmination of changes to the
care sector which has meant that
the way in which we provide care
and support to people living in our
care Homes needed to change.
People’s expectations of a care home
service are increasing and resources
are finite. In response to both the
changes in legislation and the changes
in service provision we have adapted
the way in which we support and
work in partnership with the Home
Managers and other staff who work
in our Homes.
We are now working to provide a
person-centred approach to care and
support which ensures that we put
the person living in our care Home at
the heart of everything we do. Our
Homes are striving to work in a more
flexible way, changing from the old
task-based model of care, where staff
concentrated on completing ‘jobs’,
to one where they offer care, support
and assistance to residents based on
that person’s individual needs, wants
and wishes.
To facilitate an effective way of
working, we have made changes to
the way in which the Senior Support
Team supports the Homes on all
issues. Our Home Managers have
a very responsible role. They are
the focal point for residents, staff,
relatives, local Freemasonry and a host
of others. They need an appropriate
mix of support and enablement
to undertake their roles. The old
structure involved one Regional
Manager for each of the three
regions, who would oversee
all aspects of service within the
Homes in their region. Under the
new structure, which has been
in place since January 2011, the
Senior Support Team now has three
areas of responsibility: care services,
quality and compliance, and business
efficiency. So Home Managers can
now access specialist support to
enable them to manage the
Home efficiently.
We also need to ensure that the
service we offer accurately reflects the
current needs of the people living in
our Homes. The situation has changed
over the years as more people choose
to live at home for as long as possible,
making use of personalised budgets
to buy in services which can prevent
or at least stall the need for that
person to move into a care home.
As a result of this, at the point of
entry into a care home, the frailty
and needs of people moving into
our care Homes have increased
substantially. This means that our
staff need to have a greater
awareness of complex needs,
including end-of-life care and the
needs of people living with dementia.
We will continue to develop our
services to meet both the current
needs and the possible future needs
of people living in our Homes and
to determine how we can support
their relatives, in order to provide
an appropriate, flexible, high
quality service.
“I feel safe and comfortable and have company when I want it
and places to go if I need my own space.”
A resident at Devonshire Court, Leicester
“I like the attentiveness of the staff and their caring attitude.”
A resident at Queen Elizabeth Court, Llandudno
RMBI ANNUAL REVIEW 2010–2011

THE IMPACT OF OUR WORK 13
the Impact
of our work
Developing our service at
Queen Elizabeth Court,
Llandudno
Evidence of how the new RMBI
management structure supports
our Homes can be seen at
Queen Elizabeth Court.
Low occupancy levels and a lack of
an appropriate service for people with
dementia led to a review of how we
operate this Home. As a result of the
review, the team reviewed the roles and
responsibilities of staff in order to free
them up to provide a more personcentred
service. Also, some adaptations
were made to the Home, including
providing a safe outside space for
people with dementia.
The team at the Home was supported
in this work by the newly created
role of the Deputy Director of Care
Operations, who has responsibility for
planning and developing our dementia
care services, and the Assistant Director
of Business Efficiency. It is likely that
the care regulator in Wales, the Care
and Social Services Inspectorate Wales
(CSSIW), will introduce revised care
legislation, so all three arms of the Care
Operations Team will continue to work
with and support the Home’s team as
the changes are introduced.
Consulting residents and
staff at Albert Edward
Prince of Wales Court,
Mid Glamorgan
One of the strategies for ensuring
we provide a service which meets
the needs of people with dementia
is a more flexible way of staff
working.
Staff and residents in our care Home
Albert Edward Prince of Wales Court
were consulted to determine how
best the Home could deliver a more
person-centred approach, whereby
care staff had more time to spend
with individual residents.
The consultation led to a review of
staff working patterns. Certain tasks
that used to be carried out by care
staff (such as bed-making and
washing up) are now covered by a
dedicated team of domestic staff.
So the care staff now have more
time to spend with people living
in the Home.
Another key benefit of this way of
working has been the development
of supportive relationships between
the care team, domestic team, people
living in the Home and their relatives.
Person-centred Care plans
During the year we made substantial
changes to our care planning
documentation, to reflect changes
in legislation and the move towards
person-centred care. Care plans
now encompass the needs, wants
and wishes of people living in our
Homes, ensuring that everyone
involved in providing care and support
understands what is important to
each person.
Alf Sharp, a resident at Barford Court,
Hove, shares his experience:
“When the RMBI decided to implement
a new Care plan, my carer worked
with me to produce the plan. The plan
sought to understand all about my life,
my interests and how I wanted to live at
the Home. The process of completing
the plan gave me the opportunity to
reflect on different aspects of my life
to help the staff understand those
things that are important to me so
that my life at the Home would be
an enjoyable one.”
As a result of the combined efforts of
the team, occupancy levels have now
increased significantly, and we are
in a very strong position to offer an
appropriate mix of services.
“I like living here because there is so much to do – play games,
music and lots more.”
A resident at Ecclesholme, Manchester
“I feel safe and secure – it is as much like home as it can be.”
A resident at Cornwallis Court, Suffolk
RMBI ANNUAL REVIEW 2010–2011 RMBI ANNUAL REVIEW 2010 - 11

A WELL-RUN BUSINESS 15
Improving
our homes
A Well-run
business
2010/2011 has been a very
busy year of implementing the
programme of capital works.
This has involved improving
Homes’ facilities, work in
connection with fire regulations,
upgrading dementia facilities
and, in the case of James
Terry Court, rebuilding the
Home. This work will continue
throughout 2011/2012.
Residents increasingly depend on lifts
to enable them to move around our
Homes. Each Home now has two lifts
so, if one is out of action, there is
an alternative.
Thanks to a generous grant from the
Masonic Samaritan Fund, we have
provided more ceiling hoists, helping
our frailer residents to be moved in a
secure and comfortable manner, and
reducing the risk of manual handling
injuries for our staff.
To improve provision for those with
dementia, we have been able to
provide secure gardens in eight
Homes so far, with the help of the
Association of Friends and Lodges.
More will follow next year.
We continue to make sure that fire
compartments are properly zoned,
fire doors are smoke-resistant, and
fire escapes are genuinely useable by
residents, to ensure their safety in the
event of fire.
At the heart of our current
programme is the rebuilding of James
Terry Court in Croydon. Residents
have patiently and curiously watched
from their windows as the new Home
is being built, and will soon move into
the first phase. The old Home had a
nursing wing which was difficult to
access, and the top floor was difficult
to operate. Some bariatric rooms have
been added to the new East Wing to
better cater for residents with obesity.
Wherever possible, residents in our
Homes now have en-suites with
showers, or at least individual
WC facilities.
Inspired by the ‘Reflections’
hairdressing facility at Scarbrough
Court, Northumberland, and with
a generous grant from the Grand
Stewards’ Lodge, several RMBI Homes
have transformed their hairdressing
salons. These are always one of
the busiest places in the Home,
and residents are enjoying the
improved facilities.
We continue to ensure that the
Homes are regularly maintained
and comply with health and safety
regulations, and we are making plans
to ensure they will meet the future
needs of our residents.
“I find it peaceful living here,
and friendly.”
A resident at Lord Harris Court,
Berkshire
In view of the current financial
climate it has been imperative
that the funds brought into the
RMBI, from fees and charitable
donations, are maximised to their
full potential to enable the RMBI
to continue to provide high quality
care to the people who use our
services.
The recently established role of
Assistant Director of Business
Efficiency has been instrumental in
enabling the RMBI to ensure that
all Home Managers operate their
budgets within an agreed framework
of income and expenditure limits,
without compromising the
standards of care provided.
This new function enables the RMBI
to provide a detailed business audit
which will improve the level of
budgetary awareness and optimise
the financial systems that are used
within the Home – a task that had
not been carried out previously.
To this end, a robust audit process
has been undertaken and action
plans formulated to support Home
Managers in managing their budgets,
ensuring all the correct systems are
used and protocols are fully utilised.
A programme of ongoing reviews
and further support will be developed,
as required, to support the local
management teams at the Homes,
although Home Managers are
encouraged to develop ownership
of all aspects of their budgets.
A high occupancy rate in our Homes
is essential for maximising income.
Home Managers are therefore
working in partnership with the entire
Care Operations Team, to achieve full
occupancy. This includes reviewing
fees in Homes that have consistent
occupancy issues, to ensure they are
competitive, while taking into account
best practice offered within RMBI
Homes and the wider care sector.
We will
review fees
to ensure
they are
competitive
“Being among friends and with carers who really do care
makes life at the Home really enjoyable.”
A resident at Prince Michael of Kent Court, Watford
We will refine budget-setting for
future years to ensure that all
RMBI Homes obtain best value for
money wherever possible and that
expenditure is controlled and reviewed
systematically.
RMBI ANNUAL REVIEW 2010–2011

CARE IN THE COMMUNITY 17
OVER
9,000
calls a year
care
in the
community
The RMBI Care Advice Team
supports Freemasons and
their dependants both in the
community and in RMBI Homes,
while assisting Almoners and
acting as ambassadors for the
RMBI. As the face of the RMBI
in the local community, our Care
Advice Visitors recognise the
courage it takes for someone
to make that initial contact.
The Care Advice Team makes, on
average, 38 visits to Freemasons
or their dependants in their homes
a week – over 1,900 visits a year.
This can be for many reasons – for
example: offering advice to enable
a person to remain in their own
home with the correct support and
care; ensuring the person is getting
the correct benefits; or giving them
information on how to apply for
residency in an RMBI Home.
Funding home improvements
The Care Advice Team received a phone call from a woman who had
attended a talk at a Masonic Widows’ Association, and who needed a
replacement central heating boiler but was unable to pay for it.
A Care Advice Visitor visited her at her home and advised her how she could
apply to the Victor Donaldson Fund for financial assistance. She followed
the advice and received a grant for a replacement boiler and some other
maintenance work on her property.
Home visits are also made to people
who have been offered an RMBI
Holiday in the UK or Malta. The Team
visits up to 95 potential holidaymakers
annually to ensure they are
‘fit’ enough to enjoy the holiday
experience.
The RMBI gives a great deal of advice
to Freemasons and their dependants
and families, and to Lodge Almoners,
by phone and email. We receive an
average of 180 phone enquiries a
week – over 9,000 calls a year. The
Team also attends Lodges and Masonic
Widows’ Associations to explain how
the RMBI and the other Masonic
charities can help them, either now or
in the future.
Staying in your own home
The Care Advice Team offers an approachable and supportive service,
which is non-judgemental and respectful of the person’s views and
wishes, while encouraging and enabling individuals to make their own
informed decisions.
The Team works to support people to stay in their own homes for as long as
they can if this is their choice. They will identify: what assistance the person
needs with their day-to-day living (for example, washing, dressing, or accessing
the bathroom); mobility issues for the person and safety within the home;
physical health needs; sensory impairment; diet and nutrition, ensuring the
person is able to manage their own nutrition and identify available help; carer
support needs; social contact and leisure activities; and financial support.
“The advice I received from
the Care Advice Team means
I can now finally see a light
at the end of the tunnel.”
User of RMBI Care Advice Team
services, Oxford
Working closely with other Masonic charities and other agencies, the
Care Advice Team ensures that the individual is treated as a ‘whole’ person
and that all aspects of their well being are supported in their choice to stay in
their own home.
If you would like to talk to a member of the Care Advice Team,
please get in touch.
RMBI ANNUAL REVIEW 2010–2011

SUPPORTING OUR STAFF 19
SUPPORTING
OUR STAFF
During the year we have
experienced some remarkable
changes in the way our staff care
for and support the people who
live in our Homes. Our care strategy
began a transformation two years
ago, with three Homes focusing
on providing person-centred care,
and with a particular focus on
dementia services. During 2010
Cornwallis Court in Suffolk was
awarded the ‘Butterfly Services’
kitemark in recognition of the
excellent dementia services which
the staff have been instrumental
in creating, following a tailored
training programme. Another four
Homes have now embarked on this
two-year programme and a phased
timetable is in place to extend this
across all 17 RMBI Homes over the
next three years.
To supplement this, half our Homes
have begun working towards achieving
the Gold Standards Framework, an
accredited and nationally recognised
standard. Its aim and underlying
principle is to optimise care for people
nearing the end of life and to help
them live well, whatever their illness
and in any setting.
James Terry Court achieved this
standard during the year, after much
hard work from the staff, putting into
practice the learning and experience
from a series of workshops and training
events. The key benefit for our staff
has been in their improved confidence
when dealing with all aspects of a
person’s end-of-life care.
We aim to achieve the Gold
Standards Framework in all our
Homes over the coming years.
Continuing our focus on investment
in training for our staff, Albert
Edward, Prince of Wales Court in
Mid Glamorgan achieved Investors
in People status in recognition of the
effective and efficient management
and development of employees.
Supporting the delivery of the care
services is the Senior Support Team,
which was restructured in January
2011. The Team now provides
specialist knowledge and operational
support to the Homes’ management
teams. Their key roles focus on care
services, quality and compliance,
business efficiency, and optimising
staff performance while creating
autonomy for the Homes to
maintain ownership of the
operational aspects at a local level.
Measuring quality, care auditing and
investigating any potential shortfalls
in services or complaints are now
separate roles within the Care
Operations and HR Departments.
This ensures that we maintain an
internal, objective perspective when
assessing and evaluating our services
and considering opportunities to
implement improvements. This
structure complements that of the
externally driven self-assessment
process which is part of the Care
Quality Commission’s compliance
requirements.
Investment in our staff is fundamental
to our entire care service and begins
with each recruitment exercise where
we select new staff by assessing their
competence in the necessary skills
set. We are proud that our carefully
chosen staff stay in our employment
for many years. Staff turnover has
reduced year on year and at 10%
per year is significantly less than
that experienced elsewhere in the
care sector.
“There is a high standard of staff. I feel there is a good
balance in the relationship between management,
staff and residents.”
A resident at Connaught Court, York
“The best thing about living here is that I can mix with
the residents and staff.”
A resident at Ecclesholme, Manchester
RMBI ANNUAL REVIEW 2010–2011

WHERE WE ARE 21
1
Albert Edward Prince of Wales
Court, Mid Glamorgan
Tel: 01656 785311
e: albertedward@rmbi.org.uk
9
Lord Harris Court,
Berkshire
Tel: 01189 787496
e: lordharris@rmbi.org.uk
WHERE WE ARE
17
Zetland Court,
Bournemouth
Tel: 01202 769169
e: zetland@rmbi.org.uk
13
1
3
16
7
14
17
4
6
9
15
12
8
2
10
11
5
2
Barford Court,
Hove
Tel: 01273 777736
e: barford@rmbi.org.uk
3
Cadogan Court,
Exeter
Tel: 01392 251436
e: cadogancourt@rmbi.org.uk
4
Connaught Court,
York
Tel: 01904 626238
e: connaught@rmbi.org.uk
5
Cornwallis Court,
Suffolk
Tel: 01284 768028
e: cornwalliscourt@rmbi.org.uk
6
Devonshire Court,
Leicester
Tel: 01162 714171
e: devonshire@rmbi.org.uk
7
Ecclesholme,
Manchester
Tel: 0161 788 9517
e: eccleshm@rmbi.org.uk
8
James Terry Court,
Croydon
Tel: 020 8688 1745
e: jamesterry@rmbi.org.uk
10
Prince Edward Duke of Kent
Court, Essex
Tel: 01376 345534
e: stistedhall@rmbi.org.uk
11
Prince George Duke of Kent
Court, Kent
Tel: 020 8467 0081
e: pgdokcourt@rmbi.org.uk
12
Prince Michael of Kent Court,
Watford
Tel: 01923 234780
e: princemichael@rmbi.org.uk
13
Queen Elizabeth Court,
Llandudno
Tel: 01492 877276
e: queenelizabeth@rmbi.org.uk
14
Scarbrough Court,
Northumberland
Tel: 01670 712215
e: scarbrough@rmbi.org.uk
15
Shannon Court,
Surrey
Tel: 01428 604833
e: shannon@rmbi.org.uk
16
The Tithebarn,
Liverpool
Tel: 0151 924 3683
e: tithebarn@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 814 777
Managed on behalf of Masonic Care
Limited by the RMBI, this Home
accommodates a small group of
adults with learning disabilities.
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 now contented and do
not have to worry about
anything.”
A resident at Albert Edward Prince of
Wales Court, Mid Glamorgan
“I like the happy atmosphere
and lovely surroundings of
the Home. Zetland Court is
a wonderful home and I’m
fortunate to live here.
The staff work so well and
cheerfully together and have
been a pleasure to know.”
A resident at Zetland Court,
Bournemouth
RMBI ANNUAL REVIEW 2010–2011

A SOLID FINANCIAL PERFORMANCE 23
a sOLID
FINANCIAL
PERFORMANCE
All figures are in millions
CHARITY INCOME
£1.3
£2.3
£2.7
£3.8
2009-10 2010-11
£1.9 £2.2
£1.6
£1.8
Treasurer’s report
and accounts
The RMBI produced another solid
financial performance during
2010/2011. This is especially
gratifying at a time of continued
weakness in the economic
environment and the onset of
Government funding cutbacks in
the care sector.
2010/2011 was the first full year of
the capital improvement and planned
maintenance programme approved by
the Board of Trustees and we invested
£8.1 million during the year. As a
result of this £33 million multi-year
programme, our residents will enjoy
safer, more comfortable, and more
attractive homes.
However, implementing building
works of this scale inevitably means
that some rooms in our Homes
must be temporarily taken out of
commission. Despite this, Home
income was up 4% over last year
as higher occupancy levels helped
offset the reduced number of rooms
available. This was a direct result
of the skill with which our Property
Team, Home Managers and their
staff managed this work.
Home running costs were also up,
by 5%. Much of this increase was
driven by the increased costs of our
maintenance and safety programmes.
RMBI ANNUAL REVIEW 2010–2011
After taking into account the
individual charitable contributions,
even with these additional costs, our
Homes essentially operated at a small
surplus during 2010/2011.
Charity income totalled £8.0 million,
down £1.6 million on the previous
year, largely due to lower Masonic
donations and fewer sales of
non-operational assets. Legacies,
however, rose to a record £2.2 million.
Total funding required to support
care home operations amounted to
£5.3 million, including £1.5 million of
planned maintenance spending.
In total, the RMBI generated a surplus
of £3.1 million after investment gains
and actuarial gain in the Defined
Benefit pension scheme.
Throughout 2010/2011, the RMBI
maintained its financial strength.
Our investment portfolio performed
well, generating market gains of
£2.1 million. After withdrawing £5.3
million to fund both operating and
capital commitment, the portfolio’s
market value was £50.1 million at the
end of March 2011. Cash stood
at £12.1 million and net assets before
the pension scheme liability increased
to £118.2 million.
Looking ahead, we expect 2011/2012
to be a challenging year. The outlook
for the economy and the care sector
remains uncertain. The full extent of
Government funding cutbacks is only
now being felt. At the time of writing
this, there are almost daily press
reports on the financial difficulties
of some major private care providers.
Nevertheless, with a strong balance
sheet and the unwavering support
of Freemasons and their families, the
RMBI is well positioned to succeed in
this difficult environment.
“I think the Home is excellent. Staff are lovely and my
mother has settled well and has now been here for
nearly three years.”
A relative of a resident at Barford Court, Hove
“I get help with most things that I am unable to do myself.
There is always someone here if I need them.”
A resident at Lord Harris Court, Berkshire
Masonic donations
£3.8m Masonic donations
£2.7m
Investments
£1.6m Investments
£1.8m
Legacies
£1.9m Legacies
£2.2m
Miscellaneous
£2.3m Miscellaneous
£1.3m
TOTAL
£9.6m TOTAL
£8.0m
CHARITABLE EXPENDITURE
£0.5 £0.4
£0.6 £0.6
£0.8 2009-10
£0.9 2010-11
£3.9 £3.8
Charitable support
£3.9m Charitable support
£3.8m
Central care
£0.8m Central care
£0.9m
Governance
£0.6m Governance
£0.6m
Fundraising
£0.5m Fundraising
£0.4m
TOTAL
£5.8m TOTAL
£5.7m
CASH AND OTHER ASSETS
£13.4
£12
£50.4
2009-10 2010-11 £56.1
£52.5
£50.1
Care Homes and property £50.4m Care Homes and property £56.1m
Investments
£52.5m Investments
£50.1m
Net current assets
£13.4m Net current assets
£12.0m
TOTAL
£116.3m TOTAL
£118.2m

CELEBRATING THE PROVINCE OF BERKSHIRE FESTIVAL 25
HOW YOU CAN
HELP
At the RMBI we really appreciate
every pound of the donations
we receive. All our donations go
towards looking after the people
who use our services.
There are many ways to make a
donation towards the work of the
RMBI. Here are just a few ways you
can help:
• By cheque, CAF or KKL voucher, or
via a Lodge/Chapter Relief Chest
blue voucher.
• By credit or debit card, using the
RMBI website at www.rmbi.org.uk
or calling us on 020 7596 2400.
• By text message, texting ‘RMBI11’
and the amount you wish to donate
(£5, £10 or any other amount).
Send the text message to 70700.
• By donating to the RMBI the
proceeds of any eBay item sold.
• By donating any old cars via the
Giveacar scheme. The proceeds of
a sale or scrap can be forwarded to
the RMBI.
You can find more
information on the above
on our website in the
section ‘How to help’.
www.rmbi.org.uk
Here are some
examples of how
your support has
made a difference.
• £100 from the Elizabethan Lodge No 7324 in
memory of a Lodge member, to be used at
our care Home Prince Michael of Kent Court
in Watford.
• Richard Carruthers of the Good Neighbour
Lodge No 8378 donated £300 to Lord Harris
Court, Berkshire, as a contribution towards
buying towels for the residents.
• James Terry Court in Croydon received
£100,000 from a local Surrey Lodge,
Springfield No 6052.
• The Provincial Grand Lodge of North Wales
donated £19,191 towards the cost of dining
room modifications at Queen Elizabeth Court
in Llandudno, North Wales.
CELEBRATING
THE PROVINCE OF
BERKSHIRE FESTIVAL
Ascot Racecourse was the venue
chosen for the celebration dinner
to mark the end of the Province
of Berkshire Festival, which raised
£2,276,000 over a five-year period,
producing the highest amount
per member ever recorded for
an RMBI Festival.
The event was attended by RWBro
David Williamson, Assistant Grand
Master; RW Bro Michael Hooton,
President of the Festival; and
representatives from the Province
and from the RMBI.
The original target set for the Festival
was £1.5 million, but this was
exceeded some time ago. Chairman
of the Berkshire Festival Committee
WBro John Nixon, announced
the grand total to an astonished
520 guests.
At its first meeting in January 2006
the Committee decided to introduce
an Olympic theme, with Gold, Silver
and Bronze awards.
• Bronze award – Members who
raised £300 over the five years
were awarded an alms bag.
• Silver award – Those who raised
£450 were awarded a silver tray.
• Gold award – Members who
raised £600 were awarded an
embroidered fall.
A variety of fundraising activities and
events were organised to help the
Province raise this remarkable total.
Raffles raised over £11,000, the
Chapters donated over £100,000,
and special events were held including
a Black and White Ball, a Hog Roast
and Barn Dance, and a concert
performed by the Royal Philharmonic
Orchestra. Family and friends also
got together to have fun and raised
several thousand pounds.
Many thanks to all those who
organised these and many other
events – the list is endless.
The RMBI is immensely grateful to
the Province of Berkshire for all their
generous support of the Province of
Berkshire Festival, which will enable
the charity to continue and develop its
important work.
RMBI ANNUAL REVIEW 2010–2011
“I enjoy living here and having people around 24 hours a day.”
A resident at Prince George Duke of Kent Court, Kent
From left to right: Gerry Hann (Provincial Charity Steward); Anne Hann; Gail Nixon; John Nixon (Festival Chairman and
APGM); David Williamson (Assistant Grand Master); Margaret Williamson; Vicki Hooton; Mike Hooton (Festival President);
Sue Shackell; Willie Shackell (President, RMBI); Joan Williams; and Peter Williams (Head of External Affairs, RMBI).

OUR GOVERNING BODY 27
IN
SAFE HANDS
Our Governing Body
Grand President
HRH The Duke of Kent, KG, GCMG,
GCVO, ADC
Deputy Grand Presidents
Peter G Lowndes
Jonathan Spence
David Williamson
The role of RMBI Trustees
By James Newman, Chairman
The Board of Trustees is an
essential part of the RMBI. It
has four main meetings a year
as well as an Annual General
Meeting and a Strategic Review
Day. In the intervening months
the Supervisory Board, which
comprises both Trustees and
members of the Executive and has
certain delegated powers, deals
with a wide range of operational
issues.
This year there have been a number of
changes among the Board of Trustees.
I took over as Chairman in October
2010 having been Treasurer for the
previous seven years. I have been
succeeded as Treasurer by Randall
Marks, David Watson has taken over
as Chairman of the Audit Committee,
and John Edgcumbe has become
Chairman of the Property Committee.
In addition, we have formed a new
sub-committee, the Care Operations
and Human Resources Committee,
which is chaired by Sylvia Quayle.
During the year, the Trustees endorsed
a revised senior management
structure introduced as a result of
changes made by the new regulator,
the Care Quality Commission. It also
approved the next phase of a major
capital investment programme in
our Homes to ensure they remain
compliant with changing regulations
and competitive against other
providers. The Board has monitored
the financial performance of the
charity extremely closely in these
challenging times and made sure the
charity’s investments are properly
safeguarded by our investment
managers.
The Trustees have also streamlined the
Boards of both Masonic Care Ltd and
the Masonic Foundation for the Aged
and the Sick, to ease administration
and reduce costs.
Finally, the Trustees continue to
monitor the wider strategic context
in which the RMBI operates. All of
this has kept your Board of Trustees
extremely busy and I am most grateful
to my fellow Trustees, who are all
volunteers, for the time and expertise
they have so willingly contributed, and
would like to thank them on behalf of
the RMBI.
“The staff are very helpful and kind to me and I love them.”
A resident at Prince Edward Duke of Kent Court, Essex
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
Dr John Reuther
Mark Smith
Dr Mac Speake
David Watson
Co-opted Trustees
Sushil Radia
Dennis Vine
Jonathan Weiss
The executive 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
RMBI ANNUAL REVIEW 2010–2011

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 2010 to March 2011 | Published in October 2011