Annual Report 2021

I would like to thank both our front line and back office staff for their hard work and adaptability during the last year, which allowed us to continue to support our customers. They are always our main priority and as an organisation we had to make sure that we were running a very tight ship in order for us to meet their needs during the pandemic.

This included having brilliant hygiene and cleaning teams, dedicated support calling our most vulnerable customers and ensuring that all our staff and contractors were paid on time. Our IT team worked diligently to make sure our staff could work from anywhere and colleagues in HR and across the business had the additional responsibility of ensuring the emotional welfare of our people during the pandemic.

As well as maintaining our high level of health and safety compliance, we are very pleased that we came within a whisker of achieving our income collection target. With customers at the heart of our organisation we are proud that, through talking to people who were experiencing hardship, we achieved this level of performance without evicting anyone.

To further support young families, we are delighted to have partnered with an early years provider to run our nursery on the Woodgrange Drive Estate, offering a specialist provision to prepare young children for school. This is something that will have positive effects for years to come and give families the peace of mind that their children are starting their education in the best way possible.

We have an excellent working relationship with the Regulator of Social Housing, who completed an In-Depth Assessment (IDA) this year to assess our compliance against its Governance and Financial Viability Standard.

Although we have improvements to make, the process has given us clarity into how we want to shape our future. Regulation makes businesses better and we have embraced the recommendations, which will make us more robust and resilient in the long-term.

One of the ways we are implementing these changes, is to appoint people with specific skills to the Board. We were delighted with the calibre of applicants that we
have received, and we look forward to working with our new Board and Committee Members in the years ahead. We continue to ensure that our staff are all appreciated, whether that is through our ‘Hug in a Box’ treat, shopping vouchers or time off over Christmas. A focus on the welfare of our current staff and attracting new talent to support our work, will ensure a positive future for Estuary.

Of course, there are many challenges aside from the pandemic. We’ve seen labour shortages and the cost of materials increase, but even with these difficulties I’m so pleased that over eight out of ten customers say that they are satisfied with our repairs and maintenance service.

The pandemic highlighted the importance of being a caring provider. We are focussed on supporting customers with whatever obstacles they face. We will never forget that this is our primary role and we will continue to engage with all customers to offer them the best possible service.

 

Ian Martin, CEO

As the Chair of Estuary Housing Association, I look back on the year with an enormous amount of pride. During the pandemic, the principle that the board subscribed to was to keep the residents and staff safe, both in terms of Covid and also the safety of the buildings.

We were able to achieve this through a combination of forward-planning and a good communication structure with both staff and residents.

We procured a good amount of Personal Protective Equipment (PPE), clearly anticipating the numbers that we needed to ensure ongoing protection. This allowed our staff to safely continue their jobs and gave our residents the confidence to allow them into their homes when needed.

As a Board, we also took the courageous decision to remedy cladding issues in two of our buildings, before any certainties were given by insurers or Government on any financial support. This work was a priority for us in order that our residents can feel that we are providing a safe environment to live. The commitment to resident safety was also evident with the compliance work we have undertaken. In particular, during difficult circumstances we were never out of date with our gas compliance, thanks to our teams anticipating and reacting well to the changes of Covid requirements.

As an organisation, we have not underestimated the huge effort that has been put in by our staff to achieve our goals. The pandemic has forced us all to work differently and we responded quickly to ensure that our staff were as prepared as possible.

This included the physical elements that working from home required, such as laptops and ergonomic chairs, as well as the emotional support to help with issues of loneliness and isolation. We have worked with a specialist company to help staff deal with any mental health issues as well as offering a hub office that staff can use for a few hours at a time if they find it difficult working from home because of young children or any other challenges.

We are grateful in the way for which staff have been so flexible to respond to the most urgent matters first and have stepped into roles to ensure that residents’ needs are met quickly and effectively.

Productivity levels remain high and in the future, we are looking at a hybrid model of working to ensure that we can continue to support, train and progress the careers of our talented and capable staff.

Looking to the future, we continue to work closely with our residents and engage with them on issues that affect day-to-day life. Whether that’s through attending a virtual AGM or working with residents to recruit new Board Members, the priority of ensuring residents’ wellbeing remains.

Finally, I would like to thank two of our former Board Members, David Holmes and Paul Kingston who have recently come to the end of their nine-year service. They have both been a huge asset in terms of their expertise and experience and they leave with all of our gratitude.

We are delighted to welcome our new Board Members and revisit the strategies that will further improve the living experience of our residents. Thank you to all my fellow Board and Committee Members, our dedicated staff, our partners, stakeholders and, above all, our residents

George Kieffer, Chair

Housing Stock Total: 4,592

A: Rented Housing/General Needs Housing: 3,794
(this includes Intermediate and Market Rented housing)

B: Shared Ownership: 567

C: Supported Housing and Care: 231

Where our homes are

Location	A	B	C
Basildon	138	2	34
Braintree	29	4	0
Brentwood	111	4	6
Castle Point	113	26	12
Chelmsford	20	23	8
Colchester	237	39	8
Epping Forest	176	23	0
Harlow	0	0	3
London Borough of Barking and Dagenham	129	45	0
London Borough of Havering	419	130	8
London Borough of Redbridge	43	0	0
Maldon	244	27	0
Outside Essex	0	2	0
Rochford	39	15	4
Southend	1353	140	126
Suffolk Coastal	48	0	0
Tendring	88	9	0
Thurrock	431	33	16
Uttlesford	176	45	6

In the last year, we have added 37 Shared Ownership homes and 41 Affordable Rented homes

In an unprecedented year, we are pleased that we were able to maintain key services during the lockdowns. We would like to thank residents for their co-operation and patience to enable us to carry out all repairs and compliance throughout the pandemic to maintain the safety of their homes.

It was important that residents, particularly those who were vulnerable and self-isolating, were kept well informed to minimise further anxieties. We made it clear that our teams would be properly equipped with PPE and that residents didn’t need to be in the same room while repairs were being carried out, in order to guarantee social distancing and create a safe environment for both staff and residents.

The response from our residents has been excellent and we were able to provide the service to keep them and their homes safe. We would like to extend our thanks to residents for allowing us to carry out all work and to ensure that every home was 100% safety compliant.

During the pandemic, we have all had to learn to adapt to new ways of working. We shall be implementing changes to improve the way we communicate with residents, identifying the best method for them as individuals.

This will include following up text messages with phone calls so residents can personally talk to us to understand the process and allow us to reassure them on any matters concerning their homes. We will continue to be accessible to residents and minimise disruption to their lives during any repair work.

We are working closely with Axis, our maintenance contractor, to improve communications and put residents’ minds at ease that we are listening to them and working as swiftly and smoothly as possible to overcome the inevitable delays caused by material and staff shortages.

We are especially proud of the commitment from the organisation to progress with maintenance work to ensure the safety of the buildings for our residents ahead of any guarantee of financial support from the Government. This really sets us apart as an organisation that puts residents first and we are proud that we made this brave decision.

 

Keith Carter, Director of Built Environment

Improvements to our homes

Boiler Replacements	£403,154
New Kitchens and Bathrooms	£632,982
Replacement Windows and Doors	£362,175
External Redecoration	£70,434
Roof Upgrades	£99,952
Storage and Heater Replacements	£538,150
Electrical Works	£362,722
Communal Lighting	£103,927
Damp Works	£22,799
Other Works	£199,763
TOTAL COST	£2,796,059

 

We have continued to monitor and drive improvements to the environment of our residents’ homes.

The highest type of ASB reported by residents was noise nuisance.

We continued to regularly communicate how residents’ behaviour has an impact on other residents.

On reviewing the case handling of ASB complaints, 80% of residents were satisfied with the process and 78% satisfied with the case outcome.

Due to ongoing Covid-19 restrictions, all tenancy audit visits were put on hold during this period.

 

Tenancy Team Activity

Cases of possible tenancy fraud investigated	20
Reports of anti social behaviour (ASB)	437
Anti social behaviour evictions	3
Satisfaction with ASB case handling	63%
Satisfaction with ASB outcome	61%
Breach of tenancy legal cases	79
Breach of tenancy evictions	0
Tenancy review visits	545

 

Compliance and Results

Compliance in gas safety	100%
Compliance in communal electrical testing	100%
Compliance in water hygiene	100%
Compliance in fire risk assessments	99%
Homes which meet the "Decent Homes" standard	100%
Rent arrears as a percentage of rent collectable	3.37%
Rent collection	98.8%
Homes with Gas Safety Certificate (target 100%)	100%
Resident satisfaction with repairs	87.4%
GEMS* Services meet gold standard (target 90%)	97.2%
Emergency repairs completed on time (target 99.2%)	99.2%
Routine repairs completed on time (target 93%)	93.6%

Average performance achieved across the year. * GEMS is an acronym for Grounds Estate Maintenance Services

Spotlight on Broad Street Green, Heybridge

A stunning development of one, two, three and four bedroom homes in a picturesque corner of Essex. Sharpes Meadow provides beautiful, high quality houses to first time buyers and young families.

Total number of homes provided when scheme fully completed - 58 homes.

• 19 1 and 2 bedroom apartments and 3 and 4 bedroom houses
• 15 Affordable Rent
• 4 Shared Ownership

Spotlight on Maldon Road, Burnham

Corinthian Place is a collection of stunning homes in a semi-rural location. These bright and modern properties offer excellent views and a gentle pace of life, but with all the convenience and ease of town living.

Total number of homes provided when scheme fully completed - 72 homes.

• 20 1, 2 and 3 bedroom apartments, bungalows and houses
• 16 Affordable Rent
• 4 Shared Ownership

Spotlight on Bastable Avenue, Barking

Blue Shore is a collection of contemporary one and two bedroom homes in the vibrant London Borough of Barking and Dagenham. These spacious apartments are finished to a high standard and are perfectly positioned with a variety of amenities and transport links close by.

• 23 Shared Ownership

Spotlight on Dovers Corner, Rainham

Knightswood Place is an attractive new community of three and four bedroom homes, perfectly placed for convenient local amenities, commuting to London and relaxing at the coast.

Total number of homes provided when scheme fully completed - 53 homes.

• 16 3 and 4 bedroom houses
• 6 Affordable Rent
• 10 Shared Ownership

Number of Properties Let in the Year

Property Let Details

General needs	146 (16 new and 130 re-let)
Market rent	16
Supported	17
Nursing Homes	5

Schemes in Pipeline

Schemes in Pipeline

Location	Shared Ownership	Affordable Rent	Social Rent
Dovers Corner, Rainham Phases 1, 2b part 2c and 3)	25	12	0
Maldon Road, Burnham (Phases part 3, 4 and phase 5)	9	29	0
Prince Avenue, Southend	8	8	4
Brentwood Blood Centre, Shenfield	11	0	0
The Broadway, Rainham	0	6	0

 

The pandemic highlighted many issues, especially services for vulnerable people. Our teams had to work with slower delivery options, delays on product delivery and being mindful about working in people’s homes who were self-isolating.

Throughout this time, we channelled resources into urgent care but are now also delivering routine repairs. Temporarily, we asked residents to allow a 30-day timescale for repairs to be completed, but we are pleased that it has averaged 16 days.

The incredible work of the Estuary team over the last 18 months is the driving force behind an exciting culture change. The last year and a half has shown that there is a strong desire and determination to do the very best for Estuary and this sector, with staff going above and beyond in so many different ways.

An exciting new improvement has been the way that teams are now no longer working in silos. Instead, they have moved into spaces to ensure all residents’ needs are met quickly and efficiently, which in turn has improved workplace cohesion and employee engagement. So much so that, although this time has been incredibly difficult for anyone working in care and support, there have been no increases in staff turnover. Furthermore, Estuary is recognising staff that have risen to the challenges and are actively promoting from within.

It is an exciting time to be at Estuary as the company continues to innovate and modernise. The company is investing and valuing the staff, which is all being led by our driven and approachable CEO.

As we implement our new strategy, direction and ambitions, we are looking to recruit from within Estuary and across a range of sectors, to secure the best people for our roles.

Having laid the foundations of where we want to go as a business, we are looking to build on that by focussing on our main strengths; building better homes in better communities. This will enable us to give back to residents in a genuine and meaningful way to improve lives and create a more positive future.

 

Julie Snow, Head of People

Digital platforms are helping to modernise the workplace, but we were also adamant that staff’s wellbeing needs to be addressed while working remotely.

An increase in occupational health allowed people the opportunity to access trained counsellors.

Loyalty and excellent work have been recognised with a number of rewards such as a cash plan to reimburse staff for costs normally incurred at the office, gift vouchers and giving staff time off between Christmas and New Year, which is a rarity in this sector.

Regular virtual check-ins ensured that staff felt supported at all times.

Mental Health First Aiders were trained to spot when a member of staff needed a helping hand.

At Estuary, we know the importance of listening to our residents and giving opportunities for them to develop their skills and shape our services. We have worked hard to develop a range of ways for residents to communicate with us and provide feedback to us.

Social media posts:

Social Media Stats

Estuary Facebook:	Total fans: 654	Posts published: 317
Estuary Instagram	Posts published: 44	Stories shared: 83
Estuary Twitter	Total audience: 567	Tweets published: 123
FER Facebook	Total followers: 226	Total posts: 181
FER Twitter	Total tweets: 55

 

Communication Stats

12,691	Texts sent out keeping residents informed
77,539	Emails sent out keeping residents informed
36	Consultations sent out engaging with residents
68	Regular youth club attendance
7	New FER committee members voted in
35	Entries to Estuary in Bloom competition

 

The training sessions were based around general housing knowledge, current affairs in housing and topics identified in the FER member's appraisals.

Resident Stats

Resident training spend	£1,600
Resident training session hours	200
TPAS Landlord Accreditation with a pass rate of	99%
Households subscribed to our emails	4,000

 

01/04/2020-31/03/2021

• 375 Received during this year
• 364 Closed during this year
• 288 Upheld
• 0 Progressed to Ombudsman
• 157 Quick Fixes
• 197 Service Consideration
• 21 Senior Management Review

Exceptional Staff

Throughout this report you will have heard the praise and thanks that have been given to all members of staff. Each played a vital role in what has been a
tremendously challenging year.

We take pride in the way they adapted, responded quickly and pulled together, providing a great strength of unity for the company.

We continue to support and encourage staff development, and indeed look to progress careers internally to keep the quality and high calibre of experience and knowledge within the company.

 

New Nursery Provider

With residents at the heart of the organisation we continually review our services to make sure that we are best placed to deliver the highest quality. When we
see options that could be better for our residents we carefully consider these.

When reviewing our nursery offering we acknowledged that by partnering with a specialist external early years provider, we could deliver an enhanced service to
prepare young children for school. This partnership will have positive effects on these young children for years to come and give their families peace of mind that they are starting their education in the best way possible.

 

Remedying Cladding Issues

We are extremely proud of the courageous decision to remedy cladding issues in two of our buildings, before any certainties were given by insurers or Government on any financial support.

This work was a priority for us in order that our residents could feel safe in their own homes and we could give confidence to them that we were committed
to providing a safe environment for them to live.

 

Customer Ambassadors

Our commitment to deliver truly amazing services has seen the implementation of our new front of house presence - the Estuary Customer Ambassadors
These are our first point of contact, dealing face-to-face with residents, offering a personal, professional and friendly service that is designed to exclusively solve
problems for our customers. The team has been recruited based on past customer service experience, so that they can deliver a five star service to our residents and feed into new consumer standards as they are developed.

 

Creating Great Communities

Looking to the future, we can’t wait to work with our residents and engage with them on a face-to-face basis again, so we can hear first-hand what we are doing well and where we need to improve.

Only through true engagement, listening and delivering on our promises can we provide the first class standard of services and happy, cohesive communities that we strive to deliver.

The last 18 months has been without doubt the most challenging of times.

However, what it has shown is the commitment from staff to want to a make a positive change in our residents’ lives.

When lockdown was announced, we virtually left the office overnight and mobilised our teams to working from home.

We have to thank the superb IT teams who have made the transition possible under incredible time pressures. But also a big thank you to our tenancy team who contacted approximately 200 of our customers who needed a bit of extra support weekly during lockdown to check they were okay. Our care and support staff who continued to look after our supported living residents 24/7 during the lockdown, sometimes struggling with supplies and helped out by other team members.

Just before the Covid pandemic struck, Estuary was busy developing our new Customer Strategy, based on the results of the residents’ Star Survey of which 1,000 of our customers completed. We had already started to workshop and plan an approach to deliver the basics brilliantly, starting with the recruitment of new Customer Ambassadors.

The Customer Ambassadors were recruited on their experience in customer service from a variety of different backgrounds including retail, banking and cabin crew. They will be the first point of contact for the majority of our customers who call us.

Looking to next year, we are looking forward to launching our new Customer Strategy as we prepare for the new Social Housing Residents’ Charter, ensuring that what we do as a landlord will have a direct impact on improving the lives of our residents. This will include keeping residents safe in their homes, championing the Resident Voice, improving our communication and learning from complaints.

I look forward to improving the services we deliver as we all adjust to the new normal post Covid.

 

Helen Gregory, Director of Customer Services

Managing the Care and Support teams during Covid has consumed our every waking hour.

Like others, we had to plan to get PPE equipment and had staff who were isolating, but we pulled together and remained focussed on the importance of every individual. Every member of staff went above and beyond in exceptionally difficult circumstances.

Our Housing Teams spent a lot of time on the phone to vulnerable residents, the elderly and those who were isolating to ensure they had everything they needed, as well as checking in for a chat and general wellbeing support.

Estuary is so proud of every member of staff and we recognise and thank them for their diligence and care.

Customers’ needs have continually been the main priority, despite the challenges faced by the teams, and we have seen the whole organisation pull together to make sure that these much needed services continued to be delivered.

374: Number of vulnerable residents who received additional support from us
27: Number of domestic abuse victims/survivors who received support
23: Number of safeguarding referrals made
7: Number of residents with hoarded properties supported
356: Number of residents impacted by Covid-19 who received guidance/additional support.

Teams across Estuary have really stepped up, not only to cope with the initial challenges of the pandemic, but also to implement new ways of working that improve the lives of residents.

Last year has proved where there is a will, there are ways to work effectively that are out of the traditional office norms.

The role of our care and support teams in supporting people in need has never been more important. They worked incredibly hard to make sure that people in need were safe and well cared for during the most difficult times.

Two residents who receive care and support joined the Federation of Estuary Tenants (FER). This means for the first time our customers have a real voice as tenants, helping to assess policies and discussing proposed changes to Estuary Housing Association that would affect them and their peers.

Our focus, naturally, has been on keeping residents safe this year: we’ve introduced stringent infection control procedures and Health & Safety measures. Allied to this, we launched our new #SafeToSay campaign, with our new Safeguarding Policy in September 2020, with a new easy read safeguarding leaflet for our customers. Our commitment to keep our residents’ safe remained our top priority.

During lockdown activities continued in all of our services and where possible through community activities such as swimming at the hydro-pool and trampolining when they were open.

Social Value £48,000

Eight residents regularly attended a walking group with mild exercise, between twice
and 5 times per week.

 

Social Value £24,374

Six residents regularly participated in mild exercise at trampolining and swimming in the hydro-pool for 3 months.

 

Social Value £2,789

Two residents participated in a gardening club for 2 hours per week.

Despite all of the challenges, this year has been incredibly positive and we have been able to deliver a surplus for the year of £700,000.

Throughout all of the financial decision-making processes, the safety and well being of our residents were always the top priority.

We were delighted to be able to deliver on our planned maintenance programme, despite the pandemic and an important element in this was that we were able to complete all the vital compliance, including gas safety.

We were able to demonstrate to our residents that we spent the budget that was allocated for remediation work and improvements to their homes, showing that we are putting their comfort and safety first. From a financial position, it has been a good business decision to have carried out the works before costs became inflated and materials and supplies were difficult to source because of the pandemic.

In February 2021, the Regulator of Social Housing (RSH) undertook an In-Depth Assessment of Estuary’s compliance with the Governance and Financial Viability Standard. In April 2021, RSH published their regulatory assessment, as G2/V2 versus G1/V2 previously.

Although we are disappointed with the outcome, we have a developed a detailed improvement plan, overseen by our Board and supported by the regulator, to return us to G1 as soon as possible. Our ‘V’ rating will be influenced by our revised corporate strategy, which will be modified in 2021. We believe that as we deliver the improvement plan, we will become a much stronger, robust organisation that will be first in class at providing the best life for residents.

As an organisation we are committed to making a positive impact on both the environment and the future health and well being of staff and residents. We have therefore set aside a  provision to continue to explore sustainability measures to run throughout the whole business and not just the building work that is planned.

 

Michael Hadjimichael, Chief Financial Officer

Chair - George Kieffer

Joined the Board of Management in 2014.
Area of expertise: Banking and Commercial background in both private and public sector.
BM, AR, SC, RC, CS, NC

 

Chief Executive, Ian Martin, MBA, FCIH, FCMI, FRSA

Joined the Board of Management in June 2019.
Area of expertise: Social Housing.
BM

 

Vice Chair, Paul Kingston, MA, FCIH, MCMI

Joined the Board of Management in 2012.
Area of expertise: Social Housing Sector.
BM, SC, CS, NC, RC

 

David Holmes, BA (Hons), CIPFA, CIM

Joined the Board of Management in 2012.
Area of expertise: Finance and Accounting.
BM, AR, NC, RM

 

Chief Financial Officer, Michael Hadjimichael, ACMA, CGMA, BSc (Hons)

Joined the Board of Management in March 2020.
Area of expertise: Finance and Accounting.
BM

 

Richard Bint, MA (Hons)

Joined the Board of Management in 2016.
Area of expertise: Finance and Accounting.
BM, AR

 

Janis Gibson, CMIPR

Joined the Board of Management in 2016.
Finance, Business Development and Marketing and Communications.
BM, SC, CS

 

Robert Nichols, MBA BEng MARLA FNAEA

Joined the Board of Management in 2017.
Area of expertise: Property and Business Development.
BM

 

Chris Blundell, MA, MBA, MSc, FRICS, FCIH

Joined the Board of Management in 2018.
Area of expertise: Property and Development.
BM

Simone Russell

Joined the Board of Management in 2018.
Area of expertise: Social Housing and Local Authority Housing Strategy.
BM, SC, CS

 

Richard Rowntree, BSc (Hons), ACIB

Joined the Board of Management in 2016.
Area of expertise: Banking and Finance
BM

 

Vice Chair (retired), Samantha Jackson, LLB, LLM

Joined the Board of Management in 2016.
Area of expertise: Residential and Commercial Property Law.
BM, AR, NC, RC

 

All members are elected and paid a modest honorarium.

Retired from the Board: 0
Resignations from the Board: 1*
Average attendance: 100%
New Members: 0
Female Members: 3**
Male Members: 9

*Samantha Jackson 1st March 2021 **Went to 2 when Samantha resigned

Would you like to become a Board Member?

Estuary Housing Association Board Members Expressions of interest in becoming a Board Member should be made on 0300 304 5000 or by email to info@estuary.co.uk

Resident Board Members work on a voluntary basis.

Key:

BM Board Member
CS Care & Support Committee
SC Services Committee
AR Audit & Risk Committee
RC Remuneration Committee
NC Nominations Committee

Total Average Rents

A: Average general needs net rent 31st March 2021: £100.38
(this includes Intermediate and Market Rented housing)

B: Average Supported housing net rent 31st March 2021: £108.09

Average rent by area

Location	A	B
Basildon	£99.08	£125.30
Braintree	£110.21	-
Brentwood	£127.28	£91.15
Castle Point	£100.82	£136.00
Chelmsford	£128.10	£118.35
Colchester	£99.60	£112.87
Epping Forest	£120.02	-
Harlow	£113.21	-
London Borough of Barking and Dagenham	£101.77	-
London Borough of Havering	£115.98	£111.71
London Borough of Redbridge	£127.20	-
Maldon	£95.49	-
Rochford	£111.32	£95.20
Southend	£90.79	£105.54
Tendring	£105.89
Thurrock	£96.52	£110.03
Uttlesford	£106.60	£101.58

Before and during lockdown, we invested in our IT offering to improve the infrastructure for the benefit of both residents and staff.

This forward planning has improved the living experience for residents, the working conditions for staff and the communication systems, to provide an improved customer contact experience. This has further been enhanced with the launch of a new repairs contract with Axis, supporting customer service.

Estuary’s Gender Pay Gap Report is available to read.

Totals

Figures in brackets indicate negative values	2021 (£’000s)	2020 (£’000s)
Tangible fixed assets	380,358	375,860
Investment properties	49,881	48,224
Homebuy loans receivables	1,690	1,751
Fixed Assets	431,929	425,835
Properties held for sale	4,378	4,770
Trade and other debtors (money owed to us)	11,993	4,782
Cash and cash equivalents	11,868	7,484
Creditors (money we owe others)	353,864	349,933
Net current assets	5,828	(3,530)
Total assets	437,757	422,305
Other provisions	15,802	4,611
Total financing	63,158	65,577

Our audited accounts are available in our Annual Reports section

Comprehensive Income

Statement of Comprehensive Income for the year ended 31 March	2021 (£’000s)	2020 (£’000s)
Turnover	39,762	42,170
Operating costs	(32,064)	(30,308)
Cost of properties developed for sale	(2,716)	(5,472)
Gain on disposal of fixed assets	1,532	671
Operating surplus	6,514	7,061
Interest receivable	32	79
Interest and financing costs	(6,773)	(7,403)
(Loss)/gain on movement of fair value of investment properties	788	(492)
Share of net profits of the jointly controlled entity	127	46
Surplus/(Deficit) before tax	688	(709)
Taxation	(20)	42
Surplus/(Deficit) for the year	668	(667)
Actuarial (Loss)/gain on movement in pension schemes	(3,087)	2,946
Total comprehensive income for the year	(2,419)	2,279