AUGUST 2024

JUNE 2024 

Restructure 

Following Steve's departure, the Housing Related Support (Suffolk) being redesigned - and a few other important things. We have consolidated the Suffolk properties into one team, this allows consistency in working with the local housing and authorities.

Change who we house.

We have done a lot of analysing and consultancy over the last year and made the following decisions.

• A place of growth and change for residents - not just a place to live.

• A model of support treating the resident as a whole (we will use charitable income to plug the gaps that are not met by Housing Benefit)

• Stronger and quicker evictions - for those that impact on other housemates.

• Staff development and specialisms.

• Back to old fashioned key working.

• Fun - putting it back into the activities and the daily interactions with residents.

APRIL 2024

FEBRUARY 2023

What's the Housing Plus Mean???

We are proud to go above and beyond in what we do  and how we do it. (having, receiving, or being in addition to what is anticipated) 

NOVEMBER 22 

SEPTEMBER 2022

MEN'S SHED August 2022

Working in Partnership CPG has secured a grant of £1000 from West Suffolk Council to start a Men's Shed in Haverhill.

Recognition for what the Haverhill team have achieved from REACH.

MILDENHALL - NEW AREA

After consulting with stakeholders, and reviewing the referrals obtained in the current 3 areas it was decided to explore another area for expansion. Within the key criteria of East Anglia and the prefered West Suffolk council the following towns were explored.

Bury St Edmunds - this was quickly discounted due to the saturation of other larger organisations and adequate services - it would be difficult to work our way in.

Newmarket - The unique issues around NM (equestrian) make property higher than surrounding areas, even tho poverty is high as WSC have developed services and own property for the same client group as ourselves it was felt wise to discount as well.

Mildenhall - This was an area identified by WSC - Homeless Manager as an area they would like us to operate in. After exploring area / planning / financial / criminal / health /roads / services / property prices / available stock (as part of due diligence)we have had an offer accepted on a 4 bed (6 after investment) which is due to be operational in June / July 2022.

TRUSTEES

Chair - Colin Marshall has requested to step down as the chair (remain a trustee) in the coming 6 Months - we all thank him for his service.

Geoff Lawn is taking the role of Chair with support of the other trustees.

A key task was to recruit new trustees and we have Mukesh joining the board.

Trustee skills audit, training, code of conduct and resident joint events is still an area that requires ongoing attention.

CENTRAL /

Reorganisation - New Operations Role - Sue increased her responsibility as part of growth restructure. Sue has embraced the new responsibilities alongside her existing duties of property management, Sue will also have administrative support to assist in her role of maintenance in the next 12 months.

New office - as we have the two offices in Haverhill / Ely operational (developed from garages) Cambridge required a workspace as well after the recruitment of a new support worker. As we did not wish to use additional capital expenditure we have used a large room at Cemetery Lodge (leased property from Camb City Council) after some initial resident resistance the office is establishing itself.

OCCUPANCY

The year has ended with occupancy at 96%

VOID NIGHTS 797 below budgeted 1117

8 New residents joined the service.

6 Residents move on in a positive way 4 to own flat / 2 moved in with long term partners.

2 Residents were evicted (1 positive with Camb City Council due to high needs)

1 Unknown

1 Deceased

ROPERTY 58 Beds

We finalised the sale of the freehold on 418a which added £30k to the charities funds and released us from the ongoing duties of managing the site / property. The company that was formed PHMS has now been closed and all liabilities settled.

Flat 1 GER - We had difficulty letting this property as the layout was very poor. We have invested £15,000 in remodelling the flat to have a completely different layout that will enable us to rent out much easier and with greater resident comfort, due to be let in April 22

31 Primary Court - This property became vacant, and as part of the disposals plan was put up for sale, Sale completed and returned £268000. Property was purchased in 2007 for £160000, in the 14 years owned approx £145600 was achieved in rental income.

217 The Rowans has been licenced as a HMO and an additional bed space created.

Mildenhall Property / Expansion Purchase of 6 bed house to be used as a HMO.

109 Crowland Road - Ongoing discussions with Havebury after a failed attempt at purchase to Lease the property instead - this is now looking positive and moving ahead slowly

1,6,7 The Pightle - A private landlord is wishing to sell dispose of his 3 HMOs which are of a very poor standard - after inspection / due diligence - Common ground could not be found.

IN SHORT 

November 2018

Case Study N

N had suffered a significant bereavement and was staying with friends when N decided that life was not living, drug misuse and an underlying Mental Illness were also making things more difficult to manage.

N spent a month in a psychiatric ward and was discharged to a Pringle Property. After a difficult and rocky few months N started to trust and engage with the CPG team.

I am pleased to say that N has just moved into a Housing Association flat of her own in Cambridge, N is working (part time) and has a supportive partner.

N made the difficult decisions and did the hard work, CPG is pleased to have been able to assist.

January 2018 New Property In Haverhill.

The 6 bed property is the latest addition to the other 4 houses, this brings the total bed spaces to 21. 

"Rowans" will be the intake house allowing assessment and getting to know the CPG staff, once settled residents are suitably moved to one of our other long term properties (or outside CPG if more appropriate).

We have two satellite offices on site.

MILTON ANNEX   Made It!  - Feb 2018

After almost 2 years (one in waiting for planning application to be processed) the Annex was completed.  A single garage was 'grown' into a one bed self contained "bungalow" with services and shared utilities with main property. The whole concept was for a local resident who has physical / learning disabilities and has partial sight. To see his smile when I visited after he moved in was priceless.

September 2017

Appointment of Joint Chief Executives from 1 September 2017. 

I am pleased to tell you that the Board has decided to promote Antony Cullup to Joint Chief Executive, responsible for Operations as from 1 September 2017. From the same date, Rob Powell also becomes Joint Chief Executive remaining responsible for finance and as Company Secretary. They will share responsibility for important matters concerning the whole of the Pringle Group in making recommendations to the Board. 

We wish Antony and Rob well in their new roles. 

On behalf of CPG Board

Colin Marshall Chairman. 

June 2017

Dear Residents,

In light of the horrific fire in London this week, I would like to reassure you that we take fire safety with the utmost importance. Our Annual budget for fire protection is £8500 (over 14 sites) this includes the Risk Assessments, alarm, blankets + extinguisher servicing.

Annually we use David Robertson, in a consultancy basis to complete our Risk Assessments and he gives us a list of works / actions required. David is an ex Fireman with 20+ years service.

CPG feels that using an external company is the best for residents and the organisation. All residents are welcome to have a copy upon request.

April 2017

New Employees

We have some rooms / property that we rent out as a commercial activity. The income we receive is ring fenced to pay for One Housing / Support worker and a modern apprentice. The two new roles are based in Haverhill and will be delivering support and activates alongside general housing duties.

January - March 

3 residents committed suicide within a very short time. The loss was terrible to residents and the staff team. The property where all 3 had resided was closed by ourselves.

Investigations and  preparations for Inquests were an appropriate focus of the next 12 months.

CPGs ensured the family's and Coroner were given full access to staff and information.

CPG grew and established a well trained committed staff team that provided 3 types of support:

• Pringle House - supported accommodation with staff on site 7 days week for 12hrs a day. There was activities, and classes most days to stimulate and motivate residents.

• Home and Community -supported residents who were more able in our properties to engage in the wider community and to assist in there recovery and well being.

• Complex Case Clients — supporting those in the community (not in our properties) who had greater needs and more complex crossover of diagnosis and behaviour eg - eating disorders, criminal offences, drug and alcohol addictions.

CPG grew and established a well trained committed staff team that provided 3 types of support:

• Pringle House - supported accommodation with staff on site 7 days week for 12hrs a day. There was activities, and classes most days to stimulate and motivate residents.

• Home and Community -supported residents who were more able in our properties to engage in the wider community and to assist in there recovery and well being.

• Complex Case Clients — supporting those in the community (not in our properties) who had greater needs and more complex crossover of diagnosis and behaviour eg - eating disorders, criminal offences, drug and alcohol addictions.

Oasis - due to changes ahead we had to look for new offices - we soon found them.

SEPTEMBER BBQ - MUCH SILLINESS AND FUN 

July 2010 Derry Murphy  the current Chief Exec of Cambridge Pringle Group passed away after a short Illness.

Company secretary Rob Powell was appointed as Chief Exec.

This was a difficult time for all with 3 new senior staff in post and a staff team mourning the loss of Derry.

In 2009 Colin Marshall became the Chairman of the Board following on from Dr Ron Ryall who had served for almost 15 years. 

1986 -2001

PRINGLE HOUSE HOLIDAY 2001 We are off to stay at Butlins, the driver it was Mark. We were going to stay at Skeggy, it should be quite a lark. We stopped to have a picnic, so not to be too late. The journey passed by quickly, and soon we reached the gate. We found our rooms and settled, to have a cup of tea We opened up our cases, and hoped to see the sea. And then we went for dinner and off to see a play, And then twas time for bed and begin our holiday. We all went in for breakfast, its only just past dark, Then off to see the seals, and also feed the carp. Saw fish in the aquarium, and spied the butterflies, Had cups of tea and, also, tasty little pies. We walked into the town, just to have a look around Then back again for dinner, and the evening music sound A mystery tour we went upon, and ended up at Louth Then, after drinks and sarnies, we travelled further south. Then games and rides and fantasies the island should deliver And back we go for dinner. I hope it isn’t liver! The fantasies are over- twas nice to have a go; We enjoyed a tasty dinner; went on to see the show. The day we went to Skeggy beach, the sea was cold and grey. The sky was fairly cloudy but it didn’t spoil our day. We played a game of rounders and sat upon the sand, Sue and Jackie paddled, life is really grand. They paddled in the water, and turned their toes quite blue; So back we went for lunches, the bowling alley too. We then all had our dinner and went to The Sixties Show. The next day we were leaving, it’s really time to go; The time it passed by quickly – our holiday gone for us So then we travelled homewards on our rented minibus. We stopped for fish and chips at a café on the way, Then all came back to Pringle – what more is there to say? But thanks to all the people who brought the trip about – It really is a shame that you couldn’t all come out.

Below is one of the first leaflets from 2001

Key Phrase that resonates through the years  "a home for life free from the stressors of the "move on philosophy and the uncertainty of the future.

With the onset of community care in 1991, the government made a decision to develop re sources within the community for the care of the mentally ill. NSF had the expertise, through our national network of members, to make effective use of these resources. In addition the organis ation was able to capitalise on its volunteer staffing and skills.

By the early 1990s, the NSF had over 6000 members and ran around 150 regional projects in the housing, employment and daycare fields all over the country. An Advice and Advocacy Service was also provided, answering thousands of queries each year on all aspects of the care and treatment of severe mental illness as well as welfare benefits, carers' problems, accommodation, holidays and other related issues. The NSF campaigned vigorously for the rate of mental hospital closures to be slowed to allow for the proper development of community facilities for mentally ill people and for more trained social workers and community psychiatric nurses as well as small domestic-style units for those unable to cope outside hospital. National conferences were held regularly as part of a national and regional programme of training to raise awareness of mental illness. Courses were run for social workers, psychiatrists, GPs, police, and the probation service.

1970's

1975

By October 1975, these local meetings were in successful operation. It was noted that these group meetings were spaces ‘in which problems could be discussed, and members provided with advice, support and mutual companionship

On 6 October 1975, the NSF could claim that it had over 1000 members, reaching nearly 1500 individuals. It was boasted that the Fellowship had members across the UK, in Northern Ireland and the Irish Republic. Talks were even being held to try to set up similar fellowships in New Zealand, Japan and South Africa. By the Annual General Meeting of February 1976, there were sixty local NSF groups established in local districts. The chairman stated his pride that already these groups ‘views and needs were being listened to and even sought after by the staff of the Health and Social Services. Individual members had found that they could offer each other help, advice and mutual companionship which they had often been without for many years. One member was quoted as having stated ‘how marvellous’ the NSF was, claiming ‘I want to jump on my rooftop and shout out that I have schizophrenia in my family after twenty years of isolation. However, it was clear that this was just the beginning and they already had plans to grow their number of sixty support groups. Future plans were not only to increase the number but also to increase the scope of the work of these local groups. The Annual Report identified that ‘the local groups were looking towards an intensification of self-help, befriending, sitting in, arranging holidays and so on…

The NSF National Office was based in Kingston upon Thames. It was supplemented by regional offices and Regional Committees, a Project Committee and a network of over 150 local groups.(CPG was one of those groups) The Groups were run by volunteer Coordinators, mostly relatives caring for an individual suffering from schizophrenia. Local groups met regularly and organised various activities to inform local people, provide support, influence local professionals and liaise with other agencies. The NSF was financed by charitable grants and donations, fund-raising, Local and Health Authority contracts

With the onset of community care in 1991, the government made a decision to develop re sources within the community for the care of the mentally ill. NSF had the expertise, through our national network of members, to make effective use of these resources. In addition the organis ation was able to capitalise on its volunteer staffing and skills.

John Pringle

On 22 July 1970, Pringle wrote to another M.P. and Chairman of the Association of Psychiatric Work (APSW), Mary Lane, again asked for advice, referring to his endeavours to get a ‘self-help group started. Clearly, the desire to create a self-help group came from the feelings of the lack of help available elsewhere,even from existing mental health charitable bodies.

The first exploratory meeting was held on 25 July 1970 John Pringle chaired the meeting, and it was decided that steps should be taken, primarily through advertising, to fnd out how many ‘relatives of schizophrenics and others interested would be prepared to join a Schizophrenia Society, if formed.’

JOHN PRINGLE LETTER

Fifty years ago, one newspaper article changed the way society talks about mental illness and led to the creation of the Cambridge Pringle Group. On the 9th of May 1970, The Times published an anonymous article by John Pringle. In it, he wrote honestly about his experience of caring for his son who had been diagnosed with schizophrenia and how that diagnosis affected the family. The article resonated with hundreds of carers nationwide whose letters flooded in. A community began to grow, and the National Schizophrenia Fellowship was formed.

* This is the original text of the John Pringle letter that was published in 1970. In the fifty years since it was printed, the language used when discussing mental illness has changed and evolved to be less stigmatising and more inclusive.

The scandalous fragmentation of responsibility between local authorities and the hospital service – the one wanting schizophrenics off the rates even at the cost of their occupying expensive N.H.S. beds, the other responsible solely for the medical aspects and unconcerned with any comprehensive after-care – should be ended. A unified national policy is needed."

What is wanted are small residential settlements where their basic needs, including protection from impossible stress, can be provided in a mutually supportive environment. Such homes would be cheaper than a corresponding occupancy of places in mental hospitals with their high medical and other overheads and where any attempt at normal living, to which they pathetically cling, is impossible.