Upload
others
View
4
Download
0
Embed Size (px)
Citation preview
Annual Report
2016
Inchiquin House
Tullymurry House
Knocknalosset
Triumphal Arch Lodge
Clomantagh Castle
Annes Grove Miniature Castle
Loop Head Lightkeeper’s House
Salterbridge Gatelodge
Castletown Round House
Batty Langley Lodge
Galley Head Lightkeepers’ Houses
Merrion Mews
Helen’s Tower
Wicklow Head Lighthouse
Georgian Townhouse
Blackhead Lightkeepers’ Houses
St.John’s Point, Down
Drum Gate Lodge BarbicanMagherintemple
LodgeKiln Wing, Old
Corn Mill
Schoolhouse at Annaghmore
Railway Crossing Cottage
St.John’s Point, Donegal
Termon House
Ballealy Cottage
Table of Contents
Message from the Chairman 2
News from the Chief Executive Officer 3
Irish Landmark Trust Board, Head Office Staff & House Managers 4
Purpose & Aims 5
How Irish Landmark carried out this purpose and achieved these aims in 2016 6
Structure, Governance and management 7
New Properties 8-9
Financial Statements 10-13
Legacies 14
Irish Landmarkers 15
Our Funders/Supporters 16
The comments on the end of the pages are those of our guests.
Cover Images: Triumphal Arch Lodge door before and after.
Irish Landmark Trust gratefully acknowledges the continuing support of The Heritage Council
“Our third time to stay at Loop Head and each time I’m amazed at the house and beauty of the area”
Message from the Chairman
2016 was a year of change and growth in Irish Landmark.
Following years of austerity during which, in common with
every other organisation, Irish Landmark had to concentrate
its efforts on survival by adopting stringent financial policies,
the growing economic improvement during 2016 provided
the organisation with an opportunity to plan with more
confidence.
The generosity and willingness of owners of historic
properties to entrust them to Irish Landmark’s care shows
that the organisation has developed a reputation for careful
stewardship and successful management of the properties
in its portfolio. The continuing development of significant
partnerships with public authorities such as the Office of
Public Works, the Commissioners of Irish Lights and local
authorities, together with the support of the Heritage Council,
further demonstrates the respect in which Irish Landmark is
held nationally.
The Strategic Plan adopted in 2016 was developed to guide
the activities of Irish Landmark for the coming years. The
objectives and actions contained in the plan were designed to
be practical, specific, achievable and measurable.
One of the main objectives of the Strategic Plan is to
ensure that high standards in Irish Landmark’s portfolio of
properties are maintained. Some properties have been in
the care of Irish Landmark for many years and during the
years of austerity it was a struggle to fund essential works. A
Conservation / Technical Advisor was appointed in 2016 to
undertake a comprehensive examination of all the properties,
identify and prioritise repair and maintenance issues and
advise on the best allocation of resources in dealing with them.
House Managers play an important role in maintaining the
quality of the properties and as the main interface of Irish
Landmark with its guests. To assist them in their work and
to ensure a consistency in the standard of presentation
across the full portfolio of, now, 32 properties, a Standards
Officer was appointed. Irish Landmark also continues to
support the House Managers with annual in-service training
programmes.
Simple measures to improve the environmental performance
of the properties were put in place, and energy and
sustainability were agreed to be a priority in any new
properties taken on by Irish Landmark.
The extensive conservation information gathered over the
years on each property was identified as a valuable resource.
It is planned to prepare dossiers for the properties to an
international standard. When completed, these dossiers will
be made publicly available through the website and at each
property, further advancing the educational remit of Irish
Landmark.
The Strategic Plan is an enabling tool and roadmap to guide
Irish Landmark through the next two or three years. It
should not, and will not, be a static framework, but rather
it will adapt and develop as tasks get completed and new
priorities are identified.
The actions already taken and strategic policies adopted
in 2016 will allow Irish Landmark to move forward with
confidence in the coming years.
Mary HannaApril 2017
2
“Knocknalosset House is a delight, and a wonderful get-away from the distractions of modern life “
News from the Chief Executive Officer
New properties … new Staff… new Strategic Plan
In total, six new properties were added to the Irish Landmark
portfolio in year 2016. Five of these are lighthouse properties,
and complete the project that commenced some years ago
when the Commissioners of Irish Lights achieved InterReg
funding through the SEUPB (Special EU Programmes Body)
for the conservation of a number of properties on lighthouse
stations located in Donegal, Down and Antrim. These new
properties have been named after boat types, and are known
as Ketch and Sloop at St.John’s Point in Co.Down, Clipper and
Schooner at St.John’s Point in Co.Donegal, and Blackhead
Cutter in Co.Antrim.
In addition to the new lighthouse properties, Irish Landmark
received its first ever gift of a property – the Railway Crossing
Cottage near Donegal town. The American owners of the
property, Jack and Connie Denne, had carefully restored the
cottage about 20 years ago and spent three months of every
year in the cottage. Having reached an age where the annual
trip became onerous, they decided to give the cottage to
Irish Landmark to ensure that their contribution to the local
heritage will have a viable and sustainable future.
Administrative UpdateIrish Landmark attended at the Holiday Fairs in Dublin, Cork
and Belfast that take place in January and February each year
and had a stand at the Dublin Horse Shown in July.
In March 2016 a new job was created within the Head
Office team, Standards Officer. The Standards Officer has
responsibility for the management of Irish Landmark’s House
Managers. In summary, the brief for the role is three fold:
monitoring House Manager performance; ensuring the high
standards in the presentation of the properties; and ensuring
that great guest experiences are available at each property.
The annual House Manager event took place in May. The
training element of the day focused on fire regulations and
the potential for energy efficiencies at properties.
A major task undertaken in 2016 was the adoption of a new
accounting system. By end of April full and successful transfer
from TAS Books to Xero had been completed, and the new
accounts system has since proved to be less time consuming
and more suited to Irish Landmark requirements.
New Strategic PlanA new Strategic Plan was finalised in May 2016. This
three-year plan is a frame work to support the continuing
development and future direction of Irish Landmark Trust.
Early actions completed by end of 2016 include the adoption
of a new accounting system; and promotion of energy
efficiency practices at the properties.
Key StatisticsThe ‘minimum stay’ policy was amended at the beginning of
year 2016 from a 2-night to a 3-night minimum requirement.
This change reduced the number of bookings but resulted in
an improved contribution per booking. The total number of
bookings in 2016 was 1,530. Occupancy increased by 1% on
2015 figures. It was decided at year end to return to the two-
night minimum stay policy, but to adjust pricing to ensure
that contribution was not negatively impacted. Numbers of
guests who stayed at Irish Landmark properties in 2016 was
c.4,600.
All Irish Landmark properties were open for a day during
Heritage Week and a day during European Heritage Open
Days. In addition some properties opened during Culture
Night, Open House night and local events. In total the
number of visitors to properties during these events
exceeded 5,000.
Board MembershipDue to pressure of work and the development of new hotels,
Bill Wolsey retired from the board in May 2016. Loughlin
Kealy, outgoing Chairman, also retired. Mary Hanna was
appointed as Chairman and Mona O’Rourke joined the board
at the AGM.
In conclusion, I would, as always, like to record my thanks to
the Board of Irish Landmark for its great work in supporting
the executive team. I’d also like to put on record my sincere
and grateful thanks to all members of the Head Office and
House Manager teams. Irish Landmark could not have
achieved so much without the contribution of all these
people.
Mary O’BrienApril 2017
3
“I couldn’t imagine a nicer property than the Ketch, and in such a beautiful location”
Nicholas Robinson, President
Mary Hanna, Chairman
Mary Apied
Richard Blakiston Houston
Eugene Downes
Mary O’Brien, CEO
Irene Carroll
Caroline Crowley
Lorraine Bell
Gerard Boyle
Shirley Bryant Clark
Gail Butler
Gerald Butler
Monica Butler
Miriam Conway
Walter Corr
Michael Cronin
Mary Finan
Rita Harkin
Andrew Kavanagh
Peter Kelly
Camilla McAleese
Edward McParland
Mona O’Rourke
Michael Parsons
Kevin Mulligan
Niall Power Smith
Nadine Cregan
Audrey Lawler
Diana Molohan
Suzanne Cantwell
Ken Davis
Grace Deegan
Arron Faye
Anne Foley
Alice Gallagher
Mary Geaney
Teresa Geaney
Martin Hendersen
Maro Kingston
Penny McBride
Brenda McClarty
Sarah Melvin
Corin Smith
Suzan Smyth
Pamela Stewart
Peter Theloke
Irish Landmark Trust Board at 31 December 2016
Head Office Staff at 31 December 2016
House Managers at 31 December 2016
Auditor: KPMG
Solicitors: P F O’Reilly, Dublin
Cleaver Fulton Rankin, Belfast
4
Purpose and aimsIrish Landmark Trust is established in both the Republic of Ireland (1992) and Northern Ireland (1996) as a not-for-profit company, limited by guarantee, with charitable status in both jurisdictions.
The purposes of Irish Landmark Trust are:
• to act as an educational trust for the purpose of conserving, improving and restoring buildings of character and
architectural merit, and to that end, to rescue, restore and make available to the public architecturally significant
small buildings which form an important part of the landscape in which they are set but whose restoration could not
otherwise be economically justified; and
• to document the construction methods used in the buildings rescued, document techniques used in restoration,
promote and develop the skills required to enable historic buildings to be restored in a manner consistent with their
original character and to promote public appreciation and understanding of the historic and architectural importance
of the selected buildings
“This wonderful Railway Crossing Cottage is steeped in history and beautifully restored”
Railway Crossing Cottage, Donegal
5
“A stay at St.John’s Point Donegal is detox heaven, with no wifi or television”
Window repair at Saunderscourt, Wexford
Saunderscourt, Wexford
How Irish Landmark carried out this purpose and achieved these aims in 2016
Preserving historic places.
During 2016 work was carried out at Saunderscourt Gate
Lodges in Wexford to stabilise the structures and improve
the site.
The Mall, a traditional Irish Cottage near Mitchelstown,
Co.Cork, was completely re-thatched.
Conservation of the five new lighthouse properties was
completed in 2016 and by the end of the year all these
new properties were available for holiday letting.
A former Railway Crossing Cottage in Donegal was given to
Irish Landmark. This had been authentically restored by its
former US owners and Irish Landmark’s role is to continue
to preserve this cottage as a now rare authentic example
of former railway architecture in Co.Donegal.
Promoting public enjoyment of historic places.
The buildings rescued by Irish Landmark are available
to, and enjoyed by, many people. Almost 5,000 people
experienced a stay in an Irish Landmark property during
the year. (This was down on 2015 numbers due to the
fact that the minimum stay policy was changed from 2
nt.minimum to 3 nt.minimum. This resulted in a reduction
in the number of bookings.) These visitors enjoy a very
tangible experience of the past which requires no prior
knowledge or qualification. To live in an historic building,
even for a short time, has the capacity to inspire and
offer a sense of beauty and peace. The availability at the
properties of the history of each place and its physical and
historical context encourages visitors to learn more.
In addition to making the properties available for guests
wishing to stay in them, in 2016 over 5,000 people visited
the properties on open days.
Ensuring high standards of presentation and great guest experiences
A new role was created within the Head Office team. In
March 2016 a Standards Officer was appointed. The brief
for the role is to ensure high standards in House Manager
performance, presentation of properties, and guest
experience.
Almost 5,000 people experienced a stay in an Irish Landmark property
during the year.
6
Structure, governance and management
“Our stay at Castletown Round House was like a dream; we didn’t ever want to leave”
Irish Landmark is incorporated in the Republic of Ireland and
separately in Northern Ireland as a not-for-profit company.
Charitable status has been achieved for both companies.
(The new Charities Regulatory Authority for the Republic of
Ireland was established on 16 October 2014. On that date
Irish Landmark Trust was deemed to be a ‘registered charity’
under the 2009 Charities Act and was issued with a new Irish
Registered Charity number, 20028909.)
At the end of 2016 there were fourteen trustees on the
board of Irish Landmark and an ex-officio President. All
give their time voluntarily. In addition to attending at
board meetings, all trustees take part in the work of the
organisation by sitting on various committees. In 2016
the number of permanent board sub-committees was
reduced to two: Property Committee and Finance & Audit
Committee. From time to time a General Purposes ad
hoc committee meets to consider the appointment of new
trustees or deal with exceptional matters. Time-limited task
groups are set up, as required, to assist with special events,
marketing and fundraising.
Board meetings take place, on average, every two months.
The Finance and Audit Committee meets every month and
the Property Comittee meets about every two months.
The organisation is managed on a day to day basis by a
Chief Executive Officer, who works with an executive team of
five, giving a total staff of six. Three staff are on contracts of
indefinite duration, three on fixed term contracts. Three staff
work full time, two work 4 days a week and the sixth person
works 3 days a week.
The executive team is augmented by a team of 25 House
Managers, who work on a part time basis, dependent on
bookings at each of their individual properties.
The gross salary of the CEO in year 2016 was €65,740,
which includes an end of year additional payment of
€2,000.
Trustees receive no payment as board members of Irish
Landmark. As noted in Clause 3 of the Memorandum of
Association of The Irish Landmark Trust Limited, “…no
remuneration or other benefit in money or money’s worth shall
be given by the company to any director …”
The executive team is augmented by a team
of 25 House Managers, who work on a part-time
basis.
St.John’s Point, Down
7
New Properties
These new properties mark a significant
enhancement of the existing partnership
between Irish Landmark and Irish Lights
“Clomantagh Castle is a wonderfully restful place for a family gathering”
Blackhead Lighthouse at night
Five new lighthouse properties added to the portfolio
2016 saw the completion of the new lighthouse project.
The new properties include two houses each at St John’s
Point in Co Down and St John’s Point in Co Donegal
and a third property at Irish Landmark’s existing site at
Blackhead Co Antrim.
These new properties mark a significant enhancement of
the existing partnership between Irish Landmark and Irish
Lights – a partnership that had already seen six lighthouse
properties given a sustainable new use and purpose.
As the keepers and custodians of some of the most
spectacular maritime heritage properties on the Island of
Ireland, Irish Lights established the Great Lighthouses of
Ireland partnership to promote tourism activity on twelve
lighthouse stations. Each site offers unique experiences
that complement the richness and beauty of Ireland’s
coastline, by welcoming all visitors to explore, discover
and meet the people who are passionate about these
special places.
The Great Lighthouses of Ireland project has been funded
by the European Union’s INTERREG IVA cross border
programme, managed by the Special EU Programmes
body (SEPUB).
St.John’s Point, Down
8
Railway Crossing Cottage, Co.Donegal
This cottage was known as ‘Gate House No.9’ because it
was the ninth crossing cottage on the Killybegs branch of
the County Donegal Railway. It was originally constructed
in c.1892/93 and through the years was inhabited by a
succession of families up until the late 1970s, when it
seems to have become abandoned.
Jack and Connie Denne purchased the cottage over 20
years ago. Connie’s grandmother was the wife of one
of the ‘gate-keepers’. They restored it very carefully and
authentically. Every year Jack and Connie spent three
summer months at the cottage in Donegal. Having
reached an age where this annual pilgrimage had become
more difficult, they decided to give this beautiful property
to Irish Landmark, so as to ensure their loving and careful
restoration would be enjoyed by many more people.
The large gate in the front of the cottage is a replica of
the original gate, but for convenience has been mounted
differently. The original was hinged to the wall on the
right side (facing the building) and swung across the road
to block traffic as the train came through. Opposite, on the
other side of the road, another gate would have swung
open to block traffic coming from the other direction.
Six trains daily (three round trips) passed through these
gates going to and from Killybegs.
Jack and Connie Denne gave this beautiful property to Irish Landmark, so as to ensure their loving and
careful restoration would be enjoyed by many more people.
Railway Crossing Cottage, Donegal
“Loop Head is a unique property in a great part of the world”
Railway Crossing Cottage kitchen
9
Accounts for the Company Registered in Dublin No. 195260
Unrestricted
€
Restricted
€
Heritage
€
2016Total
€
2015Total
€
Incoming Resources
Heritage Council Grant
Other grants and donations
Income from fundraising activities
220,000
7,470
459,179
-
40,000
12,880
-
100,000
-
220,000
147,470
472,059
220,000
17,008
471,236
Total Income
Expenses - conservation, maintenance and
management of 18 heritage properties
686,649
(683,538)
52,880
(639,280)
100,000
-
839,529
(683,786)
708,244
(671,740)
Operating Surplus
Other Income
3,111
50
52,650
-
100,000
-
155,761
50
36,504
60
Surplus on ordinary activities before
taxation
Taxation
3,161
-
52,650
-
100,000
-
155,811
-
36,564
-
Retained surplus for the financial year 3,161 52,650 100,000 155,811 36,564
The Irish Landmark Trust CLG – Republic of Ireland Income and expenditure account and other comprehensive incomefor the year ended 31 December 2016
On behalf of the board
Niall Power SmithDirector
Peter KellyDirector
There are no other comprehensive income and losses for the year or preceding financial year. Accordingly no statement of
other comprehensive income has been prepared.
10
On behalf of the board
Niall Power SmithDirector
Peter KellyDirector
Accounts for the Company Registered in Dublin No. 195260
2016
€
2015
€
Fixed Assets
Tangible Assets 157,786 5,538
Current Assets
Debtors
Cash at bank and in hand
10,370
279,320
5,289
286,665
289,690 291,954
Creditors: amounts falling due within one year (173,972) (179,799)
Net current assets 115,718 112,155
Net assets 273,504 117,693
Funded by:
Unrestricted Funds:
General Funds
Restricted Funds:
Restricted Funds
Designated Funds
Heritage Funds
70,854
52,560
50,000
100,000
67,693
-
50,000
-
117,693 117,693
The Irish Landmark Trust CLG – Republic of Ireland Balance Sheet at 31 December 2016
11
Accounts for the Company Registered in Northern Ireland No. NI 031218
The Irish Landmark Trust Limited – Northern Ireland Income and expenditure account and other comprehensive incomefor the year ended 31 December 2016
2016
Stg£
2015
Stg£
Incoming Resources
Grants and donations
Income from fundraising activities
773
151,062
19,795
146,413
Total Income
Expenses - conservation, maintenance and management
of 9 heritage properties
151,835
(161,440)
166,208
(146,433)
(Deficit)/surplus on ordinary activities before taxation
Taxation
(9,605)
-
19,775
-
Retained (deficit) /surplus for the financial year (9,605) 19,775
On behalf of the board
Niall Power SmithDirector
Peter KellyDirector
There are no other comprehensive income and losses for the year or preceding financial year. Accordingly no statement of
other comprehensive income has been prepared.
12
Accounts for the Company Registered in Northern Ireland No. NI 031218
2016
Stg £
2015
Stg £
Current Assets
Debtors
Cash at bank
24,914
28,484
26,630
18,941
53,398 45,571
Creditors: amounts falling due within one year (40,451) (23,019)
Net assets 12,947 22,552
Funded by:
General funds 12,947 22,552
12,947 22,552
The Irish Landmark Trust Limited – Northern Ireland Balance Sheet at 31 December 2016
On behalf of the board
Niall Power SmithDirector
Peter KellyDirector
13
Legacies
A legacy to Irish Landmark Trust is tax-free, since a
bequest to a charity is not liable to inheritance tax. A
legacy, or charitable bequest, to Irish Landmark Trust
could give new life to a historic building; it could provide
future generations with the opportunity to experience
how our ancestors lived.
Each year Irish Landmark has to turn down a growing
number of properties that merit our attention simply
because we do not have the funds or resources to restore
or conserve them.
Gifts left to Irish Landmark in wills could be an important future source of income.
There are different types of legacies.
• A specific bequest
• A residual bequest
• A contingent bequest
Your solicitor can help you decide which is most
appropriate for you.
Small or large, every gift we receive in a will makes an
important contribution to our work.
RECOGNITIONA will is a very personal document and many will want
to keep its details private. If you are comfortable about
revealing your intentions to us, we shall appreciate the
opportunity to thank you for your generosity and to
discuss with you how best to use your gift. All legacies will
be acknowledged after receipt (unless the donor wishes
otherwise).
“Ballealy Cottage is a wonderful hideaway with ample room for a family”
Each year Irish Landmark has to turn down a growing number of properties that merit our
attention simply because we do not have the funds or resources
to restore or conserve them.
Knocknalosset House, Cavan
14
Irish Landmarkers
“Our stay at St.John’s Point in Donegal was peaceful and tranquil: simply fantastic”
Irish Landmarkers are an important part of the family of
Irish Landmark Trust. Becoming an Irish Landmarker is
a great way to support the work of our organisation. The
subscriptions received make an invaluable contribution to
our work.
Everytime someone stays in an Irish Landmark property
they are helping to sustain a part of Ireland’s built
heritage. It is important that we share this architectural
legacy with the wider community. However, the costs of
conservation and ongoing maintenance normally exceed
the revenue we earn from holiday rentals. This means
that we depend on donations and support so that we can
continue our work.
As a registered charity in both Republic of Ireland and
Northern Ireland, Irish Landmark Trust is eligible to receive
donations to support its work. Our ‘Irish Landmarker’
programme provides us with a steady and reliable income
that gives us the essential confidence we need to take on
often daunting challenges.
To all those who are already subscribers, we take this
opportunity to thank you for your loyalty and commitment
to Irish Landmark.
Your support is appreciated.
Everytime someone stays in an Irish Landmark property they are helping to sustain
a part of Ireland’s built heritage.
Rethatching at The Mall in Mitchelstown
15
Our Funders/Supporters
Irish Landmark Trust gratefully acknowledges the continuing support of The Heritage Council
16
Help Irish Landmark ensure that a BEFORE like this
Doesn’t become an AFTER like this
Belline Lodge 2007, and Belline Lodge 2013
Irish Landmark
Trust
Tel: +353 1 670 4733
Email: [email protected]
WWW.IRISHLANDMARK.COM
THE IRISH LANDMARK TRUST LIMITED
IRISH LANDMARK TRUSTREGISTERED IN DUBLIN NO.195260; REG’D CHARITY NO. 20028909REGISTERED IN BELFAST NO.NI031218; REG’D CHARITY NO. NIC101205