Annual General Meeting · 10 October 2026

Good morning and welcome to the 2026 Annual General Meeting of Sunfield Home Howick. On behalf of the Board, thank you for your support over the past year and for the trust you place in the Home.

Our purpose remains to provide a caring home where people with intellectual disabilities are valued, supported and able to participate in meaningful activities. Guided by our Christian values, the Board must keep residents’ dignity, wellbeing and individual needs at the centre of its decisions.

This has been a year of significant investment in Sunfield’s future. The Board’s focus has been to ensure that improvements to our facilities are supported by appropriate care arrangements, clear management responsibilities and a sound financial plan. Our responsibility extends to the residents we serve today and to the families who will depend on Sunfield in the years ahead.

The Schafer development represents an important step in that journey. From the Board’s perspective, it is both a major opportunity and a responsibility: the resources entrusted to us must translate into lasting benefits for residents. I thank Laurie Kohrs, our donors and all those whose commitment has helped make this vision possible. We look forward to acknowledging that support at the official opening.

Central to the Board’s work this year were the strategic planning sessions held on 22 July and 7 October 2026. They brought together three connected priorities: ensuring Sunfield’s facilities and services meet residents’ care needs, improving the efficiency of core operations, and strengthening funding and financial stability. This gives us a framework for setting priorities and deciding how best to use the Home’s resources.

The next step is to carry these priorities into practice. The Board has identified work on the staffing structure, estate use, investment strategy and capital allocation, with responsibilities assigned for further assessment and recommendations. We must keep reviewing progress and ensure that decisions are supported by clear information, realistic budgets and the capacity to deliver them.

Financial stewardship remains a substantial responsibility. During the year, the Board adopted the 2026/27 budget and continued to examine operating costs, investment arrangements and future funding needs. The investment review includes fees, portfolio structure and the sustainability of future drawdowns. Further allocation decisions will need to take account of the final costs and remaining commitments of the current building programme.

We recognise the financial pressures faced by families and the importance of dependable care over the long term. The Board must balance affordability with the resources required to sustain that care. This calls for careful expenditure, responsible fee collection and a broader funding base, together with continued attention to the conditions attached to grants and donations.

Good governance also means protecting residents and ensuring consistent standards. The Board has prioritised the development of a safeguarding policy and the appointment and training of a responsible officer. It has also reviewed admissions policies and oversight arrangements. These measures need to support clear accountability and compassionate decisions suited to each resident’s circumstances.

We have continued to consider the skills and experience the Board needs. Yvette Schoeman joined us as a co-opted member during the year and has now been nominated as a Board member. Our search for additional occupational therapy and disability care expertise continues. The Board has also reviewed audit costs and agreed to recommend a change of auditors for approval at this AGM.

I thank my fellow directors for the time, expertise and judgement they contribute. I also thank Don Tully, Tania Darch and the entire staff team for their daily commitment. To Friends of Sunfield (FoSH), our volunteers, donors, families and community supporters, thank you for sustaining the Home in so many ways. Your involvement is an essential part of Sunfield’s strength.

Looking ahead, the Board’s priorities are to turn our strategic plan into practical improvements, protect the quality of care and strengthen Sunfield’s financial foundation. We have made important progress, and there is further work to do. With your continued support, we can build on that progress while keeping residents at the heart of every decision. Thank you.

David Worrall

Chairman