[clerk.stjohnswilton]

Debbie

Yes, I think you do, but it might depend on how many trustees you have, the number required for a quorum, and how you use your trustees in the first place.

You will clearly be rudderless without a Chairman, so a timely, comprehensive and well-organised replacement programmme (aka ‘succession plan’, of course!) is vital.

If you are close to your decision-making quorum number, then you will also need to make a plan to recruit sufficient numbers of trustees to get their numbers back up.

Finally, you will need succession plans if you involve your trustees meaningfully in the running of the charity.

To explian – we apportion out governance tasks between our 7 trustees.

Each ‘business area’ (Strategy and Risk Management, Financial Management, Property Management, Facilities Management, Governance and Legal Compliance, Resident Welfare, and Staff Management) and each policy document has one trustee who (because of their experience or training) has Oversight of it.

Other trustees, because of their experience or interests, are Consulted on one or more ‘business areas’ and/or policies.

The Clerk or Warden are invariably directly Responsible for executing the ‘business area’ activity, or for drafting and maintaining the policies.

Finally, trustees and staff without an Oversight or Consultation remit, or a specitic Responsibility, on any topic, will at least be kept Informed about it

Our Accountants, Investment Advisers and Legal Advisers may also be Consulted on business areas and/or policies within their area of interest.

To record this, we have set up a Responsibility Matrix (known locally, for obvious reasons, as The ROCI Chart) to give trustees meaningful involvement in the operations of the Charity. The danger, otherwise, is that the management of the charity degenerates into a ‘two pony show’, with all meaningful decisions and all actual work done only by the Chairman and the Clerk.

If you do apportion meaningful responsibilities to your trustees, and involve them in the running of the charity according to their skills – then, for sure, you need to put succession plans in place. The only difference is that you can tolerate a short gap in trustees – but no gap beteen Chairmen.

Happy to discuss this further if you wish.

Nick Stiven
clerk@stjohnswilton.org.uk

[clerk.stjohnswilton]

Debra

I Googled ‘Succession plan for Chrity Chairman’ and Google AI told me the following:

“A succession plan for a charity chairman should proactively identify potential successors, assess their readiness, and develop a plan for a smooth transition, ensuring the charity’s continued success and stability. This process involves evaluating the current board’s skills, identifying future needs, and creating a plan for recruitment and development.
Here’s a more detailed look at the key aspects of a charity chairman succession plan:

1. Strategic Planning and Assessment:

Identify Key Roles and Skills:
Determine the essential skills and experience needed for the chairman role, considering the charity’s strategic priorities and future challenges.

Assess Current Board:
Evaluate the skills, knowledge, and experience of current trustees, identifying any gaps or potential areas for development.
Analyze External Factors:
Consider the charity’s operating environment, including its mission, vision, and values, to anticipate future needs and challenges.
Define Succession Criteria:
Establish clear criteria for selecting a successor, including leadership qualities, relevant experience, and commitment to the charity’s mission.

2. Identifying and Developing Potential Successors:

Identify Potential Candidates:
Explore both internal and external candidates who possess the required skills and potential to lead the charity.

Develop a Talent Pipeline:
Provide opportunities for leadership development, mentoring, and training to prepare potential successors for the role.
Create a Succession Plan for Key Roles:
Develop individual plans for each potential successor, outlining specific development activities and timelines.

3. Transition Planning:

Establish a Timeline:
Determine a realistic timeframe for the transition, allowing for a smooth handover of responsibilities.

Manage the Handover:
Ensure a clear and effective handover process, including knowledge transfer and communication with stakeholders.
Consider the Human Element:
Address the emotional and practical aspects of the transition, providing support to both the outgoing and incoming chair.

4. Governance and Risk Management:

Review Governance Documents:
Ensure that the charity’s governing documents (articles of association, etc.) are up-to-date and provide clear guidance on succession.

Manage Risks:
Identify potential risks associated with the transition and develop mitigation strategies.
Ensure Continuity:
Maintain effective governance and operational procedures throughout the transition.

5. Continuous Improvement:

Evaluate the Plan:
Regularly review and update the succession plan to reflect changes in the charity’s circumstances and strategic direction.

Seek Feedback:
Gather feedback from trustees, staff, and other stakeholders to improve the succession planning process.
Maintain a Dynamic Approach:
Recognize that succession planning is an ongoing process, requiring continuous attention and adaptation.

By proactively addressing succession planning, charities can ensure strong leadership, maintain stability, and continue to fulfill their missions effectively. ”

I was also given links to specific articles that were relevant.

Feel free to contact me if you need more information but can’t get Google to co-operate with you on your device.

Nick Stiven
clerk@stjohnswilton.org.uk

[clerk.stjohnswilton]

Jon

This topic has been aired on this forum several times., I’m afraid. The latest posts can be seen at:

CRM Systems – Looking for Suggestions

With you having 4 units and, presumably, no more than 8 beneficiaries, an expensive software solution would seem to be overkill. I would be happy to discuss with you the efficient (computer aided) paper-based record system we use.

Using Google Drive/One Drive/Box Drive to share both working and final versions of important papers between trustees and staff seems very sensible. As it happens, we use a password protected folder on our website – but it’s the same idea.

What we do have is a standalone, MS Access personnel database, adapted by me from a standard Student Administration template. This records data on potential, current and former residents, trustees and staff. It’s not possible to operate it on a network, although there are ways that separate copies of the database ‘front end’ could be set up to use the same set of data tables. Even then, we prefer to operate just one standalone copy, so no-one inadvertently messes up the data.

We don’t have a similar database for our ‘accommodation units’ although I’m sure one could be put together. We simply use a divided up lever-arch file to record accommodation-related facts (eg for each address the number of bedrooms, heating type, energy supplier, MPAN etc) and an Excel spreadsheet to record maintenance work as it takes place.

I’d be happy to discuss any of this, if you like.

Nick Stiven
clerk@stjohnswilton.org.uk

[clerk.stjohnswilton]

Tina

We don’t, as it happens. But free ‘attendance’ on a Fire Awareness online training course (available on this website) should cover most of what your people need to know, I would have thought.

Nick Stiven
clerk@stjohnswilton.org.uk

[clerk.stjohnswilton]

Well …

Signal Obstruction:
Smart meters rely on a wireless network to send readings to energy suppliers. As you say, thick stone walls, like those found in older buildings, can significantly reduce the signal strength of these wireless transmissions.

Dual-Band Technology:
Some newer smart meters utilize dual-band technology, which involves using a different radio frequency designed to penetrate thick walls more effectively. These meters can potentially have a stronger signal and wider range compared to single-band meters.

Alternative Solutions:
If a smart meter struggles to connect due to thick walls, energy suppliers may offer solutions like moving the meter to a more accessible location or using a dual-band meter if one is not already installed. Or both.

Potential for “Dumb” Mode:
If a smart meter cannot be reliably connected, it may be placed in “dumb” mode, where it functions like a traditional meter without smart features.

I think you should speak to your electricity suppliers ASAP, mentioning all this, and asking for dual-band meters (on the basis that it’s better not to mess about, right from the outset). And warn them that they might well have to relocate all the meters – so they should earmark the staff to do this, if dual-band meters don’t connect.

Finally, remind them that it will be their responsibility to read any ‘dumb’ meters (not that of you or your residents). All avoidable extra lifetime costs to the electricity supplier…. !

Be firm but polite and persistent – as I’m sure you were planning to do, anyway. Good luck.

Nick Stiven
clerk@stjohnswilton.org.uk

[clerk.stjohnswilton]

Hazel

I tend to prefer employment under PAYE arrangements, so I have clearly defined employment rights in law, and running a payroll is simple enough. And (using BrightPay) it can absolutely be done for free by any almshouse charity.

But you could:

1. Google ‘simple standard editable self employed contract suitable for Almshouse new Clerk in UK’, and accept a free trial with Law Depot (which comes up near the top of the list). Their Free Independent Contractor Template is as good a start as any, I would have thought.

2. Add to it, as an annex or schedule, the job specification for a Clerk, to be found in SAM – so it is clear to all parties what is expected of you. And then invite your trustees to examine the draft contract for flaws.

3. After incorporating their comments, and provided you are happy with it too, you should have a pretty good contract.

4. If you still have worries about it, show it to your own, or the charity’s, solicitor, for comment.

Nick Stiven
clerk@stjohnswilton.org.uk

[clerk.stjohnswilton]

Lesley

Have a look at this article:

https://www.nrla.org.uk/news/the-landlords-essential-guide-to-periodic-property-inspections

and you could perhaps adapt the checklist here:

https://www.newham.gov.uk/downloads/file/849/propertyinspectionchecklist

Nick Stiven
clerk@stjohnswilton.org.uk

[clerk.stjohnswilton]

Lisa

If you Google ‘fire risk assessment fomat uk’ you will get a good, concise, AI generated brief on this subject.

Scroll down to ‘Where to find fire risk assessment templates:’ and choose your preferred link. The London Fire Brigade site is as good as any:

https://www.london-fire.gov.uk/media/imhennwd/gn_66_lf_format.pdf
https://www.gov.uk/government/publications/fire-safety-risk-assessment-5-step-checklist

or you could look at the GOV.UK link.

I think you’ll find all you need that way.

Nick Stiven
clerk@stjohnswilton.org.uk

[clerk.stjohnswilton]

Ah, OK.

This might be a useful article to read:

https://www.nrla.org.uk/news/the-landlords-essential-guide-to-periodic-property-inspections

and you could perhaps adapt the checklist here:

https://www.newham.gov.uk/downloads/file/849/propertyinspectionchecklist

I confess that we tend to rely on our periodic QI reports.

Nick

[clerk.stjohnswilton]

Peter

Can you expand, please, on the type of work done for you , where you are NOT already getting a signed certificate of satisfactory work completion? Where such a certificate matters?

Those undertaking work related to electrical, fire, gas, stair/passenger lift, water and vehicle safety are already legally bound to provide certificates of satisfactory completion. I’m thinking of Annual Landlird Gas Safety Certificates, Electrical Installation Condition Reports, Vehicle MOTs, Certificates of Conformity to the Requirements of Fire Safety, Water Certificates of Compliance (for plumbing work), and Stairlift Servicing Certificates (eg LOLER certificates).

Nick Stiven
clerk@stjohnswilton.org.uk

[clerk.stjohnswilton]

In 2025/26, the minimum total auto-enrolment pension contribution is 8% of qualifying earnings, with employers contributing at least 3%. Employees are typically required to contribute 5% to make up the remaining 8%. This minimum contribution applies to earnings between £6,240 and £50,270.
Here’s a breakdown of the minimum contributions:

Employer: 3%
Employee: 5%
Total: 8%

The 5% employee contribution is typically made up of a 4% contribution from their salary, and a 1% tax relief contribution from the government.

Nick Stiven
clerk@stjohnswilton.org.uk

[clerk.stjohnswilton]

Clare

I presume you got your first ‘temporary password’, sent to you by text message, OK? It took a call to CAF Bank for me to discover that my text message had gone to the text-message app’s spam folder. Yes, Messenger has a spam folder, accessible from the app’s profile – who knew?

There were lots of messages in there … .

Beyond poimting that out, I don’t think I can help you, sorry.

Nick Stiven
clerk@stjohnswilton.org.uk

[clerk.stjohnswilton]

Tina

It’s a bit of a ‘curates egg’, isn’t it?

We like the new screen layout compared to the previous one. Being able to add a Payee Reference on the same screen as the payment amount is a great improvement.

The case-sensitive Payee search is a bit daft. For example, I have to type ‘N’ rather than ‘n’ to find my name as a Payee.

The CSV historical transactions download is OK, but we don’t use the bank statement as our primary accounting record. Thus, I record transactions in my accounts first, then set up the payments, and then get them authorised for payment. I manually reconcile entries in my accounts with the bank record of transactions, in due course, after manual inspection of the online banking ‘state of play’.

I have never downloaded bank transactions into my accounts, so can’t help you there, I’m afraid.

One thing I have yet to check out is the bank’s record of recorded but as-yet-unauthorised payments.

Oh for the slick simplicity of a Lloyds Bank business account – but, when we applied, the bank wouldn’t agree to us having one.

Nick Stiven
clerk@stjohnswilton.org.uk

[clerk.stjohnswilton]

Janet

From my research it seems that policies on electric bicycles (e-bikes) and (certain up-market) mobility scooters very often address safety concerns, especially regarding fire risks associated with their lithium-ion batteries. Most policies prohibit bringing e-bikes or mobility scooters fitted with lithium-ion batteries inside buildings and generally restrict their use to designated outdoor areas or racks. Charging is also typically restricted, and policies often recommend following manufacturer guidelines for safe charging practices.

That said, we allow mobility scooters with lead-acid batteries to be charged in the entrance foyers of our blocks of flats so long as they do not obstruct the fire exits. We consider their charging to be no more dangerous than that carried out 24/7 on our stair-lifts.

Any machines with lithium-ion batteries (and thus all e-bikes) on the other hand have to be stored and charged in a designated, lockable shed well away from our flats – that also houses bulky items such as the almshouse BBQ! So far, none of our residents have lithium-ion powered mobility scooters – and we fear that (a) our shed will be too small for them as well as the bikes and (b) too far from our flats anyway. By definition, scooter users can’t walk far.

We may have to consider getting special storage units close to the flats for e-scooters- and maybe the residents will have to pay for their own units as they don’t come cheap. We’ll cross that bridge when we come to it. The likelihood is that those who could afford ‘swep-up’ e-scooters could also afford the secure storage boxes … .

Nick Stiven
clerk@stjohnswilton.org.uk

[clerk.stjohnswilton]

No, a Letter of Appointment for an almshouse is not typically renewed annually, or sent every year to a beneficiary. Instead, it is a long-term contract, usually for life, as long as the resident can maintain independent living. The letter outlines the terms of residency and can be reviewed periodically, but renewal is not usually a yearly occurrence.

Long-Term Tenure:
Almshouse residents are typically beneficiaries of a charity, not tenants, and hold a Letter of Appointment rather than a tenancy agreement. This letter provides a secure form of housing, often for life, as long as the resident can live independently.

Review, Not Renewal:
The Letter of Appointment may be reviewed periodically by the charity, and may be amended in consultation with the resident, but it is not typically renewed or reviewed annually. To do so could be an unnecessary administrative burden.

Annual Maintenance Contributions:
Residents may be required to pay a maintenance contribution, which may be reviewed annually. However, this is distinct from renewing the Letter of Appointment.

Specific Circumstances for “Set Aside”:
The Letter of Appointment can be “Set Aside” under specific circumstances, such as when a resident can no longer live independently, but this is a rare occurrence. The resident has the right to appeal if they believe the termination is unjust.

Source: Google

Nick Stiven
clerk@stjohnswilton.org.uk

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