[clerk.stjohnswilton]

Trevor

They could well be right,.if you’re using over 1,000 kilowatt hours of electricity a month.

https://www.gov.uk/vat-charities/what-qualifies-for-relief says:

‘Charities pay VAT on all standard-rated goods and services they buy from VAT-registered businesses.

They pay VAT at a reduced rate (5%) or the ‘zero rate’ on some goods and services.

What qualifies for the reduced rate?

Your charity pays 5% VAT on fuel and power if they’re for:

+ residential accommodation (for example, a children’s home or care home for the elderly)

+ charitable non-business activities (for example, free daycare for disabled people)

+ small-scale use (up to 1,000 kilowatt hours of electricity a month or a delivery of 2,300 litres of gas oil)

If less than 60% of the fuel and power is for something that qualifies, you’ll pay the reduced rate of VAT on the qualifying part and the standard rate (20%) on the rest.’

On the other hand, you’re right that you are exempt from the CCL if you are a charity.

https://www.businessenergydeals.co.uk/blog/climate-change-levy/#:~:text=directly%20to%20HMRC.-,Exemptions%20for%20the%20Climate%20Change%20Levy,charities.
says:

‘Three main exemptions exist from paying the Climate Change Levy on commercial gas and business electricity prices: domestic customers; small businesses; and. charities’

Nick Stiven
clerk@stjohnswilton.org.uk

[clerk.stjohnswilton]

I discovered today thst Lloyds now has a Charities Account that has no monthly charge. The first 100 electronic payments OUT each month are also free (and we have never exceeded 40 transactions a month). We would be charged for cash paid IN—but then we never receive cash.

So this Charity Account is very attractive to us. No charges and the use of Lloyds’s excellent online banking and mobile banking app systems.

I recently discovered that our tiny Lloyds Treasurer’s Account, that was set up to receive our weekly charitable collections from our on-site chapel, had been converted into a Community Account withiut me being aware of the change. A Community Account, unlike the Charity or Treasurer’s Accounts, DOES of course charge a monthly fee. Unfortunately, the monthly charge would go a long way to wiping out the collection income!

Luckily, I got to talking with a Customer Support person (when clarifying the charges raised in respect of Charity Accounts) and was told, by the way, that both registered charities (eg our almshouse charity) and exempt organisations such as churches/chapels that belong to the major Christian denominations (CofE, RC etc) can all open a Lloyds Charity account.

My chapel’s Treasurer’s Account (that had sneakily been turned into a Community Account) was converted into a Charity Account within 5 minutes, over the phone. And I am now 90% of the way through opening a brand new Charity Account for the main almshouse charity, to replace its current CAF Bank account. Hopefully, there will be no glitches. And no charges. And no more of the petty annoyances suffered by CAF Bank users since they.’improved’ their user interface.

The only fly in the ointment, I think, will be the fact that CAF Bank is not part of the Current Account Switch Service, so the change-over will have to be a carefully planned and executed ‘mandraulic’ operation. By me.

Ho hum.

Nick Stiven
clerk@stjohnswilton.org.uk

[clerk.stjohnswilton]

So, so accurate!

I contacted some apparatchik at the HO Service, who had whinged that I had apparently ‘jumped the gun’ by submitting my completed Self-Assessment Form a whole two weeks early.

I replied that they were lucky to get it at all, as I had been close to losing the will to live as I completed what I considered to be a passive-aggressive waste of time. Honestly – 24 pages of ‘Have you mentioned this point (and that point, and the other point) in your Complaints Policy?’

I begged them to save everybody time and effort and simply put out a Model Complaints Policy, tell everyone to adopt it (suitably adapted with their own names, addresses and contact details, ie like the excellent TAA Complaints Policy template), and then ‘manage it by exception’.. That is, we would confirm that we had adopted the model policy – and, if not, say why not.

End of. Job done in 5 minutes.

I do, of course, know that what I suggested won’t change anything as the apparatchik said as much. The HO service ‘had no plans to change their procedures’! And she then sent me on my merry way with several PDF information bulletins – presumably so I could re-educate myself away from thinking such heretical thoughts as I had suggested.

Nick Stiven
clerk@stjohnswilton.org.uk

[clerk.stjohnswilton]

Laura

It’s a tricky area, isn’t it?

The first thing to do is to implement the TAA model policy on the Payment of Staff. To determine the annual salary rise, we look at CPI (never RPI), AWE and Google for surveys on ‘typical private sector pay rises’, in October each year – take an average and discuss it in our Finance Committee. Then we revisit our decision in March, just before the 1 April start of our pay year.

Benchmarking of salaries is almost non-existent in the almshouse world, although the Wessex Almshouse Group (or WAG, details on the TAA local meetings page) does a triennial benchmark survey. However, of the 50 potential responders, only 17 contributed to this year’s survey.

Have you tried chatting to your peers in other almshouses nearby? The discussions don’t have to be entirely dry and transactional – they can evolve into very useful, convivial, networking meetings (as has WAG).

Some people have looked for remuneration parallels in Local Government salary rates. And given that the job of a Clerk is similar to that of a (small, prep-school) boarding school bursar (albeit on a much smaller scale and with a totally different demographic!), you could extrapolate from their salaries.

One consideration would be to reward above-and-beyond performance with only a non repeating bonus. Raising salary for one-off good work locks that increase in, while continually awarding one-off bonuses is a contradiction in terms and ‘hard bakes’ them into the recipient’s pay.

Happy to chat further if you wish.

Nick Stiven
clerk@stjohnswilton.org.uk

[clerk.stjohnswilton]

Annette

Happy to help – please contact me (email address below). I can also help on a newsletter format!

Nick Stiven
clerk@stjohnswilton.org.uk

[clerk.stjohnswilton]

Please tell us how to contact you.

Nick Stiven
clerk@stjohnswilton.org.uk

[clerk.stjohnswilton]

We would say ‘No’ to your first question (‘Would we need to re-advertise?’), and ‘Yes’ to your second question (Is it OK to use our outstanding applications to do another short list and interview?).

We would recommend that you save your advertising funds and trustees’ time!

Nick Stiven
Clerk@stjohnswilton.org.uk

[clerk.stjohnswilton]

Lana

You have a very good system there.

We have something very similar, which we think goes one better. I write a Clerk’s Report to the trustees before each meeting (with guidance from the Chairman if necessary). It has a short paragraph (or two) on each agenda item. Where decisions are required, these are explicitly highlighted and options and recommendations for action are made where I think it would help.

This goes out the week before the meeting, together with an agenda and a reminder of the time, place and date of the meeting, and the names of notified absentees.

The Chairman, trustees and I follow the ‘script’ in the Clerk’s Report but they can (and often enough do) go ‘off piste’ if they think there is a dissenting opinion to be aired or a ‘wrinkle’ I hadn’t thought of.. I annotate my copy of the Report accordingly with notes and decisions etc. A record is thus taken at the meeting, but all the hard work of minutes writing (like you do it) has been done well in advance.

And the meetings can be refreshingly focused and productive.

I usually feel by the end of each meeting that all the necessary decisions (appropriately thought-through) have been taken by a properly briefed Board. Even if it is me that has to do the hard work of thinking through the implications around each Agenda Item in advance! But, in truth, we are (or should be) the persons most up to speed on what’s going on in the Charity and what needs to be done.

Then, similar to your system, minutes writing for me is largely a case of changing the tense of all the verbs in the slightly modified Clerk’s Report, so it becomes ‘reported speech’.

Finally I have to admit that I didn’t invent this system – it’s one of the means of recording meetings that is taught at the Defence Staff College. … .
Nick Stiven
clerk@stjohnswilton.org.uk

[clerk.stjohnswilton]

Margaret

Have you seen this? (You need to click/tap on any picture).

Hoarding

I seem to remember that there was a seminar on hoarding a couple of years ago, organised by the Almshouse Association, located in Tiverton. Perhaps you could contact the Association for information about the seminar contents and see if they have the names of helpful contacts?

Nick Stiven
clerk@stjohnswilton.org.uk

[clerk.stjohnswilton]

Mandy

Mmmm. You’re right (and BrightPay’s website needs to be updated).

BrightPay will not continue with free licences for registered charities, but Benchmark Business Software will.

Interestingly, BirightPay Cloud-based payroll software for 1 employer and 5 employees costs £152.64 pa including VAT and covers pension auto-enrolment and unlimited support. Benchmark’s PY2 payroll software is free for charities but charges £144 pa including VAT for their supporrt package (which I think is important to have).

There’s not much in it, when you have low employee numbers, so I’ll probably stay with BrightPay, as I’m familiar with its layouts etc.

I wonder if anyone uses Benchmark’s PY2 software and could comment on it?

Nick Stiven
clerk@stjohnswilton.org.uk

[clerk.stjohnswilton]

Mandy

Thank you for that. However, interestingly, BrightPay’s website is still saying they are donating free licences to registered charities:

https://www.brightpay.co.uk/pages/communities/

I’ll give them a ring and see if left hand is aware of what right hand is doing/saying! Maybe there will be no NEW licences?

Thankfully, BrightPay’s remarkably cheap for small numbers of employees.

Nick Stiven
clerk@stjohnswilton.org.uk

[clerk.stjohnswilton]

No, I’m absolutely certain that providing a cleaner to a beneficiary is not ‘acting as a carer’, which is defined as ‘the provision of personal care services, such as assistance with bathing, dressing, or medication administration’, which is what is regulated by the Care Quality Commission (CQC). This is because CQC regulates services that provide personal care, and if an almshouse charity offered this type of support, it would fall under CQC’s purview.

Yes, providing a cleaner might be seen as acknowledging a benficiary’s inability to live entirely independently. But then, so could allowing a family member with Financial POA to handle their relative’s finances (eg ensure MMC and energy bills were paid in full and on demand). I’ve certainly done that in the past.

And gritted my teeth and provided a cleaner to a ‘grot’, spending (as we saw it) to avoid a huge decontamination and refurbishment operation when they eventually left us!

Nick Stiven
clerk@stjohnswilton@outlook.com

[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

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