The Local Government Association’s first magazine has published an article written by the Almshouse Association promoting almshouses and their benefits to local authorities.
The article forms the basis of the Association’s engagement strategy with a number of different stakeholders across the housing sector, including local councils, who may wish to explore the option of supporting new and old almshouses in their area.
The full article can be found here
Posted 7 September 2020
Virtual Recruiting can work well!
Charisma recruitment is registered on the Almshouse Association’s Panel of Consultants and they have offered some great advice to any members that may be finding ‘in person recruitment’ a challenge at the moment:
Right now, recruitment may not be at the top of your list of priorities, however, if you suddenly have a need in your team, you may be questioning the logic to start a recruitment process for a vital role at this time, knowing that you may not be able to meet (interview) potential interested candidates face to face.
Let me put your mind at rest by sharing our experiences with you, as the Consultants at Charisma have been successfully recruiting for Almshouse charities and other not for profit organisations, both through personal and virtual interviews, for many years.
With a clear, well-structured, yet flexible, recruitment plan in place, even during these unprecedented times, a successful outcome can be achieved through creative methods!
Expert, insightful recruitment takes time and should not be rushed. A commitment from the Board and executive team to allow this new, virtual, approach to work should allow each search to be made possible and, when an appointment has been made, then to carry this forward on to induction of a new team member virtually too. With the benefit of using technology like MS Teams, Zoom and Skype, presentations can be shared via Dropbox, virtual interviews carried out successfully and you could even give the candidates a ‘tour’ of the offices and a chance to meet the team too – all through these specific on-line platforms.
We can share our experience of just how we have helped our clients to do this in recent weeks and how we can help to ensure that your almshouse has the best people to sustain its activities going forward.
Contact details for Charisma Recruitment: jenny@charismarecruitment.co.uk | 0207 998 8888
Posted 22 July 20
Historic England has produced a new report, Energy Efficiency and Historic Buildings: How to Improve Energy Efficiency , which looks at how you can improve the energy efficiency of historic buildings.
The report highlights the necessity of striking the correct balance between the benefits that improved efficiency can bring, with the harm that can be done to these precious establishments. To achieve this balance the report highlights the need to take a holistic ‘whole building’ approach which takes account of the buildings context, significance and factors which affect energy use.
Carried out properly this approach will ensure that you:
avoid harm to significance are effective, cost efficient, proportionate and
sustainable ensure a healthy and comfortable environment for
occupants minimise the risk of unintended consequences This guidance is likely to be useful to many of our members tasked with protecting and maintaining their historic almshouses. As always, the Association is here to offer support to members who may be looking to renovate their almshouses, so please do not hesitate to contact us.
Posted 20 July 2020
The Almshouse Association would like to make members aware of the new Complaints Handling Code which has been published by the Housing Ombudsman Service.
The Code is meant to ‘a framework for high-quality complaint handling and greater consistency across landlords’ complaint procedures’. This new code is only applicable to those members who are Registered Providers and are therefore obliged to be registered with the Housing Ombudsman, or those who have voluntarily chosen to sign up.
The key areas of the code are:
Universal definition of a complaint Providing easy access to the complaints
procedure and ensuring residents are aware of it, including their right to
access the Housing Ombudsman Service The structure of the complaints procedure – only
two stages necessary and clear timeframes set out for responses Ensuring fairness in complaint handling with a
resident-focused process Taking action to put things right and
appropriate remedies Creating a positive complaint handling culture
through continuous learning and improvement Demonstrating learning in Annual Reports Members will be asked to self-assess against the Code by 31st
December 2020 and to publish their results. Failure to do so could lead to the
Ombudsman issuing a complaint handling failure order.
If you have any questions please do not hesitate to contact The Almshouse Association for assistance.
Posted 13th July 2020
As the lockdown continues to ease around the nation, it is worth remembering to catch up with vital checks which may not have been undertaken as buildings were left understaffed or empty.
A particularly important check at this time is that of water safety. It is highly recommended that members carry out the necessary checks for Legionella. Further advice on this can be found at Chapter 4.15 of our Standards of Almshouse Management Guidance Manual.
In addition, you may want to take our online training course on Legionella –click here to access
Gas
safety checks are also important. The Health and Safety Executive has provided
the following guidance during the Covid-19 pandemic:
Landlords have a legal duty to repair and maintain gas pipework, flues and appliances in a safe condition, to ensure an annual gas safety check on each appliance and flue, and to keep a record of each safety check.
If you anticipate difficulties in gaining access as the COVID-19 situation progresses, you have the flexibility to carry out annual gas safety checks two months before the deadline date. Landlords can have the annual gas safety checks at their properties carried out any time from 10 to 12 calendar months after the previous check and still retain the original deadline date as if the check had been carried out exactly 12 months after the previous check.
You are encouraged to arrange your annual gas safety checks as early as possible, as a contingency against tenants being in self-isolation for a period of 14 days (in line with current guidelines), or gas engineers being unavailable due to illness. The two-month period to carry out annual gas safety checks should provide adequate resilience in most situations.
In the event, you are unable to gain access to the property, e.g. persistent refusal of access due to vulnerable tenants self-isolating, you will be expected to be able to demonstrate that you took reasonable steps to comply with the law and that you are seeking to arrange the safety check as soon as all parties are able. This will need to include records of communication with the tenant, and details of your engineers attempt to gain access.
Health and Safety Executive As always, if you have any concerns please do not hesitate
to contact The Almshouse Association and we will be more than happy to assist.
Posted 7th July 2020
On July 1st The Electrical Safety Standards in the Private Rented Sector (England) Regulations 2020 came into effect for new ‘specified tenancies’. Existing tenancies will not be affected until April 1st 2021.
Please look at our guidance below on what the new regulations require so that you are prepared:
The Electrical Safety Standards in the Private Rented Sector (England) Regulations 2020 new ‘specified tenancies’ from 1st July 2020 and all existing ‘specified tenancies’ from 1st April 2021. These regulations apply to almshouse charities.
Following the inspection and testing charities must:
obtain a written report from the person conducting
the inspection and test, which gives the results of the inspection and test and
the date of the next inspection and test; supply a copy of the report to each existing
resident of the residential premises within 28 days of the inspection and test; supply a copy of the report to the local housing
authority within 7 days of receiving a request in writing for it from that
authority; retain a copy of that report until the next
inspection and test is due and supply a copy to the person carrying out the
next inspection and test; and supply a copy of the most recent report to: any new resident of the ‘specified tenancy’ to
which the report relates before that resident occupies those premises; and any prospective resident within 28 days of
receiving a request in writing for it from that prospective resident. Any further investigative or remedial work identified in the
report should be carried out by a
qualified person(s) within 28 days, unless a shorter period is specified. The charity must obtain written confirmation
confirming that the investigative or remedial work carried out meets the electrical safety standards.
Full details of the legislation and ‘landlord’ responsibilities can be found here: http://www.legislation.gov.uk/ukdsi/2020/9780111191934
NOTE: These regulations only apply to charities operating in England
Posted 6 July 2020
This Rural Housing Week is likely to be dominated by the long term impact of the Coronavirus pandemic. Action with Communities in Rural England (ACRE) recently discussed how a fall in property prices is likely to lead to a reduction in affordable housing in rural areas.
It seems ironic, but as many affordable housing is created through a levy on developers (Section 106), some developers are using a fall in property values as a way of opting out of supplying their affordable housing levy! This is a real concern as many people, young and old, decide to leave the towns and villages where they grew up, for places which are actually affordable. Local businesses lose custom, and these places lose their community cohesion.
The Almshouse Association believes that we have at least part of the solution to this problem. Almshouses are a one thousand year old answer to an age old question around truly affordable, community housing. Today some 36,000 people enjoy independent living in an almshouse community. Many people are not aware of almshouses or how they operate. Historically, almshouses have been started through the philanthropic ventures of a local wealthy individual. The accommodation provided is of genuine high-quality with a focus on community engagement and interaction. These are not just sets of housing which gentrify an area. Instead they are rooted in the communities they serve, with a focus on maintaining a level of affordable community housing in perpetuity by their exemption from Right to Buy. Residents do not pay rent but a Weekly Maintenance Contribution which is below the average rent in the area and helps to maintain the upkeep of the almshouse. Residents live independently in a supportive community where they otherwise would have struggled with lengthy council house waiting lists or extortionate private rent.
Almshouses are often well supported in rural areas under the
Rural Exception Scheme as they are restricted for those people of the local
community forever.
Around the country we see communities embracing almshouses and the benefits they bring. We are proud that many new developments are embracing environmentally friendly solutions, ensuring that the almshouses provide high-quality accommodation and are sustainable for the future.
We believe that almshouses are the ideal rural community housing solution. A solution for the benefits of the local community, led by the community.
Posted 6 July 2020
Loneliness Minister, Baroness Barran has urged people to consider writing letters and cards to those who still have to isolate in an effort to combat loneliness.
The Almshouse Association fully supports this idea and hopes that our member charities can help residents to remain in touch with the outside world if they are still isolating.
Some ways in which this could work include:
Reach out to a local school to arrange for letters to be sent to residents Larger charities may like to establish a penpal network between different almshouses Connect with local charity or mutual aid groups which have formed during the lockdown and provide services such as letters or phone calls There are also organisations such as Arts in Care Homes who may be able to help organise similar activities. If you come up with any ideas, or you already have a system in place, please let us know so we can share your methods and experiences with others.
Posted: 1 June 2020
Record of the Key Decisions made by the Almshouse Association Board of Trustees at Board Meetings (from June 18 onwards).
The most recent decisions are listed first:
3 March 2021, via Zoom
The Board agreed to increase the number of Regional Champions in 2022 particularly looking at Yorkshire and other larger counties and regions.
Governance review at first stage considered a review of Board feedback. A workshop to review strategy was proposed for later in 2021.
The risk register should identify investment risks for The Almshouse Association reserves.
Thanks to all charities that support their staff to attend board meetings should be recognised in the Annual Report.
The Annual Accounts having been reviewed by auditors were approved by the Board.
17th September 2020, via Zoom
The decision was carried by the Board to release £20,000 from the Grant budget and for full flexibility to be granted to CEO for discretionary distribution to charities in immediate crisis up to £3,000 per case. The pilot will be reviewed after 6 months.
The Board voted and unanimously agreed to release a further £5,000 (above the strategic budget) to enable the data collection and Value for Money research to commence.
The Board unanimously agreed with the recommendation made by the F&GP to increase the Grants budget from £250,000 to £350.000.
27th May 2020, via Zoom
11th March 2020 NCVO, London N1
Delegated authority was given to NP to cancel or continue events based on evidence at the time.
The Board approved/adopted the Annual Accounts for 2019 and the Annual Report subject to minor amendments discussed. The Board approved the letter of representation to Buzzacotts.
Delegated authority was given to board members to register the name change from ’The National Association of Almshouses’ to ‘The Almshouse Association’ with the Charity Commission in advance of the filing with Companies House.
Authority was given to recruit regional champions for 9 months and to roll out nationally in 2021.
The new branding and logo was approved and endorsed by the Board. Roll out timing as CEO sees fit.
Following demand for loans and grants exceeding funds budgeted the Board approved an increase in the budget available to provide restricted funds for the provision of loans up to £1,000,000 and grants up to £250,000 for 2020.
19th September 19 NCVO, London N1
The Board supports the recruitment of a part-time campaign manager on a fixed term contract.
The Board supports an office move to suitable new accommodation.
The Board endorsed loans and grants paper as recommended by F&GP.
The Board supports a budget towards almshouse research.
4th June 19 NCVO, London N1
In preparation for the 75th Anniversary in 2021, a Working Party has been set up which includes Board Members, David Healey and Jim Kennedy. The event will include support for almshouses to open up their garden and/or houses to gain local interest.
Following a recommendation by the F&GP Sub-Committee and a unanimous vote in favour by the Board, the Almshouse Association Investments will be managed by Waverton Investment Management.
The Nominations Committee recommended Clive Cook of St John’s Charity, Winchester to join the Board and this was unanimously endorsed.
A grant was given to Anglia Ruskin University, which has produced good analysis of almshouse literature. A Sourcebook has been completed in draft.
13th March 2019, NCVO, London N1
Board unanimously approved the Strategy and Resource budget and asked that an update on delivery should form part of the F&GP agenda and future board meetings.
15th November 18 NCVO, London N1
Organisational strategy reviewed – discussed at length and some changes made – to be re-presented for approval at the March 19 Board Meeting
Proposal to appoint Willie Hartley-Russell to the F&GP sub-committee approved
Agreed that future F&GP meetings would be held in London
Noted that 2019 member subscription fees had been increased by 2% across the board
Following consideration by the sub-committee and the Board, Quentin Elston, Jim Kennedy, Andrew Barnes and David Healey were individually proposed and unanimously elected to the board.
13th June 18 Merchant Taylor’s Hall, London EC2R
The Board instructed the Directorate to prepare policy and procedure for issuing grants to member charities
Updated: 12 May 21
This is an area that we come across a great deal more than one may expect.
Conflict of interest really only comes under scrutiny when
something goes wrong, however when business planning, it is good practice for
trustees to assume that any conflict of interest or potential conflict of
interest should be identified and raised as soon as it is considered. This
means that the board of trustees should be constantly vigilant to “potential”
conflict.
Francesca Quint a very experienced lawyer specialising in almshouses has given some helpful advice.
“The law relating to conflicts of interest can be summarised as follows.
There are two fundamental principles originally developed in relation to trusts but now applicable to all charities and all companies:
(i) A Trustee (or equivalent) must not benefit from his trust, unless this is specifically authorised by the governing document, the general law or the Charity Commission/Court.
(ii) A Trustee (or equivalent) must not allow himself to be placed in a situation where his personal interest conflicts or may conflict or may be perceived as conflicting with the interest of the Trust (or charity or company).
The first question is to identify a conflict or potential conflict. This occurs where the trustee stands to gain personally from a decision or transaction, where someone for whom he is responsible or towards whom he owes an obligation or is otherwise connected with him will be affected, or where he has a duty towards a third party which may conflict with the charity’s interest.
The next step is for the Trustee to declare the conflict, which should be recorded. For a continuing conflict a register of interests may be kept by the charity.
The third step is for the Trustee and the other trustees to decide how the conflict should be managed. This will depend on the severity of the risk to the charity, the charity’s need for information and the degree to which avoiding the conflict (e.g. by the trustee being absent from meetings on the subject) will hamper the work of the charity.
There are a range of possibilities e .g.
The trustees absent himself from all discussion and decision-making on the matter and is not counted in the quorum for that item. The trustee is invited to remain for the discussion part of the meeting in order to provide information but leaves the meeting for the actual decision-making. In addition to his being absent from the decision-making, minutes and other documents relating to the matter are not supplied to the trustee in question. The trustee resigns his trusteeship on the basis that it is incompatible with his interests (or those of people he is connected with). The charity’s interests must always be and be seen to be paramount in trustee decision-making.
Francesca Quint | Barrister specialist in charity law The Charity Commission publishes guidance on the subject, which trustees should read. The guidance recommends that all bodies of charity trustees adopt a conflict of interests policy. https://www.gov.uk/government/publications/conflicts-of-interest-a-guide-for-charity-trustees-cc29
First published in Winter 19/20 Almshouses Gazette