Party plans in Winchcombe

Mabel G M Shickle Charity – known as Tudor House, in Winchcombe.

The Tudor House trustees and residents are planning a lovely garden party in the summer months.

More details coming soon…..

Trustee Meetings & AGMs: Charity Commission updates guidance

The Charity Commission updated its guidance on holding trustee meetings and AGMs during the Covid-19 pandemic on 13 April 2021.

Where it is not possible to hold a socially distanced meeting or if trustees do not feel safe meeting in person, the charity may wish to hold a meeting virtually or by telephone. You should check your governing document to see whether you are allowed to do this. If not, you should take a decision as a trustee body and make a note of this as a matter of good governance.

If it is not possible for you to hold a meeting online or by telephone, you may wish to postpone or cancel the meeting. You should check your governing document to see if there are any rules around postponement or cancellation. If not but you still feel this is the best and safest course of action for your charity, you should record the reasons for this decision to demonstrate good governance of your charity.

If this impacts your ability to submit your annual return on time, please contact the Charity Commission at filingextension@charitycommission.gov.uk to request an extension.

To read the full guidance, please visit:

www.gov.uk/guidance/coronavirus-covid-19-guidance-for-the-charity-sector.

Posted 14 April 21

Almshouse resident May celebrates her 100th birthday!

Eventide Homes resident May turned 100 last November. Due to coronavirus restrictions, the big party planned could not take place, but the charity organised for a Malus Floribundu tree to be planted in her honour to mark her milestone birthday. 

They also put together a wonderful newsletter with photos and a potted history of how May came to Edgecombe Gardens which can be found by clicking here.

Unfortunately May contracted coronavirus just before her birthday and had a stint in hospital, but the amazing lady that she is, May made it out of hospital in time to celebrate her birthday at home and was able to smile through the window and show everyone her card from the Queen !

Photos and newsletter have been kindly sent in and published with the permission of resident May and clerk of Eventide Homes Joe Waters who is also The Almshouse Association Regional Representative for almshouse charities in Dorset, Hampshire and the Isle of White.

If you have a wonderful story about an almshouse resident, charity or trustee that you would like us to publish, please send in to karenmorris@almshouses.org.

Posted April 21

Responsible Investment Guidance Open Consultation

Government Opens Consultation on Responsible Investment Guidance for Charities

The majority of almshouse charities hold investments and must review these periodically to ensure they are offering the best returns for the charity.

Trustees can also consider whether their investments align with their purposes and values and take a more ethical/responsible approach. The Charity Commission offers guidance to trustees on investment matters in their guidance ‘Charities and investment matters: a guide for trustees (CC14)’.

The Government has recently opened a consultation on the guidance provided to charities regarding responsible investments. The consultation:

“seeks views on the clarity of draft revised guidance for charity trustees about adopting a responsible (or ‘ethical’) approach to investing their charity’s funds.”

Our members may be interested in contributing to the consultation as any changes are likely to impact on your internal policies.

You can access all information on the consultation here.

Posted 12 April 21

HRH The Duke of Edinburgh

It is with great sadness that we have learned of the death of His Royal Highness The Duke of Edinburgh.

I know our members, many who have such strong connections to the Royal Family, will share our mourning and reflection. Our thoughts and condolences are with The Queen, our Patron His Royal Highness The Prince of Wales and the Royal Family.

Housing Ombudsman Complaints Handling Code

In response to the Grenfell Tower disaster and in anticipation of the Social Housing White Paper, the Housing Ombudsman published its new Complaints Handling Code in July 2020. The aim of the Code is to ensure that residents are put at the heart of the complaints process and to ensure that complaints are dealt with in a fair, effective, and timely way.

The new code applies to all Registered Providers of Social Housing (‘Registered Providers’) and those charities that have voluntarily signed up to the Housing Ombudsman Scheme. Landlords are expected to meet the Code but it allows for some discretion as to how this is done. There are, however, two prescriptive elements to the Code, which landlords must implement:

  1. A two stage complaints process
  2. Timeframes for responses to resident complaints

The Almshouse Association encourages all of its members to adopt a similar approach to complaints handling as a matter of good practice.

The Code

The Complaint Handling Code is formed of six parts:

PART ONE – Definition of a complaint


The Code defines a complaints as:

“An expression of dissatisfaction, however made, about the standard of service, actions or lack of action by the organisation, its own staff, or those acting on its behalf, affecting an individual resident or group of residents.”

It notes that a resident does not have to use the word ‘complaint’ for it to be treated as such and landlords should endeavour to resolve issues at an early stage to avoid a formal complaint being made.

PART TWO – Accessibility and awareness

The Code states that landlords are required to have a clear and accessible complaints policy and process and this should be publicised on the charity’s website (if you have one), in leaflets, in newsletters, and in other correspondence with residents. The Code also requires landlords to make residents aware of the Housing Ombudsman service and provide contact details

PART THREE – Complaint team, procedure, timeliness and responsiveness

The code requires a social landlord to have a nominated person responsible for handling complaints. This could be a member of staff or, in smaller charities, a trustee. It sets out how the complaints procedure should work, the timeframes for dealing with each step of the process, and expectations on how residents are communicated with throughout the process. 

The Code also highlights the landlord’s duty to cooperate with a Housing Ombudsman investigation should this arise

PART FOUR – Fairness in complaint handling

The complaints process should be resident-focused with residents having the opportunity to put their points of view and expectations of an outcome before a decision is reached. The Code gives guidance on how a complaint should be handled fairly and how to deal with a complaint that is escalated

PART FIVE – Putting things right

Landlords should apologise for any failures identified and seek to resolve issues as soon as possible.

The Code notes the different ways in which a complaint can be resolved and the factors to consider when formulating a remedy. It also addresses concerns about legal liability.

PART 6 – Continuous learning and improvement

The Code encourages landlords to look beyond individual complaints and to consider whether any changes in process to deliver better service to residents. Learning and improvement from complaints should be included in the charity’s annual report.

Compliance

Failures under the Housing Ombudsman Scheme and Complaints Handling Code will result in a complaint handling failure order and the Code sets out the circumstances under which this would happen. The Ombudsman will publish the names of housing providers subject to these orders on a quarterly basis and share this information with the Regulator of Social Housing.

Action to be taken

If your charity has not yet done so and is a Registered Provider of Social Housing (or has been in the past) or has voluntarily signed up to the Housing Ombudsman Scheme, you should complete a self-assessment against the new Housing Ombudsman Complaint Handling Code as soon as possible. The outcomes of the self- assessment should be reported to trustees. A template self-assessment form can be found on the Housing Ombudsman website at:

https://www.housing-ombudsman.org.uk/landlords-info/complaint-handling-code/.

Once your charity has completed its self-assessment, the trustees should implement a new complaints procedure taking into account any deficiencies noted in the self-assessment.

Click here for a Complaints Handling Flowchart

Useful Links

Complaint Handling Code FULL – https://www.housing-ombudsman.org.uk/wp-content/uploads/2020/11/Complaint-Handling-Code.pdf
Housing Ombudsman Scheme – https://www.housing-ombudsman.org.uk/wp-content/uploads/2020/04/Housing-Ombudsman-Scheme-final-version-for-publication-Sep.pdf

Posted April 21

Covid-19 update: 8.4.21

Members will be aware that shielding is now no longer necessary as of April 1st.

From April 9th, twice weekly rapid tests will be available for everyone to test at home. Regular testing, alongside the vaccine rollout are seen as integral to returning life to normal. By using these free test twice a week you can help to flag any potential outbreaks of coronavirus. The tests can be ordered online or collected from larger local pharmacies. You may wish to encourage your residents and staff to use these tests and let them know what they need to do if they test positive.

April 12th marks the next stage of the Government’s roadmap from lockdown. Members should be aware that as of April 12th:

  • Non-essential retail; personal care premises such as hairdressers and nail salons; and public buildings, including libraries and community centres will re-open.
  • Indoor leisure facilities such as gyms will also reopen (but only for use by people on their own or in household groups);
  • As will most outdoor attractions and settings including outdoor hospitality venues, zoos, theme parks, and drive-in cinemas.
  • Self-contained accommodation such as campsites and holiday lets, where indoor facilities are not shared with other households, can also reopen. This may mean you can re-open your guest facilities but we would recommend undertaking a risk assessment first. You are, however, under no obligation to re-open if you do not feel it would be safe for your residents. 
  • Hospitality venues will be allowed to serve people outdoors and there will be no need for customers to order a substantial meal with alcoholic drinks and no curfew, although customers must order, eat and drink while seated (‘table service’). Wider social contact rules will apply in all these settings to prevent indoor mixing between different households.
  • While funerals can continue with up to 30 mourners, the number of people able to attend weddings, receptions and commemorative events such as wakes will rise to 15.

Posted 8 April 21

Association to host webinar on Coming Home Housing Report

The Almshouse Association will be hosting a webinar on April 22nd at 10am, with representatives of the almshouse movement and the Church of England, to explore the recent Coming Home Report from the The Commission of the Archbishops of Canterbury and York on Housing, Church and Community.

Speakers include:

  • Nick Phillips, CEO of The Almshouse Association
  • Bishop Graham Tomlin, Bishop of Kensington
  • Michael Siggs, Clerk to the St Mary Magdalen Hospital Charity
  • Revd Jeremy Fraser, Mission and Development Advisor to the Bishop of Barking
  • Nick Pollock, Archbishops’ Housing Commission – Executive Team Lead

The Report marks the most significant public support for the almshouse model in recent times and gives new impetus to our mission of seeing many more new almshouse dwellings by 2030.

Bringing together these representatives we will have an open discussion on the opportunities and difficulties of realising our ambition. Opening comments from our speakers will be followed by a Q&A session.

If you would like to take part then please register here.

If you have any questions you would like to ask as part of the Q&A, please email Jack Baldan via jackbaldan@almshouses.org.

Posted 8 April 21

New clerk talks candidly about her experiences in turning a charity around.

“Our Charity was founded in the 17th Century as four almshouses for poor widows and initially there was also an apprenticeship grant, although this no longer exists. The current almshouses were built in the 1960s and have since been updated with central heating, double glazing and an extra fire exit. In latter years the board has comprised 4-6 trustees, and a clerk. In 2018 the charity lost trustees due to retirement and death, and one of four almshouses became empty due to the death of a resident. Two new trustees had been appointed, the clerk to the trustees was looking to retire and remaining trustees were aware that governance needed to change – but where to start?

Having recently given up work and been invited to consider becoming clerk, I accepted the role in February 2019. The role was ‘not too onerous’ I was briefed. (Attendance at one meeting a year, write the minutes, collect the WMC or weekly maintenance contribution, sort out the occasional repair or maintenance, liaise with residents and hold the keys for the empty unit.) Fortunately I was encouraged, along with the new chairperson, to attend the Induction for Trustees and Clerks course at the beginning of March. It was a great forum in which to ask questions and to inform ourselves by talking to members as well as listening to the presenters. (It must also be said that it became obvious that many other almshouse charities were making similar mistakes and omissions to those that we were, from conversations that we had during that day.)

The most valuable of resources, The Standards of Almshouse Management and the Support and Care manual were also available and are easily accessed online. These are very enlightening documents, and are  encyclopaedias of best practice for running the charity, performing  the roles of clerk and trustee and ensuring good governance.

We were also encouraged to use the support of The Almshouse Association. On attending the next trustee meeting and feeding back some of the information in relation to where the charity stood and where it should be, one of the trustees felt that they no longer had the personal or IT skills to continue, given the pace and nature of change required and that was when my journey into charity clerking began in earnest.

What were we doing poorly and how has the charity addressed it?

  • The bank account was being signed by the clerk only, and now two signatories are required for that and the investment accounts.
  • We did not understand the accounts fully or the nature of the investment funds. The trustees met with the investment fund manager and have been able to make decisions in relation to these, and similarly for the accounts.
  • Whilst there was a healthy account balance, the WMC did not meet the outgoings of the charity, no quinquennial inspections had been carried out, and properties had not had safety inspections and maintenance undertaken except some minor work for some years. It was very likely that funds would diminish significantly, particularly when the obligations of the charity for safety and good management were met.
  • WMC was being paid by residents in cash. One resident was on housing benefit and it was impossible to determine how the minimal level that the council paid for her had been arrived at. She also made a payment to the charity 4 weekly but there was no reference as to what this was for. (Some major work had to be undertaken to find out that there was a legacy system that the council had which nobody could explain, and the resident made utility payments.) Currently a VOA assessment for Equivalent Fair Rent (EFR) has been received and we have been able to increase the WMC 230% in stages to date and have ensured that our residents who are eligible now receive Housing Benefit. All payments are now made directly into the bank.
  • A simple ‘on the ground’ risk assessment was undertaken by the clerk and the subsequent immediate urgent work meant that more was spent in the first two months than in the whole of the previous year. The absence of a quinquennial inspection was remedied in August 2019, incurring more expenditure, and highlighting the need for more expenditure for safety and standards to be met. The recommendations informed the need for remodelling and refurbishment.
  • Residents had been allowed to undertake work on their properties and two of them had changed their residence from bedsit to single bedroom. The trustees were made aware that this could not continue. A meeting was held with residents (and family members, if they chose to attend.) All  issues were addressed and a step increase in WMC made. It was a huge weight off the minds of trustees when this passed uneventfully. There has since been another increase to the level of EFR for a bedsit.
  • The clerk did not hold keys for the residences, which could cause problems in an emergency. This has now been remedied. Residents know that the charity would not require access except in case of emergency or urgent work and, whilst they have reservations, they also have the option of giving a key to a neighbour or family member instead of the charity if they are unable to be present.
  • There was no day to day way of determining accounts except the use of bank statements. A basic spreadsheet has been implemented, reducing accountancy costs.

What the future holds

  • Refurbishment and remodelling is currently underway, not having been helped by COVID 19 delays. (Our residents and trustees have so far been safe.) Grants have been applied for, and we await the outcome. The charity applied for, and was granted, an interest free loan from the Almshouse Association to help with spreading the cost as we take on board the impact of more than £120,000 of expenditure whilst still undertaking future planning and implementation of responsibilities of the board of trustees.
  • The charity will have a further EFR evaluation when the work is completed to make all residences single bedroom.
  • Policies and procedures will continue to be added/ updated and the clerk and board members to take advantage of the Almshouse Association online training.
  • The charity will consider applying for Charitable Incorporated Status.

It should be said that none of this could have happened so far without the consent, co-operation and enthusiasm of the trustees, since it was a very daunting challenge at the start and will continue for some time still. The advice and support of The Almshouse Association has been invaluable and the dedicated guidance and encouragement of Susan Van Leest has been most welcome,  and for that we are immensely grateful.”

Posted April 21

Eric’s story

Clerk to the Trustees – Eric Williams

70 year old Eric Williams lives in Ludlow Shropshire. He is married and has three children and six grandchildren.

He worked in local government for 42 years, spending 34 years with the former South Shropshire District Council where he headed up the Information Technology department, before retiring in 2009. He has been a parish clerk for 43 years, and is currently clerk to Craven Arms Town Council and three other parish councils. He has also been a clerk to four almshouse charities for a combined total of  37 Years!

Eris has always enjoyed being involved with the local community and since retirement has also been chair of Westfields Special School in Leominster and treasurer to a charitable organisation called Empathy for Special Children.

In 1983 he was asked to take on the role as clerk of the trustees to Sir Job Charlton Hospital Charity. On accepting the position of clerk to the trustees he had no experience about almshouse charities so quickly educated himself by contacting The Almshouse Association for help and advice.  After reading the charities charter and reading the previous minutes, as well as understanding the financial records and working with the chairman of the charity, he soon familiarised himself of the responsibilities of a clerk and the almshouse charity itself.

One of the first changes Eric suggested to the trustees was that he personally collected and banked the weekly contributions from residents, as opposed to paying an agency to do this. Two benefits materialised from this approach; it saved the trust money and it resulted in Eric really getting to know the residents through his weekly visits. This proved to be one of the most satisfying and enjoyable roles of his work.

Eric is proud to be clerk of the trustees to four almshouse charities:

  • Sir Job Charlton Hospital Charity
  • Hosyer-Foxe Charity
  • Elizabeth Massey Almshouses
  • Louisa Powell Almshouses
Eric Williams with two residents at the Hoyser Almshouses ( left – Jim Morgan, centre Eric Williams , right – Reg Davies their oldest resident 92 years of age)

Almshouse charities can have different beneficiary groups, which are derived from the wishes of the benefactor and stated in the ‘Objects’ of the charity in the Governing Document (Scheme).  Regarding the charities that Eric works for, all support the elderly.

As clerk to the trustees, Eric is responsible for the administration, financial management and the management and implementation of all improvements and repairs to the dwellings.

During his regular visits to see the residents, he takes an interest in their welfare and loves to have a chat with them and catch up on all their news. This is the part of his role that he really enjoys and from which he has derived a great deal of pleasure.

He has also been fortunate to have worked with dedicated chairpersons and trustees; some of whom have been involved in the charities for the same length of time as Eric has and have now become life-long friends. Mutual values and a passion for almshouses have provided enduring relationships.

Due to Eric’s involvement in local government, he has been engaged with many areas of the local community, enabling him to gain an understanding of housing, planning, finance, welfare benefits, grants and working with other stakeholders such as social services, Citizens Advice Bureau, The Almshouse Association, housing associations and various other central and local government services, all of which have been a benefit in his work as a clerk to the trustees.

His daily/weekly/monthly work varies from visiting and resolving issues raised by residents, repair and maintenance activities, to health and safety issues, letting of vacant almshouses, administration of the charities and discussions with the chairpersons and scheduled meetings with the trustees. Eric comments,

“My wife Ann says that to the residents “I am open all hours” if she wants to get anything done, she just adds it to my almshouse list and includes herself as a resident!”

With the Hosyers-Foxe Charity, help is provided with Independent living and for many years there was a residential warden at the Hosyers Almshouses although the role does not cover health provision for residents. The last resident warden was the late Mrs Marion Morgan who also looked after the front garden which brought pleasure to all the residents and passers-by and for which she regularly won an annual award from’ Ludlow In Bloom’ for the floral displays. In Marion’s memory the residents now look after the garden and have continued the success in obtaining an annual award.

Hosyers-Foxe almshouses now have a facilities manager appointed who has experience of Health and Safety, providing independent housing support and working with other support services/stakeholders. Eric mentions that the three other charities also utilise the skills of the facilities manager in a similar role, enabling Eric to step back from the daily routines and concentrate on the more strategic/policy issues. 

Eric has been fortunate enough to have built a team of reliable contractors to deal with gardening, cleaning, maintenance and repairs of the buildings as they occur and has established good maintenance contracts as part of his role for items such as boilers, gas and electrical appliances, lift, fire alarms etc. Residents and colleagues alike know Eric as

‘the man who always knows someone who can mend it!’

What motivates Eric the most is working for the welfare and benefit of residents, some of whom have been at the almshouses for a long-time. He also appreciates the close relationships he has with trustees, colleagues, the contractors and finally the historic buildings themselves, situated in such a beautiful town.

“It has become more of a hobby rather than a job!” he says joyfully. “Some of the key benefits that our almshouses offer are the continued opportunity for residents to live independently but also have a community around them if needed. There is a real ‘community spirit’ here and everyone looks out for one another. This is special. Almshouses also provide that independent living for a relatively low weekly financial contribution. This enables our residents to live in an environment that is supportive and helps their general wellbeing.”

The two main challenges for the trustees of the four charities that Eric is involved with are:

  • Attracting new trustees – this is partly being overcome with some trustees sitting on each board of the four charities.
  • Ensuring that the properties are well maintained and that there are sufficient long-term funds available for the trustees to work with.

Eric says of The Almshouse Association,

“The Association has always been there in the background, providing solid advice. They have visited on occasion too, to support us when in need. The guidance manuals for support and care for residents and Standards of Almshouse Management are my valued reference documents and I also enjoy reading the almshouse magazine, the Gazette, which is really informative and provides details of other almshouse charities. It’s good to feel part of something bigger.”