One of the objectives of The Almshouse Association 5 year strategy is to raise the profile of almshouses. A big part doing this involves speaking to the press, being interviewed for statements and publishing news and stories about almshouses and the almshouse movement. It goes without saying that everyone wants positive PR and wants to avoid bad PR, but this is not always something we can control.

When dealing with any enquiries from newspapers, broadcast press (including radio and TV stations), journalists and press relations personnel, there is always a potential for them to ask awkward questions or ‘dig’ for more information. We may not want this information in the public domain without consultation with our Press Relations Agency (PR) and/or our Chair/CEO.

It is not a case of shying away from challenging questions, but there are a number of ways to put across a message without encouraging ‘negative press’.

Over the next 12 months, as the Association works on a Public Relations Campaign to raise the awareness of the Almshouse Movement and The Almshouse Association, more people will learn about our purpose and work, and almshouses in general.  We hope that we will receive a lot of interest from the press, however, it would be naïve to think that this would all be about the 75^th Anniversary. Some journalists may also want to ask more challenging questions. They may contact the Association or they may contact almshouse charities directly.

The Almshouse Association is here to help you. We will be very happy for you to refer any journalists to us so that we can support you.

We have put together some guidelines that you may find useful and will help protect the integrity of your almshouse charity and the almshouse movement.

Guidelines

1. Overview
   Whilst our flow of information to the media will always be positive, with greater recognition comes greater scrutiny and the need for a strategy to handle criticism or negativity. It is important that any negative questions or comments are dealt with promptly. It is sometimes tempting to hope that a problem will go away or you may feel it is too small to create interest. With the media, a negative story can get out of hand in minutes and a reputation can be destroyed. This is particularly relevant in these days of social media. Re-building trust and confidence can take a long time so we recommend treating every potential negative story as a matter of importance. It may disappear but if you are prepared for the next step you will never be on the back foot.
   
   Please, therefore, alert your designated media contact about anything that you are not comfortable with as soon as possible and please contact the Association if you need any help.  
   
   
2. Designated Media Contact
   At The Almshouse Association, the Chief Executive, Nick Phillips, has overall responsibility for media issues and will approve all internal material before it is sent to any media, or, he will designate an alternative manager at times of his absence. Similarly all media calls to your charity should be directed to the Chief Executive in the first instance, or a designated alternative manager, at times of the Chief Executive’s absence.
   
   
3. Your Chief Executive or designated member of staff:
   • will need to ensure that relevant trustees and employees are briefed on any media enquiry that might impact on the them
   • will manage the media, together with the Chief Executive of The Almshouse Association if needed and applicable, in the event of an incident occurring
   • will decide on the appropriate media position to take with a relevant trustee or an employee, volunteer or supported person in their care, to ensure the right communication is given to the press
   • may choose to liaise with the Chief Executive of The Almshouse Association to assist with any news releases, proactive and reactive media statements; comments or quotes, answers to media enquiries, social tweets or similar.
   • will approve any social and website media copy
   • will be responsible for issuing a holding statement (if necessary) before immediately responding to an incident that has attracted press interest.
     
4. Procedure for handling media enquiries – Anyone receiving an enquiry from the media:
   • will need to ask the journalist the nature of the enquiry and when they need the information by
   • should, if applicable, explain that they are not the best person to deal with the request but they will refer the journalist to the CEO or designated manager immediately
   • must make sure they take the name, number and/or email address of the caller
   • need to be friendly and helpful but remain polite and firm
   • should not feel pressured into a conversation they might regret.
     
5. ‘Door-Stepping’
   In the event of an immediate breaking news story, journalists can ‘door-step’ a junior person who can be caught unaware. The words ‘no comment’ can be interpreted negatively so it is best for the junior member of staff to reassure the journalist that every effort will be made to ensure someone will be in contact with them as soon as possible. The CEO/designated member of staff must then be alerted without delay.
   
   
6. Social Media
   Dealing with online media through platforms such as Twitter needs to be handled with special care because a negative comment can spiral out of control instantly.  The Almshouse Association Social Media Policy template sets out guidelines for responsible use and can be found on our website in Policies and Procedures.
   
   
7. Confidentiality
   All trustees and employees have a duty of confidentiality to their residents. Unauthorised disclosure of personal information about them, or about matters relating to them, could result in a complaint to the Charity Commission. Please be mindful of this.
   

Please click in the links if you would like to access our Media Handling Policy and Media Handling Procedures templates. and please do not hesitate to contact us if you need our assistance, we are here to help.

Posted 21 January 2021

The Association has received a number of enquiries from members concerning managing residents’ expectations with regards to overnight visitors and dealing with overnight visitors that have outstayed their welcome.  

We asked an experienced solicitor for their comments on the subject. Alison Maclennan of Third Sector Law writes:

The issue of overnight visitors staying in almshouse accommodation can become a real issue for almshouse trustees. Of overriding importance is knowing who is on site overnight in case of emergency. Imagine two scenarios: a fire alarm is triggered, evacuation of permanent residents is complete and a head count tallies with known occupants. A resident then becomes alarmed as Mr and or Mrs Smith had their son to stay and no one has seen him. Alternatively, a fire alarm is triggered and all the expected residents appear but there are a further eight people in the head count. In both scenarios the real issue is that unless the managers know who is on site there is uncertainty as to whether everyone is safe. This reason alone is justification for Trustees to have (and adhere to) a policy on overnight visitors.

The next consideration is what that policy should contain. This is a practical issue which can vary widely depending on the nature of the accommodation on offer to residents, but also each and every almshouse may have widely varying resident profiles making it more or less likely that overnight visitors are frequent.

Some almshouses may have the luxury of visitor accommodation on site for residents’ family and friends.  If so, a modest charge can be made for overnight stays and visitors can be asked to sign T&Cs similar to those used by hotels. This ensures that long stays are avoided.

Boomerangs, Cuckoos and Romeos

Having children is great, they are a real support sometimes. However, the range of familial relationships is such that this can be a problem at times. A resident’s problem child can be a problem for the Trustees too. If an almshouse takes residents in their 50s they can have “Generation X” or “millennial” children who sometimes appeal to their parents for help. Unemployed, homeless children with undesirable “friends” can turn up on the doorstep. Their parents may find it difficult to turn them away and the Trustees may be pressurised into allowing them to stay. A temporary shelter can easily turn into unauthorised occupation by non-beneficiaries. The relationship may be such that these boomerang children (who always come back) can intimidate their parent(s) and within weeks the problem can be exacerbated by an accumulation of arears of WMC. Unless the resident can be supported to move their children and associates on, the inevitable result is that a claim for possession will have to be made against both the resident and their children. Of course it is not only children but other relatives too who suffer.

Sometimes the “visitor” is not related but may be exploiting a vulnerable resident. These are the “cuckoos” who may move in with a vulnerable person and begin exploiting them financially and emotionally. This is becoming more common. The Trustees face a stark choice. Again a possession action can be taken against all the occupants including the vulnerable resident, but this seems to be difficult to reconcile with the objects of the charity to help those in need. Every effort should be taken to try and involve social services and Trustees can raise a safeguarding issue with that department. The response from social services may be variable depending on the local authority concerned.

Finally, the Romeos. Residents may form relationships with others. Whether this is a friendship or something more akin to cohabitation, this often occurs. This is a relatively easy problem to solve if the persistent overnight visitor would also qualify as a beneficiary. The couple can be acknowledged and the resident and their partner may be able to be moved to suitable accommodation on site.

All three categories can be difficult to deal with but the number of possible scenarios cannot be underestimated. Grandparents may wish to babysit their grandchildren overnight. This is not recommended as almshouse accommodation is rarely suitable for children. Residents should be encouraged to undertake babysitting at their children’s homes.

The standard scheme provisions is that overnight visitors should have the consent of the Trustees to stay. Trustees need to find the right balance for their own residents within the confines of the actual accommodation they have. If the Trustees are open minded, a resident will be less likely to have unauthorised overnight visitors. If communication remains open it is also likely that the charity’s managers or Trustees can spot a boomerang, cuckoo or Romeo coming their way.

Overnight visitors are not beneficiaries and as such are not included in the charity’s objects, so the best strategy is to plan ahead, develop clear policies and communicate with residents so everyone knows the charities policy on this complex matter well in advance of the problem.

Alison Maclennan |Third Sector Law
a.maclennan@thirdsectorlaw.co.uk

Posted 19 January 21