Long-term and Continuity Planning
Long-term planning has been a key feature of many almshouse charities, demonstrated by their survival as independent providers over many centuries. Trustees, senior and operational staff all referred to their origins and unique identity: a staff member noted how the charity had retained its identity as a local almshouse charity and not been “swallowed up” by a large housing association. Partners were also reinterpreting their legacies for current and future needs and opportunities.
Some partners organised regular awaydays (all-day meetings away from the office) for trustees and senior staff to focus on strategic plans. Plans for growth include building new housing, enlarging existing housing and gaining more almshouses by mergers with other charities. Several partners have strategic objectives that include assisting other almshouse charities in their region, sometimes resulting in a formal relationship.
Partners had a strategic approach to develop and increase positive relationships with local authority housing, planning and social services. This can offer opportunities including involvement with housing targets and local plans, as well as providing new services. Some partners also had links with health services, Citizens Advice, Age UK/Age Concern and local community and faith organisations. These relationships are described further in Building Community outside the Organisation.
Long-term planning can help partners to manage changes to legal and regulatory frameworks. If a charity fails to meet regulatory requirements, this can affect reputation and access to finance and threaten the charity’s longevity. For charities with other activities and services such as care homes and grants, long-term planning and risk reviews need to balance other functions with responsibility for their almshouses.
‘Horizon scanning’ means a systematic examination of information to identify potential threats, risks, emerging issues and opportunities. For example, horizon scanning can raise awareness of the growing threat of heatwaves to older people, and changes to technology. For current housing stock and new-build developments, partners were planning for upgrades and changes for later generations of communications technology and assistive technology (products, systems or devices which can help people with reduced abilities), explored in Information Technology and the Organisation. Horizon scanning can also alert partners to future opportunities to meet different needs, for example expanding their area of operation and working in more disadvantaged areas.
As part of their long-term planning, partner charities were setting their Weekly Maintenance Contributions (WMCs) at a level that allows for future repairs and maintenance. The main source of income to maintain their almshouse buildings and sites is likely to be the charges paid by their residents. As a trustee at one partner explained:
“Like most almshouse charities, our income is primarily taxpayers’ money through Housing Benefit, unless they’ve got a very strong legacy income.”
(Governance 13)
There is more detail on WMCs and Housing Benefit in the theme Stability for the Organisation . WMCs for almshouse residents are similar to rent but different in law: the status of almshouse residents is discussed in Charity Governance.
If housing is not well-maintained, this can lead to low demand and potential loss of income. Detailed records of housing stock have assisted partners with planning for future maintenance and improvements. One partner explained their costed 30-year plan for planned, unplanned and responsive maintenance, pointing out that “maintaining Grade Two listed buildings is 50% more expensive than maintaining a modern property” (Governance 13). Another partner has detailed property records that have been updated with “all the latest info, the latest WMC, the latest layout and information from the Land Registry” (Governance 16).
All almshouse charities have unpaid voluntary trustees. Succession planning for both trustees and key staff is essential. This can refresh charities, encouraging regular reviews of policy and practice by both trustees and staff. Codes of governance recommend or require charities to conduct skills audits and to have time limits for trustees: governance codes are discussed further in Charity Governance. Partner charities have been seeking and finding trustees with particular skills and experience. Approaches to recruit new trustees have included advertising, information on their websites, and contacting local organisations. Some partners have paid for advertisements and help from consultants and other agencies, including Reach Volunteering: see Additional Information below.
Our partners’ trustees, senior and operational staff stressed the importance of the charity’s business continuity plan to protect the charity and its almshouses and services against current and future risks. This may include selling housing in some circumstances and reinvesting the proceeds. One partner reviews their portfolio regularly and sometimes consider very limited stock disposal. If there is no demand in some locations and no income from resident charges, these almshouses would continue to be a long-term drain on resources. In other cases, it may be necessary to redevelop housing that cannot meet future regulatory requirements.
Business continuity planning examples from partners included evacuation plans for charity buildings and changes to office systems. One partner has an agreement with a church opposite one of their almshouses:
“If there was a fire and we had to get residents out in the freezing cold, we could usher them over to their building”
(Staff 2)
Another partner explained how they had learned from changes made during the pandemic:
“We decided that we’d digitise everything, including invoices. And before COVID, if we had a power-cut in the office, it would’ve been close of business. That doesn’t happen now. You go home and you take the call from home.”
(Governance 16)
