Communication
Here we focus on communication methods used by almshouse charities, including some partners, and how partners approached any challenges. This is influenced by their local context as well as their structures for consultation with residents, staff and the wider community, addressed in Engagement and Consultation.
We found a wide range of communication methods used by partner charities, including websites, letters or emails, publications and some use of social media. Good clear websites can be effective for both internal and external communication. One charity’s informative website encouraged a trustee to apply and to join the Board of Trustees. Partner charities’ websites included details of their almshouses and how to apply for an almshouse. Some had information on trustees and senior staff. Many had recent news items, often with human interest stories or interviews with residents. Some included clear statements on EDI (Equality, Diversity and Inclusion), with photos reflecting diversity and logos for commitment to schemes such as HouseProud and Disability Confident. Other publications on their websites typically included annual reports to the Charity Commission, the latest 5-year strategy, resident handbooks, key policies and research reports.
Information about performance is of interest to residents, staff and stakeholders. For partners that are Registered Providers of Social Housing, the Regulator of Social Housing requires an annual report on performance. One partner explained that their website has both a more detailed publication and a short video, as proposed by their resident committee:
“What data matters to them as residents? They want to see accountability. We used to do a glossy annual report booklet. They said ‘That’s just too much information, it’s boring, we just wanted the edited highlights of the key important stuff presented graphically’ so that goes on the YouTube channel.”
(Governance 17).
Almshouse charities that are Registered Providers of Social Housing are required to be members of the Housing Ombudsman Service and others can join voluntarily. Some partners’ websites included the ombudsman logo and their complaints policies.
Communication with residents included regular written communications (letters, newsletters, noticeboards), one-to-one contact, resident meetings, and some use of social media. Although some residents used email or text for their activities between themselves, their preferred communication from the charity was in person, by individual letter and by information on the communal notice boards. Residents and Communications Technology describes barriers to using technology and ways to overcome barriers.
Clear communication is essential before, during and after changes that affect residents and sometimes staff. Examples included changes to support worker roles, heating systems, resident charges and transport arrangements. Some residents and staff may find a proposed change is difficult to accept and this can be affected by how change is managed by the charity. Trustees are responsible for the future direction of the charity, working with their senior staff. Talking about changes to support staff changes, a senior staff member stressed the importance of communication:
“Being quite clear in your communication and being honest if something is going to be that way, and the reasons why. We had a phased approach in terms of communication and opportunity for people to have a say.”
(Governance 4)
A staff member affected by the change was also interviewed:
“I think people work better with you when they’re told what changes are coming, why they are coming, and what the benefits of a change can be. I think, as long as you’re open and honest about that, eventually people do see why things have to change sometimes”
(Staff 3)
Even if the change is going to happen and a resident or staff member is unhappy about it, interviewees noted that people may need them to be a sounding board to “just offload and talk it through”
(Staff 4)
If the timing or nature of the change is still uncertain, that can be more difficult: how soon, and how much, do you tell staff or residents? Evidence during the pandemic showed the value of frequent clear communication between senior management, team leaders and front-line staff; this was especially helpful when communicating with residents, their friends and families. A team leader explained that during the pandemic:
“The senior leadership team was … clear at communicating [changes] as soon as possible … [and] so much easier for us to manage the situation with the residents and their families … It gives staff the confidence and empowers them to know the answer without having to go, ‘Let me check with the Manager’”
(Staff 1).
At another partner, a new staff member found that they needed better information about residents’ support needs and their properties. They contacted residents, arranged detailed individual support plans and established:
“an electronic property file … so we can now trace where we are and share information [between staff]”
(Governance 10)
For some partners, there were challenges before, during and after the pandemic, including when communicating with some groups of residents:
“There’s an inner circle of residents who have been there for a long time, who dominate the communal spaces”.
(Governance 18)
Charities were developing their policies and staff training on anti-social behaviour and safeguarding, because of the need to be clear about their expectations of behaviour for both existing and future residents and to be sensitive to the risks.
For communication with both trustees and staff, one partner provides web-based information on Sharepoint (online collaboration software from Microsoft) so that trustees and staff can quickly access details on all their sites. This has also been helpful for induction of new trustees and staff, as is another partner’s organisation chart with roles, names and photographs. Some partners use a traffic lights system for Board papers, to make clear whether an item is for approval or information. See also Information Technology and the Organisation.
Communication with local authorities and voluntary organisations included when partners were expecting to have almshouse vacancies. One partner explained:
“The housing options team for any of the local councils will respond quite readily to me”
(Governance 3).
A partner with a new-build almshouse has worked closely with council housing staff to ensure that new residents reflect the local community and can sometimes free up some larger council properties for families.
