HESTIA HOUSING AND SUPPORT
ADRESS 1ST & 2ND FLOOR MAYA HOUSE ,134-138 BOROUGH HIGH STREET LONDON SE1 1LB
TELEPHONE +44 (0) 2073783100
FAX +44 (0) 2074075781
EMAIL info@hestia.org
WEB SITE WWW.HESTIA.ORG
LEGAL INFORMATION REGISTERED CHARITY: 294555 COMPANY NUMBER: 2020165 NATURE OF BUSINESS: CHARITY OWNERSHIP NO OWNER, RUN BY TRUSTEES SIZE LOCAL SECTOR TERTIARY LIABILTY DOES’T HAVE ANY
ORGANISATION FOUNDER JIM HORNE CHAIRMAN MARTIN CHEESEMAN TREASURER BILL GALLAGHER
PURPOSE PROVIDE HOUSING AND SUPORT FOR THE VULNERABLE AND SOCIALLY EXCLUDED

HISTORY
In 1970 Jim Horne, a man who had personal experience of homelessness, started a soup run to help people living rough around the old Covent Garden Market.
Later that year he founded the St Mungo Community Trust, and obtained the use of run-down houses at token rents, from the Greater London Council and local authorities, to provide shelter for men and women living on the streets. For nearly a decade the Trust pioneered work in this area, running the old Marmite factory in Vauxhall, the old Charing Cross hospital and other properties to provide as many as 800 people a night with accommodation. It was the dedication of the members of the Trust and of those who supported them which kept them going in conditions which would seem almost impossible today.
The organisation later branched out into specialist support services, such as working with ex-offenders, and people with mental health needs. To avoid confusion with the sister organisation, St Mungo’s Housing Association, they changed the name to Hestia Housing and Support in June 1998. They continue to grow and are now the biggest provider of domestic abuse services in London.
PURPOSE Domestic Abuse: Helping survivors of Domestic Abuse and their families to rebuild their lives, creating a stronger future for themselves in a safe and healthy environment. Anti-Human Trafficking Services: Providing victims of trafficking with the advice, emotional and practical support they need to regain their freedom. Mental Health: Providing person-centered support for our service users’ individual needs so they successfully manage their mental health and live fulfilling lives. Older People: Helping older people to stay active, healthy and independent and ensure they are not isolated Ex-offenders: Providing a wide range of support for those who want to make a new start and move away from offending behavior and to play a positive part in their local community.
Physical Disabilities: Helping those with physical disabilities live independent, active lives, able to access support and opportunities in their local area.
Drugs and Alcohol Support: Providing support and interventions for those recovering from Drugs and Alcohol dependence to maintain sobriety.
Young People: Helping vulnerable young people access advice, education and training, to develop healthy relationships and plan their futures.
Personalisation: Helping individuals use their personal budgets to develop creative support plans that meet their unique needs.
Healthwatch: Enabling the public to share their experiences and voice their opinions on health and social care services.

P2
Charities, co-operatives and social enterprises often involve their stakeholders to a greater extent than many private businesses. This can often be a great source of strength to the organization. However, it is worth giving careful thought to exactly how people can become involved, to ensure the organization can be run effectively. Stakeholder involvement is not an ‘all or nothing’ process, and there are several ways in which people can be involved, from being consulted to taking full control of the business. No method is necessarily ‘better’ or ‘worse’ than any other and different levels of involvement will be appropriate for different groups or situations. You can include a wide variety of different methods of involvement in your organizational structure.
Internal stakeholders – people inside a company that can be influenced/can influence (by) that company
External stakeholders – people outside that can influence/ be influenced (by) that company
TRUSTEES they run the charity. Trustees must take decisions in a way that meets the requirements of charity law and their governing document.
VOLUNTEERS they help the company. Volunteers are invested in the work the nonprofit organization does, as they often are the face of the organization. Volunteers who work for a free tax preparation program and prepare free federal tax returns for low-income workers want to feel convinced the program and volunteers are making a positive difference.
FOUNDERS they have the control over the company. Due the anchoring role in the charity founders. Have a significant influence on culture, values and performance of their organization.
STAFF they work for the charity they are like employees. The way that staff perceives of himself within the charity is tied to his pay and sense of job security, but it is also tied to other factors such as business culture. The culture that is created in the company will have an impact on the socialization of the employee and how he perceives himself as part of the organization. Employees who feel that they are a part of a larger and more important purpose that they share with other employees are more likely to feel this sense of satisfaction.
SUPPLIERS they supply the company or do services for the company.
Without flexible and reliable suppliers, the business could not guarantee that it will always have sufficient high quality raw materials which they require to produce their output. It is important for a business to maintain good relationships with their suppliers, so that raw materials and components can be ordered and delivered at short notice, and also so that the business can negotiate good credit terms from the suppliers (i.e. buy now, pay at a later date).
They also could found the charity by products or by labour as sponsorship
GOVERNMENT they can help the company by laws or founds. When it comes to charities perceptions of the importance of the government’s role and its regulatory effectiveness, the findings show that charities’ views are remarkably similar to those of the public. Most of the charities agree that the government effectively regulates charities. Charities and the public agree the government is fair, impartial and takes action against charities which break the rules. There is considerable support for Charity Commission’s approach to its work.
LOCAL COMMUNITY they are influenced by the company campaigns. Charities, co-operatives and social enterprises often involve their stakeholders to a greater extent than many private businesses. This can often be a great source of strength to the organization. However, it is worth giving careful thought to exactly how people can become involved, to ensure the organization can be run effectively. Stakeholder involvement is not an ‘all or nothing’ process, and there are several ways in which people can be involved, from being consulted to taking full control of the business. No method is necessarily ‘better’ or ‘worse’ than any other and different levels of involvement will be appropriate for different groups or situations. You can include a wide variety of different methods of involvement in your organizational structure.
PEOPLE THEY HELP the company is supporting them. Beneficiary or beneficiaries: means a person or group of people eligible to benefit from a charity’s work. A charity’s potential beneficiary group is usually defined in its governing document. Some charities call their beneficiaries clients or service users.

P3
Because charities are not motivated by profit, an organization that favors teamwork is often the most appropriate type of organizational structure. You can set up this type of organization by building teams made up of a board member, one or more staff and groups of volunteers. You can orient teams toward specific tasks or projects, situate them in a more permanent matrix organization, or form a network that allows people to move into and out of the organization easily. If your charity grows, you may still need a more hierarchical structure overall but keep the team approach at the working level.
HESTIA has a tall structure with a board of trustees that control the volunteers and founds. The tall organization structure is pyramid-shaped. At the top of the structure is a single person or a board, who has a small number of people reporting directly to them. Each of these people has several people reporting into them and the number of people at each level increases as you move down the structure
HESTIA is structured by both criteria functional and regional. A functional organization structure is a hierarchical type of organization structure wherein people are grouped as per their area of specialization. These people are supervised by a functional manager who has expertise in the same field, which helps him to effectively utilize the skills of employees, which ultimately helps him in achieving the organization’s business objectives.
In this kind of organization structure, people are classified according to the function they perform in the organization. The organization chart for a functional organization structure shows you the president, vice president, finance department, sales department, customer service department, administration department. The following are a few benefits of the functional organization structure: * Employees are grouped as per their knowledge and skills, which helps achieve the highest degree of performance. * Employees are very skilled and efficient because they are experienced in the same work and hence they perform very well. * Their role and responsibility is fixed, which facilitates easy accountability for the work. * The hierarchy is very clear, and employees don’t have to report to multiple bosses. Each employee reports to his functional manager, which reduces the communication channels. * There is no duplication of work because each department and each employee has a fixed job responsibility. * Employees feel secure, and therefore they perform well without any fear. * Since there is a sense of job security, employees tend to be loyal to the organization. * Employees have a clear career growth path. * Within the department, cooperation and communication is excellent.
Disadvantages of the Functional Organization Structure
The following are a few disadvantages of the functional organization structure: * Employees may feel bored due to the monotonous, repeated type of work and may become lazy. * If the performance appraisal system is not managed properly, conflicts may arise. For example, an employee may feel demoralized when a lower performing employee is promoted. * The cost of high skilled employee is higher. * The departments have a self-centered mentality. The functional manager pays more attention to only his department; he usually doesn’t care about other departments. * Communication is not good among the departments, which causes poor inter-department coordination. This decreases flexibility and innovation. Moreover, there is a lack of teamwork among different departments. * Employees may have little concerns and knowledge about anything happening outside their department. This causes obstacles in communication and cooperation. * The functional structure is rigid, and therefore is slow to adapt to changes. * Due to bureaucratic hierarchy, delays happen in decision making. * Generally the functional manager makes decisions autocratically without consulting the team members, hence it may not always work in favor of the organization. * When the organization becomes larger, functional areas can become difficult to manage due to their size. Each department will start behaving like a small company with its own facilities, culture and management style. * Functional departments may be distracted by their own goals, and focus on them rather than the organization’s goal.
If your company gets really big and starts to go national or global, you need to split your company structure into regional segments. This is also a variant of the functional structure, with the top executives based in your home country at the top, with the reporting segments being comprised of regional managers. This insures that your demands in different markets are being met in a localized fashion. Localization is the goal here, in all aspects – pricing, real estate and product lines. Large companies which have tried to use a single pricing strategy on a static product line across multiple geographic markets have often failed miserably, being eaten alive by smaller regional competitors.

TALL STRUCTURE
ADVANTAGES A tall structure uses clear reporting lines. It is easy to see what each team is called, how many people there are in each team and how they relate to other people in the system.
DISADVANTAGES Has the disadvantage of having too many layers that makes difficult the communication between the bottom and the top layer. People can feel stuck in a ‘silo’ and miss opportunities for co-operation, both for themselves and the organization. It has a small span of control meaning a manager controls a small number of persons.

P4
A MISSION STATEMENT is a short and simple statement that expresses what the organization's purpose is and is related to the specific sector an organization operates in. “To deliver high quality and empowering housing, support, protection and care services in partnership with service users and local communities”
Hestia aims to empower vulnerable people to make positive changes in their lives The company creates a plan and some objectives and a schedule and divides the tasks to the different departments. Inside the departments the specific task is divided between personal. . For reaching the aims all personal must respect the task and the time received. Properly crafted mission statements serve as filters to separate what is important from what is not, clearly state which markets will be served and how, and communicate a sense of intended direction to the entire organization. A mission is different from a vision in that the former is the cause and the latter is the effect; a mission is something to be accomplished whereas a vision is something to be pursued for that accomplishment. Also called company mission, corporate mission, or corporate purpose

P5
DEFINITION of 'Business Cycle'
The fluctuations in economic activity that a business experiences over a period of time. A business cycle is basically defined in terms of periods of expansion or recession. During expansions (boom), the business is growing in real terms, as evidenced by increases in indicators like employment, industrial production, sales and personal incomes. During recessions, the business is contracting, as measured by decreases in the above indicators. Expansion is measured from the trough (or bottom) of the previous business cycle to the peak of the current cycle, while recession is measured from the peak to the trough. 1. expansion (increase in production and prices, low interest-rates) 2. crisis (stock exchanges crash and multiple bankruptcies of firms occur) 3. recession (drops in prices and in output, high interest-rates) 4. recovery (stocks recover because of the fall in prices and incomes)
In espansion period the wellbeing of the population is at a high level so the charity could have more donors and more volunteers, and less people that need assistance and help.
In recession period the wedges are lower ,more people have difficulties and need help, less people can help volunteering and the level of donations decrease, and so the charity could be in difficulty, and it will, maybe ask help from the government.
P6
POLITICAL, LEGAL AND SOCIAL FACTORS CAN INFLUENCE A BUSINESS.
POLITICAL
CHANGES IN REGULATION If the government changes the regulations for housing, in order to be within the standards, the company need make adjustments, or to close the unfitted locals and so less people could be helped.
STABILITY OF GOVERNMENT - When the government is stabile, no major changes appear in tax, laws or regulation.
LEGAL
HEALTH AND SAFETY - When health and safety rules changes, usually, they are more protective for the employees and lead to a decrease of work related incidents.
EMPLOYMENT POLICY - If employment laws changes the maximum number of hours a person could work people will work less, they will get less money, the company objectives will not be reached and the company will not be able to collect donations or to help the customers.
SOCIAL
CRIME LEVELS - The Company will have to make investments to protect the employees and goods; security. Video surveillance and also will have to deal with more social cases
POPULATION ENCREASE will lead to more customers so more work for the volunteers.