Pearson's and St Elizabeth Cottage Homes Business plan 2021 - Coronation Homelets - St Elizabeths Cottage Homes
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Pearson’s and St Elizabeth Cottage Homes Business plan 2021
Coronation Homelets
St Elizabeths Cottage Homes
Background
The trust is based entirely in Worthing and owns 73 Pearsons Retreat In September 2016, Pearson’s and St
homes. It was established by the coming together The Vision Elizabeth’s Cottage Homes completed the
in 1991 of two established charities Pearson Retreat In 1920, John Pearson of Worthing purchase of 6 flats at Pendle House, Mill
Cottage Homes and St Elizabeth Cottage Homes To provide good quality established Pearson’s Retreat Cottage Road, Worthing, from the Worthing Friends
(PSECH). PSECH is registered with the Charity affordable housing to meet Homes for poor, elderly (over 50’s) (Quaker) Housing Association. A nomination
Commission and the Regulator of Social Housing. the needs of people over inhabitants of Worthing. At that time there agreement exists between the two charities
50 years of age within the were 18 cottage homes, a reading room, to allow local residents who are over 50
borough of Worthing a detached cottage, and a smallholding years old with a connection to the Quakers
in the trust. The Worthing Corporation to be considered first for any vacancies that
(Council) became the corporate trustee. may arise in Pendle. This brings the total
More land was donated to the trust by John number of homes owned by PSECH to 73.
The history Pearson in 1923. When he died in 1929 he
left money to the corporation to support
and extend the charity. The corporation
built 26 more cottages in 1936-7. In 1953,
St Elizabeth’s to commemorate the coronation of Queen
Elizabeth II, the mayor of Worthing and
St Elizabeth’s almshouses were founded in 1859
others raised a fund by public subscription
by Alfred Burges of Blackheath (Kent), who gave
to build small homes for deserving residents.
£650 to build houses for four women, preferably
members of the Church of England, in New Town, Eight ‘Coronation homelets’ were built on
later Clifton Road. land belonging to Pearson’s Retreat. By
1960 the charity had received further funds
The red and blue brick houses, which are grade
from donations and legacies, and by 1977,
II listed, were built in 1860, with bands of grey
57 homelets had been built.
headers and decorative squares of the initials of the
people that donated to the build of the cottages.
The main feature of these old cottages though
is the statue of St Elizabeth of Hungary who the
building is named after, a woman known for her
‘charitable’ works feeding the poor and this features
in the logo for the charity.
In the early 1990’s the almshouses were converted
into four flats with their own bathrooms.
Governance complaints; governance; provision of Customer Services Through the community development
responsive repair and maintenance services; arm of Worthing Homes, support is given
Worthing Homes was made the corporate grounds and caretaking services; health Delivering a great customer experience is to the residents of the trust to develop a
trustee in March 1999, following the and safety; longer term asset management; important to the trust and its residents all thriving social committee bringing people
voluntary stock transfer of all Worthing finances. have the same access to the employees together to overcome issues of loneliness
Borough Council’s housing to Worthing at Worthing Homes through the website, and isolation. As part of the Charter, there
Homes. The board of Worthing Homes telephone, or face to face either in is greater emphasis on engaging with the
as the corporate trustee ensures that the the office or in their own home. The Trusts residents and so a separate group
strategic direction of the trust is delivered trust supports the development of new for PSECH will be established to meet on a
by the employees of Worthing Homes. The technology in the way in which services quarterly basis.
board as trustees are not remunerated for are delivered in order that these can be
undertaking this role. focussed on those in most need. The trustee The setting and performance against the
will also be adopting the Social Housing Trust’s targets and budget are monitored
The trust does not employ anyone, all by the Trustee but are shared on the trust’s
Residents Charter (Charter) published by the
services to the occupants of the trust website.
government in November 2020.
properties are delivered by Worthing
Homes through a management agreement. So that the history of investing and Our aim is to:
The fees for the agreement are paid improving the accommodation provided
• Achieve 85% satisfaction with services
monthly in arrears. The management by the trust is continued, the trust looks to
received from your landlord
© SCARLET DESIGN 2015. MAPS:WWW.FRANOHARA.COM
agreement covers the managing of spend a total of £486,000 per annum on
licences; allocation of property; community maintenance of the estate. This also includes • Achieve +50 rating - likely to
development and resident involvement; Health and Safety works to ensure that recommend to family and/or friends (this
everyone is safe in their home. The trustee is known as net promoter score)
al Minutes & Maps “20 20” ONE TEAM
– OUR FUTURE!
is also looking to acquire / build new homes
/ remodel existing homes in Worthing for
• Achieve 85% satisfaction that you feel
an O’Hara EMPLOYEE people over 50 to ensure that the direction
you are treated with respect
CONFERENCE set by the beneficiaries continues. There are • Achieve 70% satisfaction that your views
et Design Int Ltd. 30.01.15 also plans to invest in retrofitting homes so are being listened to and acted upon
that they meet the trustee desire to be net
.franohara.com carbon zero by 2050. Where this may not • Achieve 98% satisfaction with the
be economically viable, we may need to planned programme of works
look to demolish and rebuild new homes in • Achieve 80% satisfaction with your
their place. neighbourhood as a place to live
The trustee looks to ensure that the charges • Achieve an average re let time of 20
made under the weekly maintenance days
charges are kept at affordable levels and
although almshouses are not covered under • Develop new provision in homes for
the regulatory requirements, the trustee over 50’s
took the decision to keep these charges in
line with the rent standard, as published by
The Regulator of Social Housing (RSH) so
these will increase by CPI+1% until 2025.
The residents of the trust also have access
to the financial and sustainability team
at Worthing Homes who help people to
maximise their income by claiming the
correct benefits, reducing fuel costs and
managing debt.
Visual Minutes & Maps
by Fran O’Hara
Scarlet Design Int Ltd.
www.franohara.com
Finances Our financial business plan ensures that what we do is affordable and does not jeopardise the long term viability of the charity. There are no loans to the trust. PSECH has current accounts and instant access deposit accounts with Lloyds and RBS totalling £536,000. The charity’s reserves at 31 March 2019 totalled £2, 286,000. The Trust owns shares in the COIF Charities Investment Fund and The National Association of Almshouses Common Investment Fund (NAACIF) totalling £328,000. In the coming year we will implement the outcome of the review of investments; the investments will be moved to a discretionary fund manager and a cash fund. Obtaining value for money from our resources is essential to ensure we can continue to invest in the trust and meet its aims of ensuring that properties are managed and maintained to the highest standards. Our ongoing activities will be self-financing, generating enough surplus to meet the upkeep of the properties and to continue to provide excellent services to the residents and their community. The trust accounts are audited annually. The key risks for the organisation are overseen by the trustee. The key risks are: Our aim is to • Ability to help contribute to the need for • Achieve 0.5% rent arrears (net of more homes housing benefit) Pendle - joined PSECH in 2016 • Keeping homes safe • Achieve an operating margin of 10% • Increased costs for materials / lack • Deliver agreed value for money savings of skills to undertake the planned maintenance works required Day to day operational risk is controlled through standing orders and procedures.
For further information please contact Davison House, North Street, Worthing, West Sussex BN11 1ER T: 01903 703 100 E: governance@worthing-homes.org.uk www.worthing-homes.org.uk Please contact Worthing Homes customer experience team if you would like this report in braille, large print, audio version or in another language. Calls may be recorded for training and monitoring purposes and to improve our services. This document is also available to download from our website.
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