**Registered number: NI022427 Charity registered number: 100310** 

**The Northern Ireland Council for Integrated Education (a company limited by guarantee)** 

**Directors’ report and financial statements** 

**for the year ended 31 March 2025** 

**Laid before the Northern Ireland Assembly Under the requirements of the Department of Education/NICIE Management Statement and Financial Memorandum.** 

**On** 

**21 June 2025** 

## **The Northern Ireland Council for Integrated Education (Company limited by guarantee)** 

|**(Company limited by guarantee)**||
|---|---|
|**Directors’ Report and financial statements for the year ended 31 March**|**2025**|
|**Contents**|**Pages**|
|Reference and administrative details|2 - 3|
|Directors’ report|4 - 24|
|Annual report|25 - 26|
|Chief Executive Officer’s report|27 - 28|
|Annual Governance Statement|29 - 48|
|Remuneration and Staff report|49 - 55|
|Assembly Accountability and Audit Report|56|
|Independent auditors’ report|57 - 61|
|Statement of financial activities (including income and expenditure account)|62|
|Statement of financial position|63|
|Statement of cash flows|64|
|Reconciliation of net outgoing reserves to net cash inflow/ (outflow) from|65|
|Continuing operating activities||
|Notes to the financial statements|66 - 81|



**The Northern Ireland Council for Integrated Education (Company limited by guarantee)** 

## **Reference and administrative details** 

## **Directors/Trustees** 

Adele Kerr Anne Murray (Resigned November 2024) Ashleigh Moran Bernie Webster (Appointed November 2024) Bill Miscampbell Cathal Mullaghan Colin Millar (Vice Chair) Duncan Morrow Eamon Quinn (Chair) Gavin Gray (Resigned November 2024) Helen Smyth (Secretary) John Scott (Deceased May 2025) Maeve Marnell (Resigned November 2024) Nigel Arnold Pamela Algie (Appointed June 2024) Patrick McIlveen (Appointed January 2025) Patricia Douglas (Resigned May 2024) Sandra Patterson Shane Greer 

## **Senior management members** 

Sean Pettis (Chief Executive Officer Appointed August 2024) 

Roisin Marshall (Chief Executive Officer Resigned July 2024) Maureen Johnston (Finance Officer) Cliodhna Scott Wills (Senior Development Officer) Lorna McAlpine (Senior Development Officer Resigned April 2024) Lynn Johnston (Senior Development Officer) Emma Hume (Senior Development Officer) 

**The Northern Ireland Council for Integrated Education** 

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## **(Company limited by guarantee)** 

## **Reference and administrative details (continued)** 

## **Registered and Principal office** 

James House 2-4 Cromac Avenue Belfast BT7 2JB 

## **Solicitors** 

Cleaver Fulton Rankin 50 Bedford Street Belfast, BT2 7FW 

## **Bankers** 

Allied Irish  Bank 33 – 35 University Road Belfast BT7 1ND 

## **Independent auditors** 

SCC Chartered Accountants 17 College Street Armagh BT61 9BT 

You may reuse this information (including logos) free of charge in any format or medium, under the terms of the Open Government Licence. To view this licence, please visit http://www.nationalarchives.gov.uk/doc/open-government-licence or email psi@nationalarchives.gis.gov.uk. Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned. 

This Document is also available on our website at http://www.nicie.org.uk 

Any Enquiries regarding this document should be sent to NICIE, James House 2-4 Cromac Avenue Belfast BT7 2JB 

**The Northern Ireland Council for Integrated Education** 

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## **(Company limited by guarantee)** 

## **Directors’ Report and financial statements for the year ended 31 March 2025** 

The directors, who are also trustees, present their annual report and the audited financial statements for the year ended 31 March 2025. The financial statements are prepared in accordance with the Companies Act 2006, _Accounting and Reporting by Charities Statement of Recommended Practice,_ affordable to charities preparing their accounts. This is in accordance with the International Financial Reports standards and in accordance with the requirements and guidelines set out in the Government’s Financial Reporting Manual (FReM) and other guidance issued by the Department of Finance (DoF) in force for the financial year for which the financial statements are being presented. 

The accounting policies contained in the FReM apply International Financial Reporting Standard as adopted or interpreted for the public sector context. 

## **Reference and administrative details** 

Details of the registered office, directors, independent advisers, and other relevant information are given on page 2 and 3. 

## **Structure, Governance and Management** 

## **Governing document** 

The Northern Ireland Council for Integrated Education (“NICIE”) was incorporated in 1989 as a company limited by guarantee and is exempt from tax under Section 505(1) (c) of the Income and Corporation Act 1988 as a body established for charitable purposes only. NICIE was designated as a Non-Departmental Public Body (“NDPB”) in February 2012. It is sponsored by the Department of Education (“DE”). The company's principal activity as defined in the Education Reform (NI) Order 1989 is “to encourage and facilitate the development of Integrated Education and schools for the public benefit”. 

## **Directors** 

All directors are members of NICIE. All directors are guarantors of the company with a maximum liability of £10. 

## **Appointment of directors** 

NICIE directors are elected/appointed from six areas representative of all stakeholders with provision to co-opt up to three additional members. These comprise, those involved in the provision of teaching, Principals, Schools, Trusts, Early Years and DE. Directors can serve two periods of between 2-4 years’ subject to the terms of the Memorandum and Articles of Association. 

## **Director induction and training** 

The Company Secretary ensures that appropriate induction and training is given to all NICIE Board of Director (“BoD”) members. Each new director is provided with an information pack about NICIE and their responsibilities and is given an opportunity to meet all staff. Details of the BoD structure is illustrated on page 32 of the NICIE Governance statement. 

**The Northern Ireland Council for Integrated Education** 

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## **(Company limited by guarantee)** 

## **Directors’ report for the year ended 31 March 2025 (continued)** 

## **Organisation** 

The Board of Directors (“BoD”) in accordance with the Memorandum and Articles of Association of NICIE and the Management Statement (incorporating the financial memorandum) carries out the governance, management and conduct of the business and affairs of NICIE. The Chief Executive Officer (“CEO”) was  Roisin Marshall until July 2024 and Sean Pettis thereafter. 

## **Funding** 

NICIE works in close collaboration with its principal funder DE. It is also supported by the Irish Department of Foreign Affairs and Trade (DFA) and The Northern Ireland Office to promote the work of the organisation. 

## **Risk management and internal control** 

The directors are responsible for ensuring that an effective system of internal financial control is maintained and operated by NICIE. 

The system of internal financial control is based on a framework of regular management information, administrative procedures and a system of delegation and accountability. 

It includes: 

- A comprehensive budgeting system, with a strategic plan and an annual budget, which is reviewed and agreed by the directors; 

- Regular reviews by the directors of monthly and annual financial reports, which indicate financial performance against approved budget and forecast; and 

- Monitoring progress against the strategic plan. 

As part of the monitoring process, the directors have implemented a risk management strategy, which comprises: 

- A quarterly review of the risks which NICIE may face, and actions taken to mitigate identified risks; 

- The establishment of systems and procedures to mitigate those risks identified; and 

- The implementation of procedures designed to minimise any potential impact on the organisation should any of those risks materialise. 

Significant risks identified are in relation to the following areas: 

- NICIE fails to deliver a balanced Resource and Capital Budget as a result of ineffective management of resources to ensure the delivery of the Department of Education’s Strategic Priorities and NICIE’s statutory duties and priorities within budget. 

- Weakness and Ineffective governance & accountability arrangements. 

**The Northern Ireland Council for Integrated Education** 

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## **(Company limited by guarantee)** 

## **Directors’ report for the year ended 31 March 2025 (continued)** 

- Failure to exercise proper stewardship, and maximise the resources allocated to NICIE in line with Financial Memorandum and grant conditions where applicable, within a proper financial control framework under Non-Departmental Public Body (NDPB) status. 

- Failure to support, promote and grow Integrated Education. 

A key element in the management of financial risk is the setting up of a reserves policy and its regular review by directors. Particular attention is also focused on non-financial risks arising from fires and the health and safety of all staff and visitors. 

## **Objectives and activities of NICIE** 

During the year, NICIE continued to operate in the following Programme areas: 

1. Development and support services, for which core funding was made available through DE. The key objectives for this Programme underpinned DE’s Strategic Priorities and policies and included promoting the growth of Integrated provision through supporting parents’ groups, supporting schools in the process of ‘Transformation,’ or interested in ‘Transforming’ and supporting existing Integrated schools regarding consolidation and expansion and in embedding ‘Integration in practice.’ NICIE worked with Integrated schools and other stakeholders in the process of Area planning. NICIE raised the level of debate about the role of Integrated Education by informing and influencing public opinion. NICIE promoted the characteristics of Integration in practice both in Integrated schools and across other schools. NICIE continues to strive to improve its internal capacity to be able to fulfil its Business Plan as agreed with DE. 

2. The initiation and development of related work funded through the Irish Department of Foreign Affairs and Trade (DFA) in partnership with the Integrated Education Fund IEF). 

3. The implementation of the Northern Ireland Office (NIO) Grant to foster increased awareness and support for integrated education in Northern Ireland and encourage wider societal reconciliation between communities in the educational system. 

## **Achievements and performance** 

The statement of financial activities for NICIE. 

All programmes are drawn up in accordance with best practice and link to the Strategic Aims of NICIE and are aligned to the business plan of DE. All programmes have detailed operational plans to achieve the outcomes identified in the Strategic and Business Plans and are monitored on a regular basis by the Board, Senior Management Team, and the external funding bodies. 

Details of NICIE’s activities during the year can be accessed online at www.nicie.org or by contacting NICIE at the registered address. 

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## **(Company limited by guarantee)** 

## **Directors’ report for the year ended 31 March 2025 (continued)** 

## **Financial Review** 

The full financial results of NICIE are set out in detail in the financial statements on pages 62 to 81. The net outgoing resources for the year before recognised gains and losses was £68,001 (2024: £26,764) 

## **Performance** 

NICIE bases its operations on a 3-year strategic plan and on an annual basis through  a Business Plan, which is reported on a quarterly basis to the Board of Directors and DE. The Business Plan is set within the context of DE’s business plan, and additionally, it includes related projects, which are funded by the Irish Department of Foreign Affairs and Trade (DFA) and the Northern Ireland Office (NIO).  NICIE reports on its operations in its Annual Report. NICIE has  achieved or substantially achieved all its Business Plan commitments in this current year. 

## **Reserves** 

NICIE receives grants from various sources that are spent on the activities as detailed in the respective Letters of Offer. Any unspent monies may be subject to claw-back by the grant provider. 

The net assets at the year-end including the pension surplus is £73,533 (2024: £141,534). This includes a net pension liability of nil. (2024: £NIL). The company’s funding for the year ended March 2026 has been confirmed from the DE. The company is in a net current asset position with funding secured sufficient to meet liabilities as they fall due in the period of 12 months from approval of the financial statements. For further details of the pension commitment liability, please refer to note 12 of the financial statements (page 75) and the Remuneration report on pages 4955. 

## **Forward funding** 

NICIE has secured sufficient income from a variety of sources for the year 2025 - 2026 to offer assurance to the directors and stakeholders of its ability to operate for the next financial year. Major funding has been guaranteed from DE, with other project funds being made available from the Department of Foreign Affairs and Trade and a grant from the Northern Ireland Office through the Department for Education (England). 

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## **Directors’ report for the year ended 31 March 2025 (continued)** 

## **Strategic priorities, objectives, and activity** 

## **Our Vision** 

A society where children are educated together; confident to express their own identity and culture; and respectful of, and prepared to engage with, the identity and culture of others. 

## **Our Mission** 

To promote reconciliation in Northern Ireland through Integrated Education 

## **Strategic Priorities 2022-2025** 

## 1. **Promote Integrated Education** 

Promote Integrated Education to create measurable change in awareness and understanding, leading to an increase in demand for Integrated schools. 

## 2. **Grow Integrated Education** 

Support the growth and development of Integrated Education to be an accessible option in all geographical areas in Northern Ireland 

## 3. **Support Integrated Education** 

Support the development of the Integrated Ethos to help governors and leaders to advance sustainable and exemplary Integrated and Transforming schools. 

This report is structured into six sections. The introduction is followed by three sections which each relate to our strategic priorities to promote, grow and support Integrated Education. Section five is an overview of the strategic successes and challenges of the past year and section six is a conclusion. 

## **1. Introduction** 

This has been another exciting year for the Integrated Education movement in Northern Ireland. The Integrated Education Act (NI) 2022 continues to impact the policy and practice environment. The public consultation of ‘Vision 2030’ - the Department of Education’s (DE) Strategy for Integrated Education and the associated Action Plan commenced in March 2025. We look forward to participating in the consultation and the final strategy outcome. 

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## **Directors’ report for the year ended 31 March 2025 (continued)** 

## **Introduction (continued)** 

This year we have continued to experience increased demand for our services which include: 

- Providing our considered views about Integrated Education, and representing these, in relation to DE policy, strategy, guidance and in a range of statutory and non-statutory collaborative forums. 

- Providing general information about Integrated Education, and its associated themes and issues, to a wide range of stakeholders and public audiences. 

- Facilitating Integrated ethos professional development sessions, the Excellence in Integrated Education Award, and shared learning fora. 

- Alongside our partners, providing a comprehensive programme of support for schools Transforming to Integrated status. 

- Delivering on the governance and accountability requirements in relation to our NDBP status and working in collaboration with multiple funders. 

- Working to support new and existing school growth to meet the consistently expressed demand for Integrated Education. 

The pressures on our small team are exacerbated by the ongoing reductions (in real terms) in our core funding from DE. We are grateful for the time bound and project specific funding from the Northern Ireland Office (NIO) and the Irish Department of Foreign Affairs and Trade (DFA). Without these funds, we would have been unable to provide the level of support required to further encourage and promote Integrated Education. 

The additional NIO and DFA funding enabled us to recruit three new Development Officers this year and restructure our Senior Management Team on a temporary basis in relation to strategic communications and support for transforming schools. In March 2025, we are a team of fourteen people (nine funded with DE resource, four with NIO resource one with DFA resource): 

## **NICIE Staff Team: March 2025** 

Chief Executive Officer (CEO): Sean Pettis Finance Officer: Maureen Johnston 

Senior Development Officers (SDO): Cliodhna Scott-Wills, Lynn Johnston, Emma Hume Development Officers (DO): Tiarnán McMeekin, Jessica Clarke, Mary Potter, Fiona Darrah, Cathy McIver, Claire Martin, Harriet Neely, Office Manager: Mark Roberts Administration Officer: Michael Nicholl 

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**Directors’ report for the year ended 31 March 2025 (continued)** 

## **Introduction (continued)** 

In this last year, the CEO and a permanent SDO retired. A temporary Development Officer left to pursue PhD studies. Thank you, Roisin Marshall and Lorna McAlpine whose contribution to Integrated Education spans several decades. We wish Laura Largey good luck in her PhD studies. 

## **2. Promoting Integrated Education** 

We have increased our reach in relation to promotion of Integrated Education and have met the majority of our targets outlined in our Strategic Plan (22-25) and Communications Strategy, despite not being able to have a designated Communications Officer in place. 

This year saw the revival of the #ChooseIntegrated campaign, which ran over a three-month period to coincide with the Integrated School Open Days and the Education Authority Admissions Process. We promoted all Integrated school open days via our website and social media accounts as well as profiling school specific content for the 36 schools who provided us with content. This active participation and engagement resulted in a significant increase in our reach.  We launched a new social media campaign this year, called ‘Anti-Bias Wednesdays,’ enabling us to share more widely on the impact of the Integrated ethos in relation to a range of identities and contemporary social issues. Integrated Education Month continues to be popular, enabling schools to celebrate the uniqueness of their integrated ethos. Supported and driven by the Teachers’ Committee, the theme this year was ‘Celebrating Cultural Connections.’ 

These social media campaigns and activities have collectively resulted in the amplification of our online presence, as outlined in Table 1 below: 

**Table 1: Facebook Engagement Metrics 24/25** 

|**Facebook Activity**|**Performance Result**|**Growth**<br>(compared to last year)|
|---|---|---|
|**Views**(no. of times content was<br>displayed)|387.9k|New metric no comparable figure<br>available for last year|
|**Reach** (no. of unique people<br>who saw our content)|116.5k|Up by 73.4%|
|**Content Interactions**(likes,<br>reactions, comments & shares)|9.7k|Up by 75.4%|
|**Link Clicks**(no. of link clicks<br>from posts)|1.6k|Up by 21.9%|
|**Visits**(no. of times our page was<br>visited)|20.7k|Up by 59.5%|
|**Followers**(no. of people who<br>follow our profile)|4177|Up by 380|



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**Directors’ report for the year ended 31 March 2025 (continued)** 

## **Promoting Integrated Education (continued)** 

There has been additional media interest in Integrated Education this year, in particular around the time of the eight Ministerial decisions in January. We have been involved in media and political engagement throughout the year and in March NICIE and IEF presented jointly to the Education Committee at Stormont. 

We have presented on Integrated Education at 37 events, with at least 19 of these in collaboration with IEF. It was often funding from IEF that made these events possible.  These sessions have included student teachers at Stranmillis College and Ulster University, as well as hosting visitors from European and American academic institutions and presenting at larger public events, such as IEF’s ‘Journeys of Transformation’ event at the Harbour Commissioners’ Office in January 2025. These opportunities have enabled us to provide information about Integrated Education to approx. 2800 people. 

## **3. Growing Integrated Education** 

There are over 28,400 pupils enrolled in Integrated schools – over 100 in nursery schools, more than 12,900 in primary schools and over 15,400 in post primary schools. The number enrolled has increased by over 700 pupils compared to last year, and more than 4,100 pupils from 2019/20. 

Since 2021, nine schools have Transformed to Integrated status. In September 2024, Cairnshill IPS and Lurgan Model IPS opened as Integrated schools. In March 2025, there are 73 Integrated schools: two at Nursery phase, fifty at Primary phase and twenty-one Integrated Colleges. In September 2025, we will welcome three additional Integrated Nursery schools: Magherafelt, Downshire and Ballymena. 

Four schools balloted parents in this last financial year: Ballougry Primary School and Larne and Inver Primary school both returned positive ballot results and have moved forward to prepare and submit a Case for Change in support of their Development Proposal to the Department. Larne High School and Holywood Primary School both returned a ‘no’ result. We continue to enjoy effective collaborative relationships with the Integrated Education Fund (IEF) and Education Authority (EA) in our work to support schools seeking to explore and/or start the Transformation journey. Our joint annual ‘Integration Works’ event took place in March 2025 for school leaders and governors, with attendees from nine schools across all school phases. 

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## **Directors’ report for the year ended 31 March 2025 (continued)** 

## **Growing Integrated Education (continued)** 

We have supported nine schools to write and submit Development Proposals for growth to the EA for publication in this financial year. This includes six Transforming schools (Culmore, Downshire, Ballyhenry, Duneane, Killowen and Larne and Inver Primary schools). There are four schools awaiting Ministerial decision in relation to Transformation, with a further three in the writing and/or consultation phases. EA Area Planning Team have provided draft Cases for Change for Governors of sustainable schools that are seeking to Transform. Our team’s resources would not have been sufficient to deliver these submissions without this writing and data provision support, alongside the support of the EA (Shared Education and Sectoral Support Team) and the IEF. We have supported three existing schools to submit proposals for growth: Slemish and Hazelwood Colleges are seeking to increase admissions and/or enrolment and Braidside proposes to grow Nursery provision at the school. All three of these proposals are in consultation phase. 

In February 2024, devolved government was restored after a two-year gap. Paul Givan MLA was appointed Minister of Education and in the past year the Minister has made twelve decisions relating to Integrated Education. Table 2 below shows the Ministerial decisions since 1st April 2024 relating to Integrated Education. 

**Table 2: Ministerial decisions 1st April 2024 to 31st March 2025** 

|**No**|**Date**|**School**|**Proposal**|**Decision**|
|---|---|---|---|---|
|1|18thApril 24|St. Eugene’s<br>(Tircur)PS|Transformation|Not approved|
|2|29thApril 24|Millennium IPS|Increase admissions|Approved|
|3|23rdJuly24|Cliftonville IPS|NurseryUnit|Approved|
|4|23rdJuly 24|St. Eugenes’<br>(Victoria Bridge)PS|Transformation|Not approved|
|5|8thJan 25|Omagh IPS|Nursery places|Approved|
|6|8thJan 25|Bridge IPS|Nurseryunit|Not approved|
|7|8thJan 25|Downshire NS<br>(Banbridge)|Transformation|Approved|
|8|8thJan 25|Spires IPS<br>(Magherafelt)|Nursery Unit|Not approved|
|9|8thJan 25|Magherafelt NS|Transformation|Approved|
|10|8thJan 25|Rathmore PS<br>(Bangor)|Transformation|Not approved|
|11|8thJan 25|Ballymena NS|Transformation|Approved|
|12|8thJan 25|Bangor Academy &<br>Sixth Form College|Transformation|Not approved|



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## **(Company limited by guarantee)** 

## **Directors’ report for the year ended 31 March 2025 (continued)** 

## **Growing Integrated Education (continued)** 

There have been positive and negative decisions in equal numbers. All of the negative decisions  are extremely disappointing both for NICIE and for the school communities impacted. The two decisions in January related to sustainable schools in Bangor which held parental ballots in June 2023 and received 79.4% and 82.3% ‘yes’ results. We continue to engage with the Department to clarify their policy position in relation to religious balance and what is considered a reasonable balance of Protestant and Catholic pupils in line with the legislative framework. 

We continue to work with partners to assist the development of three exciting new Integrated school projects: Causeway Academy, a new College in the Mid-Down area and new Integrated Irish Medium Primary and Nursery provision in East Belfast. 

## **4. Supporting Integrated Education** 

We support existing and Transforming Integrated schools in three key areas: 

- 4.1 We facilitate a range of sessions designed to support ethos development in schools. 

- 4.2 We deliver a programme of support that enables schools to work towards achieving NICIE’s Excellence in Integrated Education Award (EIEA). 

- 4.3 We facilitate a range of forums which enable staff working in Integrated schools to share learning and effective practice. 

_4.1 We facilitate a range of sessions designed to support ethos development in schools:_ 

This year we have facilitated at least 75 sessions to explore and develop the Integrated ethos, including Anti-Bias in Education, with school leaders, staff and governors. These sessions are school-facing and most of them take place in existing or Transforming Integrated schools. We used community venues to host two ‘Anti-Bias in Education’ 3-day programmes, with 43 participants across both cohorts. We hosted ‘Staff new to Integrated Education’ in February and were delighted with the level of interest. We were unable to provide sub-cover for this event and so attracting 36 attendees to this full day workshop is evidence of the commitment from Integrated schools. 

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## **The Northern Ireland Council for Integrated Education** 

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## **Directors’ report for the year ended 31 March 2025 (continued)** 

## **Supporting Integrated Education (continued)** 

## **Fig 1: Delivery of NICIE sessions related to Integrated Education** 

Fig 1 above shows the increasing demand for sessions relating to Integrated Education. These sessions include: 

- Ethos development (75 sessions and 2200 participants approx.’.) These are ethos development sessions to stakeholders: parents, governors and school staff at all levels in Integrated and Transforming schools. The workshop content is focused on an exploration of the Integrated ethos and/or the Excellence in Integrated Education Award and/or AntiBias in Education. This has included sessions with the three legacy schools which will close to create Causeway Academy, a new Integrated College in Coleraine, as well as sessions with Scoil na Seolta, a proposed new Integrated Primary School and Nursery Unit in East Belfast. 

- General information, public-facing sessions (37 sessions and 2800 participants approx.) to other audiences relating to Integrated Education. There is further information on these sessions at Section 1 above: ‘Promoting Integrated Education’. 

These sessions have involved NICIE staff engaging in conversations with approx. 2200 people, all of whom are now better equipped to contribute to the development of their school’s Integrated ethos. Figure 2 below shows the high levels of satisfaction expressed by attendees. 

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**Directors’ report for the year ended 31 March 2025 (continued)** 

## **Supporting Integrated Education (continued)** 

**Figure 2: Reponses from 407 evaluation forms completed relating to NICIE ethos support sessions in 2024/25 for the question ‘How satisfied were you with the session overall?’** 

We also asked participants if they felt that they were ‘well informed’ because of the session: 62% stated they ‘strongly agreed’ and 35.5% stated they ‘agreed’ (total of 97.5%). 

## Participants comments in the value of session included: 

_‘Hearing other people's experiences and opinions and how this related to the school setting.’_ 

_‘[it] Gave me time to reflect on how to respond to different scenarios.’_ 

_‘Eye opening to the different cultures and backgrounds of my employees.’_ 

_‘I did anti bias training years back, so glad to be updated.’_ 

- _‘Discussion of how the school celebrates and promotes the Integrated ethos.’_ 

_‘Lots of information about Integrated Education that I didn’t previously know.’_ 

The increase in delivery of these sessions has been made possible by the current size of our Development Team. Eight out of the ten members of this team are currently employed on short term contracts, and six of them with funding external to our core DE grant, so that our ability to continue to have this level of impact is reliant on attracting additional financial resources. Funding for education as a whole remains a concern and, as a small NDPB, changes in funds available to us are felt acutely. 

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## **Directors’ report for the year ended 31 March 2025 (continued)** 

## **Supporting Integrated Education (continued)** 

- _4.2 We deliver a programme of support that enables schools to work towards achieving NICIE’s Excellence in Integrated Education Award (EIEA)._ 

In order to achieve the Excellence Award, schools work through a self-evaluation and development process, based on the EIEA audit tool. Achievement of the EIEA is through external assessment, based on an evidence portfolio and two visits by the assessors. Each school receives an EIEA assessment report, including recommendations for further development of their integrated ethos/practice. The Award requires renewal after a five-year period. Three schools achieved renewal of their Award, including the first school to renew for a second time (Hazelwood IPS). Priory College achieved the Award for the first time and Crumlin IPS renewed their Award for the first time. 

At the time of writing, there are nineteen schools working towards the Award for the first time, and eight in the process of renewal (27 schools total). In the last 5 years, six schools have achieved it for the first time and six have renewed their Award (12 schools total). This is 39 schools, representing 61% of eligible schools (A recently Transformed school (of which there are nine) is usually not eligible to work towards the Award for around five years, meaning there are 64 eligible schools). Fig 2 below shows the increasing interest in the Award. 

**Fig 2: Integrated schools’ engagement with Excellence in Integrated Education Award.** 

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## **Directors’ report for the year ended 31 March 2025 (continued)** 

## **Supporting Integrated Education (continued)** 

- _4.3 We facilitate a range of forums which enable staff working in Integrated schools to share learning and effective practice._ 

We facilitate forums which aim to support the development of the Integrated ethos and share learning amongst schools. This year: 

The **Teachers’ Committee** has been particularly active in this past year, meeting seven times and hosting five online workshops: 

- Decolonising the Curriculum; 

- Linking Generations NI webinar; 

- Two INTO Film webinars in support of Integrated Education Month (Celebrating Cultural Connections); and 

- Forgiveness Education workshop. 

There approx. 70 attendances from around 20 schools. These sessions are all available on our YouTube Channel where they have accumulated an additional 250 views. 

The **Vice-Principals’ Forum** met four times, engaging over 45 (61%) Integrated schools, with over 150 attendances across three workshops which explored a variety of themes: 

- Session facilitated by ETI on the new Inspection framework 

- The ETI framework and its connections to EIEA 

- Evidence gathering for EIEA 

- Handling difficult conversations in schools 

- Positive engagement with parents 

- Promoting your school for religious & community balance intake 

The **Association of Principal Teachers in Integrated Schools’** (APTIS) planning group meets monthly during term time and this year there were three general meetings: 

- Spring Conference in Dungannon 

- Autumn AGM in Ulidia College 

- Annual 2-day residential conference in Limavady 

These events attracted over 70% of schools, with a total of 122 attendances across all three engagements. 

The **Integrated Schools’ Finance Association** supports bursars in GMI schools. The group met once this year with 11 schools represented. 

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**Directors’ report for the year ended 31 March 2025 (continued)** 

## **Supporting Integrated Education (continued)** 

We our continuing to invest substantial time and effort into tracking the range of our activities and this year we are delighted to be able to report that we have had direct engagements with 97% (71 of 73) of existing Integrated schools. By ‘direct,’ we mean that at least one person from school has engaged in one of more of the above forums or workshops, or we have delivered an ethos development session in their school. In the majority of schools, we have had multiple direct engagements. 

## **5. Strategic Successes and Challenges** 

## 5.1 _Successes_ 

We welcome the new growth and attention that has been brought to Integrated Education in the past year and were delighted to attend celebration events for new schools that opened as Integrated this year. 

Supporting DE to implement the Integrated Education Act (NI) 2022 continues to be a key focus. We contributed to the first ‘Section 10’ report on Integrated Education, which was laid before the NI Assembly in April 2024 and have engaged in multiple meetings with officials throughout the year in our joint aim of developing a shared understanding of the implications of the Act. 

NICIE Officers at all levels engaged in several consultative processes this year in order to make recommendations and comments on the development of the first five-year Integrated Education Strategy: ‘Vision 2030’. We are pleased to see the current public consultation of this and the associated action plan and look forward to the outworking of the actions over the coming months and years. We are optimistic that the research and evidence gathering actions within the Strategy will help to build the case for a wider strategic drive across our education landscape to enable us to provide more opportunities for children and young people to learn together for a shared society. 

We have invested resources this year into the Development Team, which increased from nine to ten members. The fact that we have been able to recruit and retain talented, committed and resourceful people in this team is one of our biggest successes. The growing knowledge, skill and confidence of this team is the reason why our impact, in terms of the outputs reported above, has grown significantly this year. 

We have complied with all financial and governance requirements in relation to our status as a Non-Departmental Public Body (NDPB), a Limited Company and a Charity. Appropriate Financial and Management Reports were produced for senior management team, Finance and General Purposes Staffing Committee (FGPSC) and our Board of Directors throughout the year. An effective internal and external audit programme was delivered. Our full Board of Directors met on five occasions, with an additional eleven committee meetings. 

We were delighted to receive confirmation that we have continuation funding for 2025-26 from the Northern Ireland Office (NIO) and the Irish Department of Foreign Affairs and Trade (DFA) Reconciliation Fund, delivering on bespoke projects with key performance indicators and targets. 

**The Northern Ireland Council for Integrated Education** 

**19** 

## **(Company limited by guarantee)** 

## **Directors’ report for the year ended 31 March 2025 (continued)** 

## **Strategic Successes and Challenges (continued)** 

As an NDPB and a sectoral support body, we represent Integrated Education at a wide range of forums, one of which is the Area Planning processes, facilitated by the Education Authority (EA). Area Planning governance structures comprise a strategic Area Planning Steering Group (APSG), an operational Area Planning Working Group (APWG) and three Area Planning Local Groups (APLGs). NICIE has been present at all meetings throughout the year. In addition, Officers attended meetings relating to Specialist Provision in mainstream Schools, as this area of educational planning continues to work to respond to increasing demand. Through our attendance, we have supported the Area Planning process and worked collaboratively with partners to create a draft Operational Plan for the period 2024 to 2027, which was published in January 2025. 

Other examples of our representation across the delivery of education services include: 

- Teachers Negotiating Council: Oversight Group, Schools Leaders Workload, Pensions and Managing Attendance Groups and other ad hoc workstreams as required. 

- EA-led Community use of Schools working group 

- Pre School-Education Group (PEG) 

- EA Cross Directorate Group for Integrated Education 

- Anti-Bullying Alliance 

- Ethos support group and interim BoG of Causeway Academy 

- Attendance at conferences and events in support of other educational stakeholders (eg union conferences, Shared Education events, Irish Medium Education events, DE new policy and programme launch events, Future schools Toolkit launch) 

- The Joint Consultative Forum 

- Engagement with the EA Intercultural Service 

## 5.2 _Challenges_ 

Our organisational challenges, in common with many publicly funded institutions are centrally concerned with the chronic under-funding for education services in NI. In relation to NICIE, this places additional burden on the staff team on an ongoing basis. 

The ongoing impact of the removal of Fresh Start funds from Integrated Education and the lack of government financial resource commitment to ‘Vision 2030’ – the DE’s Integrated Education Strategy continue to be a challenge. 

The review of the DE Guidance to schools about how to Transform to become Integrated is urgently required and we look forward to its publication and ultimately, its impact. 

In a wider sense, we are pleased to be part of the ongoing conversations about how ‘demand’ (as defined in the 2022 Act) for Integrated Education will be measured. This is a complex task, as parental preference is multi-faceted and fluid. 

**The Northern Ireland Council for Integrated Education** 

**20** 

## **(Company limited by guarantee)** 

## **Directors’ report for the year ended 31 March 2025 (continued)** 

## **Strategic Successes and Challenges (continued)** 

We addressed another ongoing challenge for the Integrated Education movement in February 2025, when we hosted the ‘Dunleath lecture’, in Ulster University Belfast campus, which focussed on the issue of what ‘religious balance’ could and/or should mean for Integrated Education in 2025. 

In order to tackle some of the other fundamental challenges for Integrated Education and to increase the body of knowledge, we continue to participate in research projects. This has been expressed in various roles including as partners, participants, connectors, commissioners and steering group members. In the last year, these projects have included: 

- IEF funded projects relating to: Social Attitudes in Integrated Education; Religious Balance in Integrated Education and Barriers to schools relating to the processes of Transformation to Integrated status, which were largely concluded this year. 

- NICIE commissioned and published research on the lived experiences of school principals who have engaged with the process of Transformation. 

- IEF, APTIS and NICIE collaborated to commission research which led to the publication and printing of guidance relating to Faith and Belief in Integrated primary schools, launched at an event in February 2025. 

- The SCoTENS project ‘EDUCATE,’ in which we are a partner, produced a final report this year, in which teachers’ preparedness to deal with diversity and inclusion were explored. 

- We commenced our formal three-year partnership with Queen’s University Belfast in September 2024, with two PhD studentships who are working this year to develop a typography of Integrated Education. 

- NICIE staff have been participants in several studies, conducted by Stranmillis University College and QUB; and in Masters’ and PhD students’ projects from overseas and local universities. We have facilitated connections to Integrated schools for the increasing numbers of researchers who have an interest in Integrated Education. 

These various learnings have and will continue to build our understanding of how Integrated Education might adapt to contemporary Northern Ireland. They have laid a solid foundation for the review of the Statement of Principles for Integrated Education. We have applied to an external funder to resource this significant project and are very eager to commence the formal review process in the next financial year, if resources permit. 

**The Northern Ireland Council for Integrated Education** 

**21** 

## **(Company limited by guarantee)** 

## **Directors’ report for the year ended 31 March 2025 (continued)** 

## **6. Conclusion** 

In a year in which NICIE experienced the retirement of two senior staff members and the collective loss of their daily expertise, we are pleased to report on our significant achievements. NICIE continues to deliver well beyond our resourcing, but this is not sustainable in the long term. 

We have: 

- Exceeded all previous years’ delivery of ethos development activity (75 sessions/ 2200 people), 

- Increased the numbers of schools pursuing the Excellence in Integrated Education Award (27 schools) 

- Exceeded all previous years of public engagement activity (37 events/ 2800 people) 

- Continued to increase the number of places available in Integrated Education (by over 700 places) 

- Contributed to significant steps forward in the implementation of the Integrated Education Act (NI) 2022 

- Increased the capacity of our staff team to deliver impact 

In post-conflict societies, education is often a contested environment and any change must be considered, cautious and inclusive. We are pleased to have come this far. This is the first time in the 43-year history of the movement, that there is clear intention from the NI government to proactively measure, monitor and aim to meet demand for Integrated Education. This is an opportunity that must be grasped, and we will do our best to continue to build momentum, with our focus firmly on the educational experiences of children and young people. 

In particular, we look forward to action 10 in the draft ‘Vision 2030’, in which DE have committed to review the objectives, resources and funding of NICIE.  We choose to be optimistic that this will lead to a resource commitment commensurate with the contribution we make to building a shared society by promoting, supporting and growing the Integrated Education movement. 

**The Northern Ireland Council for Integrated Education** 

**22** 

## **(Company limited by guarantee)** 

## **Directors’ report for the year ended 31 March 2025 (continued)** 

## **Fixed assets** 

Details of the movement of fixed assets are set out in note 7 to the financial statements. 

## **Donations** 

NICIE made no political donations during the year (2024: £nil) 

## **Tax status** 

On 2 March 1989, NICIE was granted charitable status and is exempt from corporation tax on its activities. The activities of NICIE are exempt for value added tax purposes. NICIE therefore does not have to account for value added tax on its income nor is it able to recover the value added tax element of expenditure. 

## **Charitable status and public benefit** 

The company is a registered charity with the Charities Commission in Northern Ireland under reference 100310. The directors have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing the charity’s aims and objectives and in planning its future activities. 

## **Disabled employees** 

NICIE gives full and fair consideration to applications for employment from disabled persons, having regard to their aptitude and abilities as well as Health and Safety factors. 

## **Equality of Opportunity** 

NICIE follows the Northern Ireland Civil Service Policy that all eligible persons shall have equal opportunity for employment and advancement based on ability, qualification, and aptitude for work. 

## **Employee involvement** 

It is the policy of NICIE to promote the understanding and involvement of all its employees in its aims and performance and it is committed to the continuing development of effective employee communication and consultation. 

## **Sickness Absence** 

The sickness absence rate for the year was 146 days 4.6% (2024: 146 days 4.6%). The Directors and Management work continuously to reduce this figure and this is reviewed at BOD meetings and FGPSC. 

**The Northern Ireland Council for Integrated Education** 

**23** 

## **(Company limited by guarantee)** 

## **Directors’ report for the year ended 31 March 2025 (continued)** 

## **Prompt Payment** 

NICIE is committed to the prompt payment of bills for goods and services received in accordance with NICIE Financial Memorandum, the Confederation of British Industry’s Better Practice Prompt Payers Code. 

Unless otherwise stated in the contract, payment is due within 30 days of the receipt of the goods or services, or presentation of a valid invoice or similar demand, whichever is later. In 2024/2025 NICIE paid 100% (2023/2024: 100%) of its creditors within 30 days and no commission debt interest was paid or was due in respect of transactions in 2024/2025. 

## **Statement of accounting officer and directors’ responsibilities** 

The directors (who are also trustees of The Northern Ireland Council for Integrated Education) are responsible for preparing the Directors’ report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). 

Company law and Article 8(6) of the Financial Provisions (Northern Ireland) Order 1993 require the Chief Executive and directors to prepare financial statements for each financial year that give a true and fair view of the situation and of the surplus or deficit of NICIE for that period.  In preparing those financial statements, the Chief Executive and directors are required to: 

- select suitable accounting policies and then apply them consistently; 

- make judgements and estimates that are reasonable and prudent; 

- state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and 

- prepare the financial statements on the going concern basis unless it is inappropriate to presume that NICIE will continue in business. 

The Chief Executive (CEO) and directors are responsible for keeping proper accounting records, which disclose with reasonable accuracy, at any time, the financial position of NICIE and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of NICIE and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. 

The CEO is responsible for the maintenance and integrity of NICIE’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. 

In addition, in appointing the Chief Executive of the NICIE as Accounting Officer for NICIE, the Department of Education has placed on the Chief Executive responsibilities including the regularity and propriety of the public finances and for the keeping of proper records. These are set out in the “Accounting Officers” Management Statement (incorporating the financial memorandum) issued by the Department of Finance. The Accounting Officer confirms that the annual report and accounts as a whole are fair, balanced, and understandable and that he takes personal responsibility for the annual report and accounts and the judgments required for determining that they are fair, balanced, and understandable. 

**The Northern Ireland Council for Integrated Education** 

**24** 

## **(Company limited by guarantee)** 

## **Directors’ report for the year ended 31 March 2025 (continued)** 

## **Statement of disclosure of information to auditors** 

So far as the Accounting Officer and each of the Directors in office at the date of approval of these financial statements are aware: 

- there is no relevant audit information of which NICIE’s auditors are unaware; and 

- they have taken all the steps that they ought to have taken as directors in order to make themselves aware of any relevant audit information and to establish that NICIE’s auditors are aware of that information. 

## **Small companies’ exemption** 

In preparing this report, the directors have taken advantage of the small company’s exemptions provided by the Companies Act 2006 (Strategic Report and Directors’ Report) Regulations 2013 **.** 

## **Independent auditors** 

The auditors, SCC Chartered Accountants, have been appointed as Independent Auditors through a tender process. A resolution concerning their reappointment for next year will be proposed at the Annual General Meeting. 

By order of the Board 

Eamon Quinn 

**Chair** 

## **21 June 2025** 

**The Northern Ireland Council for Integrated Education** 

**25** 

## **(Company limited by guarantee)** 

## **Annual Report from the Chairperson for the year ended 31 March 2025** 

The 2024/25 year was a period of significant achievement, growing demand, and financial challenges. 

In 2024/25 the NICIE staff worked tirelessly and effectively: promoting Integrated Education; supporting existing schools; and assisting many schools and parents on their journeys to transformation and Integrated Education.  Across Northern Ireland Principal Teachers were brought together for conferences and collaboration, development sessions took place with thousands of school staff, bias busting programmes refreshed how we engage with each other, and parental interest in Integrated Education was nurtured and was, at times, difficult to keep up with.  NICIE staff continued to support schools in their day-to-day activities, and there was a significant growth in media and social media reach.  An indication of the growth in demand for Integrated Education was the nine development proposals that NICIE worked on with schools. 

In this reporting period we bid a fond farewell to Senior Development Officer Lorna McAlpine MBE and CEO Roisin Marshall OBE, as they both retired following successful and dedicated careers with NICIE.  NICIE was delighted to welcome Sean Pettis as its new CEO, starting in August 2024.  Within a short period of time Sean has already strengthened relationships with Integrated Education advocates within and outside of Northern Ireland. 

NICIE continued to operate effectively while managing a reduced budget.  While NICIE is grateful for financial support from the Department for Education, NICIE’s core Department funding has decreased over several years.  This challenging financial situation was managed at a time of ongoing increasing demand for Integrated Education and for NICIE’s services.  It is difficult to imagine how NICIE will cope with the further increased demand envisaged by the Integrated Education Act and accompanying strategy without significant additional financial resources.  NICIE is grateful for support from the Northern Ireland Office and the Department of Foreign Affairs and Trade from the Republic of Ireland in supporting other discrete pieces of work.  In managing the finances, I would like to congratulate Finance Officer Maureen Johnston for her work effectively managing NICIE’s budget in difficult financial times. 

NICIE appreciates the support and collaboration with its partners in Education.  We are grateful for the ongoing engagement with the Department of Education and welcome its release of the Draft Integration Education Strategy at the end of March 2025.  Integrated Education has benefitted from partnerships with our colleagues from the IEF and AlumNI, APTIS, and from collaborations with the Education Authority, CSSC and other sectoral bodies.  NICIE also played its part, supporting negotiations for a pay agreement for the teaching profession, which was resolved at the end of the financial year.  The teaching community across Northern Ireland, and the school staff and governors that educate our children, do an incredible job. 

I would like to thank the NICIE Board of Directors who have worked tirelessly throughout the year to support the good governance and operations of NICIE.  The Directors have volunteered their time on a wide range of tasks and the ongoing stewardship of NICIE, and Integrated Education is in a better position because of their efforts. 

The growth in demand for Integrated Education is undeniable. 

**The Northern Ireland Council for Integrated Education** 

**26** 

## **(Company limited by guarantee)** 

## **Annual Report from the Chairperson for the year ended 31 March 2025 (continued)** 

In the last three years there are five new integrated schools and NICIE has received growing numbers of requests from schools and parents for support on ballots for transformation as well as on development proposals.  In 2024/25 we saw a number of happy anniversaries, including the 25[th] anniversary of Kilbroney Integrated Primary School and the 30[th] anniversary of Lough View Integrated Primary School.  Days after this reporting period, Northern Ireland’s main daily paper, The Belfast Telegraph, reported recent polls showing that two thirds of people in Northern Ireland want Integrated Education as the main model of schooling for children and young people. 

But there is much work to do in the work of reconciliation.  At the time of writing, only 15.5% of schools in Northern Ireland have at least a 10% mix of pupils from both Protestant and Catholic backgrounds.  The vast majority of children and young people at school spend every day being educated alongside few or no children from other backgrounds.  Given the predominance of children being educated separately in Northern Ireland it is puzzling to hear opponents of the Integrated Education Act claiming it gives Integrated Education unfair advantage over other sectors.  Surely the act seeks to level up access to provision, particularly in the many places across Northern Ireland with over-subscribed, little, or no Integrated Education provision.  The rejection of the wishes of parents of two schools in Bangor to transform their school to Integrated status is disappointing.  But their enthusiasm and that of increasing numbers of parents for Integrated Education offers hope for increased reconciliation in Northern Ireland. NICIE looks forward to working with all education stakeholders to achieve its mission of promoting reconciliation in Northern Ireland through Integrated Education. 

Eamon Quinn Chair, NICIE 

**The Northern Ireland Council for Integrated Education** 

**27** 

## **(Company limited by guarantee)** 

**Chief Executive’s Annual Report For the year ending 31 March 2025** 

## **Introduction** 

It is a privilege to write my first report as Chief Executive of NICIE, having taken up post in August 2024. I am honoured to follow in the footsteps of Roisin Marshall OBE, whose longstanding commitment to Integrated Education has helped shape NICIE and inspired so many. I offer Roisin my sincere thanks for her leadership and generosity during our handover and beyond. 

This has been a year of growth, transition and challenge — a year that tested our resilience and reaffirmed our purpose. As I reflect on my first months in post, what strikes me most is the commitment, creativity and drive of the NICIE team. At a time of unprecedented demand and pressure on resources, we have delivered real impact for communities across Northern Ireland. 

## **Delivering with Purpose** 

NICIE exists to promote reconciliation through education — a mission made ever more urgent by the continued separation of children in our school system. In 2024–25, we supported more schools, reached more people, and delivered more activity than in any recent year. 

## This included: 

- 75 ethos development sessions, engaging approx. 2,200 participants 

- 37 public engagement events, reaching 2,800 people 

- Growth of the Excellence in Integrated Education Award, with 27 schools actively working towards or renewing their accreditation 

- The transformation or growth of multiple schools, contributing to an increase of over 700 pupil places in Integrated settings 

- Direct engagement with 97% of existing Integrated schools 

This was made possible by a dedicated staff team. We welcomed several new colleagues this year and bid farewell to long-serving leaders, in particular Lorna McAlpine, whose wisdom, wit and work ethic drove our growth over many years. I am grateful to all who have contributed their time and talents to this movement, past and present. 

## **Collaboration and Influence** 

This year saw the publication and beginning of the consultation on ‘ _Vision 2030’_ , the Department of Education’s Strategy for Integrated Education. NICIE was a key contributor to its development, and we are thankful to the Department for their work on this, alongside other partner agencies. The Strategy has the potential to further develop Integrated Education, with NICIE as a key delivery partner. We hope appropriate resourcing will enable the plan to be fully delivered, enabling Integrated Education to be a realistic choice for every family who wish it. Our engagement with sectoral partners and public bodies has deepened through Area Planning, policy consultation, and forums on leadership, governance, diversity and inclusion. NICIE continues to play a central role in conversations about the future of education in Northern Ireland. 

**The Northern Ireland Council for Integrated Education** 

**28** 

## **(Company limited by guarantee)** 

## **Chief Executive’s Annual Report For the year ending 31 March 2025 (continued)** 

We also supported research activities, including the lived experiences of the transformation journey and the issue of faith and belief in Integrated schools. The partnership working with the Integrated Education Fund (IEF) and the Association of Principal Teachers in Integrated Schools (APTIS) provided an exemplary model for future initiatives, and we are grateful for their support.  We deepened our partnership with Queen’s University Belfast through a three-year PhD collaboration, which will help us further understand and develop Integrated practice. 

## **Navigating Challenges** 

Like many organisations in the education and public sectors, NICIE continues to operate within significant financial constraints. Allowing for inflation, our core funding from the Department of Education is 50% less than 10 years ago, while demand for our services grows year on year. The bespoke project funding from the Northern Ireland Office and the Department of Foreign Affairs and Trade has been essential, allowing us to meet urgent needs, expand our team, and innovate in areas such as communications and transformation support. 

## **Looking Ahead** 

As we look to 2025–26, I am filled with cautious optimism. Integrated Education continues to grow — not just in numbers, but in reach, relevance and ambition. The continued support of parents, governors, educators and funders evidences the appetite to have schools where children from diverse traditions learn with, from and about each other, every school day. 

We know that this is complex, long-term work. Transformation takes time. Reconciliation through education requires care, commitment and courage. But we also know what is possible when people come together with a shared vision. I am always humbled by the civic courage shown by the founders of schools and those who led school transformations. They took risks that should be remembered and celebrated. 

NICIE will continue to be a champion for Integration. I want to thank, our partners, our funders and our staff for all they do to make this possible. Our Board of Directors also deserve special recognition. They are a group of committed and skilled volunteers. In particular I would like to thank our new Chair, Eamon Quinn, who has been a great source of support for me, always generous with his time, providing humour when needed and dedication in abundance. I look forward to continuing this work together. 

**Sean Pettis Chief Executive Officer NI Council for Integrated Education** 

**The Northern Ireland Council for Integrated Education** 

**29** 

## **(Company limited by guarantee)** 

## **NICIE GOVERNANCE STATEMENT** 

## **Introduction** 

The Northern Ireland Council for Integrated Education (NICIE) is a Non-Departmental Public Body (NDPB) of the Department of Education (DE). NICIE was established in 1987 as an umbrella body to represent Integrated schools and to promote Integrated Education. NICIE was set up as a company limited by guarantee with charitable status and is supported through grant in aid by DE under the Education Reform (Northern Ireland) Order 1989. 

The role of NICIE as defined in the Management Statement is ‘ _to promote Integrated Education and to perform a wide range of roles in facilitating the development of Integrated Education in Northern Ireland for the public benefit.’_ 

The Governance Statement sets out the governance structures, risk management and internal control procedures that have operated within NICIE during the financial year 2024 to 2025. 

The Annual Governance Statement has been produced in line with guidance issued by DoF in accordance with the guidance in Annex 3.1 of Managing Public Money Northern Ireland (MPMNI) and forms part of the Statutory Accounts and is reviewed, considered, and approved by the Board of Directors (BoD). 

This Governance statement reflected NICIE’s activities and governance for the current financial year. 

## **Scope of responsibility** 

I was delighted to join NICIE as CEO/Accounting Officer in August 2024 replacing the previous CEO Roisin Marshall who retired in July 2024. 

As Accounting Officer, I am committed to operating in accordance with best practice in business integrity and ethics and maintaining the highest standards of financial reporting and governance. I have responsibility for maintaining a sound system of controls that supports the achievement of NICIE’s policies, aims and objectives, whilst safeguarding the public funds and the NICIE assets for which I am personally responsible, in accordance with the responsibilities assigned in MPMNI. As part of the requirement of Accounting Officers, I completed Accounting Officer training and met with the DE Accounting Officer. 

The system of internal control is based on an on-going process designed to identify and prioritise the risks to the achievement of the Council’s policies, aims and objectives, to evaluate the likelihood of those risks being realised, the impact should they be realised, and to manage them efficiently, effectively, and economically. 

As Accounting Officer of a public body and designated NDPB, I am committed to governance excellence and to ensuring accountability and transparency for all decisions and activities. I am responsible to the Permanent Secretary of DE under the terms and conditions as set out in NICIE’s Management Statement (incorporating the Financial Memorandum) (MSFM) which will be replaced by the Partnership Agreement in 25/26. 

**The Northern Ireland Council for Integrated Education** 

**30** 

## **(Company limited by guarantee)** 

## **NICIE GOVERNANCE STATEMENT (continued)** 

I am satisfied that I have delivered upon my responsibilities as NICIE Accounting Officer and thereby declare to the Departmental Accounting Officer of my fitness to act as Accounting Officer. 

## **Strategic Objectives** 

NICIE launched its new three-year Strategic Plan 2022-2025 in April 2022. 

This strategic plan aims to: 

## 1. Promote Integrated Education 

Promote Integrated Education to create measurable change in awareness and understanding, leading to an increase in demand for Integrated schools. 

## 2. Grow Integrated Education 

Support the growth and development of Integrated Education to be an accessible option in all geographical areas in Northern Ireland 

3. Support Integrated Education 

Support the development of the Integrated Ethos to help governors and leaders to advance sustainable and exemplary Integrated and Transforming schools. 

NICIE’s vision is a society where children are educated together, confident to express their own identity and culture; and respectful of, and prepared to engage with, the identity and culture of others. 

The NICIE mission is to promote reconciliation in Northern Ireland through Integrated Education. 

The current strategic plan sets out clearly defined strategic objectives for the year. I have ensured that the aims and objectives have been implemented with staff, Board of Directors (BoD) and relevant stakeholders during the year and are regularly reviewed. 

The NICIE business plan aligned to DE’s strategic priorities clearly set out NICIE aims and objectives for the year and was monitored throughout the year. 

NICIE are currently preparing an interim Strategic plan for 2025-2026. 

## **Governance Framework** 

In partnership with the NICIE Board of Directors, I have a corporate responsibility for setting objectives, agreeing priorities, and implementing ministerial policy. The BoD, and I, as the NICIE Accounting Officer and the staff of NICIE, developed and agreed to a business plan for the year, which was formally approved by DE. 

**The Northern Ireland Council for Integrated Education** 

**31** 

## **(Company limited by guarantee)** 

## **NICIE GOVERNANCE STATEMENT (continued)** 

The Business Plan was regularly reviewed along with key risks associated with the delivery of NICIE’s objectives throughout the year. A mid-term six-month evaluation report to 30.9.2024 and year end evaluation provided updated progress reports on the achievements of NICIE for the 12 months to 31.3.2025 to both the BoD and DE. 

NICIE have been working within our current Development Team capacity to respond to the increasing demand for our services. This DE funded team currently consists of two Senior Development Officers (one on a temporary contract to 30.6.2025) and one Development Officer. NICIE have obtained restricted funding from the Northern Ireland Office to fund one Senior Development Officer and three Development Officers until 31 March 2025. The Irish Department of Foreign Affairs through a partnership with the Integrated Education Fund have also funded a Development Officer until 31 March 2025. 

In the 2024/25 school year, there were approximately 28,411 pupils enrolled in Integrated schools. Five Transforming schools got approval across 2024/25. Four schools were not approved for Transformation. Three other Development Proposals were approved in 2024/25 including one for increased enrolment in a GMI Primary and two for Nursery Units. Two Development Proposals for Nursery Units were not approved. 

This year has seen continued demand from schools requesting support from NICIE regarding Transformation to Integrated Status. Five cases for change have been submitted to EA for schools Transforming to Integrated status, with three having been published by year end. A further case for change for Transformation is in progress and will be submitted to EA early in 25/26. There are approximately four other schools actively exploring Transformation, with a decision to progress expected in 25/26. 

## **Development Proposals for significant change to the Integrated Schools sector** 

In addition, there are three more cases for change at an advanced stage, with pre-publication consultations being undertaken. Two of these are for increased enrolment in oversubscribed GMI Post Primary schools and one for the establishment of a Nursery Unit in a GMI Primary. 

There is one development proposals awaiting Ministerial decision for a Nursery unit in a CI Primary School. 

Substantial ongoing development work on the establishment of a new Controlled Integrated College ‘Causeway Academy’ in Coleraine has been undertaken in partnership with the Education Authority and the Controlled Schools’ Support Council. Support work on the development of a new GMI Post Primary School in the Mid Down area continues. This support includes provision of template governance documents, Governor training, training focused on the Integrated ethos, attendance at open days and community outreach initiatives, attendance at steering group meetings and liaising with the Dept of Education to progress the project.   In addition, substantial work has been undertaken on the development of a new Irish Medium Integrated Primary and Nursery School, ‘Scoil na Seolta.’ Publication is expected in early 25/26. 

**The Northern Ireland Council for Integrated Education** 

**32** 

## **(Company limited by guarantee)** 

## **NICIE GOVERNANCE STATEMENT (continued)** 

## **Structure of NICIE** 

## **Board and Committees** 

The Board of Directors has a current membership of 16 non-executive members including two DE appointees. There are currently two vacant DE Director positions and one vacant ‘Schools’ Director. Two new DE Directors were appointed through a public appointments’ competition during the year, replacing two Directors who completed terms in October 2024. 

The role of the Board is to provide leadership to NICIE during the budget year, within a framework of prudent and effective controls which enable risk to be assessed and managed, to set NICIE’s strategic aims, ensuring that the necessary financial and human resources are in place to meet its objectives, provide oversight to set NICIE’s values and standards and to ensure its obligations to its stakeholders and others are understood and met. 

The current BoD structure is illustrated below: 

NICIE is a constituent body of member organisations with seven categories of membership: 

|1. School members<br>•5 members to be elected at<br>AGM|Those engaged in running a particular<br>Integrated school.|
|---|---|
|2. Support members / Trust<br>•3 members to be elected at<br>AGM|Organisations for the support and promotion of<br>Integrated Education.|
|3. Teacher members|Representatives of teacher organisation. 2<br>members<br>nominated<br>by<br>The<br>Teachers<br>Committee|



**The Northern Ireland Council for Integrated Education** 

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## **(Company limited by guarantee)** 

|||
|---|---|
|4. Principal Member<br>•2 members nominated by<br>APTIS (Association of<br>Principal Teachers in<br>Integrated Schools)|Representatives of Principals’ association.|
|5. Early Years members<br>•1 member nominated by the<br>Early years Committee|<br>Those engaged in running pre-school provision<br>in a particular Integrated school.|
|6. Co Opted<br>•Up to 3 directors Currently 2<br>24/25|<br>To provide additional experience|
|7. Department of Education|Up to 4 people appointed by DE|



## **Board and Committees Structure** 

There has been traditionally three committees which serve and report to the Board of Directors. In 2024/25 a fourth committee, a ‘Governance Committee’ was established through Terms of Reference and met once during the year. 

The Governance Sub-Committee’s objectives are to: 

- Support the Board of Directors in reviewing governance matters and identifying governance related tasks and issues to be addressed by NICIE 

- Undertake identified tasks as highlighted by the Board of Directors, such as reviewing and informing new drafts of existing governance related documents such as Memorandums and Articles of Association 

- Working alongside the NICIE Board and Staff to prepare drafts of documents for 

   - consideration and approval by the Board of Directors. 

- Assisting in the discussing and clarifying of NICIE’s legal and governance links with 

   - external bodies/ organisations/ individuals. 

- Identify gaps in governance provision at NICIE and prepare options for the Board of Directors to consider. 

The committee structure is outlined below. 

The current directors and attendance records are recorded below. The Board structure and all directors were reviewed prior to the hybrid Annual General Meeting (AGM) including attendance records to ensure that the structure complied with NICIE’s Articles of Association. 

**34** 

## **The Northern Ireland Council for Integrated Education** 

## **(Company limited by guarantee)** 

## **NICIE GOVERNANCE STATEMENT (continued)** 

## **NICIE Board and Committees Structure** 

## **Attendance at Meetings** 

Directors’ attendance at meetings held during 2024-2025 is detailed below. Please note that some directors were not in post for the full financial year and joined the subcommittees during the year and the figures represent their percentage attendance based on when they joined. 

|Director/Member|Board of<br>Directors<br>4 Zoom mtgs, 1<br>in person +<br>AGM)|Audit & Risk<br>Assurance<br>Committee<br>4 Zoom mtgs|Finance, General Purposes<br>& Staffing Committee<br>4 Zoom meetings|Policy and<br>Planning<br>Committee<br>2 Zoom mtgs|Governance<br>Sub<br>Committee<br>1 Zoom<br>Meeting|
|---|---|---|---|---|---|
|Maeve Marnell Chair<br>(End of Term October 2024 -<br>coopted to Governance<br>Subcommittee Dec 2024)|100%|-|100%|100%|100%|
|Sandra Patterson|100%|100%|-|50%||
|Matt O Neill (Coopted<br>P&P Member)||||50%||
|Claire Loftus (Coopted<br>FGPSC Member)|||75%|||
|John Scott|100%|-|100%|100%||
|Andrew Talbot<br>(coopted to Governance<br>Subcommittee Dec 2024)|||||100%|
|Cathal Mullaghan|83%|75%|-|100%||
|Shane Greer|67%|-|50%|100%||



**35** 

## **The Northern Ireland Council for Integrated Education** 

## **(Company limited by guarantee)** 

|||||||
|---|---|---|---|---|---|
|Anne Murray(End of<br>Term June 24 -coopted to<br>Governance Subcommittee<br>Dec 2024)|67%||100%|100%|100%|
|Patrick Mc Ilveen<br>(appointed December<br>2024)|100%||-|100%||
|Helen Smyth|100%|50%|-|100%||
|Adele Kerr|83%|-|50%|-||
|Bill Miscampbell<br>(_co-optee)_|67%|-|100%|||
|Eamon Quinn Chair<br>Appointed Chair June<br>25<br>_(co-optee)_|100%|-|100%|100%|100%|
|Pamela Algie<br>(Appointed May 2024)|100%|0%|-|50%||
|Colin Millar|100%|100%|-||100%|
|Patricia Douglas (End<br>of Term April 2024)|100%|100%|-|50%||
|Duncan Morrow|50%|||50%||
|Bernie Webster<br>(appointed December<br>2024)|67%||100%|-||
|Gavin Gray DE Rep<br>(End of Term<br>November 24)|100%|-|50%|-||
|Ashleigh Moran|33%|||||
|Nigel Arnold<br>(Appointed April 2024)|100%|100%||||



**Performance of the Board 1 April 2024 - 31 March 2025** 

The Board of Directors held five meetings including the Annual General Meeting (AGM November 2024.) It was agreed that the Board meetings would continue to focus on strategy and the future direction of NICIE in the changing educational environment and the Integrated Education Act which came into force in October 2022. The new Act requires DE to “support” as well as “encourage and facilitate” Integrated Education. It will require “identifying, assessing, monitoring, and aiming to meet the demand for the provision of Integrated Education within the context of area planning and the overall sustainability of the school estate and providing sufficient places in Integrated schools to aim to meet the demand for Integrated Education.”  NICIE has been supporting the Department to implement the Integrated Education (NI) Act 2022 and, in our role as a named body under section 3 of the Act, we have submitted all responses, when requested, within the required timescales. This included a response to the Draft Integrated Education Strategy in November 2024. We await the public consultation of same. 

**The Northern Ireland Council for Integrated Education** 

**36** 

## **(Company limited by guarantee)** 

## **NICIE GOVERNANCE STATEMENT (continued)** 

The chairperson Maeve Marnell came to the end of her tenure and was replaced by Eamon Quinn in June 2024. 

During the year both chairpersons continued to review the attendance of Board Members for the previous 12 months and reiterated the need for attendance and participation. The Chairs were satisfied with the reasons for absence and ensured that proper processes were employed to address all absences and satisfied that all Board members continue on the Board. This was closely reviewed, monitored, and reported throughout the year, in my monthly meetings with the new Chair upon my appointment in August 2024. A few new directors replaced directors that had come to the end of their term. We were delighted to welcome these new directors to add their contributions to the proactive and dynamic Board. 

A great deal of attention was directed towards the development of NICIE’s new IT system following the successful move to NICIE’s new premises in 2023. The new system was implemented in June 2024. Additionally, there was a focus on Diversity training. We commissioned a review of internal policies and practices related to the promotion of Equality, Diversity, and Inclusion (EDI). An EDI Strategy was developed and approved in June 2024 and is being implemented. 

Most meetings continued to be online except for an in-person board strategy day which was held in June 2024. All new Directors received induction training to ensure that they were briefed accordingly and were aware of their duties. This included Corporate Governance training, which was held in February 2025 to all Board members during the year to ensure adherence and compliance with good practice. 

The Chair will complete the annual appraisal of directors. The chairperson continued to assess the performance of individual Board members through arrangements determined by the Department. Board members will continue to be subject to ongoing performance appraisal, with a formal assessment being completed by the chair at the end of each financial year and prior to any re- appointment of individual members taking place. Feedback of the appraisal process was shared with Board members. The Terms of reference of all committees were all reviewed during the year. 

The appraisals also formed part of the assessment of the Board's effectiveness and were reported accordingly. A Board Effectiveness Review had been conducted in November 2023 by the Independent Internal Auditor. Based on evidence reviewed and explanations obtained, the independent internal auditors concluded the Board of NICIE has demonstrated compliance with the guidance contained in the Northern Ireland Audit Office publication ‘Board Effectiveness – Good practice Guide.’ 

It was recommended NICIE could consider developing a Conflict-of-Interest policy and reinstate asking board members and senior staff to formally complete declarations of interest, including nil returns annually. This year’s report concluded that these minor recommendations has been implemented. This report has been shared with the Board of Directors and all recommendations by the Internal Auditor were implemented from the previous report during the year. The Board Effectiveness plan is regularly reviewed at Board and Policy and Planning Committee meetings. It was agreed in March 2025 that this function would move to the newly formed Governance Committee. 

**The Northern Ireland Council for Integrated Education** 

**37** 

## **(Company limited by guarantee)** 

## **NICIE GOVERNANCE STATEMENT (continued)** 

The previous Chair was also appraised this year through arrangements made by the DE and an appraisal for the current Chair will be commissioned by DE in April 2025. 

I also had monthly 1-1 meetings with the Chair where we reviewed the committees and the strategy of NICIE and agreed agenda for Board meetings. 

A training programme was implemented during the year for the directors. 

The register of interests continued to be a standard agenda at all Board meetings to ensure that any areas of Board member conflict are addressed at the start of each meeting. 

The Board reviews, through the CEO (Chief Executive Officer) report and a range of presentations and discussion papers, the ongoing work of NICIE and its implementation of its strategic plan and business plan. Each Senior Development Officer for Grow and Support attends one Board meeting per year to present on their area of responsibility in relation to the NICIE Business Plan. The Report Card is regularly updated and feedback from DE has been useful in improving how NICIE Staff and Directors approach Outcomes Based Accountability. 

During the year, the Board reviewed reports from other sub committees including the annual Internal Audit report, annual financial statements, monthly summary extracts from the management accounts and approved the Annual Business Plan and associated budgets. NICIE reviewed the progress on the existing strategic plan and drafted a business plan for 2025/26. A review was also undertaken of the effectiveness of reporting to the Board as part of the Board Effectiveness Review. 

The Chairperson, Finance Officer and Chief Executive Officer met the Senior Personnel within DE for Governance and Accountability meetings twice in this financial year. Position reports were forwarded prior to these meetings highlighting any areas of significant accountability and governance. It was agreed that all was in order in the current challenging financial climate and that budgets were being managed accordingly. NICIE continued to submit business cases and requests for additional resources. It was highlighted that NICIE was only in a position to manage its budget as a result of not replacing permanent staff who had retired/resigned. 

NICIE has worked closely with the Integrated Education Fund (IEF) to promote Integrated Education and is currently working with 11 schools at various stages of the Transformation process. 

As part of ensuring that all Board meetings are managed in an efficient and timely manner, I ensure that the Accounting Officer/CEO Report is circulated prior to the Board meetings along with all relevant papers. 

## **Committee Reports** 

## **Role of the Audit and Risk Assurance Committee (ARAC)** 

In accordance with its terms of reference, the Audit and Risk Assurance Committee (ARAC) oversees financial reporting and the effectiveness of financial and regulatory compliance, controls and systems reporting. 

**The Northern Ireland Council for Integrated Education** 

**38** 

## **(Company limited by guarantee)** 

## **NICIE GOVERNANCE STATEMENT (continued)** 

The Audit and Risk Assurance Committee formally met on 4 occasions during 2024-25 reviewed the Corporate Risk Register at each meeting and was satisfied that all risks were identified, and corrective action taken where feasible. Some of the key risks are highlighted further in this report. 

The Committee throughout the year continued to review and update the Corporate Risk Register to assure members that all risks relating to working from home arrangements and business continuity were incorporated into the register and that all risks were managed and mitigated accordingly. The Business Continuity Plan was also updated and reviewed at all the ARAC meetings. 

The register of conflicts continued to be a standard item on the ARAC agenda. 

In addition, the Committee reviewed the results of the internal audit report and the implementation of previous year's audit recommendations. The Committee was also responsible for reviewing the annual statutory Directors Report and Financial Statements for the year to 31.3.2024 and will also be responsible for the reports to 31.3.2025. 

It also reviewed several policies and documentation from DE and DoF, which were updated by DE during the current year to ensure best practice and that DE business case, tenders, and DoF Pay Remit guidance was adhered to. 

A summary report from the ARAC was presented to the Board by the chair of the committee following each meeting during the year. 

Representatives from the IMIE Team at DE also sat on this Committee this year, which assisted in giving additional assurance to the Committee that all audit requirements were adhered to and provided guidance. The ARAC Chair and the CEO also attended external training for Audit and Risk Committees convened by DE. 

## **Finance, General Purposes and Staffing Committee (FGPSC)** 

This Committee continues to meet before the quarterly meeting of the Board of Directors. It met 4 times during the current year. Its function is to focus more on the finance and personnel issues presented to the Board. This Committee also dealt with all issues relating to staff and premises. 

FGPSC also continues to review staff policies throughout the year, ensuring that NICIE has covered all areas of staffing procedures and guidance. 

The HR subcommittee also continued to meet where necessary during the year to dedicate more time to internal staffing issues and recruitment to ensure adequate time allocated to support the Finance Officer and me as CEO. This committee also included the Chair of NICIE. Progress was then reported accordingly to the relevant committee. 

The budget for the monthly management statements were carefully reviewed by me and the Finance Officer prior to presentation to the FGPSC who then reviewed the financial and performance management of NICIE ensuring that all budgets and internal controls were adhered to for the year up to 31.3.2025. 

**The Northern Ireland Council for Integrated Education** 

**39** 

## **(Company limited by guarantee)** 

## **NICIE GOVERNANCE STATEMENT (continued)** 

In this financial year, a significant amount of time was dedicated to managing staff resources and also the procurement and implementation of the new IT and telephone system. 

Health and Safety and Accommodation is a standard item on the FGPSC agenda to ensure that the office was managed in accordance with government and health guidelines and that all staff were being managed and had support in terms of the ability to work from home, including pastoral care. To further support this objective, the Office Manager is completing advanced Health & Safety in the workplace training. 

This committee was also responsible for ensuring that NICIE was fully compliant with business case requirements. 

The FGPSC’s remit also includes the awarding of tenders and ensuring that NICIE adheres to strict procurement procedures with the approval of DE. However, the committee continues to raise concerns again over the costs and time that NICIE incurred adhering to DoF Procurement guidance under Construction and Procurement Delivery (CPD) when re-tendering for goods and services. 

## **Policy and Planning Committee (P&P)** 

The Committee’s remit during the current year included: 

- The Independent Review of Education 

- The Integrated Education (NI) Act 2022 Implementation 

- The Integrated Education (NI) Act 2022 Consultation on the draft Strategy Action Plan 

- The submission to Northern Ireland Affairs committee (NIAC) on Integrated Education 

- Monitoring Board Effectiveness Action Plan 

- Monitoring Progress of Strategic and Business Plans 

- Education Authority Sectoral Support Presentation and discussion on Shared Education 

- Monitoring of Communication and Outreach activities. 

The Policy and Planning Committee has held two meetings during the year to formulate NICIE’s policy position on various educational policies. Committee members provide constructive challenges and guidance in response to updates by a Senior Development Officer on key areas of work. It is also an opportunity for Directors to gain a better-detailed understanding of the context that NICIE is working within, including a presentation and submission regarding the draft Integrated Education Strategy. 

## **Compliance with Corporate Governance** 

An annual review of the effectiveness of NICIE’s governance structures, as set out in code (DAO/ (DoF) 02/2025), risk management and internal controls has been conducted, informed by staff, directors, independent internal and external auditors. The NICIE Board has assessed that - it has effectively complied with the Corporate Governance Code (https://www.finance - ni.gov.uk/sites/default/files/2025 02/daodof0225att.pdf) 

**The Northern Ireland Council for Integrated Education** 

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## **(Company limited by guarantee)** 

## **NICIE GOVERNANCE STATEMENT (continued)** 

The Management Statement and Financial Memorandum (MSFM) sets out a broad framework within which the Council is required to operate, and the Financial Memorandum defines certain financial provisions which NICIE is required to observe. As Accounting Officer and CEO, I have ensured that the MSFM has been adhered to for the financial year 2024-2025 from the period since my appointment. NICIE is currently working with its DE sponsor branch on a Proportionate Autonomy Framework and are currently working towards a new Partnership Agreement which will in due course replace the MSFM framework and is due to be finalised in the first quarter of 20252026. 

NICIE has continued to review its internal procedures to ensure that all services are reviewed and that business cases are submitted to the Irish Medium and Integrated Education (IMIE) Team in DE in a timely fashion and that all appropriate approvals are obtained before any expenditure is committed. 

Training has also been given to all new staff during the year at staff meetings to ensure that controls are adhered to, and new staff are given induction training on arrival. Training needs have also been identified for new and existing directors and governance training has been organised and provided. Induction was provided for new directors and exit interviews/surveys were completed for all directors that left during the year. 

All relevant Companies House and Charity Commission for Northern Ireland requirements have been updated. 

NICIE continues to ensure that its governance arrangements are in place operating in accordance with best practice and that it continues to align its business aims and objectives to DE. 

## **Assurance Reporting** 

As Accounting Officer, I am also responsible for preparing risk assurance statements and these reports provide assurance over areas of responsibility and confirm that risks are being managed. 

## **Internal Audit** 

The scope of the internal audit plan for the current year by independent internal auditors Cavanagh Kelly was to review the controls in relation to the systems that NICIE had in place in relation to the following areas, including recommendations from last year's audit. 

- Corporate Planning and Risk Management 

- Budgetary Control 

- Procurement and Tendering 

- Safeguarding and Child Protection 

**The Northern Ireland Council for Integrated Education** 

**41** 

## **(Company limited by guarantee)** 

## **NICIE GOVERNANCE STATEMENT (continued)** 

There were some low-level priority 3 recommendations of improvement which the Board agreed to implement and which all have been implemented which included some minor changes to policies and updating information. The Internal Auditor was therefore able to give positive assurance to me as Accounting Officer that the Board’s arrangements were satisfactory. 

A review of the progress made by NICIE in implementing prior year adjustments was also undertaken and all prior year internal audit recommendations have been implemented. 

## **External Auditor** 

There were no control deficiencies identified during the year to 31.3.2024 for the audit completed by SCC Chartered Accountants. There is unlikely to be any emphasis of matter or qualifications contained in the Audit report for 2024-2025. 

## **Other Sources of Assurance** 

I have also relied on additional sources of assurance during the year, with regular reports from the staff, directors, NICIE Panel of Associates and independent advice from HR (Human Resource), legal experts and other relevant stakeholders as required. 

NICIE also continues to report annually to the Charity Commission for Northern Ireland, Companies House, and The Pension Regulator. 

## **Quality of Data Used by the Board** 

Senior Members of the NICIE Team and appropriately experienced officers or representatives of NICIE have supported all the committees. I regularly review and interrogate all data with Senior Management Team prior to any information being presented to the Board. These reports include monthly management accounts and budgets, which are prepared by NICIE’s qualified Chartered Accountant and are also reviewed by the FGPSC who have additional finance experience. Senior Development Officers with much experience in the education sector, including reports compiled with various forums and relevant stakeholders, complete other NICIE reports. Significant effort has been placed on the development of activity reporting systems, including a data ‘dashboard’ which enables timely and accurate information to be recorded and analysed in support of NICIE objectives. An appropriately selected Panel of Associates who have been drawn from a select list based on skills and experience compile bespoke reports. Committee Members also reviewed these reports and data and sought clarification from officers on the information presented to them. 

Additionally, our Internal Auditors Cavanagh Kelly independently compiled the internal audit report, and the External Auditors SCC Chartered Accountants, independently verified the Final Financial Statements. In addition, as part of the internal audit programme all the quality of data was assessed by ARAC and presented to the Board. It is my view and the view of the committees that the quality of the data used by NICIE is of an acceptable standard. 

**42** 

## **The Northern Ireland Council for Integrated Education** 

## **(Company limited by guarantee)** 

## **NICIE GOVERNANCE STATEMENT (continued)** 

The staffing structure of NICIE for 2024-2025 is highlighted below: 

## **NICIE ORGANISATIONAL CHART** 

Post Vacant/No funding Northern Ireland Office Funded Dept Education Funded available 

I have been reviewing and managing the limited staffing resources since my appointment as Accounting Officer in August 2024. 

The lack of DE resources for staffing alongside one year budget allocations is putting increasing pressure on the existing staff team and our ability to fulfil our delivery of DE’s statutory obligations. 

Additionally, it is important to note and reiterate that the majority of NICIE’s Development Team is made up of external funding posts which at present will end 31 March 2026. 

## **Ministerial Directions** 

No Ministerial Directions were given for the year to 31 March 2025. 

## **Health and Safety** 

I am satisfied that a fit-for-purpose health and safety policy is in place and is reviewed regularly. I am also satisfied that the organisation has complied with all its duties under Health and Safety. Whilst NICIE has always been mindful of compliance to health and safety, a working group was set up with representatives from both staff and directors to review NICIE’s hybrid policy and ensuring that the office environment was safe and managed accordingly. This was and continues to be reviewed to ensure that all risks are managed and mitigated, and that the NICIE staff are protected, and the office environment is clean and appropriately managed and that all health and safety requirements and legislation is adhered to. 

**The Northern Ireland Council for Integrated Education** 

**43** 

## **(Company limited by guarantee)** 

## **NICIE GOVERNANCE STATEMENT (continued)** 

NICIE staff have all settled into their new office accommodation, a fully managed service government building with secure access and meets all health and safety requirements including disability access. The Office block has its own Staff guide for Health and Safety and all accommodation details. 

The staff handbook continues to be reviewed, updated in line with legislation and appropriate guidance and circulated to all staff and training provided where relevant. NICIE continues to support all staff through the NICIE well-being programme, and this is managed through the NICIE health and wellbeing staff committee. Several activities including a staff team building day have been carried out during the year and staff are continuously reminded to access the free well-being programmes available to them. 

## **Risk Assessment** 

Internal Controls and Risk Management 

I, along with the directors acknowledge our responsibility for NICIE ’s system of internal control and for reviewing its effectiveness. 

The Audit and Risk Assurance Committee (ARAC) reviewed the risks associated with the Council’s activities. The Corporate Risk Register includes an evaluation of all levels of risk. Both inherent and residual risks were reviewed throughout the year with the committee and DE. NICIE had a Business Continuity Plan in place, which has also been reviewed and updated to manage all internal controls including hybrid working. 

The Chairperson of the Audit and Risk Assurance Committee reports to each Board meeting on any matters that need to be brought to their attention. 

I, as Accounting Officer, continue to enforce and ensure that risk management is embedded and owned by the Board and all NICIE staff. This has now effectively been incorporated and embedded into all NICIE business plans and daily operations of NICIE. The corporate risk register, and risk management is viewed as a dynamic process which actively seeks to incorporate good practice. It is responsive and current and is managed through regular review of both internal developments and external factors. 

In accordance with NICIE’s Risk Management Policy / Strategy, Risks are identified, evaluated and managed to ensure that NICIE 's exposure is within an acceptable range. (from averse to open) 

## **Risk Profile faced by NICIE.** 

The NICIE corporate risk register currently identifies four significant risks. These risks are reviewed quarterly by ARAC. These are also circulated to Board Members and Staff. 

The first three risks relate to financial management and governance and some of the primary areas of concern for 2024/2025 are highlighted in the table below. 

**The Northern Ireland Council for Integrated Education** 

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## **(Company limited by guarantee)** 

## **NICIE GOVERNANCE STATEMENT (continued)** 

## **Management of Significant Risks** 

||||
|---|---|---|
|Description of Risk|Remedial action taken|Projected Time scale to<br>resolve the issue|
|Failure of DE/DoF to<br>guarantee NICIE Pension<br>Liability<br>Failure to have adequate<br>insurance in place.<br>Limited DE budget for parental<br>ballots and financial support<br>for Transforming schools.<br>Failure to Strategically plan for<br>IE (Integrated Education)|Reported to BoD/External<br>Auditor. Continue to<br>monitor and liaise with<br>DE/DoF of any potential<br>increases regarding non-<br>guarantee from NILGOSC<br>(NICIE Pension provider)<br>SDE covers Employers<br>Liability<br>Public Liability covered by<br>DoF in James House<br>Public Liability to be<br>requested for each event<br>where the venue requires<br>it.<br>Concerns over Directors<br>Liability and potential<br>claims against<br>organisation<br>Requested that IMIE apply<br>for more financial support<br>for the five new<br>Transforming schools for<br>the next five years from<br>Monitoring Round.<br>Ongoing engagement with<br>DE regarding the<br>Integrated Education<br>Strategy.<br>Engagement with<br>Education Authority (EA)<br>regarding Area Planning,<br>Cross Directorate|Ongoing<br>June 2025<br>March 2025<br>Ongoing<br>Ongoing|



**The Northern Ireland Council for Integrated Education** 

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## **(Company limited by guarantee)** 

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|---|---|---|
|Description of Risk|Remedial action taken|Projected Time scale to<br>resolve the issue|
|Failure to effectively implement<br>the Integrated Education (NI)<br>Act 2022|meetings to regularly<br>update on pertinent<br>issues.<br>Ensure Cases for Change<br>are robust and reflect a<br>robust evidence base to<br>support Development<br>proposals (DP) for<br>approval; and<br>Regular meetings with the<br>DE Implementation<br>Team/IMIE<br>Bi-annual meetings with<br>DE Governance and Risk<br>(GAR) and DE<br>Implementation Team<br>Responded to consultation<br>on the IE Act Strategy<br>Action Plan, the Northern<br>Ireland Life and Times<br>(NILT) survey proposed<br>questions and Data<br>proposals for measuring<br>demand and reporting on<br>progress of the Action<br>Plan<br>Engagement and<br>Consultation Protocols in<br>place between DE and<br>NICIE|Ongoing|



**The Northern Ireland Council for Integrated Education** 

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## **(Company limited by guarantee)** 

||||
|---|---|---|
|Description of Risk|Remedial action taken|Projected Time scale to<br>resolve the issue|
|Failure to ensure NICIE<br>staffing complement to ensure<br>NICIE can support DE to fulfil<br>its statutory duty to promote,<br>encourage, facilitate and<br>support Integrated Education.|Five Business Cases<br>submitted to IMIE to<br>demonstrate NICIE’s need<br>to retain staff post March<br>2025.<br>Reporting of the outcomes<br>of NICIE staff team to DE<br>and NICIE Board through<br>the Business Plan Report<br>Card.<br>Careful drafting of NICIE<br>Business Plan and NICIE<br>Strategic Plan to ensure<br>DE understands the need<br>for an increase in NICIE’s<br>budget.|NICIE are aware that staff<br>retention will be vital to<br>meeting DE’s statutory duty<br>and the vision of a network of<br>sustainable, high quality<br>Integrated schools.|



I am satisfied that these risks were managed accordingly, and that tolerable and considerable progress continues to mitigate these risks. NICIE have approached its sponsor Department IMIE for assistance and training in Risk Management with the aim to potentially streamline their current register. 

One of the risks that continues to present the greatest challenge and highest risk to NICIE relates to the failure to measure and meet demand for Integrated Education, thus enabling parents who want an integrated school for their child to be able to access it. The Integrated Education (NI) Act 2022 means that NICIE will need to work in partnership with DE, statutory and other support bodies to ensure the effective implementation of the Act ensuring the work of NICIE complements the duties placed on those organisations to further the development of Integrated Education. The Integrated Education Strategy, although consulted upon with Section 3 bodies, was not published in the financial year 24/25. These delays potentially push back implementation on key activities. 

It is important for NICIE to play its part in promoting Shared Education and encouraging Integrated schools to actively participate. NICIE continues to liaise with EA regarding supporting the delivery of the Peace Plus funded ‘Aspire’ Programme. 

Through Area Planning, NICIE continues to encourage schools and support organisations to consider Integrated Education as an option in a time of economic constraints and the desire for educational provision in each area to remain as a choice for the whole community. Where there is no provision NICIE, in conjunction with parents and schools, must demonstrate unmet demand for such provision to be considered. This is extremely difficult in a time when the education budget constraints are focused on rationalization rather than growth. NICIE is acutely aware of the deficit in funding for education generally and is concerned with the challenges that that brings to enabling Integrated Education to grow. NICIE recognises the gap that exists for schools in local areas to 

**The Northern Ireland Council for Integrated Education** 

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## **(Company limited by guarantee)** 

## **NICIE GOVERNANCE STATEMENT (continued)** 

consider options for Integrated Education as a solution to ensure education provision in an area. NICIE is willing and able, given financial support, to fill this gap to encourage conversations as per Transformation/ new school development. This is in line with draft Integrated Education Strategy and again delays in publication and uncertainty about financial resourcing continues to present a challenge. NICIE is committed to ongoing engagement to implement commissioned activities in the finalised Integrated Education Strategy in line with budget allocation. 

The removal of Fresh Start Agreement Funding for capital buildings continues to provide a challenge for schools who are in substandard accommodation. While we welcome the new builds that have been possible, we continue to advocate for additional capital funding to enable the 9 schools currently awaiting progression. 

NICIE are grateful for the continued support from Northern Ireland Office and Irish Department of Foreign Affairs to help NICIE to promote, meet local demand for Integrated Education and support existing Integrated schools. 

NICIE staff also assess internal and external risks of all activities, and the risk is reviewed and mitigated where feasible. 

## **Fraud Risk** 

NICIE continues to review and implement its fraud policy during the year and has zero tolerance in respect of fraud. Internal controls were also reviewed and are clearly embedded within the organisation. 

I have ensured that the NICIE Finance Officer is a member of the DE Education Sector Fraud forum. There were no instances of suspected fraud within NICIE during the year 2024-2025. 

## **Raising Concerns at work (Whistle Blowing)** 

NICIE has a policy on Raising Concerns at work (Whistleblowing), which encourages staff to report any instances of unlawful conduct, financial malpractice, or other actions that might compromise, in any way, the Council’s reputation and integrity. There were no instances during 2024-2025. 

## **Data Security breaches** 

There were no data security breaches or losses during the year. 

## **General Data Protection Regulation** 

NICIE continues to maintain and review its GDPR (General Data Protection Regulation) policies, current data governance processes, procedures, and control. NICIE staff also ensure that all archived materials were appropriately dealt with which included archiving, destroying, and returning materials to schools. NICIE’s continues to review and adhere to its Retention and Disposal Policy to ensure that records are managed in accordance with GDPR regulations. 

## **Government Funding Database** 

**The Northern Ireland Council for Integrated Education** 

**48** 

## **(Company limited by guarantee)** 

## **NICIE GOVERNANCE STATEMENT (continued)** 

NICIE is not listed on the Government Funding Database as NICIE does not award grant funding **to** the community and voluntary sector. 

## **Significant Governance Issues** 

There are no further significant governance issues. 

## **Conclusion** 

The aim of this statement is to ensure that information is provided as to how governance within NICIE has been effective for the year to 31.3.2025 and identifies a range of significant governance issues that NICIE is facing during a period of significant change, uncertainty, and challenging financial circumstances. 

NICIE will continue to ensure that it adheres to organisational needs and governance guidelines. 

I can confirm that I will continue to review these issues and ensure that they are addressed. This governance statement was presented to the Audit and Risk Assurance Committee and formally approved by the Audit and Risk Assurance Chair on 16[th] April 2025. 

Signature of ARAC Chair 

Sandra Patterson 

Signature of Accounting Officer 

Sean Pettis 

Date of Signature 16[th] April 2025 

**The Northern Ireland Council for Integrated Education** 

**49** 

## **(Company limited by guarantee)** 

## **Remuneration Policy and Staff report** 

The remuneration of all Council staff is determined by the NICVA National Joint Council for local authorities and other authorities of equivalent status. The National Joint Council’s principal role is to reach agreement, based on shared values, on a national scheme of pay and conditions for local application throughout the UK. 

The NICVA National Joint Council’s guiding principles are to support and encourage: 

- High quality services delivered by a well-trained, motivated workforce with security of employment. To this end employers are encouraged to provide training and development opportunities for employees **;** 

- Equal opportunities in employment; equality as a core principle which underpins both service delivery and employment relations; and both the removal of all discrimination and the promotion of positive action; 

- A flexible approach to providing services to the community, which meets the needs of employees as well as employers; and 

- Stable industrial relations and negotiation and consultation between employers and recognised trade unions. 

## **Salary and pension entitlements** 

The following sections provide details of the remuneration and pension interests of the Board and most senior management of the department. 

## **Remuneration and pension entitlements (audited information)** 

||**2024-2025**|**2024-2025**||||2023-2024|2023-2024||||
|---|---|---|---|---|---|---|---|---|---|---|
||**Salar**|**Benefits**|**Bonus**|**Pension**|**Total**|**Salary**|**Benefit**|**Bonus**|**Pension**|**Total**|
||**y**<br>**£’000**|**in kind**<br>**(to**<br>**nearest**<br>**£100)**||**Benefits**<br>**(to**<br>**nearest**<br>**£1,000)**|**(£’000)**|**£**|**s in**<br>**kind**<br>**(to**<br>**nearest**<br>**£100)**||**Benefit**<br>**s**<br>**(to**<br>**nearest**<br>**£1,000)**|**(£’000)**|
|R Marshall|**25-30**|<br>**100**|**-**|**4,000**|**30-35**|65-|100|-|18,000|80-85|
|_CEO_||||||70|||||
|_(Resigned July_|||||||||||
|_24)_|||||||||||
|M Johnston|**45-50**|**100**|**-**|**9,000**|**55-60**|40-|100|-|12,000|50-55|
|_Finance_||||||45|||||
|_Officer_|||||||||||
|C Scott Wills|**45-50**|**100**||**9,000**|**55-60**|40-|100|-|12,000|50-55|
|_Senior_||||||45|||||
|_Development_|||||||||||
|_Officer_|||||||||||
|L McAlpine|**5-10**|**100**|**-**|**1,000**|**5-10**|40-|100|-|12,000|50-55|
|_Senior_||||||45|||||
|_Development_|||||||||||
|_Officer_|||||||||||
|_(Resigned_|||||||||||



**The Northern Ireland Council for Integrated Education** 

**50** 

## **(Company limited by guarantee)** 

## _April 2024)_ 

|S Pettis|**40-45**|**100**|**-**|**8,000**|**55-60**|40-|100|-|12,000|50-55|
|---|---|---|---|---|---|---|---|---|---|---|
|_CEO)_||||||45|||||
|_Appointed_|||||||||||
|_August 2024_|||||||||||
|L Johnston|||||||||||
|_Senior_|||||||||||
|_Development_|**45-50**|**100**|**-**|**9,000**|<br>**60-65**|40-|100|-|-|50-55|
|_Officer_||||||45|||||
|_E Humme_|||||||||||
|_Senior_|||||||||||
|_Development_|**45-50**|**100**|**-**|**9,000**|**60-65**|40-|100|-|10,000||
|_Officer_||||||45|||||



## **Remuneration and Staff report (continued)** 

## **Pension benefits** 

The value of pension benefits during the year is calculated as (the real increase in pension multiplied by 20) plus (the real increase in any lump sum) less (the contributions made by the individual). The real increases exclude increase due to inflation or any increase or decrease due to a track of pension rights. 

## **Salary** 

‘Salary’ includes gross salary and any allowances all of which are subject to UK taxation. This report is based on payments made by NICIE and thus recorded in these financial statements. 

## **Benefits in kind** 

The monetary value of benefits in kind covers any benefits provided by the employer and is treated by HM Revenue and Customs as a taxable emolument. 

## **Bonuses** 

No bonuses were paid during the year to 31 March 2025 (2024: £nil). 

## **Off payroll engagements** 

During the year, there were no off-payroll engagements (2024: none). 

**The Northern Ireland Council for Integrated Education** 

**51** 

## **(Company limited by guarantee)** 

## **Remuneration and Staff report (continued)** 

## **Staff turnover** 

NICIE employee turnover rate is set out in the table below. 

||**April 2024 to March 2025**|**April 2024 to March 2025**|**April 2023 to March 2024**|**April 2023 to March 2024**|
|---|---|---|---|---|
||Number of staff|% of headcount|Number of staff|% of headcount|
|Starters|4|30.8%|4|31.6|
|Leavers|4|30.8%|2|15.8|



## **Pay Ratios** 

The banded remuneration of the highest-paid officer in NICIE in the financial year 2024-205 was £45,000 - £50,000 (2023-24, £65,000-£70,000).  The relationship between the mid-point of this band and the remuneration of the NICIE workforce is disclosed below. 

||**2024-2025**|**25th**<br>**percentile**|**Median**|**75th**<br>**percentile**|
|---|---|---|---|---|
||Total remuneration (£)|18,973|34,134|57,954|
||Pay ratio|1.3:1|1.08:1|1.04:1|



||**2023-2024**|**25th**<br>**percentile**|**Median**|**75th**<br>**percentile**|
|---|---|---|---|---|
||Total remuneration (£)|27,804|36,648|46,464|
||Pay ratio|2.34:1|1.83:1|1.48:1|



Total remuneration includes salary, non-consolidated performance-related pay, and benefits-inkind. It does not include severance payments, employer pension contributions and the cash equivalent transfer value of pensions. 

The values for the salary component of remuneration for the 25[th] percentile, median and 75[th] percentile were £18,973,£34,134 and £57,954, respectively. 

Remuneration ranged from £8,282 to £48,993 (2023-24, £25,119 to £67,105). 

**The Northern Ireland Council for Integrated Education** 

**52** 

## **(Company limited by guarantee)** 

## **Remuneration and Staff report (continued)** 

## **Percentage Change in Remuneration** 

The percentage changes in respect of NICIE are shown in the following table. 

|**Percentage change for:**|**2024-25 v 2023-**<br>**24**|**2023-24 v**<br>**2022-2023**|
|---|---|---|
|Average employee salary and allowances|7.14%|4.91%|
|Highest paid director’s salary and allowances|Nil|3.88%|



No performance pay or bonuses were payable to the highest paid officer or employees in these years. 

## **Pension entitlements** 

|**Officials**|**Accrued pension**|**Real**|**CETV**|**CETV**|**Real**|**Employer**|
|---|---|---|---|---|---|---|
||**at age 60 as at**|**increase**|**at 31**|**at 31**|**increase/**|**contribution**|
||**31 March 2025**|**in**|**March**|**March**|**Decrease**|**to**|
||**and related lump**|**pension**|**2025**|**2024**|**in CETV**|**partnership**|
||**sum**|**and**|**£’000**|**£’000**|**£’000**|**payment**|
||**£’000**|**related**||||**Nearest**|
|||**lump**||||**£100**|
|||**sum at**|||||
|||**age 60**|||||
|||**£’000**|||||
|R Marshall|11-15|0-2.5|199|180|14|-|
|_Chief Executive_|No lump sum||||||
|_Officer(Retired_|||||||
|_July 24)_|||||||
|M Johnston|11-15|0-2.5|197|169|21|-|
|_Finance Officer_|No lump sum||||||
|C Scott Wills|16-20|0-2.5|339|305|25|-|
|_Senior_|Plus lump sum||||||
|_Development_|10-15||||||
|_Officer_|||||||
|L McAlpine|21-25|0-2.5|409|397|11|-|
|_Senior_|Plus lump sum||||||
|_Development_|21-25||||||
|_Officer (Retired_|||||||
|_April 2024)_|||||||
|Sean Pettis|0-5|0-2.5|11|-|7|-|
|_CEO_(Appointed|No lump sum||||||



**The Northern Ireland Council for Integrated Education** 

**53** 

## **(Company limited by guarantee)** 

August 2024) 

L Johnston 6-10 0-2.5 83 63 16 - _Senior_ No lump _Development_ sum _Officer E Humme_ 0-5 _Senior_ No lump sum 0-2.5 60 40 16 - _Development Officer_ 

## **Pension entitlements** 

NICIE is a member of the Northern Ireland Local Government Officers’ Pension scheme. The Scheme is a funded defined benefit scheme, with benefits earned up to 31 March 2015 being linked to final salary. Benefits after 31 March 2015 are based on a Career Average Revalued Earnings scheme. Details of the benefits earned over the period covered by this disclosure are set out in “The Local Government Pension Scheme Regulations (Northern Ireland) 2014” (as amended) and “The Local Government Pension Scheme (Amendment and Transitional Provisions) Regulations (Northern Ireland) 2014” (as amended). 

The funded nature of the LDPS requires participating employers and their employees to pay contributions into the Fund, calculated at a level intended to balance the pension liabilities with investment assets. 

Information on the framework for calculating contributions to be paid is set out in “The Local Government Pension Scheme Regulations (Northern Ireland) 2014” and the Fund’s Funding Strategy Statement. The last actuarial valuation was at 31[st] March 2025 and the contributions to be paid until 31[st] March 2025 resulting from that valuation are set out in the Funds Rates and Adjustment Certificate. The Northern Ireland Local Government Officers Superannuation Committee is responsible for the governance of the Fund. 

The accrued pension quoted is the pension the member is entitled to receive when they reach pension age, or immediately on ceasing to be an active member of the scheme if they are at or over pension age. 

**The Northern Ireland Council for Integrated Education** 

**54** 

## **(Company limited by guarantee)** 

## **Remuneration and Staff report (continued)** 

## **Cash Equivalent Transfer Values** 

A Cash Equivalent Transfer Value (“CETV”) is the actuarially assessed capitalised value of the pension scheme benefits accrued by a member at a particular point in time. The benefits valued are the member’s accrued benefits and any contingent spouse’s pension payable from the scheme. A CETV is a payment made by a pension scheme or arrangement to secure pension benefits in another pension scheme or arrangement when the member leaves a scheme and chooses to transfer the benefits accrued in their former scheme. The pension figures shown relate to the benefits that the individual has accrued because of their total membership of the pension scheme, not just their service in a senior capacity to which disclosure applies. The CETV figures, and from 2003-2004 the other pension details, include the value of any pension benefit in another scheme or arrangement, which the individual has transferred to the CSP arrangements. They also include any additional pension benefit accrued to the member as a result of their purchasing additional years of pension service in the scheme at their own cost. CETVs are calculated in accordance with The Occupational Pension Schemes (Transfer Values) (Amendment) Regulations and do not take account of any actual or potential benefits resulting from Lifetime Allowance Tax which may be due when pension benefits are taken. 

## **Real increase in CETV** 

This reflects the increase in CETV effectively funded by the employer. It does not include the increase in accrued pension due to inflation, contributions paid by the employee (including the value of any benefits transferred from another pension scheme or arrangement) and uses common market valuation factors for the start and end of the period. However, the real increase calculation uses common actuarial factors at the start and end of the period so that it disregards the effects of any changes in factors and focuses only on the increase that is funded by the employer. 

## **Staff cost (Audited)** 

||**Permanently**|**Temporary**|**Total 2025**|2024|
|---|---|---|---|---|
||**employed**|**agency**|||
||**staff**|**staff**|||
||||**£**|£|
|Wages and salaries|**566,359**|**-**|**566,359**|515,965|
|Social security costs|**52,072**|**-**|**52,072**|49,289|
|Otherpension costs|**93,032**|**-**|**93,032**|93,701|
||**711,463**||**711,463**|658,955|
|Less recoveries in respect of|||**(43,002)**|(40,507)|
|outward secondments|||**(198,107)**|(157,105)|
|NIO Funded Staff|||||
|IAS 19 – Actuarial valuation|||||
|Current service cost|||**97,000**|103,000|
|Past service cost/(gain)|||||
|Contributions bythe employer|||**(93,000)**|(92,000)|
|Total Net costs|||**474,354**|472,343|



**The Northern Ireland Council for Integrated Education** 

**55** 

## **(Company limited by guarantee)** 

## **Remuneration and Staff report (continued)** 

||**Number**|Number|
|---|---|---|
|The average monthly number of persons employed by the|||
|companyduringtheyear was:|**13**|13|



Some staff employed by the company in 2024 and 2025 had permanent fixed term contracts of employment. During the year, the charity incurred costs of £14,028 (2024: £0) relating to agency staff and secondees.  The staff consists of 10 female and 3 male employees. The sickness absence rate for the year was 2025:146 days 4.6% (2024: 122 days 4.7%) The Directors and Management work continuously to reduce this figure, and this is reviewed at BOD meetings and FGPSC. 

The Directors received **£0** for reimbursement of expenses during the year (2024: £0). **No** employee falls in emoluments band over £60,000 for the current year due to start date August 2024 (2024: 1) and details are below. 

||**2025**|2024|
|---|---|---|
||**£’000**|£’000|
|Chief Executives’ remuneration – Roisin Marshall (Retired July|**-**|67,815|
|2024)|||
|Company pension contributions to NILGOSC pension scheme.<br>Roisin Marshall|**-**|12,765|
||**-**|80,580|



## **Compensation schemes – exit packages** 

The following section provides details of the exit packages paid by the company. 

||**Number of**|**Number of**|**Total number of**|**Total number of**|
|---|---|---|---|---|
||**voluntary**|**voluntary**|**exit packages**|**exit packages by**|
||**redundancies**|**redundancies**|**by cost band**|**cost band**|
||||**2025**|**2024**|
|< £10,000||Nil|Nil<br>Nil|Nil|
|£10,000-£25,000||Nil|Nil<br>Nil|Nil|
|Total number of exit||Nil|Nil<br>Nil|Nil|
|packages|||||
|Total resource cost||Nil|Nil<br>Nil|Nil|



## **Eamon Quinn** 

**Chair NICIE Date 21/6/2025** 

**56** 

## **The Northern Ireland Council for Integrated Education** 

## **(Company limited by guarantee)** 

## **Assembly Accountability and Audit Report** 

## **Regularity of expenditure** 

There were no losses or special payments made by the Council in the year. (2023/2024 – £nil) 

## **Fees and Charges** 

There were no fees or charges made by the Council in the year. (2023/2024 - £nil) 

## **Remote contingent liabilities** 

There were no contingent liabilities requiring disclosure under Assembly reporting requirements. The Council had no significant remote contingent liabilities to report 2024-2025, (2023-2024 £nil). Note 17 provides further details regarding the contingent liabilities, which are included in the financial statements. 

Sean Pettis **Chief Executive** 

**The Northern Ireland Council for Integrated Education** 

**57** 

## **(Company limited by guarantee)** 

## _**Independent auditors’ report to the directors of The Northern Ireland Council for Integrated Education (company limited by guarantee)**_ 

## **Opinion** 

We have audited the financial statements of Northern Ireland Council for Integrated Education (the 'charitable company') for the year ended 31 March 2025 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement, and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and International Financial Reporting Standards.  We have also audited the information in the Remuneration and staff report and the Assembly Accountability and audit report that is described in those reports as having been audited. 

In our opinion the financial statements: 

- give a true and fair view of the state of the charitable company's affairs as at 31 March 2025 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended; 

- have been properly prepared in accordance with International Financial Reporting Standards; and 

- have been prepared in accordance with the requirements of the Companies Act 2006. 

## **Basis for opinion** 

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditors' responsibilities for the audit of the financial statements section of our report.  We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements.  We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. 

## **Conclusions relating to going concern** 

In auditing the financial statements, we have concluded that the directors' use of the going concern basis of accounting in the preparation of the financial statements is appropriate. 

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. 

Our responsibilities and the responsibilities of the directors with respect to going concern are described in the relevant sections of this report. 

**The Northern Ireland Council for Integrated Education** 

**58** 

## **(Company limited by guarantee)** 

_**Independent auditors’ report to the directors of The Northern Ireland Council for Integrated Education (company limited by guarantee) (continued)**_ 

## **Other information** 

The directors are responsible for the other information. The other information comprises the information included in the Annual Report, other than the financial statements and our Report of the Independent Auditors thereon.  Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. 

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements, or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information; we are required to report that fact. 

We have nothing to report in this regard. 

## **Opinions on other matters** 

In our opinion, based on the work undertaken during the audit: 

- the information given in the Report of the Directors for the financial year for which the financial statements are prepared is consistent with the financial statements; and 

- the Report of the Directors has been prepared in accordance with applicable legal requirements. 

- In all material respects the expenditure and income have been applied to the purposes intended by the Assembly and the financial transactions conform to the authorities which govern them. 

   - The parts of the remuneration and staff report and Assembly Accountability Report to be audited has been properly prepared in accordance with DoF directions made under the Government Resources and Accounts Act (Northern Ireland) 2001. 

## **Matters on which we are required to report by exception** 

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Report of the Trustees. 

**The Northern Ireland Council for Integrated Education** 

**59** 

## **(Company limited by guarantee)** 

## _**Independent auditors’ report to the directors of The Northern Ireland Council for Integrated Education (company limited by guarantee) (continued)**_ 

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion: 

- adequate accounting records have not been kept or returns adequate for our audit have not been received from branches not visited by us; or 

- the financial statements are not in agreement with the accounting records and returns; or 

- certain disclosures of trustees' remuneration specified by law are not made; or 

- we have not received all the information and explanations we require for our audit.; or 

- the Governance Statement does not reflect compliance with DoF guidance. 

## **Responsibilities of directors** 

As explained more fully in the Statement of Directors' Responsibilities, the trustees (who are also the directors of the charitable company for the purposes of company law,) are responsible for the preparation of the financial statements. They are also responsible for being satisfied that they give a true and fair view, and for such internal control, as the trustees determine is necessary, to enable the preparation of financial statements that are free from material misstatement, whether due to fraud, or error. 

In preparing the financial statements, the directors are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. 

## **Our responsibilities for the audit of the financial statements** 

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue a Report of the Independent Auditors that includes our opinion.  Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken based on these financial statements. 

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below: 

**The Northern Ireland Council for Integrated Education** 

**60** 

## **(Company limited by guarantee)** 

## _**Independent auditors’ report to the directors of The Northern Ireland Council for Integrated Education (company limited by guarantee) (continued)**_ 

The following are required to be considered: 

- the nature of the industry and sector, control environment and entity performance; 

- - results of our enquires of management, about their own identification and assessment of the risks of irregularities; 

- review of company policies and procedures relating to: 

- identifying, evaluation and complying with laws and regulations and whether they are aware of instances of noncompliance; 

- detecting and responding to the risks of fraud and whether they have any knowledge of any actual, suspected, or alleged fraud; 

- the internal controls established to mitigate risks of fraud or non-compliance with laws and regulations; 

- - the matters discussed among the audit engagement team how and where fraud might occur in the financial statements and any potential indicators of fraud. 

Because of these procedures, we considered the opportunities and incentives that may exist within the organisation for fraud and identified the greatest potential for fraud is in relation to expenditure not being applied in line with intended purposes and the calculation and payment of salaries. In common with all audits under ISAs (UK), we are also required to perform specific procedures to respond to the risk of management override. 

## **Audit response to risks identified.** 

The current audit is conducted with professional scepticism using procedures that are in accordance with International Standards on Auditing. 

In responding to the identified key audit matters above we obtained an understanding of the charity’s objectives and funders requirements together with the salary calculation and processing process, we performed enquires of management and inspected relevant documents and calculations, verifying expenditures, completing a  recalculation of salaries during the year, assessing the completeness and accuracy of disclosures within the financial statements and concurred the figures were materially accurate. 

In addition to the above, our procedures to respond to risks identified include the following: 

- reviewing the full financial statement disclosures and testing to supporting documentation to assess compliance with provisions of relevant laws and regulations described as having a direct effect on the financial statements; 

- enquiring of management concerns of actual and potential litigation and claims; 

- - performing analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud; 

- reading minutes of meetings of those charged with governance; and 

**The Northern Ireland Council for Integrated Education** 

**61** 

## **(Company limited by guarantee)** 

## _**Independent auditors’ report to the directors of The Northern Ireland Council for Integrated Education (company limited by guarantee) (continued)**_ 

- in addressing the risk of fraud through management override of controls, testing the appropriateness of journal entries and other adjustments; assessing whether the judgements made in making accounting estimates are indicative of a potential bias; and evaluating the business rationale of any significant transactions that are unusual or outside the normal course of business. 

We also communicated relevant identified laws and regulations and potential fraud risks to all engagement team members and significant component audit teams and remained alert to any indications of fraud or noncompliance with laws and regulations throughout the audit. 

In addition, we are required to obtain evidence sufficient to give reasonable assurance that the expenditure and income reported in the financial statements have been applied to the purposes intended by the Assembly and the financial transactions conform to the authorities, which govern them. A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our Report of the Independent Auditors. 

## **Use of our report** 

This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditors' report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed. 

## **Sean G. Cavanagh Senior Statutory Auditor For and on behalf of SCC Chartered Accountants Ltd** 

17 College Street Armagh BT61 9BT 

**The Northern Ireland Council for Integrated Education** 

**62** 

## **(Company limited by guarantee)** 

## **Statement of financial activities (including income and expenditure account) for the year ended 31 March 2025** 

|||**2025**|2024|
|---|---|---|---|
||**Note**|**£**|£|
|**Incoming resources/income**||||
|**Incoming resources from generated funds**||||
|- Voluntaryincome|3|**868,545**|892,295|
|**Total incoming resources**||**868,545**|892,295|
|**Resources expended/expenditure**||||
|**Charitable activities**||||
|- Development of Integrated Education and||**(939,166)**|(906,751)|
|schools in Northern Ireland||||
|**Governance costs**||**(13,380)**|(16,308)|
|**Other resources expended**||||
|- Other finance costs|6|**16,000**|4,000|
|**Total resources expended**||**(936,546)**|(919,059)|
|**Net outgoing resources before recognised**|4|**(68,001)**|(26,764)|
|**gains and losses**||||
|Re-measurement on defined benefitpension|12|**-**|7,000|
|**Net movement in funds**||**(68,001)**|(19,764)|
|Funds at 1 April||**141,534**|161,298|
|**Funds at 31 March**|14|**73,533**|141,534|



All amounts above relate to the continuing restricted operations of the company. 

There is no material difference between the net outgoing resources before recognised gains and losses for the financial year stated above, and the historical cost equivalent. 

The net outgoing resources before recognised gains and losses is the net outgoing resources required by the Companies Act 2006 as opposed to that required by the Statement of Recommended Practice. 

There are no changes in equity other than the results shown in the statement of financial position therefore a separate statement of changes in equity has not been presented. 

**The Northern Ireland Council for Integrated Education** 

**63** 

## **(Company limited by guarantee)** 

## **Statement of financial position as at 31 March 2025** 

|||**2025**|2024|
|---|---|---|---|
||**Note**|**£**|£|
|**Non-current assets**||||
|Property,plant, and equipment|7|**9,218**|8,494|
|**Current assets**||||
|Trade and other receivables|9|**48,748**|5,076|
|Cash and cash equivalents|10|**81,801**|178,879|
|||**130,549**|183,955|
|**Total assets**||**139,767**|192,449|
|**Current liabilities**||||
|Trade and otherpayables|11|**(66,234)**|(50,915)|
|**Non-current assets less net**||**73,533**|141,534|
|**current liabilities**||||
|**Non-current liabilities**||||
|**Pension commitments as per**|12|**-**|-|
|**Note 12**||||
|**Total assets less liabilities**||**73,533**|141,534|
|||||
|**Reserves**||||
|Restricted funds|14|**73,533**|141,534|



The financial statements on pages 62 to 63 were approved by the Board of directors on 21 June 2025 and were signed on its behalf by: Mr Eamon Quinn, Chair of NICIE Board of Directors. 

The notes on pages 66 to 81 form an integral part of these financial statements 

Eamon Quinn **Chairperson** 

Sean Pettis **Chief Executive Officer** 

**The Northern Ireland Council for Integrated Education** 

**64** 

## **(Company limited by guarantee)** 

## **The Northern Ireland Council for Integrated Education Registered number: NI022427** 

**Statement of cash flows for the year ended 31 March 2025** 

|||**2025**|2024|
|---|---|---|---|
||Note|**£**|£|
|**Net cash (outflow)/inflow from operating**||**(92,623)**|57,527|
|**activities**||||
|**Cash flows from investing activities**||||
|Purchase ofproperty,plant, and equipment|7|**(4,455)**|(2,297)|
|**Net cash inflow (outflow) from investing**||**(4,455)**|(2,297)|
|**activities**||||
|**Net (decrease)/increase in cash and cash**||**(97,078)**|55,230|
|**equivalents in the year**||||
|**Cash and cash equivalents at the beginning of**||**178,879**|123,649|
|**the year**||||
|**Cash and cash equivalents at the end of the**|10|**81,801**|178,879|
|**year**||||



**65** 

## **The Northern Ireland Council for Integrated Education** 

## **(Company limited by guarantee)** 

|**Reconciliation of net outgoing reserves to net cash inflow from operating activities**|**Reconciliation of net outgoing reserves to net cash inflow from operating activities**|**Reconciliation of net outgoing reserves to net cash inflow from operating activities**|
|---|---|---|
||<br>**2025**|2024|
||**£**|£|
|Net (outgoing)/incoming resources before|**(68,001)**|(19,764)|
|recognised gains and losses|||
|Depreciation on tangible fixed assets|**3,731**|3,642|
|Movement in trade and other receivables|**(43,672)**|55,154|
|Movement in trade and other payables|**15,319**|18,495|
|Difference between pension charge and cash|**-**|-|
|contributions|||
|Other finance costs|**-**|-|
|**Net cash (outflow)/inflow from operating**|**(92,623)**|57,527|
|**activities**|||



**The Northern Ireland Council for Integrated Education** 

**66** 

## **(Company limited by guarantee)** 

## **Notes to the financial statements for the year ended 31 March 2025** 

## **1 Statement of accounting policies** 

These financial statements have been prepared in accordance with the Companies Act 2006, Accounting and Reporting by Charities; Statement of Recommended Practice applicable to charities preparing their accounts in accordance with International Financial Reporting standards and the principles of the 2021-22 _Government Financial Reporting Manual (FReM)_ issued by the Department of Finance.  The accounting policies contained in the FReM apply International Financial Reporting Standards (IFRS) as adapted or interpreted for the public sector context. Where the FReM permits a choice of accounting policy, the accounting policy, which is judged most appropriate to the particular circumstances of The Northern Ireland Council for Integrated Education for giving a true and fair view, has been selected.  The particular policies adopted by The Northern Ireland Council for Integrated Education are described below.  They have been applied consistently in dealing with items that are considered material to the financial statements. 

## **Accounting convention** 

These financial statements have been prepared under the historical cost. 

## **New and amended standards adopted by the Company** 

The Company has adopted IFRS16 “Leases” from 1/4/2022, which has resulted in changes in the accounting policies and adjustments to the amounts recognised in the financial statements. 

## **Effective date and transitional provisions** 

"In accordance with the transitional provisions of IFRS16 as adapted and interpreted by the FReM, the Company has adopted the new guidance, applying a retrospective approach to recognise the cumulative effects of initially applying IFRS16 recognised at the date of initial application as an adjustment to the opening balances of taxpayers’ equity." 

## **Summary of the main changes introduced by the standard** 

The new standard sets out the principles for the recognition, measurement, presentation, and disclosure of leases. All leases result in the lessee recognising the right to use an asset at the commencement date of the lease, and if lease payments are made over time recognising financing. Accordingly, IFRS16 eliminates the classification of leases as either operating leases or finance leases as required by IAS17 and, instead, introduces a single lessee accounting model. Lessees will be required to recognise: (a) assets and liabilities for all leases with a lease term of more than 12 months unless the underlying asset is of low value; and (b) depreciation of right- ofuse assets separately from interest on lease liabilities in profit or loss. IFRS16 substantially carries forward the lessor accounting requirements from IAS17. Accordingly, a lessor continues to classify its leases as operating leases or finance leases and to account for those two types of leases differently. For sub leases, intermediate lessors should classify subleases based on the right-of-use as set from the headlease, rather than the underlying lease as set as it was under IAS17, thus there is increased likelihood that a sublease previously classified as operating lease will be classified as a finance lease under IFRS16. 

**The Northern Ireland Council for Integrated Education** 

**67** 

## **(Company limited by guarantee)** 

## **Notes to the financial statements for the year ended 31 March 2025 (continued)** 

**Statement of accounting policies (continued)** 

**The effect from adoption of IFRS16 on the Company’s financial statements** 

The company offices are currently James House under RPM on a rent-free licence agreement _._ 

## **Going concern** 

The directors have received funding for the year ended March 2026, which has been confirmed from the Department of Education. The company is in a net current asset position with funding secured sufficient to meet liabilities as they fall due in the period of 12 months from approval of the financial statements. The financial statements have been prepared on the going concern basis, which assumes that NICIE will continue in operational existence for the foreseeable future. 

## **Property, plant, equipment, and depreciation** 

Property, plant, and equipment is stated at historical cost less accumulated depreciation. Historical cost includes expenditure that is directly attributable to the acquisition of the items. Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is probable that future economic benefits associated with the item will flow to the company and the cost of the item can be measured reliably. The carrying amount of the replaced part is derecognised. All other repairs and maintenance are charged to the income statement during the financial year in which they are incurred. 

For all assets depreciation is calculated to write off the cost less their estimated residual values, on a reducing balance basis over the expected useful economic lives of the assets concerned, or over the life of project, whichever is earlier. The principal annual rates used are as follows: 

Information technology : 33[1] /3% Furniture and fittings : 20% 

## **Trade and other receivables** 

Trade receivables are amounts due from customers for merchandise sold or services performed in the ordinary course of business. If collection is expected in one year or less (or in the normal operating cycle of the business if longer), they are classified as current assets. If not, they are presented as non-current assets. Trade receivables are recognised initially at fair value and subsequently measured at amortised cost using the effective interest method, less provision for impairment. 

**The Northern Ireland Council for Integrated Education** 

**68** 

## **(Company limited by guarantee)** 

## **Notes to the financial statements for the year ended 31 March 2025 (continued)** 

## **1 Statement of accounting policies (continued)** 

## **Cash and cash equivalents** 

In the cash flow statement cash and cash equivalents includes cash in hand, deposits held at call with banks, other short-term highly liquid investments with original maturities of three months or less and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities on the balance sheet. 

## **Trade and other payables** 

Trade payables are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers.  Trade payables are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities.  Trade and other payables are recognised initially at fair value and subsequently measured at amortised cost using the effective interest method. 

## **Government grants** 

Grants that relate to specific revenue expenditure are credited to the statement of financial activities when received. 

## **Taxation** 

The Company is registered as a charity for tax purposes and is exempt from corporation tax on its activities.  The activities of the company are exempt for value added tax purposes.  The company therefore does not have to account for value added tax on its income nor is it able to recover the value added tax element of expenditure. 

## **VAT** 

The company is not registered for VAT. All expenditure and capital purchase in the financial statements is stated inclusive of VAT. 

## **Pension funding** 

Retirement benefits to employees of NICIE are provided by the Northern Ireland Local Government Officers Superannuation Committee (“NILGOSC”) defined benefit scheme, which is externally funded and contracted out of the State Earnings Related Pension Scheme. 

In respect of this scheme, NICIE’s staff constitute only a small percentage of the overall membership.  NICIE has no influence over the level of contributions. 

**The Northern Ireland Council for Integrated Education** 

**69** 

## **(Company limited by guarantee)** 

## **Notes to the financial statements for the year ended 31 March 2025 (continued)** 

## **1 Statement of accounting policies (continued)** 

## **Pension funding (continued)** 

In previous years NICIE’s share of the NILGOSC scheme could not be identified and in keeping with such multi-employer schemes NICIE treated its pension cost as if it were a defined contribution (rather than a defined benefit) scheme.  In late 2006, NILGOSC separated each of the employer scheme details and, as a result, NICIE has had to incorporate the year-end deficit on the scheme in its balance sheet and the movement on the scheme within the statement of financial activities. 

The assets of the NILGOSC scheme are held separately from those of NICIE.  Pension scheme assets are measured using market value.  Pension scheme liabilities are measured using the projected unit method and discounted at the current rate of return on a high-quality corporate bond of equivalent term to the liability.  The service cost and associated administration costs of NICIE’s defined benefit pension scheme are charged to net outgoing resources before recognised gains. In addition, a retirement benefit interest charge on the net pension deficit is charged to the statement of financial activities as a finance cost. Actuarial gains and losses are recognised directly in statement of financial activities so that NICIE’s balance sheet reflects the fair value of the scheme’s surplus or deficit at the balance sheet date. 

## **Critical accounting estimates and judgements** 

Estimates and judgments are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The significant accounting estimations and judgments of the Company relate to the pension assets, liabilities and associated pension surplus or deficit.  The Company utilises the services of actuarists to help them value scheme assets and liabilities and provide the necessary disclosures of the Nilgosc pension scheme. 

## **Incoming resources** 

## **Grants** 

Revenue grants are credited to incoming resources on the earlier date of when they are received or when they are receivable, unless they relate to a specified future period, in which case they are deferred. 

## **Other income** 

Other income, which excludes value added tax, is accounted for on the accrual’s basis. 

## **Resources expended** 

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. 

**The Northern Ireland Council for Integrated Education** 

**70** 

## **(Company limited by guarantee)** 

## **Notes to the financial statements for the year ended 31 March 2025 (continued) 1 Statement of accounting policies (continued)** 

## **Charitable activities** 

Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. 

## **Governance costs** 

Governance costs include those incurred in the governance of its assets, which are associated with constitutional and statutory requirements. 

## **Bank interest** 

All interest is accounted for in the statement of financial activities on the accruals basis. 

## **Operating leases** 

## **Accounting policies applied from 1 April 2025** 

Leases other than short-term leases and leases of low-value assets are recognised as right-ofuse assets and corresponding liabilities at the date at which the leased assets are available for use by the Company. 

Payments associated with all short-term leases and certain leases of all low-value assets are recognised on a straight-line basis as an expense in the Statement of comprehensive net expenditure. The company applies the exemption for low-value assets on a lease-by-lease basis. Short-term leases are leases with a lease term of less than 12 months or less.  Low-value assets comprise computers, tablets, mobile phones and small items of office furniture. 

## **Accounting policy applied until 31[st] March 2025** 

Leases in which a significant portion of the risks and rewards of ownership are retained by the lessor are classified as operating leases. Payments made under operating leases (net of any incentives received from the lessor) are charged to the net expenditure account on a straight-line basis over the period of the lease. 

## **Lease activities** 

The company as part of Reform of Public Property is under a rent-free licence agreement for five years. Additionally, it has a few low-value leases on items of office equipment. 

## **Fund accounting** 

NICIE has one type of fund for which it is responsible.  The definition of this fund is as follows: 

## **Restricted funds** 

Restricted funds, subject to specific trusts, are those given to NICIE, which are to be expended for the specific objects specified by the donor. 

**The Northern Ireland Council for Integrated Education** 

**71** 

**(Company limited by guarantee)** 

## **Notes to the financial statements for the year ended 31 March 2025 (continued)** 

## **2 Statement of operating costs by operating segment** 

The trustees consider that NICIE acts as one operating segment and therefore no statement of operating costs by operating segment has been presented. 

## **3       Voluntary income** 

|||||**2025**|2024|
|---|---|---|---|---|---|
|||||**£**|£|
|Department|of Education Northern Ireland|||**653,212**|670,931|
|Northern Ireland||Office||**170,000**|170,000|
|Integrated Education Fund||||**-**|4,800|
|Donations||||**2,331**|1,457|
|Recoveries|in|respect|of|||
|outward secondments (Irish||||**43,002**|45,067|
|Department|of Foreign Affairs|||||
|and Trade)||||||
|||||**868,545**|892,295|



## **4 Net outgoing resources before recognised gains and losses** 

||**2025**|2024|
|---|---|---|
||**£**|£|
|**This is stated after charging:**|||
|Staff costs (Note 5)|**715,463**|669,955|
|Depreciation of property, plant, and equipment (Note 7)|**3,731**|3,642|
|Fees payable to NICIE’s auditors for the audit of the financial|**7,200**|7,200|
|statements|||
|**5         Staff costs**|**2025**|2024|
||**£**|£|
|Wages and salaries|**566,359**|515,965|
|Social security costs|**52,072**|49,289|
|Otherpension costs|**93,032**|93,701|
||**711,463**|658,955|
|IAS 19 – Actuarial valuation|||
|Current service cost|**97,000**|103,000|
|Past service cost/(gain)|**-**|-|
|Contributions bythe employer|**(93,000)**|(92,000)|
||**715,463**|669,955|



**72** 

## **The Northern Ireland Council for Integrated Education** 

## **(Company limited by guarantee)** 

## **Notes to the financial statements for the year ended 31 March 2025 (continued)** 

## **5 Staff costs (continued)** 

During the year, the charity incurred costs of £14,028 (2024: £330) relating to agency staff and secondees. 

|secondees.|||
|---|---|---|
||**Number**|Number|
|The average monthly number of persons employed by the|||
|company (includingdirectors)duringtheyear was:|**13**|13|



The Directors received £0 for reimbursement of expenses during the year (2024: £0). No employee falls in emoluments band over £60,000 (2024: one) and details are below. 

||**2025**||2024|
|---|---|---|---|
||**£**||£|
|Chief Executives’ remuneration – Roisin Marshall (Retired July||||
|2024)||**-**|67,185|
|Company pension contributions to NILGOSCpension scheme.||**-**|12,765|
|||**-**|79,950|



|**6**<br>**Other finance costs**|**2025**|2024|
|---|---|---|
||**£**|£|
|Interest income on pension scheme assets|**147,000**|130,000|
|Interest cost on defined benefit obligation|**(131,000)**|(126,000)|
||**16,000**|4,000|



**The Northern Ireland Council for Integrated Education** 

**73** 

## **(Company limited by guarantee)** 

## **Notes to the financial statements for the year ended 31 March 2025 (continued)** 

## **7 Property, plant, and equipment** 

|**7**<br>**Property, plant, and equipment**||
|---|---|
|**Information**<br>**technology**<br>**Furniture**<br>**and**<br>**fittings**<br>**£**<br>**£**|**Total**<br>**£**|
|**Cost**||
|At 1 April 2024<br>59,680<br>26,761<br>Disposal<br>-<br>(575)<br>Additions<br>4,234<br>221|86,441<br>(575)<br>4,455|
|**At 31 March 2025**<br>**63,914**<br>**26,407**|**90,321**|
|||
|**Accumulated depreciation**||
|At 1 April 2024<br>51,290<br>26,657<br>Depreciation on Disposal<br>-<br>(575)<br>Charge for theyear<br>3,700<br>31|77,947<br>(575)<br>3,731|
|**At 31 March 2025**<br>**54,990**<br>**26,113**|**81,103**|
|**Net book amount**<br>**At 31 March 2025**<br>**8,924**<br>**294**|**9,218**|
|At 31 March 2024<br>8,390<br>104|8,494|
|**Information**<br>**technology**<br>**Furniture**<br>**and**<br>**fittings**<br>**£**<br>**£**|**Total**<br>**£**|
|**Cost**||
|At 1 April 2023<br>57,538<br>26,788<br>Disposal<br>-<br>(182)<br>Additions<br>2,142<br>155|84,326<br>(182)<br>2,297|
|**At 31 March 2024**<br>59,680<br>26,761|86,441|
|**Accumulated depreciation**||
|At 1 April 2023<br>47,699<br>26,788<br>Depreciation on Disposal<br>-<br>(182)<br>Charge for theyear<br>3,591<br>51|74,487<br>(182)<br>3,642|
|**At 31 March 2024**<br>51,290<br>26,657|77,947|
|**Net book amount**<br>**At 31 March 2024**<br>8,390<br>104|8,494|
|At 31 March 2023<br>9,839<br>-|9,839|



**The Northern Ireland Council for Integrated Education** 

**74** 

## **(Company limited by guarantee)** 

## **Notes to the financial statements for the year ended 31 March 2025 (continued)** 

## **8 Financial instruments** 

As the cash requirements of The Northern Ireland Council for Integrated Education largely are met through, Grant-in-Aid provided by DE, financial instruments play a more limited role in creating and managing risk than would apply to a non-public sector body. The majority of financial instruments relate to contracts to buy non-financial items in line with the NDPB’s expected purchase and usage requirements and the NDPB is therefore exposed to little credit, liquidity, or market risk. 

## **9 Trade and other receivables** 

|**9**<br>**Trade and other receivables**|||
|---|---|---|
||**2025**|2024|
||**£**|**£**|
|Trade receivables|**41,215**|1,276|
|Prepayments and accrued income|**7,533**|3,800|
||**48,748**|5,076|



The fair values of trade and other receivables are not materially different from the carrying values. 

All of the charity’s financial assets are classified as loans and receivables. The company has no assets that may be classified as held at fair value through profit and loss, derivatives used for hedging or available-for-sale 

## **10 Cash and cash equivalents** 

|**10**<br>**Cash and cash equivalents**||
|---|---|
|**2025**<br>**£**|2024<br>**£**|
|Balance at 1 April<br>**178,879**<br>Net change in cash and cash equivalents<br>**(97,078)**|123,649<br>55,230|
|Balance at 31 March<br>**81,801**|178,879|
|The followingbalances at 31 March were held at:||
|Commercial banks and cash in hand<br>**81,801**|178,879|
|**11**<br>**Trade and other payables**<br>**2025**<br>**£**|2024<br>**£**|
|Trade payables<br>58,837<br>Accruals and deferred income<br>7,397|39,219<br>11,696|
|66,234|50,915|



The fair value of trade and other payables are not materially different from their carrying value as the impact of discounting is not significant. There is no difference between the amounts shown above and the total contractual undiscounted cash flows of trade and other payables. 

**The Northern Ireland Council for Integrated Education** 

**75** 

## **(Company limited by guarantee)** 

## **Notes to the financial statements for the year ended 31 March 2025 (continued)** 

## **12     Pension commitments** 

The net pension ‘liability’ shown below does not represent a shortfall, which requires short-term cash funding.  The amount shown below is calculated to comply with the new Financial Reporting Standard, the specific requirements of which differ from the basis on which pension liabilities are actuarially calculated for the ongoing funding of the scheme. The Financial Reporting Standard requires: 

- (i) actuarial deficiencies to be recognised immediately as a “liability” in the financial statements rather than being spread forward over employees’ remaining service lives; 

- (ii) the actuary, in valuing the scheme’s liabilities, is required to use a bond yield as the discount rate for valuing future liabilities, rather than a rate that reflects the expected return on the scheme’s particular asset portfolio, with the result of an apparent increase in the present value of future longer-term liabilities. 

IAS 19 figures in relation to employees and ex-employees who are members of the NILGOSC pension scheme. 

|pension scheme.|||
|---|---|---|
||**2025**|2024|
|Rate of increase in salaries|**4.0%**|4.1%|
|Rate of increase in pensions in|**2.5%**|2.6%|
|payment|||
|Discount rate|**5.8%**|4.8%|
|Inflation assumption|**2.5%**|2.6%|
|Pension accounts revaluation rate|**2.5%**|2.6%|



## The mortality assumptions used were as follows: 

||**2025**|2024|
|---|---|---|
||**Years**|Years|
|Average expected future life at age 65 for:|||
|Male currently aged 65|**21.6**|21.7|
|Female currently aged 65|**24.5**|24.6|
|Male currently aged 45|**22.2**|22.7|
|Female currentlyaged 45|**25.2**|25.6|



**The Northern Ireland Council for Integrated Education** 

**76** 

## **(Company limited by guarantee)** 

## **Notes to the financial statements for the year ended 31 March 2025 (continued)** 

## **12     Pension commitments (continued)** 

The market value of assets in the scheme and the expected rate of return were: 

|**Asset Allocation**|**Quoted**|**Unquoted**|**Total**|**Value at**|**Value at**|
|---|---|---|---|---|---|
||**%**|**%**|**%**|**31 Mar 2025**|**31 Mar 2024**|
|||||**£**|**£**|
|Equities|41.3%|0.0%|41.3%|1,320,774|<br>1,214,820|
|Property|0.0%|9.5%|9.5%|303,810|<br>284,580|
|Government Bonds|15.7%|0.0%|15.7%|502,086|<br>459,000|
|Corporate Bonds|3.9%|0.0%|3.9%|124,722|<br>140,760|
|Multi Asset Credit|13.0%|0.0%|13.0%|415,740|<br>397,800|
|Cash|10.7%|0.0%|10.7%|342,186|<br>379,440|
|Other|0.1%|5.8%|5.9%|188,682|<br>183,600|
|**Total market value**|**84.7%**|**15.3%**|**100%**|**3,198,000**|<br>**3,060,000**|
|**of assets**||||||
|**Present value of**||||**2,443,000**|<br>**2,773,000**|
|**scheme liabilities**||||||
|**Unrecognised**||||**(755,000)**|<br>**(287,000)**|
|**Surplus/Deficit in**||||||
|**scheme**||||||
|**Net asset (liability)**||||**-**|-|
|**recognised on**||||||
|**Statement of Financial**||||||
|**Position**||||||



## **Reconciliation of present value of scheme liabilities** 

||**2025**|2024|
|---|---|---|
||**£**|£|
|At 1 April|**2,773,000**|**2,715,000**|
|Current service cost|**97,000**|**103,000**|
|Past service cost|**-**|**-**|
|Member contributions|**33,000**|**33,000**|
|Interest cost|**131,000**|**126,000**|
|Re-measurement on scheme liabilities|**(487,000)**|**(106,000)**|
|Benefitspaid|**(104,000)**|**(98,000)**|
|**At 31 March**|**2,443,000**|**2,773,000**|



**The Northern Ireland Council for Integrated Education** 

**77** 

## **(Company limited by guarantee)** 

## **Notes to the financial statements for the year ended 31 March 2025** 

## **Pension commitments (continued)** 

## **Reconciliation of fair value of scheme assets** 

|**Reconciliation of fair value of scheme assets**|||
|---|---|---|
||**2025**|2024|
||**£**|£|
|At 1 April|**3,060,000**|2,746,000|
|Expected return|**147,000**|130,000|
|Re-measurement on scheme assets|**(31,000)**|157,000|
|Employer contributions|**93,000**|92,000|
|Member contributions|**33,000**|33,000|
|Benefitspaid|**(104,000)**|(98,000)|
|**At 31 March**|**3,198,000**|3,060,000|



Scheme assets do not include any of The Northern Ireland Council for Integrated Education's own financial instruments, or any property occupied by The Northern Ireland Council for Integrated Education. 

The expected return on scheme assets is determined by considering the expected returns available on the assets underlying the current investment policy. Expected yields on fixed interest investments are based on gross redemption yields as at the balance sheet date. Expected returns on equity investments reflect long-term real rates of return experienced in the respective markets. 

## **Analysis of amount charged to statement of financial activities:** 

||**2025**|2024|
|---|---|---|
||**£**|£|
|Current service cost|**97,000**|103,000|
|Past service cost|**-**|-|
|Expected return|**(147,000)**|(130,000)|
|Interest cost|**131,000**|126,000|
|Re-measurement on defined benefit pension|**(755,000)**|(8,000)|
|scheme|||
|Adjustment in respect of paragraph 64|**755,000**|287,000|
|Total operatingcharge/(credit)|**81,000**|378,000|



The total service cost of £97,000 (2024: £103,000) is included within staff costs. The total contributions expected to be made by the scheme by NICIE in the year to 31[st] March 2025 are £126,000 (2024: £125,000) 

**The Northern Ireland Council for Integrated Education** 

**78** 

## **(Company limited by guarantee)** 

## **Notes to the financial statements for the year ended 31 March 2025** 

## **Pension commitments (continued)** 

## **Sensitivity analysis** 

IAS19R requires the disclosure of the sensitivity of the results to the methods and assumptions used. 

The sensitivities regarding the principal assumptions used to measure the scheme liabilities are set out below. 

|set out below.|||
|---|---|---|
||**Approximate**|**Approximate**|
||**% increase to**|**monetary**|
|**Changes in assumptions at year ended 31 March 2025**|**employer**|**amount**|
||**liability**|**(£’000)**|
|0.1% decrease in Real Discount Rate|1.5%|72|
|1 year decrease in member life expectancy|2.3%|71|
|0.1% increase in the Salary Increase Rate|0.1%|7|
|0.1% increase in the Pension Increase Rate|1.4%|72|



## **Employer Contribution Rates** 

The liabilities show the underlying commitment that NICIE has in the long term to pay retirement benefits. The total pension liability is £2,443,000 (2024 - £2,773,000) and results in an unrecognised asset of £755,000 (2024: £287,000). As per the scheme actuary the net asset/(liability) to be recorded on the Statement of Financial Position is £Nil (2024 £Nil). 

For 2024/25, employers participating in the scheme contributed at the rate of 19% (2024 –19%). 

## **Scheme Gains and Losses** 

Actuarial gains and losses represent the extent to which actual outcomes have differed from the assumptions, which were used in calculating IAS 19 figures. 

For assets, the gain/loss is normally the difference between the actual and expected return on assets, and for liabilities, the gain/loss normally arises from the change in financial assumptions. These actuarial gains/losses are shown in the table below as experience gains and losses. 

**79** 

## **The Northern Ireland Council for Integrated Education** 

## **(Company limited by guarantee)** 

## **Notes to the financial statements for the year ended 31 March 2025 (continued)** 

## **Pension commitments (continued)** 

**Amounts for current and previous four years:** 

||**2025**|2024|2023|2022|2021|
|---|---|---|---|---|---|
||**£**|£|£|£|£|
|**Scheme liabilities**|**2,443,000**|2,773,000|2,715,000|3,405,000|3,394,000|
|**Scheme assets**|**3,198,000**|3,060,000|2,746,000|2,750,000|2,502,000|
|**Surplus/(Deficit) in scheme**|**755,000**|287,000|31,000|(655,000)|(892,000)|
|**Experience adjustments on**||||||
|**scheme assets**||||||
|Amount (£)|**(31,000)**|157,000|(95,000)|137,000|398,000|
|**Experience adjustments on**||||||
|**scheme liabilities**||||||
|Amount(£)|**487,000**|106,000|886,000|251,000|(488,000)|



## **13 Members liability** 

The liability of each member is limited to £10. 

## **14 Reserves – restricted funds** 

|**14**<br>**Reserves – restricted funds**|||
|---|---|---|
||**2025**|2024|
||**£**|£|
|At 1 April|**141,534**|161,298|
|Net outgoing (losses)/resources before recognised|**(68,001)**|(19,764)|
|losses|||
|Actuarial re-measurement on defined benefit pension|**-**|-|
|scheme|||
|At 31 March|**73,533**|141,534|



At the year end there is no asset/liability to be recognised in respect of the NILGOSC pension fund. 

## **15 Analysis of net assets between funds** 

|||**2025**|**2024**|
|---|---|---|---|
||**Restricted**|**Total**|**Total**|
||**fund**|**funds**|**funds**|
||**£**|**£**|**£**|
|Fixed Assets|9,218|9,218|8,494|
|Current Assets|130,549|130,549|183,955|
|Current liabilities|(66,234)|(66,234)|(50,915)|
|Pension commitments|-|-|-|
|**Net funds**|73,533|73,533|141,534|



**80** 

## **The Northern Ireland Council for Integrated Education** 

## **(Company limited by guarantee)** 

## **Notes to the financial statements for the year ended 31 March 2024 (continued)** 

## **16 Leases** 

The Company leases various tangible assets under non-cancellable operating lease arrangements. 

As described in the notes the operating leases held include either short term or low value assets and as such no right of use asset nor corresponding lease liability has been recognised. 

The following amounts are recognised in the Statement of comprehensive net expenditure account: 

||**2025**|2024|
|---|---|---|
||**£**|£|
|Expenses relating to short term leases|**-**|-|
|Expenses relating to low-value assets|**-**|1,161|
|Total expenses related to leases|**-**|1,161|



The following amounts are recognised in the Statement of cash flows: 

||**2025**|2024|
|---|---|---|
||**£**|£|
|Cash outflow for leases (IFRS16) – operating activity|**-**|1,161|
|Total cash outflows|**-**|1,161|



## **17 Contingent liabilities** 

The company has a contingent liability to repay revenue grants received if certain conditions are not fulfilled. 

## **18 Capital commitments** 

At 31 March 2025, the company has **no** capital commitments (2024 - Nil). 

## **19 Losses and special payments** 

At 31 March 2025, the company had **no** losses and special payments (2024: none). 

**81** 

## **The Northern Ireland Council for Integrated Education** 

## **(Company limited by guarantee)** 

**Notes to the financial statements for the year ended 31 March 2025 (continued)** 

## **20 Related party transactions** 

NICIE is a Non-Departmental Public Body (NDPB) sponsored by DE. DE is regarded as a related party. During the year, NICIE has had various transactions with the DE and with other entities for which DE is regarded as the parent Department. 

None of the board members, members of the key management staff or other related parties have undertaken any material transactions with NICIE during the year (2024: none). As per the register of interests maintained by NICIE, there were no conflicts of interest during the year (2024: none). 

## **21 Ultimate controlling party** 

There is no ultimate controlling party.